HomeMy WebLinkAboutSPJT Minutes 1998-06-29SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 1
IN THE COUNCIL CHAMBER, OF THE CITY OF SAN RAFAEL, TUESDAY, JUNE 29, 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 BUDGET SERVICE OPTIONS AND PRIORITIES FOR FISCAL YEAR 1998/99
(Mgmt. Svcs.) - File
Management Services Director Kenneth Nordhoff explained this was the "short
list" of a series of items that had been put forth by City Departments
through the budget process. He noted they had incorporated into the budget
some of the items that are mentioned, but no longer seen in the report, and
developed a final list. Mr. Nordhoff stated staff was now seeking final
direction from Council on those items.
Referring to the first item before Council, Mr. Nordhoff noted staff had talked
about adding an additional half-time Park Maintenance worker, which would
provide a higher level of service in the City's local parks, particularly
Downtown, and would include more frequent patrols and collection of trash,
and more frequent trimming, watering and caring of park grounds. In
addition, it would enable the Parks Division to utilize County Community
Service Volunteers, and the administration related to that.
Addressing the second item, Mr. Nordhoff noted there were two options related to
the Library. One was to open on Sundays, from 1:00 PM to 5:00 PM, and the
second would be to add a new Adult Services Librarian.
The third item was for breathing apparatus for the Fire Department. Mr.
Nordhoff explained this would involve replacement of the tanks used by the
Fire Department, which are currently out of date, and also out of
compliance with current standards. He noted the figure being presented for
this item implied they would lease purchasing the equipment over a ten year
period, and also setting aside sufficient funds for subsequent replacement
at the end of ten years.
Fourth, in the area of Management Services, was an item for Organizational
Development, which involved a consolidation of management training,
customer service training for staff, and a small amount of money to promote
facilitation of a variety of in-house training. Mr. Nordhoff stated they
had also identified in the Information Technology area the need for
approximately $240,000 per year to fund a number of computer and technology
systems and requirements.
Mr. Nordhoff pointed out, as Council knew from the Five -Year Forecast, the City
had a long list of unmet Capital Improvement needs, everything from
sidewalks, to storm drains, streets, and the like.
Lastly, Mr. Nordhoff noted they had included an item regarding lobbying efforts,
explaining this would be new monies to fund efforts in Sacramento to help
support bills that benefit the City of San Rafael.
Mr. Nordhoff stated there had also been items which had come up over the past
couple of sessions, and remained only as discussion topics. He noted Mr.
Bernardi would discuss the purchasing of sidewalk equipment, and there was
also an issue regarding patrol cars, which they were holding off on until
they audit the Vehicle Replacement Fund. He reported they currently had
fifteen cars in patrol, twelve assigned to the Patrol unit, two to Canine,
and one to the C.O.P.S. Sergeant. Mr. Nordhoff stated he had also covered
the issue of raising rates, with regard to the Downtown Parking District.
Mr. Nordhoff also noted the City's 1998 total for dues paid to the League
of California Cities was $7,642, which provides a variety of services,
including legislative advocacy. Mr. Nordhoff stated he had also made
suggestions in the staff report where the City could make some inroads in
our infrastructure needs.
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Mr. Nordhoff felt the issue regarding median partnership programs just needed
more time to mature before staff could bring back a more comprehensive
answer. He stated that having heard Council's comments at the last couple
of budget hearings, he felt staff should come back before Council, with the
Public Works Department, and provide a more comprehensive solution.
Mr. Nordhoff stated these were the items staff considered outstanding and
ongoing in nature. He reported there was presently $162,000 of
discretionary funds that could be applied to a number of these items, and
staff was seeking Council's direction.
Mayor Boro asked Mr. Nordhoff to discuss the list of one-time items.
Mr. Nordhoff stated there were several items on the one-time list, including the
upgrading of the Council Chamber, which would include such things as video
and communication technology; and carpeting for the second and third floors
of City Hall, including the lobby. Mr. Nordhoff reported they had also set
aside $20,000 as infusion money for City Hall at the Mall, noting some of
the costs would be picked -up by the Mall owners, but sufficient monies had
been set aside to ensure that we can do an adequate job. Mr. Nordhoff
noted $100,000 had been allocated in the 1997/98 budget, and after
discussions with Council, he added another $329,000, going into next year,
to deal with the General Plan update. He stated that after discussions
with Community Development Director Bob Brown and Community Development
staff, it was felt that it might be wise to earmark another $100,000 for
any lingering or remaining items.
Mr. Nordhoff noted something he had failed to put on the list last time, which
had been discussed at staff level, was a parking study for the Downtown
Parking District. He stated staff felt it was important to get a handle on
our capacity, what are long-term needs are, how we can best utilize our
lots, what we can do in terms of our parking meters, and to look at some
options. Mr. Nordhoff stated staff had also earmarked a source of funds
that could be used as a loan for the Millennium Party, if Council chose to
do so. He noted that did not necessariily have to be a use of the funds,
it could be an advance or a loan to a particular source or place, and could
be repaid out of the proceeds of that event. Mr. Nordhoff asked Council to
keep in mind there was $164,000 of "one-time" funds remaining, and $162,000
in the "ongoing", explaining those needed to be matched -up properly, so
everything stays in sync.
Councilmember Heller referred to the Parking Study, noting she believed the City
had done parking studies before, and asked why we were doing this? Mr.
Nordhoff stated this was driven by the fact that the City has had a lot of
Downtown activity, and since we are near capacity of what we are allowed to
do Downtown, staff wanted to see what it would take to maximize what we
have, or to allow for further development, and what we needed to plan for.
He staff wanted to raise those issues, and hopefully be able to plan for
them, in order to adequately fund the facilities we need Downtown. City
Manager Gould noted the Parking District was currently in the red, which
indicated we might need to make some adjustments to what is in that fund,
or in the revenues generated by the parking meters and lots. Therefore,
having the latest thinking on how best to maximize the use could be very
valuable. Mayor Boro stated that with the potential of the parking
structure behind San Rafael Joe's coming down, and a new structure being
built with additional spaces, we needed to evaluate what kind of parking we
wanted to have there, whether we wanted it all metered, or some hourly
parking.
Public Works Director Bernardi stated staff had investigated the sidewalk
cleaning apparatus Mayor Boro had asked about, reporting it was similar to
a small street sweeper, and it only brushed -up the dust, it did not clean
the stains or gum, or any other material that might spill and become ground
into the sidewalk. He stated the $15,000 funding currently set aside in
the Agency budget would take care of cleaning the Downtown twice, and still
allow for some spot cleaning during the year. Mayor Boro stated he still
believed the merchants had a responsibility, to some degree, to keep the
front of their establishments clean, on a daily basis, and then the City
could periodically come in and clean.
Referring to the merchants cleaning the sidewalks, Councilmember Miller asked if
there was any way the City could encourage that? He noted the sidewalk in
front of the pool hall was a mess, and there did not seem to be any action
toward cleaning, while just up the street, the people at Graffeo Coffee
clean the sidewalk in front of their establishment all the time. Mr.
Miller asked if there was any way the City could enforce having the
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business owners clean the sidewalks? Mr. Bernardi stated there was
currently an Ordinance which requires business owners to keep the sidewalk
in front of their business clean. He reported he and Economic Development
Director Jake Ours had attended a breakfast meeting with the Downtown
Merchants a year ago, and this issue was discussed. Mr. Bernardi noted he
had brought copies of the Ordinance to that meeting, and many of the
business owners had not realized they had that obligation. Mr. Bernardi
stated staff could work with the B.I.D. (Business Improvement District) to
get that information out. Mr. Miller asked if there was a way to enforce
it? Mr. Bernardi stated there was, through Code Enforcement. Mayor Boro
asked staff to look into the situation at the pool hall, noting he, too,
had heard that complaint.
Mayor Boro noted Council basically had $327,000 of discretionary decisions to
make at this time, some of it long-term, and some of it one-time versus
ongoing. However, he felt they should look upon it as one "pot" of money.
He suggested Council first take those items on the one-time list, then
move on to the other list of items.
Mayor Boro stated he felt that putting the Millennium advance in this light
really was not what Council had in mind, noting he had asked City Manager
Gould to look at the funds and see if the City could find another source,
and not use one-time funding for this, even though it was only a loan.
Therefore, that gave Council the discretion of that $50,000 to use for
something else. Mayor Boro felt Council needed to understand a little more
about the $100,000 additional for the General Plan update, and what the
risk would be if that were not funded. He noted what was driving him
toward both of those items was that Mr. Nordhoff, in his report, had
discussed funding the Capitalization Funding Proposal. Mayor Boro pointed
out they have talked long and often about the fact that the City has this
multi-million dollar shortfall, yet each year we only chip away at it. He
noted the intent was that as new revenues come in each year, if we could
set aside a percentage each year for Capital Improvements, then over three
to five years we might begin to see a sizeable amount of money.
Mayor Boro felt the first year would be the most difficult, but if the Council
could set the process going this year with a contribution toward that fund,
and also direct staff that next year, when they build the budget, they
automatically assume this is something that should be done, then this would
be built in.
Councilmember Heller noted Mayor Boro had suggested taking out the $150,000 for
the General Plan Update and the Millennium loan/advance, and asked when
they would fund the $100,000 for the General Plan, and whether that would
be in the following year? Mayor Boro stated Council would look for some
discussion from staff. She asked if they would wait and see if they needed
it, and then tighten our belts at that time? Mayor Boro stated that was
correct. Mr. Nordhoff stated that in the following year they expected to
collect some money for the General Plan Update through the building permit
fee process, noting that while they had not forecast those funds, whatever
they received would certainly be applied to this project.
City Manager Gould stated this would be a year of considerable work on the
General Plan revision, noting that when this fiscal year closes, staff
would have a much better idea of what steps and tasks remained to complete
it, and would be able to give Council a much sharper idea of what
additional resources were necessary to finish the job.
Councilmember Cohen felt, based upon the progress of the talks concerning the
future of the St. Vincent's/Silveira site, Council may have a better sense
of what kind of cost they were looking at as far as the General Plan
Update. He believed if that returned to acrimony, the City could
anticipate a very drawn out and expensive General Plan Update; however, if
it seemed to be moving toward a consensus solution, then the cost might be
considerably less than the total projected. He suggested, either within
these four projects, or, as they look at the other ongoing money, they
might want to approve but pend such items as the Council Chamber upgrade,
and hold it for six months. He noted that would be $35,000 they would have
then found to put toward the General Plan Update, figuring that six months
from now they would have a better sense of the progress of the talks
regarding St. Vincent's/Silveira, and perhaps staff could give Council a
better sense, when they estimate the gap between what we already have for
the General Plan Update and what we are going to need, as to whether or not
we are really going to need the $35,000. Mr. Cohen stated he would like to
begin to bank some of that assumed gap, and attempt to get a better handle
on whether that really was going to be $100,000, or if it was going to be
less.
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Mayor Boro recommended they look at the other list, and consider all these items
as one pot of money, even though some are long-term and some are ongoing,
because they might be able to do exactly what Mr. Cohen was suggesting with
some of this other money, if they decided not to spend all of the ongoing
money, and hold that aside. City Manager Gould stated he would be
concerned that in six months the consensus project that had been put into
place would be only half complete, and he did not believe they would be
able to tell at that point how things were going. Councilmember Cohen
believed the City would still have a better sense then than they did now.
Mayor Boro suggested, if there were no further questions regarding the one-time
resources, that they review the ongoing items, noting perhaps there was
money that had been earmarked which they could hold, either for the
purposes suggested by Mr. Cohen, or for some other items that might come up
as part of the discussion.
Mayor Boro pointed out there was $162,000 in ongoing monies that could
potentially be used to fund certain projects. He noted the first item was
a half-time Maintenance employee. Councilmember Phillips pointed out the
City was going to be doing substantial improvements in the parks, and he
felt it would be important this coming year to place emphasis on the parks,
noting this would make it even more dramatic. He did not feel the funds
were significant in terms of the overall budget, and he would be in favor
of this item. Councilmember Miller concurred, stating he was very strongly
in favor of this request, and he believed it would really make a
difference. Councilmembers Heller and Cohen agreed. Mayor Boro noted they
had tentative consensus on the $28,000 for this item.
Referring to the second item, opening the Library on Sundays, Mayor Boro stated
there had also been considerable discussion concerning this issue. He
noted the total cost would be $25,000, with half of that amount being off-
set by a the State Public Library Funds grant we could receive. Mayor Boro
pointed out this would run from September through May, and would increase
circulation by approximately 16,000 books per year. Mayor Boro stated he
believed this would be a real benefit to San Rafael's citizens, noting
there had already been a tremendous increase in circulation by opening on
Mondays. Councilmember Heller stated this was something she had wanted for
a long time, and she was delighted to see the City moving forward on it.
