HomeMy WebLinkAboutSPJT Minutes 1998-06-23SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 1
IN THE COUNCIL CHAMBER, OF THE CITY OF SAN RAFAEL, TUESDAY, JUNE 23, 1998, AT
7:00 PM
Special Joint Public Hearing: Present:
San Rafael City Council/
Councilmember/Member
San Rafael Redevelopment Agency
Councilmember/Member
Cyr Miller, Councilmember/Member
Gary O. Phillips, Councilmember/Member
Albert J. Boro, Mayor/Chairman
Paul M. Cohen,
Absent: None
Barbara Heller,
Others Present: Rod Gould, City Manager/Executive Director
Gary T. Ragghianti, City/Agency Attorney
Jeanne M. Leoncini, City Clerk/Agency Secretary
1.DISCUSSION OF REFUSE RATE ISSUES PROPOSED FOR FISCAL YEAR 1998/99 (MS) - File
Management Services Director Ken Nordhoff reported Marin Sanitary Service had
submitted a proposal for a 3.85% rate increase, noting the City had been
working with five other jurisdictions in reviewing how to establish the
refuse rates. In addition, the firm of Hilton, Farnkopf and Hobson was
hired to conduct a complete audit of Marin Sanitary Services, and in their
report, issued earlier this month, they recommended a 2.08% increase. Mr.
Nordhoff noted all of the other jurisdictions have accepted Hilton,
Farnkopf, and Hobson's recommendations, and have either approved, or will
approve shortly, the 2.08% increase.
Mr. Nordhoff stated the formal adoption rates for San Rafael would come before
Council at a public hearing on July 6th; however, staff would like Council
to consider the following additional service options, which could impact
rates for service in fiscal year 1998/99:
1.Have Marin Sanitary Service absorb the cost of materials dumped at the
Resource Recovery Center. Mr. Nordhoff noted the Public Works
Department currently collects and has a variety of debris to the
Resource Center, and is charged per ton for all materials, which amounts
to a cost of approximately $120,000, and is currently paid out of the
General Fund budget. He explained if Marin Sanitary Services were to
allow the dumping to occur, the cost of this process would need to be
recovered through additional rate increases, which Marin Sanitary
Services estimates would be an additional 2.02% cost to the basic rates.
2.Offer a one -day general debris pickup. Mr. Nordhoff stated that at the
request of the Redevelopment Department, they have looked at
implementing a general clean-up day. He noted many refuse service
providers offer their customers an opportunity to dispose of large,
unwanted items by providing a general debris pickup day, and Marin
Sanitary Services has proposed to offer one general pickup day over a
period of three Saturdays. Mr. Nordhoff explained this service could be
provided to all customers "south of the hill", or it could be focused
only in the Canal area, at a lesser cost. He noted that although this
proposal focused on debris, arrangements could also be made with Marin
Sanitary Services to allow for vegetation collection in lieu of debris
if specific neighborhoods expressed a stronger desire for a "green"
collection day.
3.Have Marin Sanitary Services provide services for public refuse cans in parks.
Mr. Nordhoff reported that currently Public Works Parks Division staff service
the public refuse cans, and dispose of waste by hauling it to
strategically placed Marin Sanitary Services commercial boxes, which are
dumped multiple times per week. He stated Marin Sanitary Services was
asked to "cost out" having their employees complete these tasks. They
have estimated it would cost them approximately $85,000 for staffing and
equipment if they were to take over this responsibility from the City,
which would translate to an approximate 1.57% increase in rates.
Mr. Bernardi noted if Marin Sanitary Services were to be responsible for this
job, Public Works Park Division personnel would be freed -up and
available to do more than just dumping trash. He pointing out the
City's Level of Service could be increased in areas such as cleaning
park restrooms more often, providing better maintenance to the tennis
courts, and weeding and maintaining City medians.
Mr. Nordhoff stated his staff report contained a summary of potential rate
changes for San Rafael in fiscal year 1998/99. He explained if all options
were to be included, a 6.26% increase would be needed to pay for all the
new services. He noted the survey also includes a Countywide comparison of
32 gallon flat rates for residential service, pointing out San Rafael's
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rates were currently in the middle of the six entities. He stated the
recommended $2.08 base increase amount to a $0.30 per month rate hike, and
if all service options were included, this rate would go up to $0.96 per
month. Mr. Nordhoff pointed out that if Council were to choose to
implement the full change, San Rafael would still be in the middle of the
Marin cities, as far as rates are concerned.
Mr. Nordhoff reiterated the rate changes beyond the 2.08% were directed toward
services within the City refuse rate boundaries ("below the hill"), and
available staff time or reductions in cost should be applied only to
activities within the City's refuse rate boundaries, and to those served by
the Las Gallinas Sanitary District.
Mr. Nordhoff stated staff was seeking Council direction, in order to prepare a
full rate schedule, and make final recommendations at the public hearing,
to be held on July 6, 1998.
Public Works Director Dave Bernardi noted Marin Sanitary Services schedule,
which anticipated a cost to them of $85,000 for staffing and equipment,
actually reflected Wintertime costs, and the actual cost would be less
than indicated. He stated staff would work with Marin Sanitary Services to
develop a more refined figure.
Mayor Boro noted people are concerned that we continuing to raise the rates
unless we do something they can see for their money. He asked if we wash
the bocce courts? Public Works Director Dave Bernardi stated we did not.
Mayor Boro noted nothing had been done with the courts since they were
installed, and perhaps we should do something along those lines.
Mayor Boro stated he was concerned about increasing the level of service or
making improvements, noting the residents in North San Rafael needed to
understand they were not receiving the same services because they are part
of the Las Gallinas Sanitary District. He suggested Council get together
with the North San Rafael Vision Committee to make sure that if there is a
free Citywide Collection Day or median maintenance south of the hill, they
will understand why those things are not being done north of the hill. He
stated we had to talk to the community about why there is a disparity, and
make sure they understand why there is a difference, noting there is a
paranoia that the area North of the hill is forgotten.
Referring to the medians, Mayor Boro suggested we might use this source of
revenue as a catalyst for those neighborhoods interested in doing
maintenance more than just twice a year, and develop a program tied to the
rate structure. He believed it might help people to understand where the
rate increases if they could see where that money was going. Mr. Bernardi
stated one of the goals is to develop programs to work with the
neighborhoods groups. Mr. Nordhoff stated staff had attended a
neighborhood meeting in North San Rafael and told them about
Councilmember Heller stated she was unclear about the Citywide debris pickup,
noting she thought it might also be north of the hill, and she would like
to make that available to them, pointing out it was only two days.
Referring to the medians, Ms. Heller suggested putting together a plan to
take out some of the plants, and put in beautiful brickwork, noting she
felt we had to change the way we look at medians. City Manager Gould noted
staff had heard this recommendation before, and stated staff would come
back with a proposal for a partnership to change the medians to low and no
maintenance. He pointed out staff would need a little "seed money" for
such a project, and stated staff would come back before Council with a more
detailed proposal.
Referring to the Citywide pickup, Mayor Boro pointed out this would be paid for
by the fees charged for garbage service, stating it would not be fair to
take fees from people south of the hill and use them to pay for services
for people north of the hill. Councilmember Cohen agreed the City could
not justify using the fees paid by those south of the hill to pay for
services to those north of the hill. City Manager Gould agreed, noting
those paying for the service are the ones who will receive it. He noted if
the City chose to take the money we would otherwise use for dumping, it
could be used for sidewalks or storm drains south of the hill.
Mayor Boro asked if the $120,000 was for Citywide pickup, or only for pickup
south of the hill? Mr. Bernardi reported 75% was south of the hill. City
Manager Gould stated it was important to be able to point out who is paying
and who is receiving the benefit. Councilmember Cohen noted Marin Sanitary
Services still services the Terra Linda area, and asked if the special
services would be provided there? Mr. Gould stated that was correct.
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Councilmember Cohen felt in terms of benefits for the rate increase,
instead of additional sweeping of the tennis courts, perhaps having the
free collection days three times a year might be more appropriate.
Councilmember Phillips felt the rates seemed appropriate, stating he was
comfortable with staff's recommendation. However, he believed that when it
came to service distinctions, regardless of the notification to the
homeowner groups, there would still be some who would not understand, and
would only see that the City was providing service to one section of the
City and not the other. He suggested that during discussions with the Las
Gallinas Valley Sanitation District, we recommend that they try to bring
similar types of service to those north of the hill, as the need is there.
Mr. Phillips stated he would be interested in participating in that
meeting.
Councilmember Miller stated he recognized there was a problem with the
perception of disparity, noting it would be important to meet with the Las
Gallinas Valley Sanitation District to discuss this. However, he believed
the City had to take the opportunity being presented, and would have to
work on the perception problem.
Mayor Boro noted there was a 1.45% difference between Las Gallinas Valley
Sanitation District and Marin Sanitary Services, because to the franchise
fee, and he had no problem with that. However, he was concerned that when
people get their bill, they will not know there is a franchise fee, all
they will understand is that the garbage rate has gone up. He stated he
was concerned about the perception, noting 98% of the people were not going
to understand about this, and will believe there is a disparity in service.
He stated he was uncomfortable with the full $0.96 increase.
Mayor Boro reiterated the importance of pursuing this issue with the Las
Gallinas Valley Sanitation District, and also suggested an article in the
City Newsletter, explaining some of the increased levels of service that
will result. City Manager Gould noted last year the rates were increased
significantly, and he did not believe the City had received many
complaints. Management Services Director Nordhoff reported his department
had received approximately half a dozen calls when those bills first went
out last year. Mr. Gould asked Patty Garbarino, Marin Sanitary Services,
if they had received many calls. Ms. Garbarino stated they, too, had
received approximately a half dozen calls.
City Manager Gould asked, which items would have the least interest to the
Councilmembers, if they were more comfortable with an increase of a lesser
percentage? Councilmember Cohen stated he would be comfortable with
approving the 2.08% base rate increase, funding three debris collection
days, and servicing the public parks, and if people ask about the increased
services, we should tell them everyone is paying for it through their
garbage rates. Mayor Boro believed there would be ample opportunity to
publicize this, explaining why it would be occurring only in certain areas
of the City.
Councilmember Phillips asked if a rate increase by Las Gallinas Valley
Sanitation District would be necessary in order for them to provide the
same services north of the hill, noting that if that were the case, we
should try to persuade them to do that.
Patty Garbarino stated they have already had two hearings at the Las Gallinas
Valley Sanitation District, and there would be another meeting Tuesday
night. Mayor Boro stated he would like to discuss these issues with Las
Gallinas Valley Sanitation District and show them the numbers, noting that
might mean waiting two more weeks before setting on the base rate. Ms.
Garbarino agreed that would be fine. Mayor Boro stated the City would move
quickly, and call them first thing in the morning.
Ms. Garbarino recalled a year ago the "Green Can'
effort to get people to recycle. She noted
backward in that area. Mayor Boro noted he
report, that the debris pickup days in some
pickup day, instead of a general pickup. Ms
like to have some leeway, and be able to do
some neighborhoods do not want them.
program wz
they did no
assumed, in
communities
Garbarino
the pickups
s initiated in an
want to move
reading the staff
might be a "green"
stated they would
individually, as
Councilmember Heller stated she would like Council to consider the $0.31 per
year, noting it was a very small amount to add to a bill, and the benefits
to the community would be astronomical for only $0.31 per month.
Councilmember Cohen moved and Councilmember Heller seconded, to accept the
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report as presented.
2.BUDGET HEARINGS:
CITY MANAGER
City Manager Gould presented the following report:
MISSION STATEMENT:
"To provide effective overall management of all City services, activities and
projects, including advising the City Council on policy and carrying out
its direction", and cited the following major goals for fiscal year 1998-
99:
COMMUNITY ORIENTED PUBLIC SERVICE (COPS):
*Ensure successful first-year implementation of community policing strategy in
San Rafael.
• Identify pressing neighborhood/community concerns and address them in a
collaborative, multi -faceted manner.
• Involve City departments and outside agencies in assisting the Police
Department with community problem solving'
•Initiate youth activities that improve relations with the Police Department.
*Step up traffic enforcement in problem areas throughout the City.
PRUDENT RESPONSE TO SOCIAL PROBLEMS:
*Relocate the St. Vincent de Paul Dining Room in combination with a prudent and
enforceable Conditional Use Permit and Code of Conduct.
*Re-establish a detoxification service in Marin County in conjunction with the
County and Marin People Care.
*Expand child care opportunities to those of limited incomes.
*Explore means of supporting job -matching services to ease the welfare to work
transition.
CANAL NEIGHBORHOOD CAPACITY BUILDING
*Add County, nonprofit and school members to the Canal Development Team.
*Cooperate with the Marin Community Foundation to support leadership
development, non profit capacity building and additional financial
services to the Canal community.
*Aggressively support the provision and maintenance of affordable housing in the
Canal neighborhoods.
*Continue to implement neighborhood improvements that contribute to the health
and safety of the Canal community.
UPGRADE CRITICAL INFRASTRUCTURE:
*Propose actions and strategies to implement the five-year financial forecast
recommendations.
*Seek additional funding for unfunded infrastructure needs.
*Ensure the employment of best management techniques for stretching
infrastructure dollars.
*Assertively advocate for fair share of local, state and federal infrastructure
dollars.
UPGRADE COMMUNICATION AND INFORMATION SYSTEMS
*Complete procurement process for Countywide radio systems for Police, Fire and
Public Works Departments.
*Determine funding source for Fire and Public Works radio systems.
*Recommend funding policy for information systems upgrades to eliminate
dependence on outmoded software systems.
*Analyze opportunities for consolidation of information and communication
systems.
COLLABORATIVE NEIGHBORHOOD IMPROVEMENTS:
*Begin implementation of North San Rafael Vision in conjunction with Guardian
Committee.
*Recommend Park improvement Master Plan for Council adoption.
*Begin construction of improvements to Freitas Park, Boyd Park and Hoffman
fields.
*Strengthen linkages to neighborhood associations, schools and business
community.
CONTINUED COMMUNITY DEVELOPMENT:
*Commence revision of the General Plan.
*Facilitate construction of key projects, such s Fair, Isaac, Macy's site Mixed
Use Project, Marin Community Foundation headquarters, Dominican College
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expansion, Kaiser Clinic, Shamrock Center, Sonnen BMW and Rafael Theatre
renovation.
*Propose development agreements for Downtown cineplex and redevelopment of "B"
Street and P.G.& E. site.
•Implement East San Rafael traffic improvements.
*Complete PPP process for additional development in East and North San Rafael.
FINANCIAL VIABILITY AND STABILITY:
*Achieve agreement with County, College of Marin and schools for additional tax
increment for Redevelopment Agency.
•Implement two-year budgeting.
*Negotiate fair and competitive labor agreements with all bargaining groups.
*Update Business Cost Study.
•Increase competitive bidding for contracts, services and equipment.
*Carefully monitor expenditures in every department and revenue trends.
*Advocate loudly for return of local revenues now redirected to the State.
ORGANIZATIONAL DEVELOPMENT AND CUSTOMER SERVICE:
*Form cohesive management team of department directors.
•Increase training information systems and customer service.
*Emphasize community outreach techniques.
*Complete reorganization of Community Development, Recreation and Management
Services Departments.
*Revise and monitor operating goals for every department.
City Manager Gould stated the Department's objective is to achieve the Council's
objectives, as expressed in the annual budget and City Council priorities.
Mr. Gould reported he had attended a seminar on policing, and was pleased
to see that San Rafael was in the forefront.
Councilmember Phillips stated he liked the way Mr. Gould's report had been
presented, noting it was very understandable, and anyone could look at it
and see there was a lot that was going to be addressed this year.
Regarding the detox center, Councilmember Phillips asked if this was going to be
located within the City? Mr. Gould stated they were hoping to reestablish
service at the Civic Center, but noted we would need the cooperation of the
County on this one.
Mr. Phillips asked about the construction of improvements at Freitas Park and
the Hoffman ballfields. Public Works Director Bernardi reported the
Hoffman fields would be completed this year, and Freitas Park next year,
noting there was a timing issue. He stated they had just awarded the
contract, and would begin interviews within the neighborhood to determine
what they would like to have included. He noted that after the interviews
were conducted it would be the rainy season, so they would begin work in
the Spring, and the improvements were expected to be completed by this time
next year.
Councilmember Heller asked if the City would see a lower amount spent on booking
fees once the detox center was in place? City Manager Gould explained
currently the City pays $120 to book someone for four hours at the County
jail, noting this also takes our Officers out of service. He stated that
when we have the detox center, the Officers can drop people off at the
center and get back into service. Mr. Gould noted San Rafael would be the
greatest customer of the detox center, and reported it would cost
approximately $10,000 to $16,000 per year. Councilmember Cohen noted the
Council has stated for a long time that if we could take the money we pay
in booking fees and use it for a detox center, it would be money well
spent. Councilmember Heller stated she believed this was a County
responsibility; however, if the City does this so that we can provide
better service for people, then she agreed.
CITY ATTORNEY'S OFFICE
City Attorney Gary Ragghianti presented the following report:
MISSION STATEMENT:
"As a support Department, the primary role of the City Attorney's office is to
provide legal assistance and advice to all departments of the San Rafael
City government, including the attendance and representation of staff at
all City Council meetings".
MAJOR DEPARTMENT GOALS FOR FISCAL YEAR 1998-99:
*Provide prompt and effective legal assistance to City Council and City
departments.
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*Assist and support the newly appointed Risk Manager, in the establishment of a
comprehensive in-house Liability/risk Management Program.
*Preparation of a confidential tort claim and litigation status report on all
current actions.
*Provide prompt and effective legal support for code enforcement activities,
including finalization of the Procedures Manual, "Clean-up" Ordinance,
implementation of Administrative Hearing Program and Assist
Administrative Services Department in collection of fines and penalties
for code violations.
*Draft and/or revise: Noise Ordinance, Remaining on Private Property or Business
Property After Being Requested to Leave Ordinance.
*Revise Municipal Code's treatment of prohibited public conduct.
•In cooperation with City staff, revise/create a comprehensive set of uniform
and concise permit and application forms, contract procedures and
checklist.
*Revise Subdivision Ordinance.
PROGRAM MANAGER - CITY ATTORNEY
BUDGET HIGHLIGHTS:
City Attorney Ragghianti has been involved in the development process for every
major development proposal currently underway in the City, including Fair,
Isaac, Macy's, Kaiser Medical Center, and Walgreens. He has negotiated,
reviewed and revised the Development Agreement for the Fair, Isaac project,
and has been the City's key negotiator in the St. Vincent's Dining Room
relocation negotiations. Mr. Ragghianti is also advising the Community
Development Department in connection with a proposed M.O.0 (Memorandum of
Understanding) with the County of Marin involving the St. Vincent/Silveira
property, and is involved in defense of the City in several land use cases,
which were filed last year.
The part-time elected City Attorney's time is focused primarily on land use,
planning, development, and litigation. He attends all City Council
meetings, and acts as advisor to the City Manager and City Council. The
City Hall legal staff tends to the daily administrative operation of the
office and comprehensive legal support to City Staff.
ACHIEVEMENTS:
*This past year has been one of change in the City, including: staffing,
department reorganization, development projects, and institution of the
Administrative Hearings process for Code Enforcement violations, all of
which have had a profound effect upon the City Attorney's Office
workload. With increased private development and redevelopment in the
Downtown, as well as Public Works projects, such as Andersen Drive and
the Second and Third Streets Undergounding, the Attorney's Office has
been busy drafting, reviewing, revising and finalizing numerous
development agreements, consultant agreements, and other contracts, as
well as advising City staff through "rough spots" in the development
process.
•Interaction with Risk Manager and third part administrator, ICA, during
investigation of claims and lawsuits. Participation in Casualty & Loss
Committee for recommendations of payment or denial of claims,
participation in City's excess liability pool.
*Active participants in the Code Enforcement Committee,Information Services
Committee, and Traffic Coordinating Committee.