Councilmembers Cohen, Miller, and Phillips agreed. Addressing the issue of
$50,000 to add an Adult Services Librarian, Councilmember Heller felt they
should set that item aside for the moment, until they had looked at the
rest of the items on the list. Councilmember Cohen concurred, noting he
felt this remained worthy but unfunded.
Referring to the next item, Breathing Apparatus units for the Firefighters,
Councilmember Cohen stated he did not believe this was a discretionary
item, pointing out the City clearly needed to get up to the state of the
art in critical equipment such as this, and noting that to have equipment
that could not be used in mutual aid situations seemed like inviting a
dangerous situation. He believed they needed to go ahead with this, and
commended staff for coming up with a way to do it that did not break the
budget. Councilmember Heller asked if this was an extra item this year
that would be folded into the budget next year? Mr. Nordhoff stated it
would be built into the budget next year, and in the following years.
Councilmember Phillips stated sixty units was a fairly substantial number, and
assumed there was some justification for that many. He concurred with Mr.
Cohen's statement that the apparatus was needed, in concept, but wondered
if sixty was the right number. Additionally, he noted the City would be
paying $30,000 for ten years, which was $300,000 to lease purchase;
however, to purchase would only be $150,000 to $200,000. He wondered if it
might be false economies to lease purchase instead of purchase? Mr.
Nordhoff explained the $30,000 included leasing the equipment over a ten
year period, as well as setting aside money to do it again, noting there
was a "catch up" provision; therefore, the $30,000 was actually like two
$15,000's. Mr. Phillips asked if, at the end of the tenth year, there
would be funds set aside for replacement? Mr. Nordhoff stated that was
correct, which was similar to what is done with the City's vehicles, and
what they have begun this year to do with the City's computers. Mr.
Nordhoff stated that when staff audits the Vehicle Equipment Fund, he would
like to broaden the definition of that to include some major equipment
items, such as radios, breathing apparatus, light bars on the patrol cars,
and other items that should be included in a larger pool of funds for major
capital purchases. Mr. Phillips asked why they had requested sixty units?
Fire Chief Marcucci stated that was the number of pieces the Fire
Department now needed for its equipment, taking into consideration the six
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or seven Fire Engines, and the ambulances and trucks. Chief Marcucci
stated that number gave each individual a piece of breathing apparatus to
wear, plus reserve storage tanks on the engines.
Addressing the request listed as Organizational Development, Mayor Boro noted
this issue was a follow-up, based on discussions as part of Council's goals
and objectives. City Manager Gould noted Council had stressed the
importance of customer service throughout the organization, and this item
would include monies for customer service training, as well as some team
building and organizational development in the management ranks, not just
amongst the Directors, but over time, with the mid -managers, as well. He
stated it would also provide some seed money for the Training of Trainers
Program, where the employees provide training to their peers.
Councilmember Cohen stated that despite the fact the revenue or cost
savings was listed as "none", he believed this was money well spent. He
noted within the City, as with any business, a great percentage of what we
have walks out the door every night, and he felt it would be "penny wise
and pound foolish" not to spend some money developing these kinds of skills
in-house. He stated money spent on training was money that would come back
to the City, more than its cost. He believed it would further goals the
Council has set for the City, and he would like to see it included.
Mayor Boro agreed, noting in some of the City's departments, based on the nature
of the work activity, there were substantial training efforts, particularly
in public safety. However, he believed in this instance they were
referring to the skills of people who work here, particular with management
skills, and he felt it was important that the City do this. He noted City
has talked a lot about being customer focused, and he believed we were
seeing, through some of our efforts, that it pays if we deal with our
public in that way, such as in bringing the Community Development
Department together. However, he felt we needed to train our people on how
to be effective in that arena. He agreed with Councilmember Cohen that
this was an investment, and also part of the City's responsibility to train
its employees. He agreed it was money well spent.
Councilmember Phillips if this would involve outside consultants doing the
training, or if time was going to be dedicated for employees to develop
such a program. Mr. Gould reported Management Training and Development, a
pilot program with the department directors, would involve an outside
consultant. He noted he had recently informed the Councilmembers that Dr.
Bill Mathis, an organizational psychologist and coach, had a met with the
department heads, and staff felt he would be a good person to utilize for
this service. Mr. Gould reported that to do the first round of work in the
first six months would cost approximately $15,000, if they were to utilize
Dr. Mathis. In the case of customer service training, Mr. Gould noted
Personnel Director Daryl Chandler had identified several different
providers of this type of training, and an outside expert would be brought
in to help with the various work groups to improve our customer
friendliness and help staff to work, whether on the telephone or face to
face, with difficult customers. Mr. Gould believed this was something the
City would be able to provide in-house over time, using our own trainers;
however, initially we would start with the expertise of the private sector.
Mr. Gould explained the last amount was for facilitator training, which
was where two employees in the Community Development Department, who have
spent a lot of time in meetings, and have noted some are more productive
than others, are training their peers on how to plan and have a very
productive meeting, whether it is for the public or internally. Mr. Gould
stated they would like to have a little seed money to expand that effort,
and perhaps take on some new topics during the coming year.
Mr. Gould stated one of the reasons he was fairly optimistic that this would be
fairly well received was because Human Resources conducted a survey of the
City employees on a wide range of topics, asking which would be of interest
to them, and which they felt would be of benefit to them. He noted there
had been a very high response rate, and the results indicated the employees
were hungry for this kind of training.
Mayor Boro suggested they skip next to the last item on the list, lobbying
efforts. He recalled this subject had been brought up several weeks ago,
after he and City Manager Gould, Police Chief Sanchez, and Fire Chief Bob
Marcucci had gone to Sacramento to talk with some of our Legislators
regarding the issue of vehicle license fees. He stated it became apparent
to them that although the League of California Cities does some things on
our behalf, there could be some things in the legislative arena that San
Rafael might want to focus on more than we have in the past. Mayor Boro
believed this allocation made sense; however, he also felt they needed to
think it through a little further. Therefore, he recommended designating
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the money as potentially going for this item, but possibly waiting several
months, perhaps to October, and then asking the City Manager to return to
Council with more of a plan as to how, specifically, we might spend this
money, and what the benefits might be. Councilmember Cohen noted there was
a fairly critical debate going on right now that could impact the City's
budget by considerably more than $10,000, and he felt perhaps a little of
this money should be spent to ensure that the City is kept closely up to
date on the VLF (Vehicle License Fees) debate. He acknowledged the Council
has discussed lobbying efforts and trips to Sacramento; however, he felt it
might be worth of little of this $10,000 to make sure there is someone in
Sacramento who is keeping their ear to the ground, and letting us know if
there is a sudden movement toward an agreement in Sacramento that is really
detrimental to the City's interests.
Councilmember Heller asked if this was something we were going to work on with
some of the other cities? She stated she had not thought we were going to
take the money tomorrow and hire a lobbyist, she thought we were going to
plan ahead a little bit. Mr. Gould explained the reason this was on the
list, as the Mayor stated, was because they felt it prudent to set money
aside for this purpose. Mr. Gould stated he would not mind if Council
wanted to defer action on this item, and allow him to come back in the near
future with something that would spell it out more clearly. Councilmember
Heller stated she would be happy with that, noting $10,000 did not buy much
in the way of lobbying, and perhaps working with other cities and pooling
our funds would be the best way to go. Mr. Gould stated from other cities,
and even the County, had expressed an interest in going in together on
this. Ms. Heller felt that would make it a stronger pool. Councilmember
Phillips stated he felt Councilmember Heller's suggestion had merit, and we
should consider pooling our efforts with other cities. He also stated he
had been quite impressed by Mr. Gould's acumen and interest in the bigger
picture, which, in our case, was Sacramento in many cases. He stated he
was quite comfortable the funds would be adequately spent, and that the
City would receive real benefit for it. He stated he certainly was in
favor of this item.
Mayor Boro noted the Council was in agreement on the items they had reviewed to
this point.
City Manager Gould reported Council had allocated $100,500 to this point, with
the decisions they had just made. Councilmember Cohen and Mayor Boro
clarified that this did not include the $10,000, and Mr. Gould stated that
was correct, noting they had approximately $62,000 remaining, including the
$10,000.
Mayor Boro noted one of the things they had talked about, although they still
did not have resolution on it, was the issue of how to seed potential
community participation in maintaining street medians. He stated the City
knew there was interest and concern regarding the medians, and there was a
matter of pride in the communities regarding this issue; however, the City
had, and rightly so, stated it did not have the money to do this. On the
other hand, at the budget session last week, Council explored a potential
way to deal with this, at least south of the hill, through an adjustment in
the garbage rates. However, he believed that Citywide, including here in
southern San Rafael, there was going to be an even greater need than those
funds would address. Therefore, he recommended that rather than trying to
put money toward this $240,000 cost, Council take the remaining $62,000,
potentially earmarking $10,000 of it for lobbying, let staff pursue the
issue of the General Plan, and see if there is some way to use this money
to incent neighborhood participation in street medians, on a one-time
basis. He felt they should set aside the $62,000 for further discussion,
rather than spending it now, on this list.
Mr. Nordhoff felt if Council wanted to be committed to getting into the
infrastructure business, perhaps they could take that off the on-going
source of funds, and invert that with the median approach, noting that
since they want to make that a seed project, they could take it off the one
time list. Mr. Nordhoff noted it seemed Council wanted to chip away at the
infrastructure, and that was more of an on-going issue. Mayor Boro noted
there was potentially $40,000 floating out there right now, so there was
$40,000 plus $62,000, or $102,000 that council has not committed yet. Mr.
Nordhoff suggesting Council take the $62,000, if they so choose, put that
into infrastructure, which is a long-term commitment, and take the $40,000
that is left on the one time list and use that as the seed money for
discussion of a program for the medians. Mayor Boro noted they were also
considering money for a lobbyist. Mr. Nordhoff stated if Council chose to
do that, they could reduce the money for the on-going infrastructure by
$10,000. Councilmember Cohen stated he liked that idea, noting the
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lobbyist's cost would probably be an on-going cost, at least until Council
felt comfortable that existing efforts were satisfactory. Mr. Cohen
pointed out the General Plan Update was multi-year, but was not an on-going
cost, and that extra $100,000 was not necessarily an on-going cost, so
whatever portion of the money was allocated might more appropriately come
out of one time costs, rather than on-going. Therefore, if they invert
those two items, they would have over $50,000 toward Capital, $40,000
toward the General Plan and looking at partnerships on median improvements.
He stated he would be comfortable with that in terms of the questions he
had raised about earmarking at least some money for funding the General
Plan Update.
Mayor Boro stated they would allow Mr. Nordhoff decide where he was going to
take the money from, noting he considered this one pot of money. He
pointed out they were looking at approximately $50,000 to $60,000 of one-
time money for Capital improvement, to begin that process with the idea
that City Manager Gould will find ways during the year to increase that.
He noted that would set the tone in future years, and they would build a
percentage of new revenues toward Capital Improvements. Mayor Boro stated
this would also address the three issues they have discussed and supported,
in principle, but not yet finalized, the lobbyist, the street medians, and
the General Plan Update, and use the balance of the money that has not been
apportioned. He noted as time progresses over the next several months,
they would come back and recommendations as to which of those three has
priority. Councilmember Cohen stated, based on the description just given
to Council, he would rather they designate the $162,000 as on-going money,
and earmark $50,000 on an on-going basis toward Capital Improvements, not
just this year, but going forward. Mayor Boro explained he was suggesting
they do the $50,000 or $60,000 at this time, and then when Mr. Nordhoff
formulates the budget next year, he will build in more than that.
City Manager Gould asked whether Capital Improvements would include Information
Systems Technology, or strictly infrastructure? Councilmember Cohen stated
he had been going to bring up that question, noting it was referred to two
different ways. He pointed out that where it is referred to as a line
item, it is separated out, but at one point in the report it referred to
technology and infrastructure. Mr. Nordhoff explained that in looking at
it in the context of the five-year financial forecast, it is all one $5.6
million situation. He believed the reason they had broken out the
Information Technology was because they had many unmet needs in that area,
noting they have many major systems that need to be converted, and any
money they could apply toward that would certainly be important.
Councilmember Cohen believed if they were going to separate it out, they
needed to identify a funding stream. He stated Council had made a
commitment to switch over to more modern technology, and could not now say
they did not have $240,000, so they were going to ignore the problem. Mr.
Cohen stated he was comfortable with designating both of them as a form of
Capital Investment, making this money available to be allocated as Council
sees fit, and as staff recommends, and pooling that, so at least we have a
little bit of money as they begin to address that problem. Mayor Boro
clarified that as the City accumulates money in the Capital Improvement
fund, it would be used for the $5.4 million, as well as Information
Technology, which would be considered part of it. City Manager Gould
clarified Council would look to staff to augment that fund during the year,
and provide Council with a recommendation at the end of the fiscal year as
to what to actual earmark the monies for. Mayor Boro stated that was
correct. City Manager Gould asked if Council's calculation included the
Council Chamber upgrades? Mayor Boro stated it did.
Mayor Boro invited public comment. There was no public comment.
Councilmember Heller moved and Councilmember Cohen seconded to agree to the
$28,000 entry for Public Works, $12,500 for the Library on Sundays, $30,000
for the breathing apparatus, and $30,000 for Management Services. In
addition, Council agrees to the Council Chamber upgrades, carpeting on the
second and third floors of City Hall, City Hall at the Mall, and the
parking study for the Downtown; remaining funds would be spent, as
described, in the future.
AYES: COUNCILMEMBERS:Cohen, Heller, Miller, Phillips & Mayor Boro
NOES: COUNCILMEMBERS:None
ABSENT: COUNCILMEMBERS:None
Mayor Boro noted Bob Hoffman had asked to address the Council regarding this
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Robert Hoffman, resident and owner of H & J Tire in San Rafael, stated he wished
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 7
Mr
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 8
to ask for funds relating to Council's suggestion that their be mitigation
in the area of East San Rafael designated as "the Loop". Mr. Hoffman
stated he had been following the recommendations of the consultant for the
mitigations, trying to see what they thought about different ideas. He
noted one of the things they had told him was that there was not enough
money to do what they, as consultants, would normally do with advertising.
Mr. Hoffman stated that since there was nothing in the current budget for
mitigation having to do with television, nor direct mail, he suggested the
City do something about those particular areas.
Hoffman also felt the timeline also had to be extended, because of the type
of customers they deal with, and the nature of the businesses in that area.
He believed there needed to be a wider range of media than has been
budgeted, noting it was his understanding that almost the entire amount
budgeted was going to be used for newsprint advertising, rather than for a
range of media, which is typical of what most people in advertising would
suggest, as did one of the consultants.
Referring to his suggestions for television and direct mail, Mr. Hoffman noted
he had done research on television, reporting spots would run on ESPN, CNN,
USA, Discovery, A & E, and TNN, and the advertising would be put together
so the ads would slide through those stations with spots, which would run
from $25.00 to $50.00 for thirty seconds. He suggested the City do this at
least once a month for a year, noting with the numbers he was given,
multiplied out, this would not cost over $10,000. He believed this would
gradually help people to understand what is going on within the community.
Addressing the issue of direct mail, Mr. Hoffman referred to ADVO's quarterly
direct mailing, noting they send out approximately 80,000, Countywide,
every quarter. He estimated this would cost $4,000 to $5,000. He
suggested if the City, in principle, were to devote $10,000 to television
advertising, and $15,000 for direct mail, putting $25,000 aside, they could
then going back to the consultants for a better picture of what they would
provide, giving them direction to become involved in various media.
Public Works Director David Bernardi stated the timeline referred to by Mr.
Hoffman was not necessarily contrary to, but different from the goals
Council had set. He noted staff's understanding of Council's goals was to
set up a program to inform the public, and the people who would frequent
business in this area, of the traffic changes. He stated it was not
intended to be a long-term program, noting the program, as it currently
exists, would go from approximately August to October. Mr. Bernardi stated
the consultant felt that amount of time was sufficient to inform the
public, and to provide enough information, through some direct mailings and
the City Newsletter. Mr. Bernardi noted there would also be special IJ
(Marin Independent Journal) edition, which would go out to approximately
70,000 addresses, which would contain this information. Additionally,
based on a suggestion staff received at the last public meeting with the
business owners, the City will also be putting up a banner over East
Francisco Boulevard, which will be up for approximately three months. He
stated staff would also be providing, in the Business Outreach Package that
is currently being prepared by the consultant, 100 post cards that will
allow each business in the loop area to mail out to their customers, and if
the business owners want more, they can contact Mr. Bernardi and the City
will provide them at cost. Mr. Bernardi stated the City would also be
sharing the cost of moving signs for those business that needed to orient
their signs for the one-way, noting staff believed this would amount to
only two or three signs, and they did not believe the cost would be very
great. Lastly, Mr. Bernardi reported that in addition to the $30,000 being
used to pay for the advertisements he previously mentioned, the City would
be sharing the cost of ads with the businesses directly in the loop, should
they choose to do their own advertising and want the City to share the cost
with them. Mr. Bernardi stated the consultant estimated that cost would
likely be approximately $5,000, overall, for those who wish to participate.
Mr. Bernardi noted the City had set standards for those ads, which would
be 1/4 page, black and white, and approximately 15 column inches. He
stated staff felt the measure that came out of the last public meeting,
along with those already in place, would adequately inform the public of
what the changes are going to be.
Mayor Boro asked, when this issue was first pursued and discussed with the
consultant, did they discuss television ads and inserts and decide not to
do those things, or were those issues not pursued? Mr. Bernardi reported
the original proposal from the consultant did include approximately $12,000
for television ads. He noted the cost of the original proposal was
approximately $58,000, and in light of Council's direction to staff to get
a proposal between $20,000 and $40,000, they discussed the issue with the
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consultant, and with Chamber of Commerce President Elissa Giambastiani, and
it was agreed the City would get more "bang for its buck" using the
newspapers, given the wide distribution. Mr. Bernardi noted that while
television would have been all right, given the high production cost of
approximately $6,000, and the limited amount of time the City would be
using the produced video, it was felt this would be of limited benefit, and
staff did not include this in the proposal Council approved.
Mayor Boro asked whether staff had considered direct mail coupons? Mr. Bernardi
stated staff had pursued this, as they felt having a special section
similar to what is in the IJ when they advertise for the County Fair or the
Home Show would be much more effective than to have direct mailers. City
Manager Gould noted that to this point, the City had committed
approximately $54,000 to this public education outreach effort. He
suggested if Council is comfortable with that sum, that staff be directed
to go back to the marketing expert and ask if the City should redirect that
amount to include different media, as Mr. Hoffman suggested. Mr. Gould
noted the City could spend any amount Council wished on marketing; however,
he believed that with $54,000, the City was making a pretty big effort to
let everyone know how the loop will operate.
Mayor Boro asked if it was Mr. Gould's recommendation that Council direct staff
to go back to the consultants and see what amount of money is left, then
determine whether or not it would be more productive, based on the comments
received tonight, to look at either television ads or inserts, versus some
of the print ads? Mr. Gould stated that was correct, stating they might
want to alter the mix. Mayor Boro asked staff to bring this information
back to Council, and notify Mr. Hoffman, so he will know when the issue is
coming back before Council. Mr. Hoffman asked if staff could keep him
informed of the "dollars and cents" figures concerning this issue, and what
the City has going so far? Mr. Bernardi stated staff would do so.
2.CONSIDERATION OF RECREATION/COMMUNITY SERVICES REORGANIZATION (Rec) - File
Recreation Director Carlene McCart stated the Recreation Department was serving
a large number of people and had a good program base, and had identified
ways in which the Department could be even more productive, more
representative, and more dynamic in the programs offered to the public, and
Ms. McCart suggested the recommendations being presented be used as a road
map to do just that.
First, Ms. McCart recommended a title change for her department, from Recreation
Department to Community Services, because that more adequately described
the scope of services provided.
In describing the changes proposed for her department, Ms. McCart stated staff
was requesting Council approve the conceptual plans, and fund the
department for Phase I of that plan. She explained this process had begun
in October of last year when the City Manager met with Management staff and
a consultant to begin rethinking how the services could be delivered in a
more productive and efficient way, and that process continued through the
acting Directors time with the department. She noted it became the first
priority in April, when she and Bill Scharf were selected as Director and
Assistant Director of the department.
Ms. McCart stated they had done a lot of research, and looked at a lot of
different models of organizations that serve in this capacity throughout
California. She noted they identified the areas they believe are under-
served and do better, and put together a road map of how to get there. She
stated they also looked very closely at staffing assignment, to determine
where the department could use its resources in a more efficient way,
making very careful consideration of costs and revenue potentials.
Explaining what this plan would do for the City, Ms. McCart stated it would
expand the full-time positions by one, adding one more Recreation
Supervisor and reinstating a Recreation Supervisor position that had been
lost four years ago, when a minor reorganization was undertaken. She noted
it would also move management staff into positions of managing, and gives
the department a layer of part-time personnel, below those managers, to
actually produce the programs, which is what she believed would allow the
department to be more efficient, and give them the opportunity to
consolidate some of the areas where they are now duplicating themselves.
She was confident this would result in high participation in the programs,
a higher volume of participants, more programs to spread throughout the
City and, therefore, it would help the department realize the revenue to
support the plan.
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Ms. McCart stated they were suggesting the department reorganize into two
divisions, Community Facilities and Services, and Youth and Family
Services. Under Community Services they would have one senior Recreation
Supervisor in charge of four program areas: Athletics, Seniors, Performing
Arts, and Trips and Special Events. She reported they would be
consolidating all the athletic programs under one Supervisor, allowing them
to be more efficient in that area, noting they would be taking a good look
at tournaments, special events, clinics, and the types of things that would
be revenue producers for that particular program. She stated they would be
dealing primarily with adults, using discretionary funds, and they believed
this was a market the department had not yet hit, as yet. Under Community
Facilities, she explained they would be taking those facilities and putting
them under one Senior Recreation Supervisor, who would be in charge of
staffing, scheduling, and marketing, and would also be responsible for
managing large contractual program services. She stated staff believed
that by marketing all the buildings at one time, they will be able to
attract larger franchised groups, such as Jazzercize, or whatever happens
to be the "mode o day" in physical fitness, some of the larger education
programs, Suzuki music, and the like. She believed if the department was
offering them time at the "B" Street Center and the Terra Linda Center,
they were going to be able to attract the larger programs, providing a
little higher quality and more name recognition.
Ms. McCart stated in Phase III the department planned to bring in a Recreation
Specialist to promote aquatics programs, noting this was an example of what
the department would be doing in each of the divisions, bringing in part-
time people who would work on an hourly basis, so the department can be
flexible, using those people as demand requires. For example, in the
aquatics program they might start out with someone who works six months a
year, fifteen or twenty hours per week, to build the program. If they find
the program is doing very well and they can afford to put that person on
more hours, they will do that, but if they find the market will not bear
the increase, they may cut back. She stated that was what this second
layer of employees would allow them to do in each division.
Referring to Child Care, Ms. McCart reported they would maintain the successful
structure they already have, but would concentrate on integrating the
programs with Youth Services, giving the families more options for
activities after school and during vacation periods. For example, she
noted the Child Care programs are located on every campus in the Dixie and
San Rafael City Schools districts, with the exception of Laurel Dell and
Sun Valley, and those children attend Short School. She stated if they
bring Youth Services programs on campus after school, utilizing some of the
same facilities Child Care is using and opening those program to the Child
Care folks, even combining staff in some cases, then the division is going
to be able to serve the general school population and the Child Care
population, and have more dynamic programming going on after school. Ms.
McCart reported staff knows there is a percentage of children in the Child
Care programs who are there for the socialization and recreational
programs, noting they may be attending two or three afternoons per week as
part of their family's desire to have them in social situations after
school. She explained that if those same opportunities are available to
those families, the department may loose someone out of Child Care into a
Recreation program, but that would free up a Child Care slot for someone on
the waiting list, who really needs the full afternoon worth of service.
Ms. McCart reported there are waiting lists at every Child Care facility
the City operations, and they hope to decrease the number of people on
those waiting lists, pointing out they are paying for child care somewhere,
and staff would like them to be in our programs.
Ms. McCart reported in Phase III staff was proposing a Child Development Program
Coordinator, a position that would be driven by State and Federal funding.
She noted staff has found there are more funds for Child Care programs,
and if the department takes on too much more contract work, there would
have to be a Contract Manager within that division. She explained the
administrative cost would be built in, and the position paid for out of
those contracts if, in fact, that is what the trend bears out.
Addressing Youth Services, Ms. McCart stated staff was very excited about what
they believed they could do in this area, noting they were sure they could
expand themselves in this area, and would be putting it one the line 100%,
and putting a lot of focus into this, and they believed having the two
services would bolster that.
Referring to the Director and Assistant Director positions at the top of the
organizational chart, Ms. McCart reported they had tweaked those two
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positions in April, when she and Bill Scharf came on, noting it was working
quite nicely, and they were a good backup system to each other. She stated
she would be continuing with all her regular duties, but would be focusing
on Community Facilities and Services, making sure those managers are
supported in a way that they can produce what staff is proposing to
Council. She explained Mr. Scharf would take the other half, concentrating
his time on Youth and Family Services, and building that program up as
successfully as he has done with Child Care.