*Provided legal guidance through the balloting process of the San Pedro
Assessment District.
*Maintains an open door policy to provide legal advice and assistance to staff
on a daily basis.
GOALS AND OBJECTIVES:
*Provide prompt and effective legal assistance to City Council and City
departments.
*Assist staff with Liability/Risk Management Program.
*Preparation of a confidential tort claim and litigation status report on all
current claims and actions.
•In cooperation with City staff, revise/create a comprehensive set of uniform
and concise permit and applications forms, contract procedures and
checklist.
*Review and/or revise Municipal Code's treatment of prohibited public conduct.
*Facilitate negotiations between the City, tenants, and park owners toward
Mobilehome Rent Stabilization Ordinance amendments which would reduce
the annual adjustment and establish a separate capital improvement pass-
through procedures.
*City Attorney to continue as City negotiator in the St. Vincent's Dining Room
relocation.
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*Work with staff on the process for reviewing certificates of public convenience
and necessity for alcohol sales.
WORKLOAD STATISTICS:
*Supervision of 16 lawsuits, including actions for civil rights violations,
inverse condemnation, and tort claims for personal injury. Concluded
eight lawsuits by settlement or dismissal.
*Ongoing claims administration. Presently there are 83 active claims. We have
assisted the third -party administrator, ICA, and the Risk Manager close
approximately 60 claims in the past fiscal year.
*Six Administrative Hearings - positive results for the City.
*Production of over 200 written legal opinions or memoranda.
*Defense of seven Pitchess motions in Marin County Courts for the production of
Police Department personnel documents.
*Review of and response to numerous records requests in conformance with the
Public Records Act.
*Assist outside counsel in the preparation of three personnel disciplinary
hearings.
*Preparation and review of numerous agreements, Resolutions, Ordinances and
staff reports for City Council meetings.
PROGRAM MANAGER - DEPUTY CITY ATTORNEY
BUDGET HIGHLIGHTS:
The
Deputy City Attorney is a full-time position which allocates 75% of his time
to the enhanced Code Enforcement Program. The Assistant City Attorney
allocates 5% of his time to this program in an advisory capacity. Salary
and benefit increases are in accordance with M.A.P.E. and Management
Memorandums of Understanding.
DESCRIPTION OF ACTIVITIES:
The Deputy City Attorney provides legal support for the Code Enforcement
Division. He acts as Legal Counsel representing the City at Administrative
Hearings for civil penalties, as well as recovery of all City
administrative, legal, and out-of-pocket costs incurred in obtaining
compliance with City codes where voluntary compliance is not possible.
ACHIEVEMENTS:
In the past year, the City's enhanced Code Enforcement Program has received a
lot of attention from the City Attorney's Office. The enforcement effort
of over 400 violations at 30 Novato Street, and the legal complications of
owner bankruptcy and sales of the premises was an extremely time consuming
and complex case. The Deputy City Attorney acts as legal counsel in this
Program for the purpose of protecting the public's health, safety, and
quality of life by enforcing throughout the City the provisions of the
City's Municipal Code, including incorporated uniform codes such as the
Uniform Building Code, the Uniform Code for the Abatement of Dangerous
Buildings, and the Uniform Housing Code,a s well as any state codes under
which the City has accepted enforcement authority. The Deputy City
Attorney's participation in six Administrative Hearings, all with positive
results, is forging a solid proactive Code Enforcement approach to
prosecution of violators.
GOALS AND OBJECTIVES:
*Provide prompt and effective legal support for Code Enforcement activities.
*Continued active participation in the Code Enforcement Committee.
*Review, draft, or revise: Vehicle Habitation Ordinance, Newsrack Ordinance,
Noise Ordinance, Second Dwelling Unit Ordinance, Massage Parlor
Ordinance, Remaining on Private Property or Business Property After
Being Requested to Leave Ordinance.
*Work together with the Administrative Services Department to initiate an
effective revenue collection process resulting from the award of civil
penalties and administrative costs from hearings. Recording of Code
Enforcement liens against violators and initiation of collection
actions.
*Support for Community Oriented Policing.
Mayor Boro asked how many tort claims the department had. City Attorney
Ragghianti reported there were 83 active claims. Assistant City Attorney
Gus Guinan stated he was completing a bi-annual report that would show open
claims and litigation cases. Mayor Boro asked about the Ordinance
regarding being on private property after being requested to leave. Mr.
Guinan explained there had been a request from the Police Department, and
the City Attorney's office was working on an Ordinance modeled after an
Ordinance in San Francisco. He explained commercial property owners,
particularly liquor stores, posted fines on their store windows, indicating
certain people are not allowed on their property after certain hours, and
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this gave the Police Department the right to investigate without having to
contact the property owners. Mayor Boro asked if this was in effect after
the stores were closed? Mr. Guinan stated it was usually after the stores
were closed, while some specified "in or near liquor stores during open
business hours", which was another area the City Attorney's office was
looking into.
Councilmember Heller asked if they would be looking at some of the current
Ordinance prohibiting certain public conduct, making sure they are in
compliance? Mr. Guinan stated they would, noting some of the sections are
remnants of old Police code, noting they need new language, and need to be
more understandable and more answerable. Ms. Heller referred to the Code
Enforcement Program, and asked if there were any sources showing how much
we have brought in, and if the program was beginning to pay-off yet? Mr.
Guinan stated several full Administrative Hearings have been conducted, and
the City Attorney's Office has been working with the Finance Department.
He stated there was $50,000 in outstanding fines and penalties regarding
the property at 340 Novato Street, and noted the City was looking at
pursuing formal collection proceedings, although we did not want to throw
good money after bad. Mr. Guinan also reported a lien has been recorded
against Ethan Locke's property at 527 Bret Harte, and noted the City
Attorney's office would prepare a report showing the status of these, and
what the next steps would be.
Councilmember Cohen noted he would like the City Attorney's office to follow-up,
and provide a more complete report on where we stand, particularly with
regard to Mr. Locke. He stated the neighbors have been asking about this,
and he would like to have the information with which to respond. City
Manager Gould stated Mr. Locke had made significant improvements, and there
were no outstanding Code Violations on that property.
CITY CLERK'S OFFICE
City Clerk Jeanne Leoncini presented the following report:
MISSION STATEMENT:
"The mission of the Department of the city clerk is to provide timely assistance
to the public, elected officials and City staff, relating to the duties and
responsibilities of the City Clerk".
BUDGET HIGHLIGHTS:
City Clerk Leoncini reported there were no significant changes.
DESCRIPTION OF ACTIVITIES:
Principal among the responsibilities of the City Clerk is the role of official
records custodian for the City of San Rafael. Items such as Ordinances,
Resolutions, agreements, and contracts and deeds, which have been approved
by the City Council are on file in this office. Another major function is
that of keeping minutes of Council and Agency meetings, as well as
preparing and distributing copies of the record. The Clerk also supervises
preparation and distribution of the Council agendas and meeting schedules,
and publishes Ordinances and other legal notices in local newspapers, as
required; these duties apply to the Redevelopment Agency as well. The
Clerk acts as liaison between citizens and the Council; administers City
elections; accepts the filing of petitions; witness the official signature
on agreements, contracts, bonds and notes; notarizes for City departments,
and serves as custodian of the City Seal. Keeping the City's Municipal
Code up to date is another responsibility of the Clerk. The Clerk is
filing official/officer for the Fair Political Practices Commission forms.
The Clerk maintains an open central registry of all boards and commissions
of the City. The Clerk is also Deputy City Treasurer.
ACHIEVEMENTS:
*General Municipal Election - Ran a smooth -running General Municipal Election
which was held on Tuesday, November 4, 1997 covering two Council seats
and two Board of Education seats.
*Proposed Assessment District - Completed process for two proposed assessment
districts: Survey process for Del Ganado Maintenance Assessment
District, involving approximately 700 residential parcels (majority
against); and Balloting process for the Point San Pedro Road Landscaping
Assessment District, involving approximately 2,800
residential/commercial parcels (majority against).
*Public Outreach - City Clerk's Department, working with the San Rafael Chamber
of Commerce, has implemented placement of Agendas and Action Agendas
(draft abbreviated Minutes) on the Internet. The web site address is
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 8
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 9
http://www.sanrafael.org/agendas.html.
*Microfilming of Ordinances/Resolutions/Deeds - Completed microfilming of
Ordinances/Resolutions/Deeds through April, 1998 for archival purposes.
GOALS AND OBJECTIVES:
•Implement new agenda and report generation schedule.
•Implementation of City Council/Redevelopment Agency staff reports on the
Internet, as well as placement of Agenda Packets at the three San Rafael
community Centers, in addition to the San Rafael Public Library.
•Implementation of indexing of Minutes on computer.
*Continue with bringing the Permanent Minutes books up to date.
*Continue with microfilming of Ordinances/Resolutions/Deeds.
WORKLOAD STATISTICS:
1996 1997 1998
Minutes of Regular City Council meetings processed 22 24 24
Minutes of Special and Special Joint meetings processed 40 26 36
Minutes of Regular Redevelopment Agency meetings processed 22 24
24
Ordinances processed 12 15 15
City Council Resolutions processed 224 235 240
Redevelopment Agency Resolutions processed 92 54 45
Applications processed for Boards and Commissions
vacancies: 11 in 1996, 25 in 1997; 10 in 1998
covering 11 Boards and Commissions, totaling
63 positions.
Statements of Economic Interests 90 71 50
(Fair Political Practices Commission) 160 165 165
Campaign Statements
(Fair Political Practices Commission) 34 48 35
Liability Claims 106 83 95
Lawsuits 10 14 8
Agreements and Contracts processed (SRCC) 69 75 85
Agreements and Contracts processed (SRRA) 30 40 35
Notarization of documents 70 91 90
Publication of legal notices 50 50 50
City Clerk Leoncini reported the Department Directors had made an effort to
adhere to the new Agenda schedule, the public has been pleased with
receiving the Agendas earlier, and she believed this was benefiting staff
and Council, as well as the public. She noted her department had already
been asked to extend the three-month trial period. City Clerk Leoncini
reported the Agendas and Action Agendas were being provided to the Chamber
of Commerce for display on their WEB site, noting the department would soon
have the capability of E -mailing them to the Chamber.
Mayor Boro thanked Mrs. Leoncini for the great job she has done, and for her
guidance to the Council.
Councilmember Heller asked what elections would be coming up next year? City
Clerk Leoncini reported there would be a ballot measure regarding Paramedic
Services, and possibly a second ballot measure.
Councilmember Cohen thanked Mrs. Leoncini and her staff for keeping the Council
out of trouble.
FIRE DEPARTMENT
Fire Chief Robert Marcucci submitted the following report:
MISSION STATEMENT:
The mission of the San Rafael Fire Department is to protect the people, property
and environment of this community by committing the collective efforts of
proficient individuals in the implementation of a comprehensive range of
programs designed to control the risk and impact of fire, medical and
physical emergencies.
MAJOR DEPARTMENT GOALS FOR FISCAL YEAR 1998-99:
*Promote the concept of Community Fire Servicing through the collaboration and
partnering with residents, homeowners associations and the business
community.
*Provide for the overall effectiveness of department personnel through a
comprehensive training program by requiring a minimum employee training
of 15 hours per month, and successful completion of 98% of proficiency
evaluations.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 9
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 10
*Through a comprehensive range of programs, reduce the occurrence of fire in
residential and commercial occupancies below the five (5) year average
of twenty-five (25) fires.
*Provide a cost effective level of service in the protection of life and
property that corresponds to the economic viability of the City.
*Encourage the participation of the neighborhood and business organizations in
Disaster Area Response Team training to ensure their readiness in a
disaster by conducting three DART training classes per year.
*Review the Department's Communication Technology and Information Services
needs.
*Expand the hours of operation of the Household Hazardous Waste service to five
days a week; increase Small Quantity generator hours of operation to two
days a week and BOP materials to seven days a week.
*Conduct three yearly Emergency Operation Center (EOC) drills; one incorporating
the County of Marin EOC.
•Implement fourth paramedic unit (cross staffed).
*Apply through the Marin Conservation Corps for matching Cal -Fire funds for
Vegetation Management projects.
*Within three months of the State adopting the 1997 State Fire Code, provide for
the other City staff to review a proposed Ordinance for adopting the
1997 Uniform Fire Code. Provide an Ordinance, along with supporting
"Findings of Fact" for City Council consideration within four (4) months
to comply with the legislated deadline of six months for adoption.
•Inspect 1/3 of all the facilities permitted under CUPA programs.
•Implement a Pilot Door -to -Door program with the HHW program to serve the
elderly and disabled.
*Provide ongoing training for City staff on EOC operations.
*Conduct Rescue System 1 training for all personnel.
*Research funding for a Search and Rescue vehicle.
*Research low interest guaranteed loans for fire sprinklers in existing
buildings.
*Expand Syringe Disposal Program to serve additional pharmacies.
*Actively support "Community Oriented Public Service" with Police Department.
*Actively participate in Canal Development Team.
*Complete Fire Department business Plan.
*Secure voter approval of EMS rate increase in November, 1998.
• Update Career Development Plan for Fire personnel.
ADMINISTRATION:
PROGRAM MANAGER - Fire Chief
BUDGET HIGHLIGHTS:
Through Community Fire servicing, we will enhance the collaborative partnership
with neighborhood and business organizations. The transformation of the
department as the community resource rather than a traditional Fire
Department will be the major focus during this year. Increasing the self-
reliance of neighborhood and business organizations through Disaster
Preparedness training will be a major objective of the Department.
DESCRIPTION OF ACTIVITIES:
Fire Administration is the Division responsible for the overall management and
coordination of Department activities. Included in these responsibilities
are the human resource functions, procurement, planning, budget
coordination and contract management. Fire Administration supports all
other divisions and programs, and the coordination of these programs to
meet established goals and objectives. Fire Administration collaborates
with community organizations and business groups to solicit community needs
and interests in an effort to develop a fire safe environment. The Fire
Administration meets with the City's Fire Commission on a bimonthly basis.
*Coordinate the completion of the Department Goals and Objectives.
*Develop a collaborative partnership with neighborhood groups and organizations
to reduce the threat of wildland fires.
*Review computer programs and recommend versions or alternatives to existing
system.
*Market the Disaster Area Response Team (DART) to neighborhood residents and
encourage participation in emergency preparedness training.
GOALS AND OBJECTIVES:
*Continue to promote the concept of Community Fire Servicing through
collaboration with neighborhood and business organizations.
*Complete the development and implementation of the Fire Department's Business
Plan.
*Maintain an overall customer satisfaction rating of at least 3.92 on all
requests for service received.
*Ensure that Fire Department Dispatchers maintain a customer satisfaction rating
of 3.90 on those areas concerned with courteous, caring, attentive and
professional attitudes.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 10
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 11
*Review the department data processing and communication technology needs.
*Ensure the operational readiness of all apparatus and equipment by maintaining
it at 95% of the original manufacturer's specifications.
ENGINE COMPANY SERVICES:
PROGRAM MANAGER - Division Chief
BUDGET HIGHLIGHTS:
Develop community partnerships through "Community Fire Servicing" programs.
Continue to provide a fire safe environment through complete and informative
company inspections and community education programs.
Provide a high level of proficiency at emergency incidents through a
comprehensive training program.
DESCRIPTION OF ACTIVITIES:
Engine Company operations provide a myriad of services to the community. These
include, but are not limited to, quality of life services pertaining to
life safety through emergency medical services and fire
suppression/investigation activities. Fire loss management through Engine
Company business and residential inspections. Post emergency assistance,
hazardous material mitigation and vegetation, management through wildland
fuel reduction. Public safety education to schools and businesses.
Training the community in disaster preparedness through the "Disaster Area
Response Teams" (D.A.R.T.) program. Identifying citizens in need of social
service by referring them to the appropriate agencies through our Care
Taker Program. Provide the opportunity for youth in our community to
explore a career in the Fire Service through our "Scouting Explorer"
program.
ACHIEVEMENTS:
*Maintain a service capability that allowed Engine Company response to requests
for service within four minutes.
*No fires occurred in commercial occupancies that were inspected through the
efforts of Engine Company personnel.
*Reduced the occurrence of fires in residential occupancies to below the five-
year average of 25 fires.
*Maintained a high level of personnel/equipment effectiveness through periodic
evaluation of Engine Company performance.
*Provided referral of those needing special assistance through the Care Taker
Program.
*Assisted neighborhood groups to reduce the threat of wildland fires through
education and vegetation management.
GOALS AND OBJECTIVES:
*Maintain a service capability that will ensure Engine Company response within
three (3) minutes to areas served with a high potential for life and
economic loss, or fire spread, in 90% of all requests for service;
within four (4) minutes for areas served with an average or low
potential for life or economic loss, or fire spread, in 90% of all
requests for service by maintaining an adaptable response system of six
(6) engines and one (1) Marinwood engine.
*Confine 95% of all fires to the area of initial involvement upon arrival of
fire apparatus.
*Continue activities of Safety Committee toward accident and injury prevention
and investigate 100% of work related "near miss" injuries.
*Continue to deliver fire safety/disaster preparedness packet to new homeowners
and businesses.
*Expand Community Fire Servicing to include events within each fire station
response area.
*Through Community Fire Servicing collaborate with neighborhood and business
organizations to share responsibility for community safety and disaster
preparedness.
*Conduct Engine Company level Fire Inspections of all school and apartment
occupancies annually; retail stores and assembly occupancies every other
year; offices every three years. Obtain compliance with 75% of the
hazards found on the initial inspection by the time of the first re-
inspection, and correction of 95% of the hazards by the second re-
inspection.
WORKLOAD STATISTICS:
1996 1997 1998
Medical Emergency 3,261 3,583 3,870
Structural Fires 28 17 14
Vehicle Fires 120 113 110
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 11
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 12
Miscellaneous Incidents 1,450 1,856 1,863
Training Hours 13,750 21,165 21,000
Medical Emergency Hours3,498 3,800 3,670
Company Inspections 2,303 1,860 1,800
CSA - 19:
PROGRAM MANAGER - Fire Chief
BUDGET HIGHLIGHTS:
There is no significant change in CSA 19. Salaries include those included in
the MOU for Firefighters Association.
DESCRIPTION OF ACTIVITIES:
County Service Area #19 was originally formed in 1976 following voter approval
to provide an increased level of fire protection to the unincorporated
areas surrounding San Rafael.
CSA 19 includes the neighborhoods of Santa Venetia, Los Ranchitos, Country Club,
Bayside Acres and California Park. Due to the geographic distance between
the various neighborhoods, four of San Rafael's six fire stations provide
initial response into these areas.
Fire Station 7, located at the Marin Country Civic Center, is the primary CSA
fire station servicing Santa Venetia and Los ranchitos.
The funding source is paid by the County of marin through a Special Tax
override, and is increased each year based on the cost of living increase
provided Fire Department personnel.
The Special Tax override is approved by the residents of CSA 19 every four
years. The funding allows the County of marin to remunerate the City for
fire protection services rendered.
ACHIEVEMENTS:
*Maintained a service capability that allowed Engine Company response to
requests for service within four minutes in CSA 19.
*Within CSA 19, achieved a low incident of fire in residential occupancies, with
no loss of life.
*Maintained a high level of personnel and equipment effectiveness in CSA 19
through periodic evaluation of Engine Company performance.
*Provided referral to t hose needed special assistance within CSA 19 through the
Care Taker Program.
*Assisted neighborhood groups within CSA 19 to reduce the threat of wildland
fire through education and vegetation management.
GOALS AND OBJECTIVES:
*Maintain a service capability that will ensure Engine Company response within
three (3) minutes to areas served with a high potential for life and
economic loss, or fire spread, in 90% of all requests for service;
within four (4) minutes for areas served with an average or low
potential for life or economic loss or fire spread potential in 90% of
all requests for service by maintaining an adaptable response system of
six (6) engines and one (1) Marinwood engine.
*Confine 95% of all fires in CSA 19 to the area of initial involvement upon
arrival of fire apparatus.