Addressing the issue of costs and revenues for this, Ms. McCart reported Phase I
would be the most expensive, approximately $123,000 in salaries, and
supports those management positions she had just described. Referring to
the positions under Community Facilities, Ms. McCart stated there would
still be a Recreation Supervisor at each of the Centers, who would have
face to face contact with the public, would respond to neighborhood -driven
programs, such as the Kids Club and Community Garden, and some of the
unique programs found in some of the various areas. She pointed out this
was a very key component in the plan. She reported they hoped to fill two
of those positions during the first phase, and leave one open, to see how
it would play out having the Senior Recreation Supervisor in the position.
Referring to the estimate of $123,000, Ms. McCart noted staff believes
they will be able to bring in matching funds, shy by approximately $500, in
increased revenues. She stated the cost for Phase II is nominal, and the
cost for Phase III would be driven by other outside sources, such as she
had described for the Child Coordinator.
Ms. McCart stated it would take the department a little time to re -tool;
however, they believed they could put the changes into place within four
months, and once they do, the clock will be ticking on the revenue picture.
She felt confident that within one year they would see a good deal of that
first investment returned in revenue, and certainly, within eighteen
months, would be able to return the $123,000 staff was asking Council to
invest in Phase I. She stated the Community Services Department was going
to be fun like a business, and like any business, if it is expected to
grow, they have to invest a little bit, which is what she was asking
Council to do.
Mayor Boro noted Ms. McCart stated it would take approximately four months to
tool -up and get going, and asked if the $123,000 need assumed a full fiscal
year? Ms. McCart stated it was a full, twelve month year; therefore, it
would be slightly less than that this first year. Mayor Boro asked for a
little more explanation about the new name for the department, as he
wondered how the community would relate to the title, noting the City had
just implemented a new title for the Planning Department, which has a
similar ring to it. He asked if this term had been used elsewhere? Ms.
McCart stated this was the most common term now used, outside of Parks and
Recreation Department. She felt, because the department was involved in
Child Care and becoming more and more involved in what are almost social
service areas, the new title more aptly described what the department was
doing.
Councilmember Miller stated he very much liked the title of Community Services,
because it explains and broadens the base of what is happening out there,
and the department becomes an empowering source to the neighborhood,
bringing in all types of services. He noted that was what had made
Pickleweed Community Center so exciting, pointing out they had gotten away
from the "old time" traditional sense of Park and Recreation, and he
believed this was a powerful statement, showing this agency was right at
the heart of community building. Mr. Miller referred to the management of
the department cooperative agreements, while he described as the agreements
that stretch out and build the community with the various service
providers, whether they be with the County or private non -profits, such as
the Canal Community Alliance and the Canal Ministry. He noted it was the
same thing with the schools, pointing out we were really concentrating on
the relationships with the schools, because it was that relationship in
which we could really grow. He stated there was a crying need after
school, and we knew, from the schools' point of view, they did not have
enough money for after school programs; however, he noted they were all
serving the same constituents, and if the City could use those facilities,
we should provide the programs. He stated he would like to see, perhaps in
the organizational structure, something that highlights that cooperative
agreement and relationship, which he reiterated really empowers the
community. He believed if this could be highlighted in the actual
organizational structure it would give a very strong, powerful message, and
meaning to the change in the department's name.
Councilmember Cohen stated he was very supportive of the plan, and liked the
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approach being taken, noting the descriptions of increased efficiency and
putting programs together that fit well together made a lot of sense.
Referring to Child Care and after school recreation programs, he asked if
parents would be forced to choose, for an after school program, between
Child Care or Recreation? Ms. McCart stated they were going to design a
program so that if a child is in a Child Care program, and want to take
advantage of a sculpture class, or a dance or theater class after school,
those programs will be married so that the child will get to that after
school program, probably at a reduced fee if they go with the Child Care
Center. She noted they were also going to be sharing supervision, as well,
with perhaps one of the instructors from the Child Care Center going into
the class or activity and serving as an additional supervisor. Mr. Cohen
noted he would like to hear more about that as it develops. Mr. Cohen
noted that because Sun Valley and Laurel Dell are not served on-site for
child care, and asked how they were going to deal with the issue of
transportation? He pointed out that had been an issue in the past, when
children have to take the buss and go off-site for child care and,
therefore, cannot take advantage of the recreational programs offered at
the school site. He noted this means the parents must choose, and if they
do not have child care alternatives, they really do not have a choice, and
their children cannot participate in the recreational programs. He
acknowledged he did not know who the City dealt with the transportation
issues at Sun Valley, but he would be interested in Ms. McCart's department
looking into that issue.
Councilmember Cohen referred to the money, noting he did not understand how they
were going to get more managers and part-time staff, and still have the
money balance as shown in the Community Services Department Revised Budget
Request. Ms. McCart assured Council staff had generated these two funds
separately, costed out their expenses very carefully, and went back to look
at the revenue picture, stating the numbers had been arrived at
independently. She stated she was proposing they would have a higher
volume of people participating in the programs, and they would multiply the
programs, so instead of just having a day camp in Central San Rafael, the
camps would also go out to East San Rafael and Terra Linda, explaining it
would cost the same in administrative fees, but it would be offered to a
wider range of participants. She noted this was how they were going to
build their programs. In addition, their consolidation of responsibilities
was going to save them money; for example, there would be one position
where now there were two or three people taking care of the same need,
allowing them to get back to more management program development. She
reported the larger franchise contractual service providers would be
another source of revenue, noting they believed that with their new
marketing plan they would be able bring in at least $10,000 more at each
facility, and if they get to the aquatic portion, they know there would
probably be an additional $5,000, if not more, that they would bring in.
She stated it was a multi -approach, part of it would be more programs, part
of more people in the programs they have now, part of it would be better
management, and part of it would be attracting more profitable contractual
services. City Manager Gould noted part of it pointed to the fact that we
have a tremendous unmet demand for these services. He stated there were
some deficiencies due to cross -utilization of staff, and there was also
economies of scale in these services. Therefore, just as when they had
interviewed a theater operator this week and found that it was a lot more
effective to rent a twenty -screen theater than an eight -screen theater, if
the overhead is spread over a wider range of services, which the community
is interested in, we are going to be able to keep the rates down, and the
City is not going to have to subsidize this any further.
Councilmember Cohen stated he supported the concept, and was willing to see this
in operation; however, it was not clear to him how they could spend only
$650 more in Community Services and generate $20,000 more in revenue,
without increasing fees. He noted that was a tremendous increase in
efficiency on the administration side, and if what they are talking about
is spreading the program out, and offering it in areas of the community it
is not currently offered, that has to be staffed, and that money has to
come from somewhere. Mr. Cohen believed that was a very significant
expansion of services to offer, yet still generate almost $30,000 in new
revenues. Ms. McCart stated they would be using the staff if a different
way, and also proposing to expand the senior programs by adding part-time
staff on that level, and attracting more people into that program. She
noted they were also directing the Athletics Program Supervisor into
working on more profit centers, stating this would be a profit center
oriented assignment.
Mr. Cohen asked how is was proposed to fund this, whether they would put the
money up and see it come back in the form of revenue later, or pay as they
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go, expanding programs as they see the revenue flow? Ms. McCart explained
they would need the $123,000 in order plug the first phase into place, and
at this point, she would not want to go forward in a fractured sort of way,
stating they needed the whole team in place to go forward, in order to
produce what they want to do. She felt that at the end of this fiscal year
they would have a very good reading as to the revenue projection and how
true it is. She believed they would need slightly longer than that to
bring in line the full revenue projection of $123,000. Therefore, she
estimated a full year to a year and a half. City Manager Gould stated he
and Mr. Nordhoff would be working with Ms. McCart to determine what the
full twelve-month allocation would be. He noted, if Council bought the
notion of the ramping -up of services along these lines, Ms. McCart had
given an eighteen -month idea of what that was going to cost, and now they
needed to put that into a twelve-month increment, and determine their best
estimate of what will actually be needed for expenses during the first
twelve months. Mr. Gould pointed out that they would be tracking this,
noting there would also be a mid -year budget review, so Council could see
how it is rolling back. He stated it was his understanding that if Council
gave the okay for reorganization, they would have the whole Summer to do
some of the staffing -up, and advertise for the new services that would
kick -in this Fall. He felt they would receive some fairly quick feedback
as to how this is going, and if it is not working, they can throttle back.
Mr. Gould stated this issue would be brought back before Council on July
6th, with a twelve-month allocation for this coming year's budget, if
Council is comfortable with the overall direction of the reorganization.
Councilmember Cohen stated he was comfortable with the overall direction of the
reorganization, noting it made tremendous sense, and he was excited about
the opportunity to expand the offerings. He stated at some point, either
on July 6th, or a little later if they need more time, he would like to see
some of the numbers behind these figures, noting Council had just spent
considerable amount of time slicing up $60,000 to $80,000 several different
ways, and he needed to see what was behind this $123,000 they are going to
allocate to make the initial investment in this. He clarified he had no
problem with putting the money up to allow them to expand their services;
however, he was particularly interested in seeing the revenue expectations.
Ms. McCart stated that would be presented to Council on July 6th.
Councilmember Heller stated this was an exciting time, and a very exciting
concept to put the two programs together. She felt the community needed
more services, and she believed they would respond when those services are
put out there.
Councilmember Phillips agreed it was high time to reorganize in the fashion they
have. He stated he was particularly pleased by Youth Services, and a bit
overwhelmed that the program was going to be increased by 100%. He asked
how many individuals currently fall under Youth Services Programs? Ms.
McCart stated they were presently serving approximately 1,800 children,
through our classes, camps, and after school recreation programs. Mr.
Phillips asked if that number was expected to increase to 3,600? Ms.
McCart stated it was, and noting staff felt they could easily handle that.
Mr. Phillips stated he hoped, if they were going to double the program, we
would find the costs have not exceeded the projections. He asked if City
Manager Gould and Finance Director Nordhoff had both reviewed these
projections? They indicated they had.
Councilmember Phillips agreed Councilmember Miller had made a good case
concerning the renaming of the department; however, he wondered if perhaps
the City was overdoing the use of the word "Community", noting we now had
Community Policing, Community Development Department, and he wondered if
perhaps it began to lose some of its true meaning, pointing out Community
Services begins to sound like Health and Welfare or Social Services, and to
some degree, he was concerned we might lose an element of what we provide,
which is Park and Recreation. He stated he would be more comfortable with
"Park, Recreation, and Community Services", as he felt "Community Services"
was less than descriptive. Ms. McCart stated staff could provide other
options when they come back before Council on July 6th.
Councilmember Phillips noted he and Mayor Boro sit on the Liaison Committee to
the Schools, and he believed school involvement was an important piece of
this, and was a natural, given the facilities there. He believed Council
would be delighted in doing whatever it could to assist or facilitating
with regard to the schools. He felt the schools were probably pretty
receptive, but noted if there was something more Council could do, he hoped
Ms. McCart would not hesitate to ask. Councilmember Phillips commended Ms.
McCart for her effort, noting he looked forward to the reorganization and
the success of the revenue generating aspect of it.
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Mayor Boro stated as far as building upon the child care audience, expanding on
that and attracting other kids into the process was great; however, as he
has mentioned earlier, he believed there was a large number of kids in the
community who need this type of help but cannot afford to pay for it. He
stated once this process gets going, and we increase our level of
expertise, we are truly going to have to look at working with the schools
to get their facilities, and somehow, either sharing the cost or with the
City bearing the cost, looking at what we can do for these kids who are
home alone from 3:00 PM to 6:00 PM, and who could use some organized help,
yet do not have the funds to pay for it. He felt this was a good start;
however, he believed there was a bigger issue out there, and in the long
term the City can truly address a greater need in the entire community, for
the long-term, if we can offer some recreational activities. He pointed
out they might not have to be as structured or fancy as what was being
proposed here, but rather some organized play and organized leagues, using
the school facilities that are there. City Manager Gould noted when
Council returns to the Business Cost Study this Fall, he believed they
would have the opportunity to continue the philosophical discussion they
started last year, concerning whether the objective was to keep the rates
low for everyone, or raise the rates in order to offer more targeted help,
in the form of sponsorships or scholarships to those in the greatest need.
Mayor Boro invited public comment, and there was none.
Councilmember Cohen moved and Councilmember Phillips seconded, to accept the
report, and direct staff to bring budget figures back to Council at the
meeting of July 6th for further review.