*Develop and deliver fire safety/disaster preparedness packet to new homeowners
and businesses in CSA 19.
*Expand Community Fire Servicing to include events within CSA 19.
*Through Community Fire Servicing, collaborate with CSA 19 neighborhoods and
business organizations to share responsibility for community safety and
disaster preparedness.
WORKLOAD STATISTICS:
Structure Fires 3 2 1
Medical Calls 161 175 218
Miscellaneous Calls 99 100 95
Training Hours 1,910 1,800 1,800
Fire Prevention Hours 176 190 368
DISASTER PREPAREDNESS:
PROGRAM MANAGER - Division Chief
BUDGET HIGHLIGHTS:
The budget this year includes an update of the City's Multi -Hazard Plan to meet
new state requirements. Three Emergency Operation Center exercises are
anticipated to exercise the Plan and provide training to the EOC staff.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 12
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 13
Funding is being requested to provide assistance in disaster planning and
preparedness, purchase supplies and materials for the EOC, and specialized
training for the EOC staff. In addition, the City has entered into a Joint
Powers Agreement (JPA) with the County of Marin. This JPA places $18,000
of City funds into a County Emergency Preparedness fund, which will provide
the JPA members with staffing to assist them with Disaster Preparedness
training.
The Fire Department will conduct a minimum of three D.A.R.T. training sessions
during the year.
DESCRIPTION OF ACTIVITIES:
This past year the Emergency Operations Center (EOC) staff has participated in
three exercises and one actual activation of the EOC. At the conclusion of
an EOC activation, a critique is completed and processed, and materials are
revised accordingly.
This past year saw the successful implementation of four Disaster Area Response
Team (D.A.R.T.) classes. These classes were attended by 90 community
members. Instructors are comprised of Department personnel.
ACHIEVEMENTS:
*Completed three Emergency Operation Center (EOC) drills and one full
activation.
*Provided Standardized Emergency Management System (SEMS) training.
*Conducted four Disaster Area Response Team (D.A.R.T.) classes.
GOALS AND OBJECTIVES:
*Evaluate and upgrade the equipment and supplies in the EOC.
*Conduct three Emergency Operation Center (EOC) drills, with one incorporating
the County of marin EOC.
*Encourage the participation of the neighborhood and business organizations in
Disaster Area Response Team training to ensure their readiness in a
disaster by conducting three (3) classes per year.
•Investigate the various options toward providing additional administrative
support for the City's disaster preparedness efforts.
•Insure all City personnel are in compliance with the State mandated SEMS
training requirements.
*Continue to train a cadre of Citywide Public Information Officers to support
day to day and EOC operations.
*Ensure a cadre of trained personnel who, upon notification, can set up the EOC
for full activation within 20 minutes.
WORKLOAD STATISTICS:
19961997 1998
Neighborhood Disaster Sessions 3 3 3
Conducted EOC Drills 4 3 3
Conducted SEMS Training Sessions 3 3 3
Administrative Emergency Preparedness Hours 178 505 600
RmP.Rr.RwrY mp.nTCAT. RRRVTrR9
PROGRAM MANAGER - Division Chief
BUDGET HIGHLIGHTS:
Purchase of new EMT defibrillators to replace existing seven year old models.
Implementation of fourth Paramedic Ambulance. This unit will be a variable
cross -staffed Engine Paramedic Ambulance.
DESCRIPTION OF ACTIVITIES:
The Fire Department is the primary provider of Emergency Medical Services in the
"Paramedic Service Area B", which includes the City of San Rafael,
Marinwood, and unincorporated areas contiguous in the City. Sixty-eight
percent of Fire Department emergency responses are now medical in nature.
The emergency medical system is activated through a 911 call or other method of
notification. The Fire Dispatchers screen the calls and determine the
appropriate level of response while providing "First Aid" pre -arrival
instruction to the reporting party.
The closest Fire Company, which are all staffed with EMTs, responds along with
a Paramedic Unit. On arrival, Fire personnel initiate medical care while
awaiting the arrival of the Paramedic Unit. Paramedics complete assessment
of the patient, provide advanced care, and if appropriate, transport the
patient to a local hospital.
These resources are supported by a contract EMS Administrative Assistant who
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 13
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 14
manages the ongoing partnerships with the Kaiser Hospital (base station for
San Rafael Paramedics), the County EMS office, and various committees
dealing with emergency medical issues. The EMS Administrative Assistant
also insures compliance with OSHA requirements, relative to medical care
issues, in addition to managing our Quality Assurance Program, which is a
mandated Program.
Included within the EMS system are a variety of programs to assist those with
chronic health problems, through referral to social services agencies.
With the health care profession experiencing unparalleled changes in the
traditional methods of providing health care, local EMS providers will
experience the residual effects of these changes.
The Paramedic Program is funded through a Special Tax approved by the voters and
Third Party Billing.
ACHIEVEMENTS:
*Selected and purchased new defibrillators for Rescue Ambulances and Engine
Companies.
*Revised the department Controlled Substance Program, and upgraded security of
controlled medications.
*Developed in-house medical supply program.
*Graduated four department members from a certified Paramedic program.
*Placed in service a new Rescue ambulance.
*Adapted "Standard Orders" Paramedic protocols.
GOALS AND OBJECTIVES:
*Help secure voter approval of extension of Paramedic Tax.
•Implement fourth Paramedic unit (cross -staffed at Station 1).
*To maintain quality patient care on all advance life support (Paramedic)
response, a Continuous Quality Improvement (CQI) review will be
conducted on at least 98% of all responses.
*Maintain a service capability of EMT and EMT -D deployment to all areas served
within four (4) minutes in 90% of requests for service.
*Maintain an Advanced Life Support response capability in all areas served
within ten (10) minutes for 90% of all requests for ALS service by
maintaining two (2) primary ALS transport units and Engine Company
response to all areas served within four (4) minutes in 90% of all
requests for service.
if,TQ 1,4019ftUEA0VA F&*k%teYm
Medical Emergencies 3,261 3,583 3,840
EMS Administrative Hours 1,096 1,381 1,400
Engine Company Medical Emergency Hours 3,498 4,827 5,299
EMTS Re -certified 75 75 75
Care Taker Referrals N/A 16 30
HAZARDOUS MATERIALS
PROGRAM MANAGER - DEPUTY FIRE MARSHAL
BUDGET HIGHLIGHTS:
The Hazardous Materials Division budget will remain consistent with the previous
year for implementation of the certified Unified Program Agency (CUPA)
consolidated permit program.
DESCRIPTION OF ACTIVITIES:
The Deputy Fire Marshal is the City's Hazardous Materials Coordinator and is
responsible for overseeing and assisting in areas concerning land use
planning and development with hazardous waste or contamination. The Deputy
Fire Marshal works with the California Water Quality Board - San Francisco
Bay Region under a Memorandum of Understanding to certify that former
underground storage tank sites have been investigated and remediated to the
extent possible.
The Deputy Fire Marshal is responsible for managing the Certified Unified
Program Agency, whereby Cal -EPA has certified the City to implement and
administer the following State mandated programs:
Hazardous Materials Management Plans
Risk Management and Prevention
Underground Storage Tanks
Above Ground Storage Tanks
Hazardous Waste Generators
On-site Hazardous Waste Treatment (Tiered Permits)
Uniform Fire Code
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 14
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 15
ACHIEVEMENTS:
•Continued Vegetation Management in the City open space and large parcels to
create strategic lines of defense.
•Obtained State certification and site closure from the RWQBC for 20 percent of
the leak underground fuel storage tank sites located in the City.
•Inspected 1/3 of the facilities permitted under CUPA.
•Implemented the conditions, policies and procedures outlined in the Cooperating
Agency Agreement between the City and County of Marin and provided audit
report to Cal -EPA (ongoing)
•Provided/hosted regulatory compliance workshops for businesses that are
governed by CUPA.
GOALS AND OBJECTIVES:
•Assist
and coordinate City departments, local agencies and the general public
involving land planning, land development and emergency response issues
where hazardous waste materials are of concern (ongoing).
•CUPA DMS is a software data management program developed and marketed by the
Fire Department. Continue developing enhancements through the Bay Area
user group consisting of 14 other cities, counties and agencies.
•Assure and certify that all Underground Storage Tank systems are upgraded by
December 22, 1998 and that they meet minimum State standards.
•Obtain Regional Water Quality Control Board certification and closure for 15%
of the leaking underground storage tank sites located in the City.
•Reapply for Cal -Fire grant funds for vegetation management projects in San
Rafael open space, through the Marin Conservation Corps.
•Inspect 1/3 (approximately 122) of all the facilities permitted under CUPA
programs.
WORKLOAD STATISTICS:
1996 1997 1998
CUPA administration hours
Above/underground tank hours
HazMat complaints/investigation
HazMat training hours 458
UST Tank Sites Closed 41/104
CUPA Sites Inspected
HMMP Inspection Hours 0
Waste Generation Inspection Hours
On-site Treatment Inspection Hours
96 75 90
348 300 304
21 25 20
80 80
61/104 78/111
0 130/450 122/368
0 144
0 0 90
0 0 24
HOUSEHOLD HAZARDOUS WASTE:
PROGRAM MANAGER - Deputy Fire Marshal
BUDGET HIGHLIGHTS:
In November 1996, the San Rafael City Council authorized execution of a contract
with the Marin County Solid and Hazardous Waste Joint Powers Authority to
provide Household Waste services Countywide (except City of Novato).
Revenues collected by the CESQG (Small Quantity Generators) Program to date are
$31,048. These funds are in a designated account held by Marin Recycling
until such time that the JPA requires a disbursement. Because of the
successful participation rates (20% over last year), we are increasing the
budget to account for increase waste disposal costs.
DESCRIPTION OF ACTIVITIES:
The
permanent HHW facility is operated by Marin Recycling Center and is managed
by the San Rafael Hazardous Materials Coordinator. The Hazardous Materials
Coordinator acts as a liaison between Cal -EPA, the City, Marin Recycling
Center and the JPA, and is responsible for preparing the budget, facility
permitting and regulatory oversight, facility operations and administration
and seeking alternative markets and technologies relative to hazardous
waste management.
ACHIEVEMENTS:
•Expanded HHW services to West Marin via satellite sites. Scheduled for April
18 and June 20, 1998.
•Implemented an automated latex and oil base paint bulking system.
•Developed and implemented a syringe, needle and lancet disposal service with
participation from the Marin County Pharmaceutical Association.
•Expanded the Waste Exchange Program, which diverts used household waste
products from the disposal waste stream, and is made available to
customers for reuse; latex and oil base paint, oil, herbicides, roof
patch, etc.
•Expanded hours of operation for the HHW services to three days/week; Small
Quantity Generators two days/week, and BOP materials seven days/week.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 15
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 16
GOALS AND OBJECTIVES:
*Expand hours of operation for HHW services to five days/week; Small Quantity
Generators two days/week; and BOP materials seven days/week.
•Implement a Pilot Door -to -Door Service (by appointment) to serve elderly and
disabled residents.
•Implement outreach programs for recycling latex paints and batteries at local
retail outlets.
*Expand Syringe Disposal Program to serve additional pharmacies.
*Evaluate feasibility of satellite events.
•Implement a Freon/CFC recovery and recycling system.
WORKLOAD STATISTICS:
1996 1997 1998
Household Hazardous Waste Administration Hours 276 300 400
Grant Development Hours 28 20 16
Household Waste Participation Cars (6 months) 3,641 12,000 17,800
Waste oil (gallons) 16,525 35,000 42,000
Latex paint (gallons) 3,795 20,000 99,760*
Oil based paint (gallons) 5,225 23,000 94,820*
Household batteries (pounds) 3,200 10,000 13,320*
Poisons and Acids 45,750*
* Units Pounds
TRAINING:
PROGRAM MANAGER - Battalion Chief - Training Officer
BUDGET HIGHLIGHTS:
With
the selection of a new Training Officer, the Department's training programs
will be reevaluated toward insuring that we maintain and improve our
operation effectiveness.
DESCRIPTION OF ACTIVITIES:
The overall effectiveness of the Fire Department is directly related to its
training programs. This is accomplished through a yearly schedule of
classroom, manipulative and specialized drills simulating major fire,
hazardous material and medical emergencies. Companies are evaluated
several times yearly to insure compliance with performance standards. The
Training Officer also has the functional responsibility for the day to day
management of the Department's Emergency Medical Services program. These
duties include liaison with the base hospital, County Office of Emergency
Medical Services and our contract EMS Administrative Assistant. Also
included is the Training Officer's responsibilities in the management of
the JPA Emergency Response Hazardous Material Team and the necessary
training of Team members to meet OSHA requirements.
The Department Safety Program is also the Training Officer's responsibility.
ACHIEVEMENTS:
*Revised the Department Training Program.
*Revised the Fire Officer Development Program.
*Coordinated training for JPA HazMat Team to retain and enhance State Fire
Marshal Certification.
*Provided Confined Space Awareness training to all Department personnel.
*Conducted Major Medical exercise.
GOALS AND OBJECTIVES:
•Implement the changes to the department training program as identified during
the analysis of department training needs.
*Develop a confined space rescue program.
*Conduct Rescue Systems 1 Training for all Line Personnel.
*Research the funding and feasibility of a Search and Rescue vehicle and
program.
WORKLOAD STATISTICS:
19961997 1998
Company Training Hours
Employee Training Hours
Training Drill Hours
Research & Development Hours
Training Preparation Hour
FIRE PREVENTION:
4,252 7,055
13,187 21,165
563 521 550
34 49 65
96 90
PROGRAM MANAGER - Battalion Chief - Fire Marshal
7,200
21,300
100
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 16
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 17
BUDGET HIGHLIGHTS:
The staffing of this division will remain constant with previous years, although
the contract employee's time will be re -allocated with a greater emphasis
on plan review and construction inspections, due to increased development
in the City.
DESCRIPTION OF ACTIVITIES:
The main function of the Fire Prevention Bureau is to improve the community's
level of fire protection by reducing the likelihood of fires, and to
mitigate the severity of fires that do occur. This is accomplished through
code adoption, active participation in the City development process, fire
inspections and enforcement action, in conjunction with the City Attorney's
Office.
Investigation to determine the cause and origin of fire is the responsibility of
the Fire Prevention bureau. In conjunction with the Police Department,
joint investigations are conducted when fires are of incendiary origin.
The Hazardous Materials, Household Hazardous Waste, Vegetation Management, and
Open Space Programs are all closely related in function, and accomplished
under the auspices of the Fire Prevention Bureau.
ACHIEVEMENTS:
*Worked with the Code Enforcement and the City Attorney's Offices to obtain
compliance with local Ordinances in many buildings over the last year,
using the new Administrative Hearing process.
*Worked with the Community Development Department to streamline the City
development process.
*Expedited the plan review process through direct contact and explanation of
Fire Department requirements with project developers.
*Began work on identifying buildings that had been fire sprinklered, using the
Central Omega fire sprinklers, some of which have been identified as
faulty.
GOALS AND OBJECTIVES:
*Work with the Information Services Division to provide a more useful and
readable fire incident report, possibly including new PC based Incident
Reporting System.
*Maintain availability to conduct joint inspections with the Code Enforcement
Team within 72 hours of request from the Code Enforcement Officer 95% of
the time, and forward written documentation of the inspection to the
Code Enforcement Officer within 48 hours of the inspection for 90% of
the inspections.
*Work with City Hall staff to develop the Fire Prevention portion of the concept
of "City Hall at the Mall", and the City/Chamber of Commerce World Wide
Web site.
*Respond to requests for review of projects by the Planning Division of the
community Development Department and return comments by their deadline
95% of the time.
*Respond to requests for review of projects by the Building and Safety Division
of the Community Development Department and return comments within 10
working days 90% of the time.
*Respond to requests for review for fire protection systems and return comments
within 10 working days 90% of the time.
*Maintain a rotation of inspection coverage to provide fire inspection services
to contractors on 24 hour notice 85% of the time, with 100% of the
requests being filled within 48 hours, or to the contractor's
satisfaction.
*Work with State Street Global Advisors and local banking institutions to
provide low interest, guaranteed loans, to provide for sprinklering to
existing buildings that are identified by the Fire Department as being
"significant".
*Continue work on identifying buildings that have been fire sprinklered using
the Central Omega fire sprinklers, and work with affected businesses and
the manufacturer to come to a reasonable and timely resolution.
*Continue to inspect State Fire Marshal occupancies to assure compliance with
fire and life safety regulations within 10 days of the requested
inspection.
*Within three months of the State adopting the 1997 State Fire Code, provide for
the other City staff to review a proposed Ordinance for adopting the
1997 Uniform Fire Code. Provide an Ordinance, along with supporting
"findings of fact" for City Council consideration within four (4)
months, to comply with the legislated deadline of six months for
adoption.
*Work with the Community Development Department to ensure that the goals of Fire
Prevention are incorporated within the reorganization.
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•In conjunction with the Community Development Department, implement transfer of
Planning, Building and Fire Department requirements via E-mail rather
than by hard copy.
*Continue review of all Business Licenses and Certificates of Occupancy to
assure that new businesses comply with fire and life safety
requirements.
*Maintain involvement in regional Fire Prevention organizations to maintain
knowledge of new methodologies in Fire Prevention by at least one member
of the Fire Prevention Bureau attending the NORCAL FPO meetings 75% of
the time.
*Conduct Engine Company level Fire Inspections of all school and apartment
occupancies annually; retail stores and assembly occupancies every other
year, and offices every three years. Obtain compliance with 75% of the
hazards found on the initial inspection by the time of the re -inspection
and correction of 95% of the hazards by the second re -inspection.
*Provide continuing education opportunities for the Fire Cause Investigation
Team and determine with 95% accuracy the cause of all fires within three
(3 ) days.
WORKLOAD STATISTICS:
1996 1997 1998
Administration Hours 677 755 700
Community Awareness Hours 932 800 1,650
Plan Review Hours 507 382 400
Complaint/Investigation Hours 588 386 500
Permit Code Interpretation Hours 534 793 800
Inspections - Fire Prevention Hours 339 393 400
Inspections - Engine Company Hours 2,303 1,860 1,900
Mayor Boro stated he had attended a conference at which Attorney General Janet
Reno had spoken, and the topic had been Community Policing. He noted that
while the different cities discussed what they were doing with regard to
policing, no one mentioned anything about what they were doing in their
Fire Departments. He reported he had talked about what our Fire Department
was doing with the Outreach Program and the calling program for young
mothers, as well as assisting with Code Enforcement, and the Mayor of St.
Louis, Missouri commented he had never actually seen a city that was doing
these things.
Chief Marcucci stated one of the main goals of the Fire Department was to
promote community service, and increase customer service, noting he
believed they had the framework firmly in place, but needed to spend time
and continue to build the support structures. Noting some of the
Department's objectives, he stated the wanted to reduce the number of fires
to below 25, to continue to hold disaster training classes, and allow
household hazardous waste to be dropped off five days per week. He stated
this had become a very successful program, noting the word was getting out.
He reported there has been support and enthusiasm Citywide in promoting
Fire services. He noted another Department objective was to maintain
scores of at least 3.92 on the Customer Survey's, pointing out they now
averaged 3.94, and were working very hard in the area of customer service.
Chief Marcucci reported the Engine Company Services had met its goals and
objectives, noting the Fire Engines respond within three to four minutes,
and continues to provide fire safety, disaster training, inspection of
schools, and expanded community service, and they saw the Fire Department
as a Community Resource Center. He stated Disaster Preparedness training
was very important, noting the City needed to be able to assure the
community their government was prepared, pointing out the EOC (Emergency
Operations Center) had already been activated this year. Chief Marcucci
stated there had been a lot of support from the neighborhoods and business
associations.