AYES: COUNCILMEMBERS:Cohen, Heller, Miller, Phillips & Mayor Boro
NOES: COUNCILMEMBERS:None
ABSENT: COUNCILMEMBERS:None
3.BUDGET HEARINGS (MS) - File
SAN RAFAEL REDEVELOPMENT AGENCY
Economic Development Director Ours presented the following report:
PROGRAM MANAGER - ECONOMIC DEVELOPMENT DIRECTOR
BUDGET HIGHLIGHTS:
This will be a year of considerable project activity for the Agency.
DESCRIPTION OF ACTIVITIES:
The
purpose of the Redevelopment Agency is to provide economic stimulus within
the redevelopment project area. Redevelopment seeks to capitalize on the
characteristics and resources unique to Central and East San Rafael, and to
reestablish the image and awareness of this area as the vital center in
Marin. The Agency accomplishes this general goal through the provision of
capital and infrastructure projects, elimination of blight, affordable
housing development and aggregation of properties to allow private
reinvestment where market forces are stymied. Since 1972, the
Redevelopment Agency has completed a substantial number of projects
involving traffic circulation, parking, aesthetics, drainage, public
facilities, housing, development projects and various economic development
studies. The Agency's projects are set forth in a five-year implementation
plan as required by California redevelopment law.
ACHIEVEMENTS:
*Completed approvals and development agreement for re -use of former Macy's site
for a mixed use project with 38,000 sq. ft. of office, 24,000 sq. ft. of
retail and 113 apartments.
*coordinated development issues for the 406,000 sq. ft. Fair, Isaac office
development, including State Land settlement on P.G.& E. and corporation
yard sites, sale of corporation yard property, and project planning.
•Initiated "B" Street revitalization project with solicitation of developer
proposals. Worked with St. Vincent de Paul Society regarding relocation
of dining room currently located on "B" Street.
*Completed the "Economic Vision and Strategies" for the City of San Rafael.
City Council and Agency Board accepted report in July, 1997.
*Completed construction of the Andersen Drive Extension project.
*Supported the efforts of the Film Institute of Northern California to
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 15
revitalize the Rafael Theater and commence Phase II construction.
*Completed Fourth Street Sidewalk Improvement Project and installed decorative
lights.
*Provided financial assistance to Marin Center for Independent Living and Ritter
House for provision of affordable housing.
*Completed financing and commenced construction of Lone Palm Court housing
project (60 units) on "C" Street.
*Completed property acquisition of Wye Track property from railroad for Mahon
Creek and Shamrock retail project.
*Completed sale of property for Shamrock Center and settled State Lands' claim
regarding the site. Project includes Comp USA, Staples and Land Rover.
*Completed approvals for the Mahon Creek Conceptual Plan.
*Coordinated ongoing events, including Holiday Parade of Lights and Snow
Festival, Borrelli May Madness, Italian Street Painting, and Farmers'
Market Festival.
•Installed new street lights and street banners from "E" Street to Fourth and
Second Streets.
*Executed a Disposition and Development Agreement for sale of property to Sonnen
Motors to add property to the existing dealership on West Francisco
Boulevard.
*Obtained Agency Board approval to initiate development process for possible
relocation of Safeway in the Downtown.
•Initiated and obtained funding for the Canal Area Housing Improvement Program
to rehabilitate apartment properties. Solicited nonprofit housing
developer to implement the program. Funding includes Agency, CDBG , and
HOME funds.
*Designed and gained approval for construction of a Plaza on Court Street.
•Initiated corporation yard relocation planning process with the selection of an
architectural firm and the commencement of site analysis.
*Assisted with the negotiations with Marin Community Foundation for their office
relocation to the Menzies parking lot.
•Initiated steps for the acquisition of 616 Canal Street (Holiday Magic
property) for park/recreation u se with State Lands Public Trust funds.
*Commenced construction of Second and Third Street Undergrounding Project ("E"
Street to Brooks).
•Initiated planning for Lindaro District Undergrounding Project (Brooks to
Highway 101).
*Completed Walgreen's parking lot agreement for new site at Third and Cijos
Streets.
*Solicited developer proposals for a multi -screen theater to be located between
Third and Fourth Streets at Lootens.
•Initiated coordination and planning for a small business assistance program for
the Canal area.
*Continue to serve on Business Improvement District Board, Farmers' Market
Board, Chamber of Commerce Economic Development Committee and provide
staff support to and attend Citizens Advisory Committee on
Redevelopment.
GOALS AND OBJECTIVES:
*Negotiate with County and School Districts to refund the Agency.
*Complete the sale of property for the re -use of former Macy's site and commence
construction.
*Coordinate numerous project tasks necessary for timely ground -breaking for
Fair, Isaac Phase I project.
*Commence the "B" Street redevelopment process at tend of moratorium period.
Select developer for the project and identify site for relocation of St.
Vincent de Paul's dining room.
*Coordinate with the Film Institute of Northern California for completion of
construction contract for theater renovation.
*Provide financial assistance for affordable housing programs and projects
identified in the Five -Year Implementation Plan.
*Coordinate with developer for completion of construction of Lone Palm Court
housing project.
*Coordinate with developer for completion of construction of Shamrock retail
project.
*Begin implementation of Mahon Creek Conceptual Plan as funding sources are
identified.
*Complete property sale to Sonnen Motors and assist in property development.
*Assist with relocation/expansion plans for Safeway in Downtown.
•Implement Canal Area Housing Improvement Program and select first property.
*Coordinate construction of Court Street Plaza with Macy's site redevelopment.
•Identify site for corporation yard relocation and complete project design.
*Complete construction of Second and Third Streets Undergrounding project.
•Initiate construction of Lindaro District Undergrounding project.
*Select developer for multi -screen theater project and execute Disposition and
Development Agreement.
•Implement a small business assistance program for the Canal area.
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 16
*Complete update of Five -Year Redevelopment Implementation Plan and an amendment
of the Redevelopment Plan for the Central San Rafael Project Area.
*Continue to serve on Business Improvement District Board, Farmers' Market
Board, Chamber of Commerce Economic Development Committee, and provide
staff support to and attend Citizens Advisory Committee on
Redevelopment.
*Continue to coordinate public events, including Farmers' Market Festival and
Borrelli May Madness, Italian Street Painting Festival and Parade of
Lights.
*Expand the Downtown Farmers' Market Festival to Cijos Street for all of June,
July and August.
•Implement the Banner Program.
*Coordinate an Event Procedure and fee structure for the City, and promote the
City as a place to have community events.
*Recruit movie companies to film in San Rafael and change the fee structure.
*Develop a master calendar of all events in San Rafael.
*Work with the Canal community to have three trial Markets in 1998.
Mayor Boro stated he had reflected upon all the activity that was going on in
town, noting there were three different phases: there was a lot that has
been completed this year, such as the sidewalks, Andersen Drive; other
projects were begun this year, such as the Rafael Theatre, Shamrock, Lone
Palm, and Fair, Isaac; and upcoming projects include Macy's, exciting plans
for a Cineplex, and the rehabilitation of apartment complex in the Canal
area. Mayor Boro thanked Economic Development Director Jake Ours and his
staff for a terrific job, and Council looks forward to a great year.
Economic Development Director Jake Ours stated one of the things the
Redevelopment Agency has always tried to do was maximize its money by not
giving that money away to developers and others, which some redevelopment
agencies do, noting that for making many redevelopment deals, the Agency
has a lot of other tools besides just throwing money at them. He pointed
out the first goal of the Agency in the coming year was to negotiate with
the County and the School Districts for additional funding, which he stated
was important for the ongoing health of the City, noting the entire City
was supported by the Redevelopment Agency. Mr. Ours noted an article in
today's newspaper concerning the Redevelopment Agency had stated this
funding cycle could end, and he acknowledge that it could, stating he
believed it was important for people to know that it was not just a magic
thing that kept going without some negotiation with other taxing agencies.
Mr. Ours reported the Agency is rolling into the new fiscal year with a lot of
new things, including the Canal Housing Program; the Cineplex, which will
be brought to Council next week; Macy's should close tomorrow or the next
day, and toward the middle of July, we should see the building start to
come down. Mr. Ours noted the Agency was not pausing, even though spending
all the money last year was really hard.
He noted some of the things the Agency needs to do next year is to restart the
"B" Street project and get that rolling. He stated there was a lot of
interest in the project, noting that since the time the Agency initially
began this project, other people have come along and made comments on how
they would like to be a part of it. He stated the Agency would be looking
to the developer they looked at before and seeing what he has to offer, and
if that is not good enough, going on to do something else in that area.
Mr. Ours stated the Agency was really looking forward to the completion of the
Rafael Theatre this coming year, noting that while this has been going on
for a long time, it really was going to be happening during the coming
year. Mayor Boro stated he and Councilmember Miller had the opportunity to
go into the Rafael Theatre last Saturday, reporting it was amazing to see
the work they have done inside. Mr. Ours noted one could begin to see some
of the shapes that was going to be there, such as the entryway and the
large sweeping staircases. In addition, the flooring for the three
theaters was in place now, which gave a sense as to how the space was going
to be, pointing out the main auditorium was going to be very big and grand.
He stated this would be a very good theater, a grand place to go and watch
a film, noting it was the Downtown's first and major star.
Mr. Ours referred to the Canal Housing Program, which he stated was going to be
very exciting in the coming year. He explained this was a program that
would truly allow the Agency to get a handle on affordable housing in the
Canal area, to have a positive influence on it, and be able to have some
control. He noted in the past it had felt like one big mass out there,
that the Agency really could not do anything about; however, this was going
to allow the Agency to have some tools they have not had in the past, and
he believed it was going to be a very exciting program.
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 17
Mr. Ours pointed out that in connection with the Fair, Isaac project, the
corporation yard was going to have to be moved, noting it was sometimes
almost forgotten that this is going to be a huge, major project. He stated
the Agency would be identifying a site, reporting staff has been working
very closely with the Marin Municipal Water District with regard to a
particular site, noting this had been a very cooperative effort with them,
and things were looking very favorable for that site. He pointed out that
moving the corporation yard would include land acquisition, and design and
construction.
Mr. Ours reported the developer for the Cineplex in the Downtown would be
selected on July 6th, He noted there had been three excellent proposals,
and staff believed they would have an excellent developer and film
provider, making this another capstone for the Downtown.
Mr. Ours stated one of the things that has been kind of quiet, but something
they have to do to "keep the gears rolling" was to complete the Agency's
Five-year Implementation Plan, and amendments to the plan for the
Redevelopment Agency. He explained those were the things that would allow
the Agency to stay in business, and to keep the authorities it now has,
such as condemnation, rolling over the years to come. Mr. Ours pointed out
that probably the most important authority in the Redevelopment Agency,
even more important than money sometimes, was the idea of condemnation, or
the ability to assemble parcels. He noted there always seems to be ways to
find money, but the authority was the hard thing sometimes.
Mr. Ours referred to upcoming events, noting one of the most exciting to him was
the Millennium Party. He reported the Agency's goal for the coming year
would be to set up a committee for that event, to find the different
entertainers, lay it out, and set it up so it is ready to roll for New Year
Eve 1999.
Mr. Ours stated there was still a lot of work to do in the coming year, noting
he felt getting the refunding for the Agency was the number one priority,
and the one they would be working on most.
Councilmember Heller referred to the corporation yard, asking if the Agency
would be purchasing the land from the Marin Municipal Water District? Mr.
Ours stated the Agency was discussing both a purchase and a lease with the
Water District. Ms. Heller asked if the Water District would be using the
facility, along with the School District? Mr. Ours stated they would, and
it would be a very closely coordinated use of the City. He explained it
would be almost like one large corporation yard with many different
functions, noting we might not see a boundary between the water District
and the City of San Rafael, because there will be overlapping uses.
Councilmember Heller noted Mr. Ours' report had referred to "Assist with
relocation/expansion plans for Safeway in the Downtown", and asked if that
was moving along? Mr. Ours reported representatives of Safeway first
stated they wanted to redo the existing site, and then changed their mind
and stated they wanted to relocate. Mr. Ours noted the Agency has told
them that when they decide what they want to do, to let the Agency know if
they need our help; however, to his knowledge, Mr. Ours stated they have
not yet settled on the site. City Manager Gould stated he would be meeting
with representatives from Safeway on Thursday to discuss the "A" Street
project.
Councilmember Phillips noted a lot has taken place in San Rafael, people are
saying very nice things about what is happening in the City, particularly
in the Downtown. He stated Mr. Ours and his staff should be commended for
the projects they have undertaken, noting they have been major projects,
and each one different, one from the other, which he believed likely
created quite a challenge, which might not be apparent to everyone. He
stated they had served the City extremely well, and would continue with
many exciting projects next year.
Councilmember Cohen referred to the newspaper article that had been mentioned
earlier, noting it had given a fairly good description of the Redevelopment
Agency and how it works. However, he was concerned about the implication
in the article that there was not money for the St. Vincent de Paul
relocation, and by extension, the apparent implication that the City is
going out and seeking to negotiate with the County for refunding the
Agency, in order to do the St. Vincent's relocation. Mr. Cohen believed
steps should be considered to correct the potential for misunderstanding,
because he felt this could have some negative connotations, and that was
not the way the City wanted to start those discussions. For example, he
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 18
note if people at the County had the notion the Agency was doing this
because we wanted them to put up money so we can relocate St. Vincent's, it
was going to put a different atmosphere on those negotiations, while if we
could talk about some of the things the Agency has discussed in concept, it
might be more enticing for the County. He felt the Agency needed to figure
out a strategy for addressing this potential misconception.
Mr. Ours reported the St. Vincent's money has already been put aside, although
he agreed the article made it sound as though we had to renew the Agency in
order to do this project, and that was not the case. Mr. Cohen noted the
article clearly stated the Agency did not have the money for St. Vincent de
Paul, and other projects, which is inaccurate, but that information has
been put out there. He noted the article also states the Agency is going
to run out of money and needs to renegotiate, and when those two statements
are put together, the conclusion one comes away with is that the reason the
Agency wants to do this is because it needs help with its problems, and no
one is going to want to get involved in that. Mr. Cohen also noted, given
where we are with the St. Vincent's discussions, we are going to need to
have an answer just on that point alone, because people are going to recall
the Agency has been going forward all along as though it was going to be
able to do this, but now, according to the paper, it does not have the
money to do it. City Manager Gould believed the confusion was caused by
the fact that there is no line item in the Redevelopment Agency budget
labeled "St. Vincent's Relocation", pointing out this was a negotiated
process, and to preserve the City's position, it has not been designated as
such; however, he stated there were sufficient funds to relocate the dining
room.
Mayor Boro agreed Councilmember Cohen's suggestion made sense, and the Agency
should get a response out, thanking the newspaper for what was accurate,
but pointing out there were a couple of inaccuracies. In addition, in
light of what is happening, both on the renegotiation and the discussion to
be held on July 9th, we might want to make sure the community understands
the money is there for the relocation, and that this is not an issue,
explaining the reason the Agency is going to the County for money is for
future things the Agency may choose to do, such as further development of
affordable housing throughout the community, particularly in the Canal
area, and other issues the Agency may choose to address.
Councilmember Miller noted that seeing the Agency's organization in operation
was really team work, and it was wonderful to see that organization humming
the way it does, noting everyone works off each other's expertise. He
noted it was a real group effort, and was very exciting to see. He asked
Mr. Ours to tell the entire staff how much their efforts were appreciated.
POLICE DEPARTMENT
Police Chief Cam Sanchez presented the following report:
MISSION STATEMENT:
"The mission of the San Rafael Police Department is to reduce crime and the fear
of crime through the development of partnerships between the community we
serve and the Police Department and other City personnel, and through the
utilization of all available resources. This involves continually building
on our Community Oriented Public Service strategy, which is the foundation
for our department's direction and long-term goals".
MAJOR DEPARTMENT GOALS FOR FISCAL YEAR 1998-1999:
*Strengthen C.O.P.S Strategies through enhanced employee training and team
building.
*Refine Steady Patrol Beat Strategy to enable the department to respond to calls
for service more effectively.
*Strengthen communication processes with the community through the enhancement
of services regarding Neighborhood Watch, community meetings and other
presentations, and the development of strong partnerships with churches,
schools, business community, and all social services agencies.
DEPARTMENT OBJECTIVES:
*Establish Citizens Advisory Committee to The Chief regarding C.O.P.S., and
Conduct 10-12 meetings during fiscal year 198-199.
•Identify and address 10 areas of concern Citywide which could be focused on by
utilizing C.O.P.S. strategies.
*Maintain personnel staffing of department at 98%.
*Develop a sports and tutoring program for at -risk youth Citywide, through a
partnership with Parks and Recreation.
*Address compensatory time issues.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 18
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 19
*Develop new Youth Services programs in conjunction with newly formed Resource
Development Committee, as part of the San Rafael School -Linked Services
Cluster.
•Introduce beat officers to all neighborhood associations in San Rafael.
*Plan for reorganization of department management.
C.0.P.S.
PROGRAM MANAGER - CAPTAIN
BUDGET HIGHLIGHTS
The C.O.P.S. Bureau is responsible for a variety of tasks, including: functions
and activities formerly associated with Crime Prevention, volunteer
program, inter -agency and intra -department coordination of activity
directed at problems identified by service providers. The Street Crimes
Unit (S.C.U.) is described separately as a program for budgetary purposes,
but is an integral part of the C.O.P.S. Bureau.
A Captain manages the bureau budget, maintains accountability of department
property, and manages seven bureau personnel.
DESCRIPTION OF ACTIVITIES:
C.O
P.S.: A Police Sergeant is assigned to the unit and has the title of
C.O.P.S. Coordinator. He is principally responsible for inter -agency
coordination of City, County and civic resources engaged in support of
C.O.P.S. programs and activities, and supervision of the Crime Prevention
Officer and the Volunteer program. The C.O.P.S. Coordinator is responsible
for education of the community on the subject of community policing and San
Rafael's implementation strategy. The C.O.P.S. Coordinator directs the
Citizen's Academy and the Neighborhood Watch Programs, and is the
department representative to the Citywide C.O.P.S. Coordinating Committee.
The C.O.P.S. Coordinator and S.C.U. will be located in a new office space at
Pickleweed Park and 30 Novato Street. The Crime Prevention Officer and the
Volunteer Coordinator will be located at the new "City Hall at the Mall"
office.
Crime Prevention: The program is staffed by a Police Service Aide whose title is
Crime Prevention Officer. The Crime Prevention Officer works under the
supervision of the C.O.P.S. Sergeant. The program continues to provide
business and residential security inspections, make public appearances,
produce and distribute information on crime prevention topics for adults
and children, and operate an information booth at the County Fair, which
featured a 9-1-1 training class for children last year. The Crime
Prevention Officer runs the "Crime Stoppers" program, a regular feature in
the Marin Independent Journal, offering rewards to citizens who provide
information leading to arrest of suspects in featured crimes.
Neighborhood Watch: The scope of Neighborhood Watch programs has been expanded
form an activity focusing on prevention and early reporting of criminal
activity to the Police to a forum for discussion of the entire range of
City services, issues, and problems. Recent meetings have included
participation by Code Enforcement Officers, and the department anticipates
broader participation in future meetings. Assignment of a Spanish speaking
Officer has made possible the facilitation of four bilingual meetings in
the Canal neighborhood in the past three months.
Citizens Academy: Two Citizen's Academy classes graduated seventy-one attendees
in the last fiscal year, and its popularity is growing.
Volunteer Program: The department currently has twenty-one civilian volunteers
working in a variety of assignments throughout the department.
GOALS AND OBJECTIVES:
*Facilitate greater understanding and cooperation with other City/County
departments and civic organizations by coordinating four training
sessions for department personnel in conjunction with regularly
scheduled departmental training.
•Increase Neighborhood Watch meetings from 18 to 50 per year.
*Expand Citizen's Academy from two to three classes per year.
*Make twelve public speaking appearances on the topic of C.O.P.S. at civic
organizations.
*Explained Civilian Volunteer program from twenty-one to twenty-five members.
*Actively participate in the Canal Development Team.
*Assist in setting up C.O.P.S. display and presence at "City Hall at the Mall"
STREET CRIME UNIT
PROGRAM MANAGER - CAPTAIN
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 20
BUDGET HIGHLIGHTS:
The Street Crime Unit provides professional and consistent Police services by
working with established community groups, schools, businesses, social
service agencies, and various County, State and Federal law enforcement
agencies. The unit is made up of one Sergeant and four Officers.
Personnel are responsible for narcotics registrant programs and conducting
under cover investigations. Members of the Street Crimes Unit meet with
community members and groups to discuss items of mutual interest and to
develop, plan and implement community programs.
DESCRIPTION OF
ACTIVITIES:
The Street Crimes Unit provides specialized enforcement, detection and
prevention in the areas of narcotics, vice and gangs. The unit is an
integral part of the C.O.P.S. Bureau, and provides direct support of
C.O.P.S. objectives and targets.
this year the Unit will direct more of its activities to high profile, uniformed
patrol of neighborhoods with persistent crime problems. It will coordinate
investigative activity with Code Enforcement and other governmental
agencies concerned with enforcement of housing standards and related
issues.
GOALS AND OBJECTIVES:
*Providing approximately 80 hours per week of vehicle and foot patrols in areas
identified by C.O.P.S.
*Continuing aggressive street prostitution, narcotics and gang suppression
programs by conducting at least one suppression operation every quarter.
To ensure we are focused on the highest priority targets, we will
concentrate on problems identified by C.O.P.S.
*Working in cooperation with C.O.P.S., we will identify criminal and Municipal
Code violations relating to sub -standard or blighted housing, and
initiate criminal or civil actions in a minimum of ten buildings or
complexes.
TRAINING
PROGRAM MANAGER - CAPTAIN
BUDGET HIGHLIGHTS:
Under the direction of the Administration Bureau Captain, a Police Officer and a
Police Service Aide (PSA) assigned to Training are responsible for all
training programs within the Department. The Training Officer is
responsible for course content, training facilities, materials, records and
compliance with related departmental directives. training is generally
divided into internal and external training. Instructors are drawn from
other organizational units.
The Training Unit is responsible for the maintenance of training records for all
department personnel, in compliance with guidelines established by the
California Commission on Peace Officer Standards and Training (POST).
Additionally, the Training Officer orders, maintains and issues safety
equipment.
DESCRIPTION OF ACTIVITIES:
Internal training is developed and presented to department personnel in six
annual "training phases" by department instructors. A phase typically
consists of ten hours of training per Officer on "skill maintenance"
topics, such as firearms, defensive tactics, and defensive driving. A
variety of other subjects, such as hate crimes, SIDS, cultural awareness
and domestic violence, which are either mandated by the Peace Officer
Standards and Training (POST) Commission or identified as desirable by
management, are also presented. Other Marin agencies provide anywhere from
20 to 80 hours annually, with the mean being approximately 40 hours.
WORKLOAD
STATISTICS:
1996
1997 1998 (Projected)
Internal
Training (Total Hours)
3,500
4,344
3,600
External
Training (Total Hours)
3,440
4,700
4,400
Average
Hours per Officer (Internal)
45
56
56
Average
Hours per Officer (External)
44
60
46
External training is resented by other entities at off-site locations. In POST
Region 1, which covers a ten -county area of the North Coast, the San Rafael
Police Department (SRPD) was the most active department. POST reimburses
the City for most expenses related to POST Training (except salaries).
The department did not meet its goals of reducing training costs, or of
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 21
producing and training all personnel on the new manual this year, due to
the addition of Community Oriented Public Service Training, a cost and time
expenditure that was not anticipated during preparation of last year's
budget.
GOALS AND OBJECTIVES:
*Complete automation project for maintenance of training records.
*Restructure internal training delivery methods to reduce overtime costs
associated with training by 20%.
*Complete new department manual and provide training for all personnel by end of
the fiscal year. (The current manual contains written procedures for
administrative and operational tasks and standards of conduct. It is
outdated and difficult to use. A new manual will consolidate all
orders, regulations, procedures, policies and other memoranda in a
single, coherent document that will direct personnel in the execution of
their duties and guide the transition to Community Policing).
*Restructure internal training to include C.O.P.S. training segment by non -
department trainers in every phase.
PATROL
PROGRAM MANAGER - CAPTAIN
BUDGET HIGHLIGHTS:
The Patrol Bureau is the largest bureau in the Police Department, as it is
responsible for day-to-day Police service in San Rafael. Employees of the
Patrol Bureau respond to calls for service, generated by 9-1-1 calls and
calls that necessitate lower priority response, and engage in proactive
actions as they patrol City streets. Patrol employees conduct preliminary
investigations, make arrests, issue citations, tow vehicles, and make
contact with, and provide assistance to, the public hundreds of times each
day. The Patrol Bureau consists of three daily Uniformed Patrol shifts,
the Traffic Unit, the Ranger and Marine Unit, the Canine Unit, the Downtown
Footbeat Team, the Parking Enforcement Unit, an Abandoned Vehicle Abatement
Officer, and special events planning and supervision.
DESCRIPTION OF ACTIVITIES:
The
three Uniformed Patrol shifts work 24 hours each day. Shift employees
responded to 44,227 calls for service in 1997, an all-time high for our
Department, which was a 2,500 call increase from 41,663 in 1996, and 2,300
calls above our five-year average; wrote the bulk of the Department's
12,100 incident reports; and made most of the Department's 2,456 adult and
693 juvenile arrests.