Chief Marcucci stated EMS service should not be thought of only as emergency
response. He noted they were also training to assist the elderly, and
people who cannot help themselves, allowing them retain their dignity and
stay in their homes. He stated it was hoped, with the passage of a
paramedic tax, that the Fire Department could make sure the seniors of San
Rafael get quality care. He noted, currently, 98% of the paramedic
transport calls are answered within four minutes, and the Department would
like to be able to maintain the paramedic and advanced life-support
capabilities.
Councilmember Heller referred to Chief Marcucci's estimate of $40,000 for
Vegetation Management, stating she believed this amount was too small, and
she would like to see that increased. Chief Marcucci noted the Department
uses people from the Conservation Corps when they are available, they also
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 19
get good cooperation and participation from the homeowner associations.
Councilmember Phillips stated Chief Marcucci and his Department were doing an
outstanding job, and had some truly innovative programs, noting he was very
pleased to see they had not fallen back on old ways.
Councilmember Miller complimented Chief Marcucci and his staff on their Goals
and Objectives, noting they were easily trackable. In looking at the
Department's 23 goals for 1998, he asked which of them were the top five
goals? Chief Marcucci stated he had six top priorities: 1) Provide
community Fire service; 2) provide a nexus for social services; 3) protect
groundwater contamination; 4) maintain a high overall customer satisfaction
rating; 5) ensure the Department is functional in a crisis, whether it is a
man-made or natural disaster; and 6) the Department's training programs.
Councilmember Cohen stated he had great respect for how Chief Marcucci continues
to innovate, and was privileged to be associated with the Chief and the men
in his Department, noting the transformation was inspiring, particularly
the way the Department was reaching outside the parameters of professional
fire services.
Referring to the Customer Satisfaction ratings, Councilmember Cohen asked why
overall customer satisfaction rating was 3.92, but was 3.90 for the
Dispatchers? Chief Marcucci stated it was a little lower for the
Dispatchers because their job is much more difficult. He explained the
Dispatchers had to ask questions and get information, and people sometimes
think they are trying to invade their privacy, although the emergency crews
need the information. He pointed out sometimes people are disturbed, and
the Dispatcher has to try very hard to get them to calm down so they can
help them.
Mayor Boro referred the new "two in, two out" requirements for Firefighters
responding to a fire, asking Chief Marcucci to come back before the Council
when a final ruling on this has been made, as he believed the Council
should share the responsibility of adopting a policy on this, and backing
Chief Marcucci.
Financial Director Kenneth Nordhoff noted there was one other outstanding item,
concerning breathing apparatus, which would be presented to Council next
week.
PUBLIC WORKS DEPARTMENT
Public Works Director Dave Bernardi presented the following report:
MISSION STATEMENT:
To effectively manage the design, construction, inspection and maintenance of
the City's existing and future infrastructure system in a cost-effective
and responsive manner and in accordance with established City Council and
Community priorities.
DEPARTMENT GOALS
*Perform planned preventative maintenance and replacement of critical
infrastructure.
*Manage all Department of Public Works
efficiently and productively to
within budget.
• Respond to the service needs of
responsible manner.
capital projects and resources
ensure they are completed on time and
San Rafael's citizens in a timely and
*Actively promote and support on-going safety training programs to ensure that
all employees work in a safe and healthy environment.
•If funded by Council, initiate Parking District study to determine utilization
of current technology, fee for service structure and parking violation
penalty structure.
MAJOR DEPARTMENT OBJECTIVES FOR FISCAL YEAR 1998-99
• Utilize Capital Improvement Program tracking procedures to ensure that
all projects are finished on time and within budget.
• Actively pursue federal and state grant opportunities to fund
infrastructure improvements.
*Prepare reports detailing results of Parks, Garage and Facility Repair customer
satisfaction surveys. Initiate new programs and/or modify existing
procedures based on survey results.
• Continue development of long range capital improvement program to
address the need to revitalize San Rafael's existing infrastructure.
• Develop plan, secure land agreements and coordinate new Corporation Yard
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design with MMWD and San Rafael School District.
• Work in concert with Recreation Department to develop Citywide Park
Rehabilitation Master Plan, including Freitas Park rehabilitation,
Bernard Hoffman play equipment, and Boyd Park.
• Implement and monitor Council approved solution to traffic congestion
along the Bellam Boulevard corridor.
• Assist with General Plan update.
• Utilize competitive procedures for Citywide tree trimming contract,
traffic signal and street light maintenance contract, and the purchase
of traffic paint.
• Utilize sidewalk tracking system and drainage tracking system to assist
in CIP project prioritization.
*Work with FEMA to maximize reimbursements for expenditures resulting from E1
Nino storms.
• Develop injury overview report to provide comparison of work related
accidents over a two-year period.
*Continue work of Safety Committee to enhance safety manual, develop check lists
for proper equipment operation and develop ongoing training calendar to
address employee training needs.
• Finalize study to determine the best and most efficient methods to
perform sweeping, including privatization.
• Refine Annualized Parks Replacement Cost System (APRCS) to better assess
park needs and replacement timetables. Work with Administrative
Services to develop a program to fund specific components identified in
APRCS.
*Refine Annualized Building Replacement Cost System (ABRCS) to better assess
building maintenance needs and replacement timetables. Work with
Administrative Services to develop a program to fund specific components
identified in ABRCS>
• Successfully transition the fueling of vehicles from Corporation Yard to
commercial gas station, since underground storage tanks must be removed
by December, 1998.
• Continue development of long-range Capital Improvement programs.
• Work with volunteer groups on landscape and irrigation designs to reduce
future maintenance costs for median and parkway landscaping.
• Maintain graffiti abatement goal of graffiti removal within 24 hours of
identification.
• Obtain encroachment Permit from Caltrans for the signalization of the
Lucas Valley Southbound off -ramp.
• Implement a computerized evaluation system for all City vehicles to make
informed decisions regarding replacement, repair expenditures, predicted
service life, etc.
• Develop City/neighborhood partnership program for improving the
appearance, while decreasing maintenance of street medians.
ADMINISTRATION
PROGRAM MANAGER - DIRECTOR OF PUBLIC WORKS
BUDGET HIGHLIGHTS:
Request for Storm Water Pollution Prevention position to meet National Pollutant
Discharge Elimination System (NPDES) requirements.
DESCRIPTION OF ACTIVITIES:
Managed by Director and the Assistant Director, the Public Works Administration
Division oversees all Department of Public Works operations. This includes
budget preparation and management of the Department's operational budget
and the City's Capital Improvement Program. There are seven full-time
employees.
Operations for the Department include engineering, assessment districts and
maintenance of streets, sewers, force mains, pump stations, drainage,
traffic signals, street lights, public buildings and grounds, parks,
garage, parking lots, and all other aspects involving the public right-of-
way. The Division is also responsible for the administration of the San
Rafael Sanitation District.
ACHIEVEMENTS:
*Developed Capital Improvement Program (CIP) check lists for the design and
construction phases of projects. Check lists will better assist
Engineering Division in the timely processing of projects, ensure
coordination with responsible agencies, and ensure that all necessary
permits are obtained prior to project construction.
• Prepared, printed and mailed a Storm Preparedness Guide to residents who
experienced flooding during the 1986 flood. The guide is made available
at City Hall, community centers, and all public workshops conducted by
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 20
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 21
Public Works.
• Developed V -ditch cleaning program in partnership with Glenwood
Homeowner's Association, provided door hangers with large plastic trash
bags to all Glenwood residents requesting they clean private V -ditches
and leave bagged debris at curbside. City staff picked up bags and
disposed at landfill.
*Developed CIP tracking protocol and reporting document.
*Participated in the development and finalization of the Fair, Isaac Development
Agreement.
• Prepared necessary documentation to initiate FEMA reimbursement for more
than $500,000 in damages and expenses incurred as a result of February,
1998 E1 Nino storm.
• Coordinated with Police and Fire and concerned homeowners to develop a
parking restriction plan for Miramar and Miraflores neighborhood, and to
construct minor roadway improvements.
*Worked with City Attorney's office to attempt to develop consensus on the
acquisition of pedestrian right-of-way for Terrace Lane.
• Prepared Freitas Park rehabilitation Request for Proposal.
• Developed and implemented comprehensive Departmental Training Calendar.
• Worked with Redevelopment Agency to develop Request for Proposal and
selected architectural consultant for new corporation yard project.
• Streamlined payroll process to improve coordination between public works
divisions and Administrative Services Department.
*Streamlined reporting of San Rafael Redevelopment Agency payroll charges to
accurately reflect Administration/Engineering contribution to San Rafael
Redevelopment Agency projects.
GOALS AND OBJECTIVES:
*Continue development of a long-range Capital Improvement program to address the
need to revitalize San Rafael's existing infrastructure.
*Develop plan, secure land agreements, and coordinate new Corporation Yard
design with MMWD and San Rafael School District.
*Enhance communication and coordination among divisions within the Department,
with other City Departments and general public.
*Work in concert with Recreation Department to develop Citywide Park
Rehabilitation Master Plan.
*Actively pursue federal and state grant opportunities to fund infrastructure
improvements.
•Intensify storm water activities by including storm water pollution prevention
and habitat protection goals in the City's General Plan revision,
prioritizing watershed impact during development review, completion of
the City's plan for inspecting local businesses, increased input into
the habitat protection and natural drainage features of the City's
Drainage Master Plan.
• Work with Recreation Department and consultant to rehabilitate Freitas
Park, based on an active public input process.
• Work with FEMA to maximize reimbursements for expenditures resulting
from E1 Nino storms.
*Develop injury overview report to provide comparison of work related accidents
over a two-year period.
*Continue work of Safety Committee to enhance safety manual, develop check lists
for proper equipment operation and develop ongoing training calendar to
address employee training needs.
*Assist Administrative Services with study of the Vehicle Replacement Fund to
determine adequacy of current fee structure.
*Complete acquisition of pedestrian and bicycle rights on Terrace Lane pursuant
to Council direction.
ENGINEERING
PROGRAM MANAGER - SENIOR CIVIC ENGINEER
BUDGET HIGHLIGHTS:
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
The Engineering Division is responsible for the design, construction, inspection
and management assistance of all City of San Rafael, Redevelopment Agency
and Sanitation District Capital Improvement Projects. The estimated cost
for all City funded capital projects currently planned and/or under
construction is approximately $12,000,000. The Engineering Division also
oversees the Citywide Geographic Information System and Facilities Mapping
Program, and responds to citizen requests about mapping, City facilities,
and parcel information.
ACHIEVEMENTS:
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 22
The Engineering Division designed or coordinated design, inspected or
coordinated inspection, and assisted with the administration and management
of many large engineering projects this year. They are divided into three
separate categories, depending on funding: Capital Improvement Projects
(various accounts), Storm Water Capital Projects (Fund 042), and Gas Tax
Funded Projects (Account 006-4069). Refer to each project funding category
for the list of project achievements in 1997/98, and for upcoming fiscal
year goals and objectives.
GOALS AND OBJECTIVES:
General
*Assist with the administration and management of City projects to ensure they
are completed on time and within budget.
*Continue to update staff training in Engineering, AutoCad Map Release 3, GIS,
mapping, Microsoft Access Database Management, and Pavement Management
System software.
•Implement new procedures, developed by the Administration Division, to
streamline project development, scheduling and tracking.
Geographic Information System (in cooperation with Information Services
Division)
*Utilize AutoCad Map Release 3 to compile parcel -based mapping of City.
*Utilize Microsoft Access to compile County parcel database for City.
*Develop procedure to link database to parcel mapping utilizing AutoCad Map
Release 3 software.
*Update and correct storm drain mapping with Street Division assistance.
*Compile Street Centerline Map and link to new Pavement Management System.
CAPITAL IMPROVEMENTS
PROJECT MANAGER - DIRECTOR OF PUBLIC WORKS
BUDGET HIGHLIGHTS:
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
This project funding category consists of all projects that are funded by the
San Rafael Redevelopment Agency, the General Fund, the Garbage Franchise
Fee, State and other grants, Assessment Districts and Rule 20A. Funding
for Street resurfacing increased by $485,000 in 1997, due to the initiation
of a Garbage Franchise Fee in South San Rafael. The estimated cost for all
capital projects currently planned and/or under construction is
approximately $12,000,000 in City funds, and approximately $8,000,000 in
San Rafael Redevelopment Agency (SRRA) funds.
ACHIEVEMENTS:
Capital Improvement Projects completed this past year include:
*Andersen Drive Extension (SRRA & Traffic Mitigation Fund).
*Fourth Street Sidewalk Improvements (SRRA).
•Irwin Street Drainage Improvements (SRRA).
*First and "C" Street Drainage Improvements (SRRA).
•"A" Street Improvements (SRRA).
*New Period Style Street Lighting for West End of Fourth Street (SRRA)
*Decorative Tree Lighting on Fourth Street (SRRA).
•Lindaro Pump Station Standby Generator, and Transfer Switch (SRRA).
*Assist Street Division with management of E1 Nino storm damage repair -
Spinnaker Levee, Pelican Way Levee (General Fund).
GOALS AND OBJECTIVES:
Construction Projects:
*Complete Andersen Drive Wetland Mitigation (SRRA).
•115 Kv Power Line Relocation along Mahon Creek (SRRA).
•Lindaro Street Pump Station Replacement (SRRA & Clean Water Fund).
*Francisco Boulevard Drainage Ditch Improvements (SRRA).
*City Hall Boiler Replacement, with assistance of Facility Repair Division
(General Fund).
*City Hall HVAC system study, with assistance of Facility Repair Division
(General Fund).
•"B" Street Recreation Center A.D.A. Bathroom Remodel, with assistance of
Facility Repair Division (General Fund).
*Start construction of North Francisco Pump Station (Caltrans).
*Complete Kerner Boulevard Drainage Improvements (Assessment District Funds).
*Second Street Widening (Traffic Mitigation Funds).
*Complete design of Lindaro Rule 20A Underground Utility District (SRRA, Rule
20A) .
*Second, Third and "A" Street Undergrounding Project (SRRA, Rule 20A).
SAN QUENTIN WORK CREW
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 23
PROJECT MANAGER - DIRECTOR OF PUBLIC WORKS
BUDGET HIGHLIGHTS:
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
Under an agreement administered by the Department of Public Works, inmates from
San Quentin State Prison work on a variety of maintenance projects for six
Marin cities. Participating cities are: Corte Madera, Larkspur, Mill
Valley, Novato, San Rafael, and Sausalito. San Rafael provides a vehicle
to transport the crew to work sites, while individual cities provide the
tools and general direction/instruction needed for each project. San
Quentin provides correctional staff to supervise the inmates, and to ensure
public safety. The crews work on a weekly rotation, and cities are charged
on a pro rate basis. The total annual cost for the program is $59,748,
approximately $10,000 per city.
The San Quentin crew is a highly effective, low cost supplement to each city's
Public Works Department. The agreement allows participating cities to
stretch "in-house" resources in a cost effective manner, and to achieve
important project goals that might otherwise be delayed. For example, San
Rafael uses the crew to clear Open Space areas near city parts to reduce
fire risk, to clean storm drains on a year-round basis as a flood
prevention measure, and to hand sweep city streets around Medway Road, as
needed.
GOALS AND OBJECTIVES:
*Assist Department of Public Works Streets Division in flood prevention
projects.
*Assist Department of Public Works Parks Division in vegetation management.
*Assist Department of Public Works Streets Division in street maintenance
projects.
WORKLOAD STATISTICS:
*Crews removed 64 ton yards of silt and brush material, by hand, from a variety
of sites in San Rafael.
*Medway Road (between Francisco Boulevard East and Belvedere Street) is hand
swept every six weeks, trash removed, as well. Target area has been
extended along Francisco Boulevard East to the Marin Rod and Gun Club.
*Crews spent two weeks removing brush from Open Space areas adjacent to Boyd
Park and the Falkirk Cultural Center as a fire prevention measure.
GARAGE
PROJECT MANAGER - SHOP & EQUIPMENT SUPERVISOR
BUDGET HIGHLIGHTS:
The Garage Division has requested funding for a computerized Fleet Management
System to institute an annual evaluation cycle for all City Vehicles, in
conformance with the adopted Vehicle Replacement Policy. This system will
enable the Division to monitor maintenance costs and down time for all
vehicles, and to make informed decisions regarding replacement, repair,
expenditures, target service life extension, etc.
DESCRIPTION OF ACTIVITIES:
The Garage Division employs 5 full-time staff. Under the Supervision of the
Shop and Equipment Supervisor, they service approximately 140 pieces of
equipment, including City automobiles,heavy equipment, street sweepers, the
police boat, and others. Preventative maintenance schedules are followed,
and repairs are performed as needed. Eight emergency generators at various
locations are maintained and kept in a state of constant readiness. In
addition to maintaining City vehicles and equipment, the garage performs
contract work for the San Anselmo, San Quentin State Prison, San Rafael
Sanitation District, and the San Rafael Redevelopment Agency. This
contract work provides San Rafael with additional income.
ACHIEVEMENTS:
*Completed customer satisfaction survey.
*Prepared City vehicles to go to auction twice this year.
*Assisted Street Division in February, 1998 E1 Nino storm events.
*Achieved savings through purchase of portable air conditioning service
equipment, thus enabling Division staff, rather than outside shops, to
perform costly repairs.
*Promoted 2 staff and filled vacancy, bringing Division to full capacity.
GOALS AND OBJECTIVES:
•Interpret results of customer satisfaction survey. Initiate changes to
procedures, as required.
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 24
*Successfully transition fueling of vehicles from the Corporation Yard to a
commercial gas station, since underground storage tanks must be removed
by December, 1998.
• Review and develop report on results of customer satisfaction survey.
*Study feasibility of increasing vehicle maintenance services for other
jurisdictions, as with San Anselmo.
*Maintain all City vehicles (except those of the Fire Department) and equipment
in good operating condition, and in a cost effective manner:
Track and schedule warrant work, as required.
Utilize vehicle warranties to minimize required vehicle service costs.
Conduct a daily stock inventory and order part, as needed.
Conduct annual smog tests for all vehicles, including t hose of the Fire
Department and the San Rafael Sewer Division.
*Maintain safe, reliable and efficient fueling stations for all City vehicles:
Repair gas boy system.
Maintain and monitor Green Card System for gasoline distribution.
*Maintain City Hall, Corporation Yard and Storm Pump Station generators.
*At least once per year, schedule and prepare for auction those City vehicles
that have completed service.
*Receive and sign for all vehicles, inspect vehicles with user division and
bring contracts, bills of lading, and registration forms to Finance
Department for processing and licensing.
*Remove and install radios for Public Works & San Rafael Sewer District
vehicles, as required.
*Conduct study to compare cost effectiveness of in-house maintenance and repairs
with those of private shops. Preliminary indications are that in-house
routine maintenance is more comprehensive and, therefore, more effective
at preventing extensive, costly repairs. We are also the only shop in
Marin/Sonoma able to service specialized equipment, such as sweepers.
Transportation to distant private shops would be expensive and time-
consuming.
WORKLOAD STATISTICS:
*Service police Patrol vehicles within 24 hours, based on availability of parts.
*Service street sweeper within 24 hours, based on availability of stock.
*Maintain San Anselmo parking enforcement vehicle on a 60 -day schedule.
*Safety check generator motors at all locations once per month.
*Conduct daily fuel tank recording to detect the presence of water or leaks.
*Annually test underground storage tank to identify/prevent system leakage.
*Other service schedules:
Every 120 days for cars and pick-ups.
25 to 30 days for Police patrol vehicles.
90 days - equipment, 60 days - meter buggies and canine patrol.
FACILITY REPAIR
PROGRAM MANAGER - FACILITY REPAIR SUPERVISOR
BUDGET HIGHLIGHTS:
Though there is no significant change in the funding level, additional line
items were added under the Supplies and Services section, in order to more
accurately track costs within the Division. Money previously allocated in
a single, all inclusive account is now distributed across these new
accounts.
DESCRIPTION OF ACTIVITIES:
The primary function of the Facility Repair Division is to provide routing
maintenance to City owned buildings and facilities. Within this function
is the responsibility for oversight of maintenance contracts at various
facilities. Building service contracts for janitorial maintenance;
elevator maintenance; Heating, Ventilation and Air Conditioning (HVAC)
maintenance; fire safety and security; and electrical maintenance and
repair are examples. In addition, the Facility Repair Division assists
with minor remodeling and alterations to existing structures. Upon
request, this Division provides assistance to the Parks and Street crews,
and
responds to emergency situations. Finally, Facility Repair is responsible for
the maintenance of the City's 1,400 parking meters. These activities are
carried out under the guidance of the Facility Repair Supervisor, with
direction by the Director and Assistant Director of Public Works.
ACHIEVEMENTS:
*Developed an Annualized Building Replacement Cost System (ABRCS), which
determines the amount of money which should be set aside annually to
replace important building components (roof, carpet, HVAC, painting,
etc.).
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 25
*Used ABRCS to determine annualized replacement costs for all 26 main City
facilities.
*Used the Building Conditions Report (BCR) developed previously, to identify,
prioritize, and correct building problems.
*Provided ongoing maintenance, repair and remodel services to all City
buildings, most notably the Terra Linda Pool Bathhouse, the Day Care
facility ramp & stair handrails, City Hall boiler, and City Hall
backflow prevention device replacement.
*As part of the lighting maintenance, re-lamped and repaired lighting on the
second floor of City Hall, Coleman Day Care and Short School Day Care
facilities, Library, and Pickleweed Community Center Auditorium.
*As shipping service for consumable paper supplies, we handled over 550 cases of
paper, and expanded the delivery service to include all Fire Stations.
*Completed a survey of City building restroom facilities, identifying where low -
flow toilet upgrades would offer water saving benefits.
*Completed a customer satisfaction survey.
*Prepared bid specifications and purchased new 1 -ton utility truck.
GOALS AND OBJECTIVES:
*Work with Administrative Services to develop a program to provide funding for
specific components identified in the ABRCS.
*Based on the customer Satisfaction Survey, develop an improved work request
form, and clarify instructions for its use.
*Based on Customer Satisfaction Survey, clarify and disseminate the duties,
responsibilities, and services which the Facility Repair Division
provides to City Departments.
• Develop a program for ongoing annual maintenance of building hardware,
such as plumbing fixtures, door and window hardware, small appliances,
and other components not covered in the ABRCS.
*Develop a plan for replacing high water consumption toilets and urinals with
new 1.6 gallon per flush units, and work with MMWD to develop funding
options for the program.
*Conduct a Citywide HVAC/Lighting/Energy Audit.
WORKLOAD STATISTICS:
Category 1996/97 1997/98 1998/99
Work orders completed 228 190 200
Routine Maintenance 2,612 man hrs. 2,651 man hrs. 3.750 man hrs.
Department Requested Improvements 1,834 man hrs. 1.422 man hrs. 1,382 man
hrs.
Parking Meter Repair 190 man hrs. 259 man hrs. 250 man hrs.
GAS TAX FUNDS
PROGRAM MANAGER - DIRECTOR OF PUBLIC WORKS
BUDGET HIGHLIGHTS:
$900,000 annually is available from the Gas Tax Fund. Funding is allocated in
this year's budget to update the current Pavement Management System. The
new system will be a Windows-based program, which will reassess all
pavement conditions (with Street Division assistance) and determine new
priorities.
DESCRIPTION OF ACTIVITIES:
The Engineering Division performs the planning, design, construction management,
and inspection of all Gas Tax funded projects. This section deals with all
projects that are funded by Gas Tax funds. Projects include the Annual
Overlay, traffic signal installation, miscellaneous right-of-way
improvements, and the City';s portion of the Countywide Congestion
Management Agency. The estimated cost for all Gas Tax funded projects
currently planned an/or under construction is over $1,000,000 (includes
unexpended funds from previous year).
ACHIEVEMENTS:
*Projects under construction or completed this past year include:
Resurfaced 4 miles of streets
Slurry sealed 1 mile
Second, Third and "A" Street Underground District resurfaced (1.5 miles).
GOALS AND OBJECTIVES:
*Resurface approximately 6 miles of street and slurry seal approximately 1.5
miles of streets.
*Evaluate effectiveness of slurry seal program.
*Update Pavement Management System.
*Miscellaneous right-of-way improvements, which require immediate attention:
this includes replacement of damaged curbs and gutters, retaining walls,
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 25
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 26
fences, drainage culverts, and minor paving (with the assistance of the
Street Division).
•Medway/Canal intersection improvements.
PARK & PARKWAYS MAINTENANCE:
PROGRAM MANAGER - PARKS SUPERINTENDENT
BUDGET HIGHLIGHTS:
Request to increase half-time graffiti position to full-time. Request funds for
contract maintenance of Andersen Drive landscaping.
DESCRIPTION OF ACTIVITIES:
The Park Maintenance Division maintains over 146 acres of City owned park land,
including three community centers, 9 neighborhood parks, and 10 mini -parks.
Division personnel also maintain various School District sports fields,
swimming pools, and all landscaped areas owned or controlled by the City.
Our primary purpose is to ensure a safe, clean and accessible environment
for the recreational use of our parks (including grounds and facilities) by
City residents. IN addition, a half-time Graffiti Abatement worker is
responsible for implementing the City's policy of graffiti removal within
24 hours of identification. Open Space lands and preserves are not
currently maintained by this Division.
The Parkways Division maintains all City street trees, median islands and
parkways. This includes planing new trees, shrubs and plants; removing
diseased, dangerous or dead City trees; removing fallen trees and limbs;
trimming, spraying and irrigating City trees; and basic safety maintenance
of all City parkways and traffic islands. Although management and
maintenance of Open Space lands and preserves are not currently funded,
information and service requests for these lands are often handled by
Division staff.
Limited Park Division resources allow for minimum maintenance standards for
median island, parkways and City street trees. Median islands and parkways
receive traffic safety trimming and weed control only. The Division uses a
private service contract ($150,000) to eliminate hazardous City owned
trees, and to respond to after-hours emergency tree calls. Maintenance of
City street trees is confined to liability concerns of high hazard trees,
root removal with sidewalk repair, and "low limbing".
ACHIEVEMENTS:
*Conducted Customer Satisfaction Survey.
*Distributed 25 trash cans in the Canal, increasing capacity by 41%.
*Developed an Annualized Parks Replacement Cost System (APRCS), which determined
the amount of money which should be set aside annually to replace
various park components (irrigation, play equipment, benches, etc.).
*Used APRCS to determine annualized replacement cost for 32 park facilities.
*Assisted Street Division in February, 1998 E1 Nino storm events.
*Met Graffiti Abatement goal of removing graffiti within 24 hours of
identification.
GOALS AND OBJECTIVES:
*Develop City/neighborhood partnership program to improve the appearance, which
decreasing maintenance, of street medians.
*Put Tree Service Contract out for competitive bid.
*Review and develop report on results of Customer Satisfaction Survey.
*Expand scope and maximize the effectiveness of the private Tree Service
Contract described above.
*Continue to upgrade and replace City landscaping to meet new irrigation and
plant selection technologies in environmental horticulture.
*Continue to upgrade City Park structures and facilities to meet increased
demands and safety needs of park patrons.
*Provide ongoing education and training of appropriate job classes on plant
species, irrigation technology, turf/sports field management and pruning
techniques.
*Continue to use and plan for reclaimed water sources where available.
Participate in the water design for Freitas Park, which will include
reclaimed water.
*Refine APRCS to better calculate needs and replacement timetables.
*Continue review of new and more efficient mechanical and sanitation systems for
the Terra Linda and San Rafael High School swimming pools.
*Continue to improve management of water costs by tracking and adjusting water
allocations with Marin Municipal Water District (MMWD). The goal is to
stay within the first of a three-tier water fee system for the City's
390 allocations.
*Continue the partnership with P.G.& E. in "Power Line Program" for replacing of
35-40 street trees under high voltage power lines.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 26
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 27
*Continue to apply integrated pest management principals to minimize pesticide
use.
*Continue to develop and refine the Graffiti Abatement Program to achieve the
goal of graffiti removal within 24 hours or less.
WORKLOAD STATISTICS:
Category
97/98
98/99
Acres of medians, roadsides & pedestrian easements trimmed 40
55
Service calls from the public logged
2,500
2,500
Tons of trash collected
275
290
Cleanings for parks reservations
130
135
Number of Albert Park baseball set-ups
275
275
Turf acres mowed per year
400
400
Irrigation repairs completed
350
350
Acres of weed control in park & landscaping areas
100
120
Number of Downtown events requiring support services
32
34
Number of graffiti calls logged
1,200
1,200
Number of street trees replaced
45
50
PARKING DISTRICT FACILITY MAINTENANCE
PROGRAM MANAGER - FACILITY REPAIR SUPERVISOR & PARKS
SUPERINTENDENT
BUDGET HIGHLIGHTS:
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
San Rafael offers metered public parking in three multi-level structures and 10
improved lots. There are approximately 800 designated spaces on City
streets. The Parking District Facility Maintenance Program maintains these
facilities, as well as all City parking meters. Under the direction of the
Parks Superintendent, Grounds Workers perform routine maintenance
activities within the parking facilities. This includes cleaning and
sweeping the lots, along with care of the landscaped section within the
District. The Facility Repair Supervisor oversees the repair activities
necessary to keep buildings and equipment in operational order. Besides
building repair services, this includes removal, maintenance, timing and
installation of the metering devices.
ACHIEVEMENTS:
*Furnished trash removal services five days/weekly.
*Provided weekly sweeping service to the multi-level structures.
*Trimmed landscaping twice annually.
•Monitored/adjusted/repaired irrigation systems bimonthly.
*Completed the annual Meter Maintenance Program, and serviced nearly half of the
1,400 parking clocks.
*Provided maintenance personnel for installation and removal of special event
and holiday parking signage.
GOALS AND OBJECTIVES:
*To provide economical and efficient maintenance of San Rafael's parking
facilities.
•If funded by Council, initiate Parking District study to determine utilization
of current technology, fee for service structure, and parking violation
penalty structure.
*To maintain a safe and sanitary environment for citizens when parking Downtown.
WORKLOAD STATISTICS:
The Division maintains:
3 Multi-level parking structures 520 parking spaces
10 Improved parking lots 305 parking spaces
18 City Streets with metered on -street parking 810 parking spaces
In addition, to the maintenance tasks outlined under "Achievements", Maintenance
personnel respond to over 50 unscheduled service calls at these facilities
annually.
TRAFFIC, SIGNAL & LIGHTING MAINTENANCE
PROGRAM MANAGER - TRAFFIC ENGINEER
BUDGET HIGHLIGHTS
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
The Traffic, Signal and Lighting Division, under the overall administration and
supervision of the Director and Assistant Director of Public Works, plans,
directs, supervises, and coordinates the installation, maintenance, and
repair of the City's traffic signal and street lighting systems.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 27
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 28
This Division is also responsible for the administration of the City's Traffic
Coordinating Committee (TCC), which reviews all public requests for the
installation of new stop signs, signals, red curb markings, etc., and makes
recommendations to the Public Works Director.
The Division reviews traffic and parking circulation plans for private
development proposals; recommends conditions of approval to the Planning
Commission and City Council; reviews and confirms adequacy of recommended
mitigation measures identified in traffic studies for private development
projects; and maintains the data for the Citywide Traffic Model.
Traffic, Signals and Lighting also works closely with the Police Department to
address traffic safety problems. Activities include updating radar
surveys, identifying locations where enforcement is needed, assisting in
traffic accident investigations and providing engineering dates for court
appearances.
Lastly, this Division works closely with various neighborhood groups to address
specific concerns. Activities include: conducting inventories of signage
and pavement in a particular neighborhood, preparing maps and charts,
conducting radar surveys and performing engineering analysis.
There are two full-time employees within this Division; the traffic Engineer,
and an Engineer I (Traffic Modeling). Council recently approved a new
Engineer I (Traffic Operations) position, which is to be filled shortly.
In addition, this Division utilizes a contractor to maintain the traffic
signals and street lights under existing maintenance contracts.
ACHIEVEMENTS:
*Created Autocad linked databases for: traffic counts, accident and collision
diagrams, land use designations, and traffic signal timing.
*Updated traffic counts Citywide.
*Worked with various schools and neighborhoods to address their traffic
concerns.
*Held monthly TCC meetings to review approximately 120 citizen requests for
installation of various traffic control devices and other traffic
operation concerns.
*Conducted speed surveys to assist the Police Department in speed enforcement.
*Conducted 10 traffic signal or stop sign warrant studies.
*Assisted in review of the Environmental Impact Reports (EIR) for Fair, Isaac
and Dominican College.
*Assisted in review of Environmental Documents (ED) for Shamrock, Macy's,
Walgreens, Oacis, and Lone Palm Court.
GOALS AND OBJECTIVES:
*Put maintenance of traffic signals and street lights out to competitive bid.
*Assist with General Plan Update.
*Hold Monthly TCC meetings to address citizens' traffic concerns.
*Update all expired speed surveys and survey new streets, as required.
*Review traffic impact studies of private development in a timely manner.
*Provide ongoing Traffic Model maintenance.
•Implement other traffic circulation improvements, as required.
•Introduce traffic calming techniques for residential areas, e.g., Coleman
School on Belle Avenue.
*Work with neighborhoods to address and respond to traffic concerns and issues.
*Establish new truck routes and truck restriction areas.
•Implement the North San Rafael Vision on Las Gallinas Avenue, to include
bicycle and parking lanes between Lucas Valley Road and Freitas Parkway.
*Prepare for Northgate Mall expansion.
WORKLOAD STATISTICS:
Category 1997/98 1998/99
City maintained traffic signals 81 95
Signals under construction or recently added 4 3
Signals maintained by State 6 6
State signals under construction/review 1 1
Number of street lights 4,000 4,000
Number of Traffic Coordinating Committee Meetings 12 12
TRAFFIC MITIGATION FEES
PROGRAM DIRECTOR - DIRECTOR OF PUBLIC WORKS
BUDGET HIGHLIGHTS:
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 28
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 29
The General Plan requires all new projects to pay a Traffic Mitigation Fee to
mitigate the cumulative traffic impacts associated with the proposed
development. Traffic Mitigation Fees are collected in three areas of the
City: East San Rafael, Northgate, and Downtown. As traffic conditions
degrade, the Public Works Department identifies required traffic
improvements for implementation. All proposed traffic improvements are
initially identified in the Circulation Element of the General Plan.
ACHIEVEMENTS:
Northgate Traffic Mitigation Area:
*Completed the 90% design plan for the interim improvement of the intersection
of southbound Highway 101 and Lucas Valley Road.
• Currently updating and re -calibrating the Traffic Model.
*Held community meetings with San Rafael Meadows and addressed citizens'
concerns regarding planning projects on Merrydale Road.
*Completed Civic Center Drive at McInnis Parkway signal (with Engineering
Division and Traffic).
East San Rafael Traffic Mitigation Area:
*Received Council approval for an interim solution to Irene Street Overcrossing,
to allow future development to occur as anticipated in General Plan.
*Held 21 public workshops with residents and business owners on the Irene Street
Overcrossing interim solution.
*Completed Bellam and Kerner traffic signal and construction (with Engineering
and Traffic).
Downtown/Peacock Gap Traffic Mitigation Area:
*Assisted with the following new projects in the Downtown area:
Marin Community Foundation
Fourth Street Sidewalk Improvements
Second, Third and "A" Street Undergrounding
"D" and Bayview Streets traffic signal construction and operations.
Fourth Street and Lincoln Avenue mixed use project.
GOALS AND OBJECTIVES:
Northgate Traffic Mitigation Areas:
*Re -calibrate the Traffic Model and utilize the new model to provide data for
Caltrans review of short-term improvements to Freitas Interchange.
*Obtain final Caltrans approval of Lucas Valley and southbound Highway 101 ramp
plans, and begin final construction (with Engineering and Traffic).
*Analyze and recommend mitigation for potential new development in North San
Rafael, e.g., Northgate Mall expansion.
East San Rafael Traffic Mitigation Area:
•Implement East San Rafael (one-way) interim solutions, and adjust system as
needed (with Engineering and Traffic).
*Collect data and determine actual capacity remaining with one-way system.
*Optimize traffic operations in Bellam Boulevard and Andersen Drive corridors.
*Work on the bicycle plan with citizen groups.
Downtown/Peacock Gap Traffic Mitigation Area:
*Assist in review and management of all construction traffic in Downtown area to
minimize impact.
*Assist with implementation of Second, Third and "A" Street Undergrounding
Project.
*Assist with design of Second Street Widening Project.
*Optimize Downtown traffic signal timing, as needed.
*Collect Andersen Drive data and re -calibrate Traffic Model.
TRAFFIC SIGNAL GRANT
PROGRAM MANAGER - TRAFFIC ENGINEER
BUDGET HIGHLIGHTS:
This program consists of a $619,400 federal grant. No local match is required
for construction. However, staff time may not be charged to the grant.
DESCRIPTION OF ACTIVITIES:
Utilization of spread spectrum traffic signal radio communication technology
(space-age technology) to interconnect and upgrade the traffic signal
equipment for 17 intersections along Fourth Street, Fifth Avenue and
Miracle Mile to improve traffic progression.
ACHIEVEMENTS:
*Worked with Traffic Consultant to identify line of sight for spread spectrum
technology in the Downtown area.
*Traffic Consultant design is complete. Design was modified due to Fourth
Street Sidewalk Improvement Project, and was approved by Caltrans.
GOALS AND OBJECTIVES:
*Obtain final Caltrans approval of the Fourth Street and Fifth Avenue Traffic
Interconnect Project.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 29
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 30
*Put the project out to bid and complete construction by the end of fiscal year
1998/99.
*Begin receipt of federal reimbursement funds through Caltrans.
STREET MAINTENANCE
PROGRAM MANAGER - STREET MAINTENANCE SUPERVISOR
BUDGET HIGHLIGHTS:
Council approved hiring two additional Street Maintenance workers for the
upcoming fiscal year, split between this Division and Storm Drains.
DESCRIPTION OF ACTIVITIES:
The Street Maintenance Division employs 10 full-time staff, responsible for
maintaining City streets, public properties and rights-of-way. In
addition, we respond to over 2,500 service and emergency calls per year.
Normal street maintenance procedures consist of paving, repairing potholes,
constructing berms to control runoff, replacing traffic signs and guide
rails, grinding of sidewalk tripping hazards, replacement of sidewalks,
curb and gutter, and other general maintenance.
ACHIEVEMENTS:
•Initiated new pothole patching program utilizing all Street Division personnel
to apply cold patch to potholes each day during rainy season (12.8
tons) .
*Utilized paving crews to perform same day pothole patching for significant
potholes.
*Reinstituted more aggressive crack seal program.
*Provided safety training for backhoe, loader, vactor, and other equipment.
*Provided same-day response for all stop and yields reported down.
*Developed and implemented sidewalk tracking system to better respond to and
document Citywide tripping hazards. Barriers placed within one day of
call; interim improvement in place within one week of call.
*Prepared bid specifications and purchased 1/2 ton pick-up, backhoe, leaf vacuum
and street sweeper.
*Participated in and directed contractors in clearing of Pt. San Pedro Road of
large, bulky debris within hours after February, 1998 E1 Nino storm
subsided.
GOALS AND OBJECTIVES:
*Continue to provide same day pothole patching for significant potholes.
*Utilize sidewalk tracking system to develop an annual CIP sidewalk replacement
project.
*Continue cold patching of all other potholes.
*Continue to provide same-day replacement for all damaged stop and yield signs.
*Provide five-day turnaround time for all other non -emergency signs replaced,
except during winter months.
*Continue to use sidewalk tracking system to respond to tripping hazards, and
place barriers within one day of call, and interim improvements within
one week.
*Continue to develop and implement a yearly training schedule for backhoe,
loader, vactor, and other equipment.
•Implement crack seal program two weeks for each of the seven zones during
summer months, plus special requests.
*Continue bimonthly safety meetings.