Crime statistics for 1997 showed that serious crime in San Rafael decreased
again, but only by .05% from 1996. Homicide, rape, robbery, and theft
categories declined. Burglary and assault increased.
Response time to serious calls for service averaged 4.44 minutes in 1996. This
figure is based on limited data, but is consistent with prior studies of
response times completed by independent consultants in years past. 1997
showed a similar response time. This response time for life threatening
situations is well within acceptable range for agencies the size of San
Rafael.
Patrol shifts are responsible for the Canine Unit operation. The Department has
two Canine teams that work a combined seven days per week during night and
early morning hours.
GOALS AND OBJECTIVES:
*To continue the reduction in serious crime by reducing burglary and auto thefts
by 5%.
*To reduce injury related traffic collisions by 10%. This will include
increasing moving violation enforcement by 10%; increasing seatbelt and
child safety seat violation by 20%; increasing enforcement of driving
with a suspended license violation by 20%
*To improve and support Community Oriented Policing efforts by utilizing the new
Pickleweed Service Center office to bring more and improved services to
the community; establishing an effective working relationship between
Police Officers and all City departments; expanding Steady Patrol Beat
assignments and programs to bring more consistent services to each City
neighborhood. This will include nuisance, traffic and parking
enforcement; develop an "Adopt -A -Registrant" program for all Patrol
Officers to enhance the department's tracking of resident convicted
sexual offenders.
*To continue our excellent record of planning and supervising special events
that all citizens can enjoy in a safe environment.
*To reduce Patrol use of overtime by 10%.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 21
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 22
*To explore solutions to parking problems in San Rafael's older residential
neighborhoods.
*To develop a Major Accident Investigation Team for the department.
*To develop an unlicensed, suspended or revoked driver enforcement plan.
WORKLOAD STATISTICS:
1995 1996 1997
Calls for Service
Incident Reports12,256
Burglary
Auto Theft 246
RANGER -MARINE
1998 (Projected)
41,457 41,663 44,228 42,291
12,021 12,197 12,110
370 349 418 400
212 205 195
PROGRAM MANAGER - LIEUTENANT
BUDGET
HIGHLIGHTS:
The Traffic Unit is responsible for the Ranger and Marine Program. The Ranger
spends three days per week in City parks and open space, and two days per
week on canal and bav waters.
In 1997 Parks and Open Space duties, the Ranger conducted numerous park
inspections, assisted Parks and Public Works crews, and issued 150
Municipal, Vehicle, and Penal Code citations.
In 1997 Marine duties, the ranger made 3 arrests, issued 40 citations, issued
424 warning notices, conducted 13 alcohol tests, towed 72 disabled boats to
safety, conducted 49 boat inspections, stopped 338 speeding boats, and
conducted 65 search and rescue operations.
The Marine Auxiliary provided 966 hours of volunteer service.
GOALS AND OBJECTIVES:
*To increase parks and open space enforcement by 15%.
*To increase waterways and boat equipment enforcement by 10%.
*To increase the number of Marin Auxiliary members by 10.
*To work closely with Public Works to coordinate construction street closures in
the Downtown area.
*Pursue grant funding for two additional Traffic Enforcement Officers and one
speed control trailer.
•Involve all Patrol Officers in more active traffic enforcement at critical
intersections and during heavy construction periods in the Downtown
area.
WORKLOAD STATISTICS:
1995 1996 1997 1998 (Projected)
Moving Citations 2,045 2,361 2,840 3,124
Suspended/Revoked License 221 155 165 204
ADMINISTRATION
PROJECT MANAGER - CAPTAIN
BUDGET HIGHLIGHTS:
The
Administration Bureau is responsible for a variety of tasks, including
training, background investigations, internal investigations, facility
management, and a host of administrative tasks. The Bureau assists other
City departments in the management of Worker's Compensation cases, response
to discovery motions, claims investigation, plan review, and personnel
testing.
A Captain manages the Bureau budget, maintains accountability of department
property and supervises four Bureau personnel. The Bureau includes the
Chief of Police, one secretary, the Captain, a Police Service Aide (PSA)
and one Officer. The activities of the PSA and the Officer are described
in the Training Program. A Sergeant is listed for budget purposes, but is
assigned to duty at the Marin Major Crimes Task Force.
DESCRIPTION OF ACTIVITIES:
Crime Analysis: The Crime Analysis/Regulatory Service functions in the
department have been resurrected by the hiring of a temporary analyst. The
analyst will do "bet profiling" and some crime analysis in support of
Community Oriented Public Services (C.O.P.S.), as well as "benchmarking"
for assessment and evaluation of program effectiveness. The analyst will
develop data base systems for regulatory services and cost recovery from
violators of drunk driving, licensing laws and various City Ordinances.
The new revenue generated by the analyst is expected to exceed cost of the
position, and no General Fund revenue is being requested this year.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 22
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Internal Investigations: Internal investigations are conducted into allegations
of misconduct made against any member of the department. Minor acts of
misconduct are usually investigated by Sergeants/supervisors. Serious
violations may be investigated by a Captain, or the Chief of Police may
direct the use of an outside investigator, typically a retired senior
Police official under contract for that purpose.
The department conducted thirteen internal investigations in 1997; down from
twenty-four the preceding year. Statewide, the average is twenty-four
citizen complaints per department. The average Police Department is
approximately 70 Officers, San Rafael has 73. The majority of our
complaints are categorized as "procedural", meaning the employee was within
policy, but the procedure was objectionable to the complainant. One
complaint was for excessive force. It was determined to be false. The
department met its goal of completion of seventy percent of investigations
within thirty days.
19951996 1997 1998 (Projected)
Internal Investigations: 37 24 13 16
Background Investigations: Background investigations are conducted by contract
investigators and directly supervised by the Captain; both are retired
Police Officers with extensive investigative experience. As of April 15,
1998, the department has conducted forty-two Officer background
investigations in FY 97/98, and has hired eight Officers; four of them are
bilingual. The department exceeded its goal of reducing background costs
by 20% for investigation of a successful applicant. Costs dropped from
$1,500 per applicant to approximately $1,100. We anticipate doing no more
than twenty investigations in the next FY.
The department briefly achieved its
in 1997, and is currently fully
staffing in the coming year by
over -hiring for brief periods.
19961997 1998 (to date)
Police Applicants: 195
Police Officers Hired: 5 7
goal of full staffing of Officer Positions
staffed. We expect to maintain full
anticipating vacancies and doing limited
133 30
4
GOALS AND OBJECTIVES:
*Achieve and maintain fully staffed department ninety percent of the year.
*Maintain costs associated with Peace Officer backgrounds at current levels on a
per -applicant basis; reduce overall background costs by half.
*Complete 70% of internal investigations within thirty days of initiation.
*Develop program for collection of fees associated with drunk driver
convictions, driving on suspended license, vehicle impounds and nuisance
alarms that will generate revenue of $30,000.
RECORDS
PROGRAM MANAGER - CAPTAIN
BUDGET HIGHLIGHTS:
The
Records Program is responsible for answering non -emergency telephone
inquiries, preserving and updating records and automated information
systems, storage and maintenance of property and evidence, and the
department's business office functions. The Chaplain Program is also
part of the Bureau.
a
DESCRIPTION OF ACTIVITIES:
The Records Unit provides for the collection, retention, retrieval, and storage
maintenance of all records and documents prepared in the course of the
department's activities. Records is responsible for preparing the
mandatory reports to the State Department of Justice and the proper and
legal release of information to the public and news media. The Records
Unit processed the 12,197 reports written by department employees
responding to these calls for services. Records clerks also processed an
average of 50 requests for copies of Police reports per week. Between 800
and 1,000 telephone calls are received by the department daily. Many of
these phone calls result in Police calls for service, while the others are
provided with information, or direction and referral to other agencies or
service providers. In 1997, the Communications and Records Units were
responsible for the initial receipt and dispatching of the 44,228 incidents
handled by the department.
1995 1996 1997 1998 (Projected
Calls for Service 41,457 41,663 44,228 42,291
Reports Taken 12,256 12,021 12,197 12,110
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Calls for service and reports taken have remained consistent over the last five
years. The 1998 projections are based on a five-year average.
The Property and Evidence Unit is responsible for the proper and safe storage
and maintenance of all property turned in to the department for
safekeeping, or evidence collected as a result of criminal investigations.
The Business Office handles all department payroll, accounts payable and
receivable, budget preparation, and maintenance of Police employees'
personnel records.
The Chaplains Program has 6 Chaplains who ride with Officers 8 hours per month.
The program is designed to provide an additional resource to support
employees' personal needs, and to provide spiritual support, counseling,
and mediation services to the public through a field service ministry.
Members of the local clergy volunteer their time by riding with Officers in
the field, and are available by pager for crisis situations. In the past
year they have assisted with death scenes and notifications, a barricaded
subject, and offered comfort at many traumatic events.
Volunteers: 3 civilian volunteers assist with daily runs to the Marin Civic
Center to deliver reports and other information to the Courts and the
District Attorney's Office; 2 assist with date entry of citations and
juvenile information; 1 volunteer coordinates the lost/found bicycle
program. Over 200 bicycles were processed by either returning them to
their owner, providing them for public auction, or donating them to non-
profit youth organizations, as allowed by law; 1 volunteer keeps track of
photo processing; and 3 others are working with the false alarm program.
In 1997 the Volunteers donated over 1,500 hours of their time to help the
Police Department run more effectively.
False Alarm Program: The Police Department responds to over 5,000 false alarms
annually. With the help of a Volunteer Analyst and 3 others to input data,
process alarm permits and other statistical information, the department
will be implementing a program to notify owners of the department's false
alarm responses, and ultimately collecting a fine for 3 or more violations.
Grants: The Police Department currently is involved with one grant, and is
actively pursuing two others:
•$60,122 Block Grant for a "Cadet Program" to hire three entry-level people to
perform office duties. The Grant is for two years. Each of the three
cadets will be working 20 hours per week while attending school. The
department has started the recruitment, and expects to hire the cadets
prior to the beginning of the fiscal year.
•In a coordinated effort with the Marin County Sheriff, Marin Abused Women's
Service, and the District Attorney, the department is applying for an 18
month $300,000 Grant to provide an additional investigator, clerk, and
equipment to enhance Domestic Violence Investigations.
*The Department is involved in the research to obtain a Grant for a CAD/RMS
system to be utilized on a regional basis with all law enforcement in
marin County, and a special interface with Sonoma County.
GOALS AND OBJECTIVES:
Community Policing - The Records, Property/Evidence, Business Office, and
Chaplains, will all be working together with other areas of the Police
Department, other City Departments, and the Community to make services more
accessible and easy to understand. The department encourages feedback, and
will develop a survey to enlist more information from the community on how
they perceive what the department does, and how the department can best
serve them.
Performance Measurements
25% reduction in false alarm responses
1995 1996 1997 1998 (Projected
Alarm Responses: 4,689 5,045 4,995 3,745
DISPATCH
PROGRAM MANAGER - CAPTAIN
DESCRIPTION OF ACTIVITIES:
The Communications Unit handles both emergency and non -emergency calls for
service to the Police Department, and coordinates the Police Department's
response to those calls. This Unit answers all the initial 9-1-1 telephone
calls for both the Police and Fire Departments, 24 hours a day.
Communications Dispatchers maintain communications with both Officers and
other law enforcement agencies using a variety of computer systems.
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 25
Between 800 and 1,000 telephone calls are received by the department daily.
Many of these phone calls result in Police calls for service, while the
others are provided with information, or direction and referral to other
agencies or service providers. In 1997, the Communications and Records
Units were responsible for the initial receipt and dispatching of the
44,228 incidents handled by the department.
GOALS AND OBJECTIVES:
Computer Automated Manaaement and Records Information Svstems - The Police
Department will work with the City Information Services Department to make
our computer aided Dispatch & Records Management Systems compliant with the
year 2000.
Community Policing - Dispatch will be working together with other areas of the
Police Department, other City Departments, and the community to make
services more accessible and easy to understand. The department encourages
feedback, and will develop a survey to enlist more information from the
community on they perceive what the department does, and what the
department can best serve them.
Performance Measurements -
Computer compliance with the year 2000.
ABANDONED VEHICLES
PROGRAM MANAGER - CAPTAIN
BUDGET HIGHLIGHTS:
The
Traffic Unit is responsible for the Abandoned Vehicle Abatement Program.