WORKLOAD STATISTICS:
Category 1996/97 1997/98 1998/99
Asphalt Paving 60 Tons 34 Tons 55 Tons
Pothole Patching 173 Tons 188 Tons 220 Tons
Berms & Deep Lift 26 Tons 22 Tons 33 Tons
Crack Sealing 218 Gal. 400 Gals. 500 Gals.
Traffic Signs Replaced 703 334 385
Street Name Signs Constructed 334 150 165
Grind Sidewalk Tripping Hazards 3,289 L.F. 2,900 L.F. 5,570 L.F.
Remove/Replace Sidewalks 156 L.F. 22 Cu.Yds. 22 Cu.Yds.
Other General Maintenance 2,500 Hrs. 1,362 Hrs. 1,530 Hrs.
STREET PAINTING
PROGRAM MANAGER - STREET MAINTENANCE SUPERVISOR
BUDGET HIGHLIGHTS:
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
The Street Painting Division employs 2.5 full-time equivalent staff, and is
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 30
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 31
responsible for maintaining the City of San Rafael's lane striping and
directional sign and painting program, in accordance with applicable
Federal and State requirements. The crews perform centerline shoulder
striping; curb, crosswalk and legend painting; installation of
thermoplastic markings for parking; and the painting of parking stalls in
City parking lots. This budget continues funding the second -year pilot
program for thermoplastic striping and reflective pavement markers.
ACHIEVEMENTS:
•Prepared bid specs and purchased new centerline striper, put in service May,
1998.
•Held safety training classes for new centerline striper.
•Continued tailgate safety meetings semi-monthly.
•Completed all work orders and change orders through Traffic Engineer, Police,
and Engineering Departments.
•Developed a pilot program for thermoplastic and reflective pavement markers, to
be implemented by June, 1998.
GOALS AND OBJECTIVES:
•To be painted Locations Frequency
White crosswalk/legends
Downtown and arterials Every year
Yellow school crosswalks/legends
All locations Every year
Centerline/shoulder striping
Downtown and arterials Every year
White crosswalks/legends
Residential and collectors Every 3 years
White parking markers
Downtown Every 3 years
Red curb painting
Downtown and arterials Every 3 years
Centerline/shoulder line striping
Residential and collectors Every 3
years
Red curb painting
Residential and collectors Every 5 years
Traffic change orders
By priority
Thermo parking stalls
As required
•Develop and implement thermoplastic striping in one City parking lot per year,
by contract. Fifth Avenue
and "C" Street lot is proposed for first
year.
•Put the purchase of traffic paint
out to competitive bid.
WORKLOAD STATISTICS:
Category 1996/97 1997/98 1998/99
Centerline/shoulder striping 210,000 L.F. 220,000 L.F. 200,000
L.F.
Paint crosswalks and stops 140,000 L.F. 65,000 L.F.* 160,000
L.F.
Curb Painting 18,000 L.F. 10,160 L.F.* 23,000 L.F.
Paint parking stalls 2,300 L.F. 250 L.F.* 2,500
L.F.
Misc. painting and sand blasting 325 Man Hrs. 190 Man Hrs. 200 Man
Hrs.
Straighten signs/meter poles 244 Poles 96 Poles* 250
Poles
Clean re-strapping/turn signs 163 Repairs 70 Repairs 175
Repairs
Traffic change orders 54 55 60
Thermoplastic -- -- --
*/-- Numbers reduced due to extended periods of rain during fiscal year.
STREET SWEEPING
PROGRAM MANAGER - STREET MAINTENANCE SUPERVISOR
BUDGET HIGHLIGHTS:
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
City streets are swept by 2 full-time employees and two mechanical street
sweepers. All streets with curbs and gutters (approximately 82% of all
City streets) are swept once each week, except the Downtown area, which is
swept five days per week.
The Canal area is swept once a week over a period of four days. In residential
areas, sweeping occurs between 8:00 AM and noon. Business district
sweeping occurs during the regular midnight shift of street sweeper
operators. Since sweeping of the Canal is performed after normal operator
hours, overtime funds are budgeted for this purpose. The San Quentin work
crew hand sweeps the Medway corridor every 6 weeks.
During the Fall (leaf season), the leaf vacuum machine is utilized during the
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 31
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 32
day to supplement leaf pick-up. During periods of heavy rain, street
sweeping is not performed, and the operators function as our storm patrol.
ACHIEVEMENTS:
•Implemented a pilot door hanger program to inform residents that their leaf
piles are too deep for the sweeper, and to request they spread out
leaves so the sweeper can pick them up during the next circuit.
*Commenced study to determine the best and most efficient method to perform
street sweeping. Study will consider privatization.
*Continued hand sweeping and litter pick-up in the Canal district by the San
Quentin work crew. A specific area of East Francisco Boulevard, down
Medway Road to Belvedere Street, up Vivian Way, and back to East
Francisco Boulevard.
•Indicated a program to hand sweep specific commercial streets in the Canal once
per week using a Marin County Adult Offender Work Program crew. Picked
up an average of 350 pounds of litter per week.
GOALS AND OBJECTIVES:
*During the October through December leaf season, we will have a crew follow
residential sweeper routes with leaf vacuum to reduce the number of
calls from residents wanting to know which day leaf piles would be
collected.
*Better utilize the new door hanger program to inform residents that their leaf
piles are too deep for the sweeper, and to request they spread out
leaves so the sweeper can pick them up during the next circuit.
*Finalize study to determine the best and most efficient method to perform
street sweeping.
*Continue to sweep Downtown area five days per week.
*Continue supplementing existing street sweeping schedule by hand sweeping (with
San Quentin work crew) Medway Road and Belvedere Street, including
picking up litter along East Francisco Boulevard and Medway Road to
Marin Rod and Gun Club.
*Continue hand sweeping in Canal area using County Adult Offenders Work Program.
*Continue to leaf vacuum behind sweeper routes daily during leaf season.
*Sweep all streets within the City, except narrow hillside streets without curbs
and gutters.
WORKLOAD STATISTICS:
Category 1996/97 1997/98 1998/99
Curb miles swept 13,453 11,000 13,000
Leaves vacuumed 232 Yds. 66 Tons 78 Tons
Man hours spent hand sweeping 82 270 300
Cubic tons of sweeper pile pick-up 2,320 840 1,000
STORM DRAINS
PROGRAM MANAGER - STREET MAINTENANCE SUPERVISOR
BUDGET HIGHLIGHTS:
Council approved hiring 2 additional street maintenance workers for the upcoming
fiscal year, split between this division and Street Maintenance Division.
DESCRIPTION OF ACTIVITIES:
Storm drain maintenance is provided by eight full-time Street Division staff.
The maintenance consists of cleaning and checking over 4,000 catch basins
during the Winter months, checking and cleaning drainage ditches and
channels, and maintaining 12 storm water pump stations with 29 pumps and
five generators.
Approximately four miles of drainage ditches are sprayed for weed control every
year. Flap gate maintenance is required monthly. Many hours of storm
patrol are provided during the rainy season. Headwalls are checked and
kept clear during rains to prevent flooding and property damage.
ACHIEVEMENTS:
*Minimized potential flooding and property damage throughout the year (rainfall
of 65" recorded), especially during February, 1998 E1 Nino storm (22"
recorded). Success achieved through outstanding cooperation among
Public Works, Fire and Police Departments.
*Removed, rebuilt, and reinstalled electric motors at Peacock Pump Station
within 30 hours of outage caused by February storm.
•Installed 3 temporary pumps within 6 hours at Peacock Pump Station to minimize
flooding while electric motors were being repaired.
*Reviewed and inspected all twelve storm water pump stations for repairs needed,
and checked stations on a weekly basis.
*Repaired 60" diameter discharge pipe at San Quentin Pump Station.
*Developed competitive bid process for yearly removal, repair and replacement of
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 32
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 33
storm water pumps, as needed.
*Assisted Engineering Division with the replacement of three pump station motor
control centers (Kerner, 400 Canal, Montecito) and installation of
telemetry to Corporation Yard.
*Developed and implemented yearly confined space training.
*Developed a drainage complaint tracking system to better identify drainage
deficiencies. Used tracking system to develop list of CIP projects.
GOALS AND OBJECTIVES:
*Continue to use drainage tracking system to develop ongoing CIP drainage
project requests.
*Reduce number of flood incidents from previous year.
*Conduct semi-annual review of 12 storm water pump stations.
*Conduct weekly inspection of pump station lubricating systems and workability
of pumps.
*Ongoing clearing of catch basins during winter months to reduce street
flooding.
*Continue annual confined space training.
*Replace all hydraulic gates at Kerner Pump Station.
•Install new motor control center at San Quentin Pump Station.
*Work with Engineering Division to develop cathodic protection plan for pump
stations, and implement at stations with new motor control
centers
(Kerner, 400 Canal,
Montecito).
*Work with Engineering Division
on design and construction
of new
pump stations
(Lindaro, North Francisco).
*Clean Freitas and Kerner storm
water discharge
channels.
WORKLOAD STATISTICS:
Category
1996/97
1997/98 1998/99
Clean ditch by hand
11,300 L.F. 29,216
L.F. 34,300 L.F.
Clean ditch by machine
14,617 L.F.
3,500 L.F.
5,700 L.F.
Ditch spraying
41 Acres
36 Acres
45 Acres
Cleaned drainage structures
3,254 Structures
3,605 Structures
4,550
Structures
Cleaned storm conduits
1,187 L.F.
7,529 L.F.
9,100 L.F.
Check storm pumps
1,819 Man Hours
2,188 Man Hours
2,050 Man
Hours
Flap gate preventative maint.
50 Gates
40 Gates
55 Gates
Storm abatement/clean-up
2,840 Man Hours
6,500 Man Hours
3,400 Man
Hours
Slide removal
135 Man Hours
26 Man Hours
28 Man
Hours
STORM WATER CAPITAL PROJECTS
PROGRAM MANAGER - DIRECTOR OF PUBLIC WORKS
BUDGET HIGHLIGHTS:
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
This project funding category consists of all projects funded by the Clean Water
Program. The estimated cost for all capital projects currently planned
and/or under construction is approximately $600,000 annually. The primary
focus is pump station modernization and major drainage improvements.
ACHIEVEMENTS:
Projects completed this year include:
*Rehabilitation of Montecito, Canal and Kerner Pump Stations (with assistance
from the Street Division).
*Park Street Drainage Improvements
*Prospect Drive Drainage Improvements
*Convent Court Drainage Improvements
•460 Fairhills Drive Drainage Improvements (Phase I).
•34 Miramar Avenue Drainage Improvements
GOALS AND OBJECTIVES:
Construction Projects:
*Continue Modifications to San Quentin, Glenwood and Peacock Storm Water Pump
Stations (with assistance from the Street Division).
*Replace Corroded Drainage Culverts (with assistance from the Street Division).
*Miscellaneous Drainage Improvements (with assistance from the Street Division).
•Irwin Street Drainage Improvements, Phase II.
*Glen Park Avenue Drainage Improvements.
SANITARY SEWER
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 33
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 34
PROGRAM MANAGER - SEWER MAINTENANCE SUPERVISOR
BUDGET HIGHLIGHTS:
There are no significant changes.
DESCRIPTION OF ACTIVITIES:
The Sanitary Sewer Division is authorized by a Joint Powers Agreement (JPA)
between the City of San Rafael and the San Rafael Sanitation District.
It
provides al necessary maintenance to the Sanitation District's gravity
collection sewer system. In addition, under the terms of the JPA, the
Division provides service to the Sanitation District for the operation
and
maintenance of all District owned force main lines and sewage pump
stations. This division has eight full-time maintenance employees and
one
full-time secretary. All division costs are totally reimbursed to the
City
of San Rafael by the San Rafael Sanitation District. This division is
under the direct supervision of the Sewer Maintenance Supervisor, with
overall administration and supervision by the Director of Public Works
and
Senior Engineer.
Activities include providing general and preventative maintenance of the
District's 100 miles of gravity sewers, 20 miles of sewer force mains, 32
pump stations, and ancillary facilities. This includes maintenance rodding
of the gravity sewer system to prevent blockages, responding to citizen
inquiries, meeting all regulatory agency requirements, and aggressively
maintaining District pump stations to prevent breakdowns.
GOALS AND OBJECTIVES:
*Continue to maintain/or reduce number of sewer service calls.
*Continue to provide a high level of maintenance to the gravity lines.
*Continue to aggressively maintain pump stations.
*Continue to respond within 15 minutes to service calls during working hours.
*Begin implementing the 5 -year rehabilitation plan.
*Complete the inventory and mapping of District force mains.
*Continue to promote high safety standards for division personnel.
ACHIEVEMENTS:
*Power rodding - 358,859 linear feet.
*Hand rodding - 16,105 linear feet.
*Repairs to sewer lines - 15
*Sewer service calls - 182
•Hydroflushing - 77,822 linear feet
*Pump station maintenance - 2,382.50 main
*Category 1996-97 1997-98
Power rodding 393,253 LF 385,859 LF
Sew line repairs 12
Hand rodding 7,195 LF 16,105
Service Calls 187
Hydroflush 133,040 LF 77,822 LF
Pump Station Maintenance 1,986 Hrs.
ASSESSMENT DISTRICT MAINTENANCE
PROGRAM MANAGER - DIRECTOR OF PUBLIC WORKS
hours.
1998-99
393,253 LF
15 12
LF 7,195 LF
182 187
133,040 LF
2,382 Hrs. 1,986 Hrs.
BUDGET HIGHLIGHTS:
As authorized by Council Resolution, the Director of Public Works and the
Department of Administrative Services have identified surplus funds for
ongoing construction and improvement needs within the following assessment
districts: Peacock Gap, Kerner Boulevard, Sun Valley/Lucas Valley Open
Space, East San Rafael Drainage Assessment Districts 1 and 2, East
Francisco Boulevard and Bahia de Rafael.
DESCRIPTION OF ACTIVITIES:
This program combines surplus funds from the assessment districts noted above.
Council has authorized the expenditure of these funds for the maintenance
of improvements already constructed within the geographic boundaries of the
original assessment districts. Whenever feasible,w a will authorize in-
house resources to plan and implement projects. For example, project
design work would be provided by our Engineering Division, with
implementation and construction performed by Department of Public Works
Street Maintenance crews.
ACHIEVEMENTS:
*East San Rafael Drainage Assessment District 1 - repaired outfall pipe at San
Quentin Pump Station.
*Peacock Gap Assessment District - included repair of existing pavement
deficiencies with annual resurfacing program along Point San Pedro Road,
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Quarry Road and Heritage Drive.
*Kerner Boulevard Assessment District - designed project to improve Kerner
Boulevard drainage deficiencies.
GOALS AND OBJECTIVES:
*East San Rafael Drainage Assessment District 2 - develop plans and
specifications to eliminate leaking of tidal water from San Pablo Bay
into the lagoon located at Piombo Place and Grange Way.
*Sun Valley Open Space - work with Soils Engineer to assess unstable areas
subject to erosion; assess 15 year old drain improvements at Shannon
Lane site.
*Lucas Valley Open Space - tree trimming and restoration along creek side of
property and the removal of silt from drainage swales on the east side
of the property.
*Bahia de Rafael - road repair to prevent ponding water in northbound lane of
Francisco Boulevard East, a traffic hazard.
BAYPOINT LAGOONS LANDSCAPING & LIGHTING DIVISION
PROGRAM MANAGER - BUILDING AND SAFETY DIVISION MANAGER
DESCRIPTION OF ACTIVITIES:
The Baypoint Lagoons Lighting and Landscape District was formed to protect and
enhance wildlife habitat and water quality in Baypoint (Spinnaker) Lagoon
and the adjacent diked salt marsh. Monitoring of the lagoon and salt marsh
have occurred since 1989. Currently the following monitoring is occurring;
water quality, pickleweed vigor, salt harvest mouse population, exotic
plant census and waterbird census. Eradication of non-native plant species
has occurred over the years. The water level of the lagoon and salt marsh
are adjusted seasonally by the Street Division to enhance the habitat of
native plant and animal species.
ACHIEVEMENTS:
*Completion of Phase II monitoring program.
GOALS AND OBJECTIVES:
•Insure that required monitoring of the Baypoint Lagoon occurs.
*Work with City's consultant (RMI) to prepare a pamphlet to educate local
residents on the importance of the site and its ecological benefits.
*Continue eradication of exotic plant species such as pampas grass and broom.
*Encourage the Marin Audubon Society and the Marin Conservation League to
continue their monthly water bird census.
LOCK LOMOND MELLO ROOS DIVISION
PROGRAM MANAGER - DIRECTOR OF PUBLIC WORKS
BUDGET HIGHLIGHTS:
There is no significant change. Funding is provided through the Mello -Roos
District.
DESCRIPTION OF ACTIVITIES:
When the Loch Lomond #10 subdivision was created, it was determined that certain
storm water and geotechnic mitigation facilities would need ongoing
maintenance. Such facilities include debris fences and silting basins. A
Mello -Roos District was formed to fund this maintenance. The City oversees
the District by inspecting the facilities during the storm season to
determine what maintenance may be needed, seeing that required maintenance
is provided, and assuring that the appropriate assessment is imposed on
parcels within the District.
GOALS AND OBJECTIVES:
*Ensure that any necessary maintenance of District facilities is accomplished.
*Levy appropriate assessments against each property within the District, as
required by law.
Mayor Boro noted a lot of work had been done by the Public Works Department
during the past year.
Public Works Director Dave Bernardi stated there were 140 different projects
they would be working on during the next fiscal year. He noted
Administration would be working with MMWD to finalize the relocation of the
Corporation Yard and sharing resources, which would save the City some
money. In addition, the Public Works Department would be working with the
Recreation Department on Citywide park rehabilitation, and would also be
applying for Federal and State grants to fund infrastructure improvements.
Mr. Bernardi reported they would also be able to assign one person, half-
time, to the storm water program, noting in the past this person had been
devoted to the Andersen Drive project.
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Mr. Bernardi noted the City would also be receiving reimbursements from FEMA,
due to the disastrous floods in February. He stated he was very impressed
with the record keeping during the disaster, and thanked Assistant Public
Works Director Matt Naclerio and Administrative Supervisor Richard Landis.
Mayor Boro stated he was pleased an additional goal had been added which
addressed his concern regarding the dredging of the San Rafael Canal. He
noted there was a small but very active group of people interested in the
Canal, and he would like Mr. Bernardi to consider how we might put together
a committee of interested citizens, two Councilmember and staff, to discuss
improvements. He reported County Supervisor Kress had already indicated he
would be willing to help with resources. Mr. Bernardi noted we needed to
start now to find a suitable disposal site, as the material is contaminated
with oil and grease. He stated there did not seem to be any local sites
that would suitable, and noted a funding source would have to be developed.
Mr. Bernardi referred to the San Quentin work crew, explaining San Rafael uses
the crew once every six weeks, and 1/6th of the cost for the guard was
shared by all the cities using the crew. He pointed out San Rafael
administers this program for all the cities. He reported the crew also
assists in working with the Fire Department on Vegetation Management and
clean-up projects.
Referring to the Garage Division, Mr. Bernardi reported the gas tanks have to be
removed by December 22, 1998, noting the City has two tanks in this
category. He stated they would be relocated to the yard and, therefore,
will not have to be replaced. He noted the Division would also be
comparing the cost of in-house and outside maintenance of our vehicles, to
determine which would be cheaper.
Mr. Bernardi reported Public Works would be developing a list of maintenance
projects to be done over time, and applying an annualized cost, setting
aside money for such things as roofing and painting. He noted they would
be replacing toilets with low -flow units, and replacing many of the
fixtures, in an effort to make the building more energy efficient.
Addressing the issue of median maintenance, Mr. Bernardi stated staff would be
developing a program for Council consideration of a proto-type island,
similar to Andersen Drive, which would be low maintenance, and not take
much effort or time. He noted they would also be working on a pedestrian
friendly entrance to the Canal.
Referring to street maintenance, Mr. Bernardi stated two additional positions
have enhanced the work that is being done, allowing the Department to be
more responsive. He reported they continue to provide same-day patching of
potholes, and same-day replacement for stop signs and yield signs. He
noted there is a five-day turnaround for all non -emergency sign
replacement. He stated the Department has begun to use a new thermoplastic
for street painting, which limits the number of times they have to go back
to repaint. He reported the Department continues to hand sweep Medway and
Belvedere Street, and pick-up by hand in the commercial portion of the
Canal area once a week. He stated the Department would begin to study
this, to determine whether were are providing the best service for the
money, noting it may be more cost effective to contract this service out.
He reported there was a problem with a lot of cars being parked on the
street, and they needed to study how to change the program in the Canal
area, although there would be a cost associated with signage and Police
enforcement.
Mr. Bernardi reported the drains did pretty well last year, noting there had
been a record 65 1/2 inches of rainfall recorded this year, with 22 inches
in February alone; however, through preventive maintenance, he believed
things had gone well. He reported the pumps had all worked, although the
generators were at the ready, just in case. He noted the pumps are
serviced twice a year. Mr. Bernardi reported they would be installing a
new motor at the San Quentin Pump Station, and cleaning the Freitas and
Kerner storm water discharge canals. He reported the San Rafael Sanitation
District had recently adopted a five-year rehabilitation plan, noting they
were working toward a fifteen minute response for clogged sewers, and
maintenance of gravity systems.
Referring to the dredging of the Canal, Mayor Boro stated there was a small but
very active group of people interested in the Canal. He noted he would
like Mr. Bernardi to think about how the City might put together a
committee to discuss improvements in the Canal Area, noting he felt the
City should tap into that interest. He reported County Supervisor Kress
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 37
was willing to help with resources.
Mr. Bernardi reported he, Management Services Director Ken Nordhoff, and
Economic Development Director Jake Ours would be meeting to discuss the
number of parking spaces available in the Downtown, and determine the need
for more spaces. He noted they would also discuss to determine whether the
City should keep the mechanical meters or convert to the newer electronic
meters, noting they would look at the cost of conversion. Mayor Boro noted
as Downtown activities increase, it might not make sense to have meters in
the garages, and he felt they needed to evaluate the entire concept. Mayor
Boro asked staff to look at a fee in the new structure for the proposed new
cinema, as opposed to more meters.
Mayor Boro asked about the status of retro -fitting. Mr. Bernardi reported that
currently the last two buildings were being finished.
Mayor Boro noted the use of the San Quentin work crews seemed like quite a
bargain, and asked if there was any way to expand the program, so we could
use it more?Mr. Bernardi stated the costs for the guard and vehicle were
funded by the cities using the service, and were approximately $2,000 every
six weeks. Mayor Boro asked Mr. Bernardi to look into whether we might be
able to use the crews more often. Mr. Bernardi reported the other partner
cities are not willing to lengthen the timeframe to allow San Rafael
additional work time, noting if we had the crews for an additional week,
then the other cities would have them only once every seven weeks. Mayor
Boro stated he would like staff to look into possible having a second work
crew team that could be shared with another agency, such as the County. He
noted he would like to see the crews used to help maintenance staff on
median maintenance, if possible.
Councilmember Heller asked for clarification on Rule 20A. Mr. Bernardi
explained this was a reference to the PUC (Public Utilities Commission)
regulation that required utilities to set aside funds for local agencies to
use for undergounding utilities in their jurisdictions. He stated these
funds were currently being used to finance the Second and Third Street
Undergrounding project.
Councilmember Cohen asked about the Freitas Interchange interim improvements.
Director Bernardi reported Phase I was finished, noting that upon
completion of the Merrydale Overcrossing, traffic operations had been
reacting as predicted in the traffic model. He stated, at this point, they
were awaiting concurrence from Caltrans for Phase II. Mr. Cohen stated he
wanted to make this a higher priority, and have it resolved this year. In
addition, he asked that there be involvement of the Guardian group, as well
as a larger base of North San Rafael residents to reach a consensus on
whether the signalization should proceed.
Councilmember Cohen felt we needed to put some kind of timeline on this, noting
he would like to see some action on this project this year, and while
acknowledging it would have an impact on the Department, in terms of
staffing, he believed the City needed to go beyond the steps that were
here. He stated that assuming Caltrans gives approval, based upon the new
model numbers, he felt there should be some larger scope community
meetings, and explain to people exactly what is proposed. He believed
there were probably a large number of commuters who come off the freeway
who never travel to the east side, and are perfectly satisfied with the way
the intersection functions, because when they come home, they can sail
right off the freeway, and a traffic signal would clearly disrupt some of
them. Mr. Cohen stated we needed to be very clear about what the options
are, telling them this was the best we had been able to come up with, and
the choice was to either go ahead and put the signal up, or not. He
believed this needed to be expressed through more pubic discussion, noting
it may be that the larger community decides this is not such a grand idea
after all, and he felt we needed to find out whether it is a small local
group, or whether they speak for the majority. Mr. Cohen stated that
although it seems to be working, he has driven through this intersection
from several different directions, and it continues to be a tough
intersection, particularly coming down the frontage road, heading toward
the Civic Center. Mr. Cohen pointed out the City keeps waiting and
waiting, but noted this had been a real "hot button" issue for a long time,
and the City had managed to convince people we were working on it;
therefore, we could not assume the problem has just gone away and people
are satisfied. He stated the City had to continue, and show some progress
on this.
Regarding to the development of Andersen Drive, Councilmember Cohen noted one of
the things that had come up in the meetings about changes in that area, was
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the issue of dealing with the off-ramp/on-ramp move. Noting he uses
Andersen drive every day, he reported he had seen that drop down, but now
it was going back up, to the point where he would guess at lease one of
every two cars that gets off Interstate 580 at Bellam Boulevard is going
right through the intersection and getting right back on the on-ramp,
jumping ahead in the que, and making the line longer. He pointed out this
also makes it more difficult for people who are trying to get off the
freeway system and onto Andersen Drive, the way it was intended, noting
there were twice as many cars in that line as there ought to be, because
people are jumping straight through that intersection, and back onto the
on-ramp. Mr. Cohen noted the City had discussed ways to prevent people
from doing that; however, there have been rather sporadic enforcement
efforts. Mr. Bernardi stated within the next couple of months, as part of
the one-way project, a median barrier would be in place to discourage this
movement. In addition, he noted he would contact the California Highway
Patrol to ask for additional enforcement in this area. Councilmember
Miller stated he had spoken with members of the California Highway Patrol,
and they told him they were out there enforcing this, but there were still
problems. Mr. Miller felt it would not be until we had the barrier in
place that the situation would become any better.
Councilmember Miller stated he would like to see the issue of the bathrooms at
Pickleweed Park moved up on the list of priorities, which he believed was a
very critical issue at this park. He believed we should have something
with good security, aesthetically matched the park, and was treated with
graffiti resistant paint, so any graffiti could be washed off. Mr. Miller
stated that for the amount of people who use Pickleweed Park, having only
the one portable restroom was really a disservice. Therefore, he requested
we do anything we can to move this project forward, and see how we can
obtain the necessary funding. Mr. Bernardi stated he would work on this
with Recreation Director McCart.
Mayor Boro referred to the street sweeping, noting the Public Works Department
had gone to the residents and suggested that rather than leaving the leaves
in huge piles they spread them out to make the sweeping easier. Mayor Boro
suggested staff ask the residents to put the leaves in their green cans,
noting it would make things a lot easier, particularly if they are not
using their green cans at that time, because of the weather. Mr. Bernardi
reported they have a program whereby they hang tags on the residents'
doors, reminding them of this very thing. He noted they would try to be a
little more effective with that program this year.
Referring to the budget issues, Management Services Director Nordhoff noted
pressure cleaning for the sidewalks had already been included in the
Redevelopment Agency's budget, and Council had approved the addition of two
Street Maintenance workers. He stated staff would bring to Council a
report on the cost for the parking study, and the addition of a half-time
park employee to deal with a heightened level of compliance and behavior
modification in the parks.
RECREATION DEPARTMENT
MISSION STATEMENT:
Citizens enjoy dynamic opportunities to connect with our diverse community, to
experience and appreciate the environment, and to enhance their quality of
life through the people, programs, facilities, parks and services of the
Recreation Department.
DEPARTMENT OBJECTIVES:
Update Department programs and services to reflect the needs and expectation of
the community:
*Conduct a customer survey to determine level of satisfaction of existing
programs and services.
•Integrate Child Care and Youth Services Divisions to consolidate services for
children and families.
*Establish new Use Agreements with the San Rafael City Schools for community use
of school property.
*Co-sponsor six recreation programs with the Police Department's Police Activity
League, and the City Community Events Coordinator.
*Rotate programs throughout the neighborhoods to increase participation and
exposure.
*Produce three seasonal, teen oriented special events.
•Increase teen and pre -teen programs to include roller hockey, sports clinics,
and competitions.
•Increase senior programs to include extended trips and tours, fitness programs,
and technology classes.
*Lend support for various Canal area service providers to expand offerings at
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 38
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 39
Pickleweed Community Center.
*Research feasibility of acquiring passenger vans to service participants of
Recreation and Child Care programs.
Realign Department resources to provide productive and efficient customer
service:
*Evaluate and reorganize existing staff structure.
*Develop a personal professional development plan for each management staff
member.
*Combine Division recruitment for seasonal and part-time personnel.
*Combine staff training and evaluation systems for seasonal and part-time
employees.
•Implement an integrated registration system for programs, fees, and charges
that includes features serving Falkirk operations, contingent upon
funding.
*Establish a system for language translation available at each Community Center
and Child Care facility.
*Establish a five-year strategic plan of Department priorities.
*Develop marketing plan that includes updating Departmental materials, regular
press release schedules, and alternative promotional campaigns.
*Create unified Department identity through use of logo, color coordination, and
clothing.
Restore Community Centers and Recreation facilities to project hospitable,
attractive environments for workers and customers:
*Equip Community Center lobbies with comfortable furnishings, attractive
promotional displays, and easy access to staff.
•Install hardware for public art displays in each indoor facility.
*Negotiate a plan for renovation and repair of Short School Child Care Center.
*Consolidate all leasing cycles with San Rafael City Schools for Child Care
Centers.
*Analyze Child Care Centers for future facility needs, and project the cost of
installation of City owned modular buildings on school sites.
•Install outdoor message displays at each Community Center and Short School
Child Care Center.
*Remove fencing around outdoor patios at the San Rafael Community Center, and
install patio furniture.
*Add deck furnishings, planters, and tables to Terra Linda Swim Center, and
promote food service.
Complete park projects currently underway:
•Install playground at Boyd Park.
*Finish phased development plan for Boyd Park.
*Complete renovation of Freitas Park Pond system and install playground.
•Install playground at Bernard Hoffman Fields.
*Monitor the completion of Beach Park.
*Promote the implementation of the San Rafael High School Community Recreation
Improvement Plan.
*Research and develop a plan for a skateboard facility.
RECREATION DIVISION
PROGRAM MANAGER - RECREATION SUPERVISORS (3), PROGRAM COORDINATORS (2)
BUDGET HIGHLIGHTS:
The Recreation Director position has been filled at an 0.8 FTE level. A new
position, Assistant Recreation Director, has been created at a 1.0 FTE.
The funding for this position is being shared 0.8 FTE in the 008 Child Care
fund, and 0.2 FTE in the 002 Recreation fund. The following accounts have
been combined: 6610 Marketing into 6010 Administration, 6624 Tennis into
6631 Adult Athletics, and 6620 Swim Club into 6621 Aquatics. The
consolidation reduces the number of Divisions from thirteen to ten.
Statistics for park and building rentals, and adult and youth participants
continue to be tracked. The new registration system that will be
implemented this fiscal year will assist in the accuracy and accumulation
of this information.
DESCRIPTION OF ACTIVITIES:
Recreation Centers:
This Division includes the management of three Community Centers, including fee
classes, programs, rentals, and special events, as well as the ongoing
maintenance and operations of the facility. Some programs and services are
collaborations with other agencies.
Aquatics:
The Division includes recreational swim, swim lessons, the Orca Swim Team,
sponsored by the City and managed by a volunteer parent Board, lap swim
programs, special interest aquatics classes, and water safety training
programs.
Seniors:
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This Division sponsors two senior citizen organizations, Terra Linda Seniors and
San Rafael Goldenaires. Each club has an Executive Board made up of club
members and their own treasury. Both provide social, recreational, and
educational activities and services to Marin County adults 55 years and
older. This year the combined membership is 1,860 individuals. The
Goldenaires contribute funds to cover a portion of the Recreation
Supervisor's salary.
Tennis:
Includes instructional classes and youth tennis camps, and sponsors two
tournaments, open to the public for adults and youths.
Adult Athletics:
Administers adult sports leagues - softball, basketball and volleyball,
including team schedules, officials' schedules, coordinating facility uses,
and scheduling the Albert Park complex. The Division also manages City
park rentals. The Coordinator sits on the Advisory Board for the San
Francisco Seals Collegiate Baseball Team, which plays their home games at
Albert Park.
Volleyball:
This Division includes Marin Juniors Volleyball, which provides training and
competition for Junior High and High School young women 12 - 18 years old.
The Division also includes the two annual Adult Grass Doubles Outdoor
Volleyball Tournaments held at Albert Park.
Youth Services:
The two major components in the Division are the After School Academy, a series
of enrichment classes, and programs held at local elementary and middle
school campuses, and the Summer Camp programs. Other activities include
weekend and holiday programs, as well as the Pickleweed Park M.A.G.I.C.
Kid's Club and Volunteer Program, and other youth serving programs held at
the Pickleweed Community Center, Davidson Spring Theater, and the Youth
Services Volunteer Program, which includes a Summer Counselor- in -Training
Program, for youth ages 12-17 years.
Youth Theater:
San Rafael Young Performers Theater allows young people ages 8 to 18 years of
age to experience all aspects of theater through singing, dancing, acting,
and backstage design, culminating in a series of performances in a
musical/dramatic production. Three productions are staged annually in
December, March, and July.
ACHIEVEMENTS:
Recreation Services:
•Incorporated Code Enforcement, Distance Learning, Library, and Police Services
into the Pickleweed Community Center.
*Opened Pickleweed Community Center to weekend programs and services, i.e. Canal
Sports Clinic, Vietnamese -American Friendship Group, Marin Conservation
Corps Environmental Club.
*Revised Facility rental policy to reduce rates for qualifying community groups.
*Sponsored 21 community special events, most with collaboration, at Pickleweed
Community Center.
*Co-sponsored regular programs with 12 community services agencies at Pickleweed
Community Center.
•Increased membership in Senior Citizen Clubs by 10% (280 individuals).
• Received a $35,000 endowment memorial for the Goldenaires.
•Increased participation in the Goldenaires special events by 15%.
*Operated the Goldenaires' treasury at a profit.
•Implemented a youth sports program utilizing Dixie School District facilities.
•Implemented two new after school sports programs at Davidson Middle School.
*Collaborated the Amigos de Las Americas, providing training and volunteer
opportunities for Marin Teens to work with school age children in the
Canal.
*Launched successful youth programs, including Movie Night in the Park, Martial
Arts Club, and Summer Fishing Camp.
*Completed improvements to building, pool, and park facilities at Terra Linda
Community Center, including roofing and dressing room renovations.
•Increased programs for Developmentally Disabled by 50%.
•Implemented new instructional swim program for youth at Terra Linda Recreation
Center.
*Hired a Musical Director and recruited Volunteer Coordinator for Young
Performers Theater.
*Extended Young Performers Theater performances to local schools, increasing
audience by 900 students.
•Increased rentals at San Rafael Community Center by 10%.
•Increased enrollment in Jumping Jacks toddler movement program by 20%, to 350
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 40
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 41
students.
*Supervised over 600 hours of community service volunteer time at the San Rafael
Community Center.
*Replaced chairs and draperies at
Park Development:
*Completed Lonatese Gardens.
*Purchased Bernard Hoffman Sports
GOALS AND OBJECTIVES:
San Rafael Community Center.
Field.
*Produce with Special Events Coordinator, events and activities that can be
staged at each Community Center, i.e., Movie Night in the Park.
*Produce a comprehensive youth program directory for Department sponsored
activities.
*Extend Summer programming for youth to include sites in the Terra Linda
neighborhood schools.
*Produce a tri -lingual youth program brochure for Canal area families.
*Secure educational contract for San Rafael Young Performers Productions.
*Recruit additional donations of supplies and services (rehearsal assistants,
publicity materials, photography) to support San Rafael Young Performers
Theater.
*Expand Senior programming to include fitness, technology, bridge classes and
extended tours.
•Integrate Child Care and Recreation registration systems.
*Conduct market study of facility rental rates.
*Establish a Volunteer Program to maintain and support Lonatese Gardens.
•Initiate fund to replace light panel board for San Rafael Community Center
stage.
WORKLOAD STATISTICS:
1996/97 1997/98 1998/99
Adult classes 16,548 23,020 24,171
Youth classes & camps 6,711 10,497 11,603
Buildings & park rentals 4,367 5,192 5,491
Volunteer hours 7,020 10,904 11,449
CHILD CARE DIVISION
PROGRAM MANAGER - CHILD CARE PROGRAM MANAGER
BUDGET HIGHLIGHTS:
The program at San Pedro School has been discontinued due to lack of enrollment
and loss of classroom facility. The Program Manager position has been
reclassified into the Assistant Recreation Director position. This
position is being shared (80%/20%) with the Recreation Department 002 Fund.
There are no other significant changes.
ACHIEVEMENTS:
*Began installation of a new classroom and bathroom facility for Pickleweed
Children's Center, increasing the licensed capacity by 50%, and giving
the pre-school a dedicated classroom. Project completion: September,
1998.
*Purchased a new portable, in collaboration with Dixie School District, saving
$12,500 rental expense this coming fiscal year.
*Began tracking all children served (including "drop -ins"). As of February 28,
1998, we had served 1,217 children, of which 432 were new families this
fiscal year. It is anticipated that we will serve over 1,500 children
by the end of this fiscal year.
*Final payment of lease/purchase agreement at Coleman School, saving $12,000 in
rental expense next fiscal year.
*Replaced carpeting in Pickleweed classroom through donation from Mission San
Rafael Rotary Club.
*Administered $212,500 in grant funds, including over $175,000 for Child Care
subsidy for low-income families.
*Completed Exemplary Program Standards evaluations for all centers.
*Negotiated new Child Care MOU.
*Met or exceeded cost recovery targets at all centers except San Pedro.
GOALS AND OBJECTIVES:
*Complete installation of new classroom buildings at Pickleweed and Vallecito
Children's Center.
*Acquire new playground equipment for pickleweed Pre-school.
*Negotiate new Rental Agreement with San Rafael City Schools for Short School
and Gallinas School.
*Upgrade grounds and facilities for Short School and Pickleweed.
•Integrate after school enrichment, youth services, and Child Care programs to
create more choices for children and parents.
*Expand capacity at Terra Linda sites.
*Negotiate Child Care MOU.
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 42
*Continue to develop and improve customer service component.
•Implement staff orientation and training program for entry-level staff.
*Revise and update staff and parent handbooks.
•Integrate Child Care and Recreation registration systems.
•Investigate ways to offer reduced rates for quality Child Care to low- and
moderate -income parents.
WORKLOAD STATISTICS:
1996/97 1997/98 1998/99
#Child Care programs
New children served
Total children served
Subsidized slots
Parent surveys
Staff: full-time
Staff: part-time
Mayor Boro thanked Recreation Direct Carlene McCart and her Assistant, Bill
Scharf, for the smooth transition in the Recreation Department. He noted
some fine things had happened to date, and many other things would be
happening in the future.
Recreation Director McCart stated the feature in the Recreation Department
budget that she and her staff would like Council to focus on this year was
the fact that they anticipated no increases, and the budget reflects only
direct cost increases to the Department for this year. However, she
pointed out this did not mean they were going to remain static, noting they
were going to be moving funds around internally, and focusing on programs
and services where they felt they could make immediate improvements, and
hopefully, see some very tangible results at the end of the year.
Ms. McCart pointed out, when looking at the basic Goals and Objectives for the
entire Department, they broke down into four categories, the first of which
was Marketing. She explained the Recreation Department really was in
competition with the JCC, the YMCA, Tamaplais Union High School District,
and in some cases, the Marin Community College, and she noted they were
taking that challenge very seriously. She stated they have found there is
a market niche we have not hit here in San Rafael, our children and adults
are going other places for recreation services, and she believed we should
be able to provide those services within our City limits. Ms. McCart
stated they were looking at the customer base, and would be conducting a
customer survey to determine in which areas people are most interested in
seeing programs expand. In addition, they will be improving in their
technology, so registration systems will extract more information about the
customers, which will help in promotions, direct mailings, and things that
will attract repeat customer business.
Ms. McCart reported Don Streeper, Supervisor at the Terra Linda Recreation
Center, had been working hard on the Recreation brochure, noting they would
be doing some of the work in-house, which would save approximately $3,000
per issue. She stated that money would be used to pay for a Marketing
Consultant, who will help in creating the Department's logo and publicity
materials, and develop an identity and more businesslike approach to the
services the Department produces. Ms. McCart noted a lot of the
Department's efforts and goals are aimed at marketing.
Ms. McCart explained the second category was "service". She stated the
Department was going to be concentrating on volume, noting that was
something that worked well at Pickleweed, and she believed would work
across the board in all of their Division's services. She reported they
were going to try to increase the number of people participating in the
various programs, and in so doing, the revenue projects were expected to be
way over what they are now. Ms. McCart stated they would be integrating
Child Care and Youth Services, which she noted should increase the
opportunities given to the families for recreation and Child Care programs.
In addition, the Recreation Department will be partnering with the Police
Department to begin a PAL program (Police Athletic League), noting those
types of programs serve a population they were not reaching at this time.
Ms. McCart reported they would also be partnering with the School District
for teen programs, noting the nucleus of the teen programs would be on
campus, where it was felt they could reach the teens in the most expedient
manner.
Ms. McCart stated the Recreation Department would also be taking some of the
programs out of its facilities and move some of the programs into the
neighborhoods. She reported Terra Linda would be the first target area,
reporting the Camp Programs would be replicated in Terra Linda, as well as
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 42
10
11 10
N/A
723 775
1,056
1,361
1,450
73
112
120
1
2
3
53
53
52
64
56 58
Mayor Boro thanked Recreation Direct Carlene McCart and her Assistant, Bill
Scharf, for the smooth transition in the Recreation Department. He noted
some fine things had happened to date, and many other things would be
happening in the future.
Recreation Director McCart stated the feature in the Recreation Department
budget that she and her staff would like Council to focus on this year was
the fact that they anticipated no increases, and the budget reflects only
direct cost increases to the Department for this year. However, she
pointed out this did not mean they were going to remain static, noting they
were going to be moving funds around internally, and focusing on programs
and services where they felt they could make immediate improvements, and
hopefully, see some very tangible results at the end of the year.
Ms. McCart pointed out, when looking at the basic Goals and Objectives for the
entire Department, they broke down into four categories, the first of which
was Marketing. She explained the Recreation Department really was in
competition with the JCC, the YMCA, Tamaplais Union High School District,
and in some cases, the Marin Community College, and she noted they were
taking that challenge very seriously. She stated they have found there is
a market niche we have not hit here in San Rafael, our children and adults
are going other places for recreation services, and she believed we should
be able to provide those services within our City limits. Ms. McCart
stated they were looking at the customer base, and would be conducting a
customer survey to determine in which areas people are most interested in
seeing programs expand. In addition, they will be improving in their
technology, so registration systems will extract more information about the
customers, which will help in promotions, direct mailings, and things that
will attract repeat customer business.
Ms. McCart reported Don Streeper, Supervisor at the Terra Linda Recreation
Center, had been working hard on the Recreation brochure, noting they would
be doing some of the work in-house, which would save approximately $3,000
per issue. She stated that money would be used to pay for a Marketing
Consultant, who will help in creating the Department's logo and publicity
materials, and develop an identity and more businesslike approach to the
services the Department produces. Ms. McCart noted a lot of the
Department's efforts and goals are aimed at marketing.
Ms. McCart explained the second category was "service". She stated the
Department was going to be concentrating on volume, noting that was
something that worked well at Pickleweed, and she believed would work
across the board in all of their Division's services. She reported they
were going to try to increase the number of people participating in the
various programs, and in so doing, the revenue projects were expected to be
way over what they are now. Ms. McCart stated they would be integrating
Child Care and Youth Services, which she noted should increase the
opportunities given to the families for recreation and Child Care programs.
In addition, the Recreation Department will be partnering with the Police
Department to begin a PAL program (Police Athletic League), noting those
types of programs serve a population they were not reaching at this time.
Ms. McCart reported they would also be partnering with the School District
for teen programs, noting the nucleus of the teen programs would be on
campus, where it was felt they could reach the teens in the most expedient
manner.
Ms. McCart stated the Recreation Department would also be taking some of the
programs out of its facilities and move some of the programs into the
neighborhoods. She reported Terra Linda would be the first target area,
reporting the Camp Programs would be replicated in Terra Linda, as well as
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 42
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 43
some of the classes, and the teen program at San Rafael High School would
be available at Terra Linda High School.
Ms. McCart reported the third major area was "facilities", and the first
priority would be looking at the Child Care facilities. She noted there
were now eight Child Care Centers, six of them in modular buildings owned
by the City, which are working very well. She reported that on the
Gallinas and Short School campuses they are operating on School District
facilities, noting in some cases they are not as complete as what we could
provide ourselves, and we are not as independent as we would like to be.
Ms. McCart stated with class size reduction and some of the other facility
needs the School District is experiencing at this time, we are finding we
are at the whim of their planning, and we would rather be in control of our
own facilities. Therefore, the Department is going to research how we can
create a modular building set-up at Gallinas School, and then approach the
School District to discuss how we can upgrade Short School.
Ms. McCart stated the Department would be dressing up all of the centers, noting
the goal was to make them more welcoming and inviting places for people to
be. She noted they had rearranged some of the furniture at the "B" Street
Center, creating conversation areas, and people were now sitting down and
having conversations, waiting while their children are involved in
programs, and just taking an extra moment or two in the building to enjoy
companionship and friendship, and talk with staff. She noted this was a
very nice change to have them stay and enjoy themselves, rather than just
having people walk right out the door.
Ms. McCart reported they were looking at a long-term plan for the Terra Linda
Recreation Center and the Swim Center. She stated the Swim Center was
approximately 40 years old, and was showing its age, noting staff hoped,
over the next year, to develop a phased plan to address the needs of the
swimming pool, and the Recreation Center, as well.
Ms. McCart stated they would be trying to complete three park projects this
year, Freitas, the Bernard Hoffman playground, and Phase I of Boyd Park,
which would include the playground installation.
Referring to the Child Care Division, Ms. McCart reported they had seen
approximately 1,800 children within the Child Care system this year;
however, the San Pedro Child Care Center had to be closed down, due to
enrollment. She explained most of the children who had attended San Pedro
were being bussed from the Canal area, and they were returning to the Canal
area for their Child Care needs. Ms. McCart reported they were working
with the School District in several different areas to develop new
programs. She stated the School District had asked the Recreation
Department to integrate our pre-school program with their kindergarten
curriculum, which would help prepare the students in a more complete way
for their kindergarten experience. She noted they were also exploring the
possibility of providing a Child Care program for upper elementary school
ages, which would actually have a tutorial component. She explained this
would involve working very closely with the classroom teacher, perhaps even
using classroom space for this age group, and providing both tutorial and
recreation or Child Care services after that.
Ms. McCart reported that in Youth Services they saw approximately 1,900 children
go through our camps, the Kids Club at Pickleweed, and the after school
athletics. She noted there were two programs at Davidson School that were
standouts: the Spring Spectacular, a musical program the Recreation
Department actually produces for Davidson School, and also the various
vacation -oriented programs. She stated the Department was going to be
changing direction, explaining not only were they going to align the Youth
Services Division more closely with Child Care, they were also going to get
out of production mode, and more into program delivery. For example, she
noted that for many years the Recreation Department had run a baseball camp
for kids, but last year it seemed to be coming to an end. She noted there
were only ten children involved, and the Department had to hire staff, and
supply the program and the use of the facility. She stated this year the
baseball camp had been offered to the San Francisco Seals, and now there
were approximately 125 children going through that program. She noted this
year we would be managing the program, rather than producing it ourselves,
and because they can do it better, we will have a higher rate of volume,
which means more revenue for the Department. She stated this was the type
of direction the Department hoped to take in Youth Services.
Ms. McCart stated the Volley Ball program involved slightly over 100 children,
all women, between the ages of 9 to 18 years. She reported this was the
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 43
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 44
only all girl program offered by the Recreation Department, noting it was
very competitive and very popular throughout the San Francisco Bay area.
She stated they also compete in Sacramento, and once in a while they
compete in Fresno. She noted this was a big program, which used Recreation
Department facilities, as well as facilities at the College of Marin.
Referring to the General Athletics program, she noted that even though the
Department continues to offer the Men's Fast -Pitch and Slow -Pitch, Women's
Fast -Pitch, which is the only one in the County, Men's Basketball and Co-ed
Volleyball, the Department was going to be concentrating on High School
Intramurals, and going back onto campuses and offering after-school
programs for boys and girls who are not involved in Varsity or Junior
Varsity sports, which feeds the High School program, and also helps form a
nucleus for our teen program. Ms. McCart reported there are approximately
4,000 people who participate in the Department's sports programs every
year.
Referring to the senior programs, Ms. McCart reported that between the
Goldenaires and Terra Linda Seniors there were approximately 1,800 people
involved, and many of these people are seen weekly, in classes and events,
pointing out many of the Department's social activities were big draws.
Ms. McCart noted the scope of this program was much larger than most senior
programs. She stated they also take trips, noting the Goldenaires would be
going to Ireland this year. Ms. McCart stated we were facing the "graying"
of Terra Linda, noting we would be seeing more and more senior citizens in
Terra Linda, remaining in the homes where they originally bought;
therefore, the Recreation Department was going to gear it program in that
area to accommodate those people, as they arrive at the time in their lives
when senior activities are most attractive to them.
Addressing the Aquatics program, Ms. McCart noted the estimated numbers were not
quite as high this year, explaining we had been hit hard by E1 Nino.
However, she believed we would still see approximately 23,000 visits to the
Terra Linda pool, noting that was a lot of people coming through the door
for swim lessons, adult lap swim, fitness classes, private parties, and the
Orca Swim Club.
Referring to the Tennis Program, Ms. McCart stated they have moved the
instructional programs from the Albert Park courts to the Dominican courts,
in response to the initiation of the tennis key pass system. She explained
people were willing to pay for the keys, but they wanted more public time
on the Albert Park courts, and by moving the instructional program, they
have achieved that. Updating the tennis key system, Ms. McCart reported
they sold 217 keys last year. She noted this was a small amount, and they
hoped to do much better this year. She explained this was the kind of
program that took a three-year period of time to mature, and she believed
that at the end of the season they would know, in a much more concrete way,
whether this program was working for us. She noted the tennis keys would
go on sale July 1st.
Ms. McCart reported the Theater Program was adding productions, and noted we had
been able to decrease costs because we were able to get a status re -class,
allowing us to take advantage of educational program rates for the payment
of royalties on our musicals, scripts and scores. She stated special
student productions had been added, noting approximately 900 kids came
during the year to see the student productions, which was in addition to
the 1,000 people who came to see their friends and family members perform.
Ms. McCart stated the Recreation Centers were doing a brisk business, and they
were particularly proud of what was happening at Pickleweed. She reported
that center was being used to the ultimate, noting at noon today, every
single room in the building was being used. She noted was how it should
be, and was the level of service they intended to continue with.
Ms. McCart reported the Department's budget this year would remain "status quo";
however, within a week they hope to come back before the Council with a
reorganization plan which will have a price tag. She stated they were
working very hard in gathering the revenue projections, noting they
believed they would be able to cover most of the increased cost through
revenue. For example, they felt that within Youth Services they would be
able to increase revenues by approximately 100%; by at least 20% in Senior
Services, and 10% to 15% in Athletic Services.
Councilmember Miller stated everyone at the Pickleweed Community Center was
wonderful, and the Park was a focus of energy for the entire community, not
just recreationally, but socially, culturally, and economically. He noted,
from the community's point of view, this was where they looked to find
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 44
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 45
cohesiveness of that community. He thanked Ms. McCart, on behalf of
himself and the community, noting people speak to him about this quite
often, and the community certainly recognizes what is being done out there.
Councilmember Cohen referred to Goals and Objectives, stating he would like to
see an update as to where we are at with the various programs, such as the
Tennis Key Program, where the City has put out money that was expected to
be repaid through various schemes. He stated he would like a summary of
what we have out there, and what the status is on each of those programs,
whether the loans are being repaid and if we have a plan for them, and what
we can do to bring closure to some of them so we can get on to other
projects. Ms. McCart noted the Department had already begun to track this.
Councilmember Heller noted Ms. McCart had reported they were putting in a new
registration system, and asked if this would be used at City Hall at the
Mall, so that we can integrate the use of that facility, and have people
sign up for classes? Ms. McCart stated she believed this could be done.
Councilmember Heller stated she was very pleased the Recreation Department
would be going into the schools to provide services. She noted that having
raised two daughters in the years there were no services, she felt this was
marvelous, and should be applauded.
Councilmember Phillips pointed out the report refers to implementing sports
programs using Dixie School District facilities, and asked what sports
programs were being referred to? Ms. McCart stated this would mainly
include after school sports for elementary school children. She noted the
Department had started an after school program of general recreational
sports, so it was not a competitive league situation, but rather an
instructional type of program. Mr. Phillips noted there were currently a
lot of sports activities, depending on the season, such as baseball,
swimming, and soccer. He asked if this would be tied in to the existing
sports programs in some fashion? Ms. McCart stated, generally, they try to
rotate opposite season, because if a child is involved in soccer, they try
not to replicate that program, since it will be a "fee-based" program;
however, they might operate a basketball program at the same time, since
that would be the next thing to come up for the children if they chose to
participate on a league level. Mr. Phillips asked if this would be the
same as any other program, and not be tied -in to Child Care or anything
else? Ms. McCart stated this was an interesting situation, noting that
while they had been running two separate programs, they were now going to
move them closer together, and in some cases, may share staff. Therefore,
someone may be on the Child Care staff, and then leave with a portion of
the Child Care clients to participate in a sports program, which others
could also participate in on a recreational basis. She stated they would
be "marrying" the two groups, and in some cases using staff, or
collaborating with staff.
Councilmember Phillips asked if there would be a rental agreement for the use of
the facilities, or was that something that already existed? Ms. McCart
stated that currently, most of the school facilities were available for our
Child Care programs, and those were just going to be extended into the
recreation programs. She noted we would not be asking the School Districts
for any additional facilities, rather we would work side by side with our
own programs to apportion time for Child Care and recreation.
Councilmember Phillips noted one of the "Achievements" was the implementation of
a new instructional swim program at Terra Linda Recreation Center, and
asked if that was tied in with the Orca Swim Team? Ms. McCart stated it
was. Regarding the Tennis Key Program, Mr. Phillips asked how many of the
217 keys were attributed to the Terra Linda courts? Ms. McCart stated that
when someone purchased a key, it allows them to play at any of the keyed
courts. Mr. Phillips stated he would be interested in the utilization of
the courts, by zip code, or however the Department might want to track
that, because he was not convinced it was working particularly well at the
Terra Linda location. He stated he did not see many people using it, and
he did not know whether or not it was a deterrent; however, if it was, he
would then question the applicability of the Tennis Key Program at that
location.
Councilmember Phillips asked for an update on the playground at Bernard Hoffman.
Ms. McCart stated staff had met with representatives of the neighborhood,
and prioritized sites for the playground, noting they had found their first
priority would be siting it along Las Colindas; however, in order to do
that, they face an ADA (Americans with Disabilities Act) problem, pointing
out they would have to ramp -up from the sidewalk up to the softball field.
She stated staff would now be getting an independent cost estimate on what
that would mean to the project; however, they would be folding -in the
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 45
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 46
design services of Freitas Park with Bernard Hoffman, so they can work on
getting the actual playground site designed this Summer. Mr. Phillips
asked when they would expect Bernard Hoffman to be in place? Ms. McCart
stated it would depend upon the scope of the project, but she believed that
if they were able to do the design after having some neighborhood meetings
this Summer, use the Winter months for design and bid processes, then they
would be able to begin in March or April. She pointed out it would be a
much simpler installation than Freitas will be. Mr. Phillips noted staff
should keep in mind that Mr. Smith did promise to help out on that part of
the project, not only funding it, but also moving dirt and whatever.
Councilmember Phillips asked for an update on where the San Francisco Seals
stand, noting he had not seen a lot about it. Ms. McCart acknowledged they
had not done as well in promoting themselves as they should have. She
pointed out that anyone who has gone out to the park to see them has had a
very good time; however, they were not organizing themselves to get the
kind of press they need to attract more people.
Councilmember Phillips noted there had been ongoing discussion, not only in this
community but others, about the possibility of a skateboard park. He asked
if Council would be reviewing such an issue, noting he would be very
interested in such a discussion. Ms. McCart reported staff had done some
research on skateboard parks, and took that information to the Guardian
group; however, when they prioritized their projects for the year, the
skateboard facility was not one of their top three. Mr. Phillips stated,
in his opinion, staff should take that "with a grain of salt",
noting there were a lot of teen-agers on that committee, and a lot of adults who
are interested in their own things; however, he believed there might
actually be more interest in this. He asked that staff look into this.
Mayor Boro referred to the school programs, for which he commended the
Recreation Department. He asked staff to think about going a step further
in dealing with a problem he felt the City had to face, which was the
growing number of children who are alone from the time they get out of
school until 5:00 PM or 6:00 PM. He noted the programs Ms. McCart had
previously mentioned were "for fee"; however, he felt the City needed to
look into programs for kids who cannot afford a fee, but need something to
do. He stated the City needed to work with the School District to get
those facilities available, and then figure out how we might fund this. He
believed there would likely be some Federal money available, as this was
becoming a priority. He also felt we had to be ready for it, if it is
coming, but noted that even if it does not happen, this issue might be
something they should start working on, as a Council. He stated he truly
felt, especially in the San Rafael High School area and the Davidson School
area, that there are a lot of kids with time on their hands and no place to
do, and he believed if we could work with the schools to have those
facilities available, so the kids were occupied, we would be doing the
kids, and the community, a big service. He asked that staff begin to think
about his, noting as it gets closer, he and Councilmember Phillips could
sit down and discuss it with the School Boards. He stated the facilities
were there, they need to be utilized, and there is a need, and while he
acknowledged there were financial problems, there was a real need for the
kids, and he believed we had to begin thinking about that.
Mayor Boro pointed out the Council needed to start back up with the joint
meetings between the City Council and the various Commissions. City
Manager Gould reported Ms. McCart was already coordinating that schedule
for the coming year. Mr. Gould stated Ms. McCart had mentioned staff hoped
to bring Council a reorganization plan that would show some rather dramatic
increases in Recreation and Child Care servcies. He noted, hopefully, this
would be distributed to Council on Friday, and then Council could provide
staff with further direction at the Council meeting on Monday evening.
There being no further business, the meeting was adjourned at 10:30 PM.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 46
1998
REDEVELOPMENT AGENCY CHAIRMAN
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 47
JEANNE M. LEONCINI, CITY CLERK/AGENCY SECRETARY
APPROVED THIS DAY OF ,
MAYOR OF THE CITY OF SAN RAFAEL/
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/23/98 Page 47