This program is funded by a Joint Powers Agreement with the State and Marin
County to use an existing surcharge on vehicle registrations to abate
abandoned vehicles in communities. One parking Enforcement Officer works
full-time at this endeavor. In 1997, this Officer marked 2,875 vehicles
for abatement, eventually abated 545 vehicles, and wrote 600 related
citations.
GOALS AND OBJECTIVES:
*To increase abandoned vehicle abatement by
capacity for the towing companies.
*To develop an adequate storage facility for
vehicles.
WORKLOAD STATISTICS:
19951996 1997 1998 (Projected)
Abated Vehicles: 538 467 545 572
DOWNTOWN FOOTBEAT
PROGRAM MANAGER - CAPTAIN
BUDGET HIGHLIGHTS:
The
5%, contingent on increased storage
long-term storage of towed
Downtown Footbeat Team is responsible for enforcing all laws in the Downtown
area, with emphasis on peace disturbances, harassment, littering, illegal
loitering, and substance abuse violations; making personal contact with
citizens and business owners as often as possible; and working with all
segments of the community to solve problems in the Footbeat area. This
Team has served as an excellent starting point for the transition to
Community Oriented Policing. September, 1997 through February, the
Footbeat Officers handled 600 incidents, made 185 arrests, issued 180
traffic citations and wrote 243 reports. More importantly, they
established excellent rapport with citizens and merchants in the Downtown
area, and implemented a number of proactive remedies for identified
problems.
GOALS AND OBJECTIVES:
*Continuing the development of the Downtown Footbeat to improve the quality of
life in the Downtown area. This will include an increase in substance
abuse enforcement and park patrol.
•Improving public safety in open space and parks by increasing patrol time from
the Park Ranger, and directing Downtown Footbeat Officers to patrol and
enforce laws and Ordinance in Boyd, Albert, and Gerstle Parks, every
day.
WORKLOAD STATISTICS:
1996 1997 1998 (Projected)
Incidents handled: N/A 1,235 1,250
Arrests made: N/A 388 400
Muni Citations issued: N/A 236 250
Reports taken: N/A 490 500
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PARKING ENFORCEMENT
PROGRAM MANAGER - CAPTAIN
BUDGET HIGHLIGHTS:
The Traffic Unit is responsible for the Parking Enforcement Program. Five
Parking Enforcement Officers (PEO's) are responsible for full-time
enforcement of parking regulations in the Downtown area, and periodic
enforcement of limited outlying areas. They also enforce the Canal area
street sweeping tow -away zones to keep that area clean, and the Lincoln
Avenue commute tow -away zones to facilitate free-flowing traffic at rush
hour. These Officers issued over 32,000 parking citations in 1997. The
PEOs also investigate traffic scofflaws. They collected over $9,000 in
unpaid parking fines in 1997.
GOALS AND OBJECTIVES:
*To increase parking enforcement citations by 5%.
WORKLOAD STATISTICS:
FY 1995 FY 1996 FY 1997FY 1998 (Projected)
Parking citations: N/A 32,976 35,418 37,190
INVESTIGATIONS AND YOUTH SERVICES
PROGRAM MANAGER - CAPTAIN
BUDGET HIGHLIGHTS:
The Special Operations Bureau coordinates major criminal investigations and
provides youth services by working with established community groups,
schools, businesses, and social service agencies. There are two
operational units: Investigations and Youth Services.
DESCRIPTION OF ACTIVITIES:
*The Investigations Unit is responsible for coordination and follow-up
investigations of major criminal cases, such as homicide, burglary,
robbery, and sexual assault.
*The Youth Services Unit provides family counseling for youthful offenders and
their families, and acts as a liaison between the community's social
services, schools, and the department in the areas of prevention of
substance and child abuse.
*While Part I crimes continued to decrease, the number of active cases referred
to Investigations increased for the second year
in a row. The most
significant increases are in white-collar
crime,
sexual assault,
domestic violence, and property crimes.
•In 1997 the department continued to send first -offender
juveniles to over 25
businesses and organizations for the completion
of their mandatory
community service hours. The department
has learned
from several
parents and organizations that many teens
have continued
volunteering,
even after they have completed their required hours.
This is the ideal
outcome of community service work - not
only does
it serve as a
consequence for breaking the law, but it
serves
the more positive
purpose of introducing some young adults
to the
satisfaction that comes
from giving back to their community.
WORKLOAD STATISTICS:
1996 1997
Active cases investigated:
740
1,038
Active cases closed:
481
651
Clearance rate: 65%
63%
Citations to Youth Services:
414
336
Diversion Sessions:
373
301
Referred to Marin County Juvenile Probation:
41
35
Referred to S.T.A.R. (YMCA):
N/A
55
Referred to Squires Program:
N/A
5
Referred to San Rafael Life Changes Program:
N/A
14
Number of families receiving counseling:
79
51
Student on -campus counseling sessions:
1,131
1,105
Number of students in campus sessions:
198
172
Project YES and Project SAFE sessions taught:
85
80
School Attendance Review Board hours:
20
24
Youth and the Law sessions taught:
250
250
GOALS AND OBJECTIVES:
•Implement a new Domestic Violence program
*Provide school programs directed towards
violence, and substance abuse.
•Implement a new family support program
gang activities, alternatives to
titled "Parent Project"
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*Work with community groups, schools, and Parks and Recreation to plan a Police
Activities League (PAL).
PERFORMANCE MEASUREMENTS:
*Suppress juvenile alcohol consumption by providing approximately 20 hours per
month of vehicle and foot patrols during weekends when juvenile parties
are planned.
*Teach approximately 250 classes in the elementary, middle, and high schools
involving 1,000 students.
*Provide approximately 300 diversion sessions, 400 family counseling sessions,
and 1,000 school counseling sessions.
*Train four (4) instructors, provide one (1) ten -week training class and train
ten (10) parents in the department's Parent Project class.
*Clear 65% of the active cases assigned to the Bureau.
Mayor Boro noted he had attended the Mayors' Conference, at which he had an
opportunity to hear about Community Policing. He stated, in general, the
tact Chief Sanchez is taking with our Police Department seems to be right
on line with the Police Departments that have been successful in this
effort. He thanked Chief Sanchez, noting his approach, the team he his put
in place, and the Department -wide effort truly makes sense. In addition,
Mayor Boro stated he wanted to commend Chief Sanchez for some of the things
he and his staff had done during the past year, taking care of things that
have plagued the City for a number of years, and are now behind us. Mayor
Boro noted in particular the issue of personnel staffing, pointing out the
Police Department was at full staff, and Chief Sanchez has brought in some
fine, new Officers. He also noted calls for service were up, while the
crime rate was still going down, which he stated was a good equation.
Mayor Boro stated the one area he hoped the Police Department would continue to
work toward was the issue of youth services. He believed the youth of our
community were very important, noting they were our future, and he felt the
City's Police Department could be a great influence on the youth, both on
the streets and especially in the schools.
Chief Sanchez gave a slide presentation while reporting on the Police
Department. Explaining the Police Department's organization, Chief Sanchez
reported the Department is made up of our bureaus. Captain Cronin is the
Commanding Officer of Administration and the COPS Bureau; Captain Walt
Costa is the Commanding Officer of Information Service Bureau; Captain Gene
Pennington is the Commanding Officer of Special Operations; and Captain Tom
Boyd is the Commander of the Patrol Bureau. Referring to the Department's
accomplishments, Chief Sanchez stated he felt it was important to address
these, because the accomplishments of 1997/98 were the catalyst for the
change that is now occurring in the Police Department, setting the town for
the future and future change in the Department, how the Department provides
services, enhance services, and establish partnerships, both Citywide and
within the Police Department.
Chief Sanchez stated the top achievement was the start of Community Policing,
was something that had been discussed last year, at the beginning of the
budget hearing process. He reported the change had begun in the way the
Department conducts business in the City, and how it addresses the issues
of the residents, and he stated it was working. He stated the Department
had established the Community Oriented Public Safety Unit, under the
direction of Captain Cronin and Sergeant Kelly, and they were utilizing all
available resources to address problems Citywide. He noted this was
already working, and some of the changes, enhancement of services, and
partnerships with other City departments could already be seen. Chief
Sanchez reported the Department had also achieved full staffing, including
four bilingual Officers, which was one of the Department's challenges last
year. He stated the Cadet Program had been developed, and they were in the
process of doing the background investigations on the top three candidates,
who should begin the program in August. Chief Sanchez noted this was
program was funded through a grant, and was something the Department had
really fought for. He explained the goal was to address something that had
originally been addressed over twenty years ago, to have a "farm" system of
bringing people up through the organization, and eventually making them
Police Officers.
Pointing out other accomplishments, Chief Sanchez noted the Department had begun
its Cost Recovery program, through such activities as the Department's
alarm service, which required some recovery of resources and revenue. He
reported the monies were already coming in, which was a relief for the
Department, and noted this program would be enhanced during the coming
year.
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Chief Sanchez stated one of the Department's big accomplishments was the decline
of crime. He reported every aspect of crime had gone down, even though
calls for service increased. He explained there were four things that
caused that to happen. The first was very vigilant patrolling and a
systematic way of addressing patrol issues, beginning with the Steady Beat
process that was begun in March. He stated proactive approaches the
Department was taking had also brought crime down, even though the calls
for service increased considerably. He noted other reasons for the
decrease included great jobs by the Detective Bureau, who do great
investigations and follow-ups, and present cases to the District Attorney's
Office that result in filings against criminals. He stated community
involvement had really taken off, Citywide, and this was another reason for
the decrease in crime. Chief Sanchez noted positive media coverage of the
Police Department's efforts, including the things they are doing in the
community, had also contributed to the reason crime goes down. He stated
the Police Department had also enhanced its crime prevention efforts,
though the Senior Volunteer program, the COPS Unit, and the Crime
Prevention Office at Northgate. He stated all those reasons combined had
really made the Police Department very happy.
Chief Sanchez reported Part One Crimes, which include heavy crimes such as
robberies, burglaries, actually went down 15%, while Part Two Crimes went
down 13%, and Miscellaneous Crimes went down 8%. He noted this accounted
for an overall decrease in crime of 9%. He pointed out that every type of
crime went down, yet calls for services went up, which he believed showed
that not only was the Police Department efficient, but they were effective.
Chief Sanchez defined the Department's goals for 1998/99: 1) Strengthen the
Community Oriented and Public Safety process, through training, and team
building within all City departments, building partnerships with other City
departments to address problems Citywide, utilizing all available
resources; 2) Improve patrol response and the Steady Beat program, which
includes the Street Crimes Unit. He noted he had been told there was a
rumor going around that he had gotten rid of the Street Crimes Unit, and he
had a lot of telephone calls to make to address that issue, because
although that had been printed, he had not done so. However, he reported
some of their responsibilities had been redirected. He stated they were
now doing foot beats in the Canal, they are on bicycles, and one additional
person was added to the unit. He reported they had just moved into their
new location in an apartment at 30 Novato Street, where they will address
some very critical issues with regard to narcotic sales, prostitution, and
gang activity at several locations within that triangle. He noted the unit
would be at this location for a few months in an experimental mode. Chief
Sanchez stated the Department's goal was to strengthen the community tie to
the Police Department through a lot of proactive things; 3) Improved
communications. Chief Sanchez stated he felt the Police Department had
outstanding communications with the community, but acknowledged there was
always room for improvement. He noted last year he hired Mike Waterman, a
marketing consultant, who went out into the community and reported the
Police Department's priorities did not match with those of the community
regarding the quality of life issues in which the community believed the
Police Department should play a part in addressing. He stated the
Department was addressing those issues now, with the Street Crimes Unit,
other aspects of Patrol, and even the Detectives Bureau. He stated the
Department wanted to improve in this area, and that was one of its goals
for 1998/99 was the priorities the residents advised were of priority to
them, which were quality control issue, such as abandoned vehicles, broken
windows, and litter. Chief Sanchez stated the Police Department had
enhanced community watch groups, and added several in the Canal area that
had not existed before. Chief Sanchez stated Officer participation was
very critical, noting the Department had begun training, and had completed
quite a bit of training for every employee on the Department, for sworn,
non -sworn, volunteer, and part-time positions, and dispatchers, discussing
community service and customer service. He advised his staff that the
Police Officers were going to be a big part of the solution, they were not
going to be just the band-aid, and just take reports. He stated that
because of the Stead Beat process, the Officers would be able, and capable,
of becoming part of the solution in their community and neighborhood, and
he felt that would decrease the crime level, as well, when the Officer on
the beat is known by the residents and addresses the issues, instead of
say, "It's not my job, I'm a Patrol Officer, I'm going to hand this off".
Chief Sanchez stated part of the Department's goal was to improve that, and
enhance partnerships; 4) Reduce crime. He stated the Department goal for
the coming year was to reduce the crime statistics.
Reviewing the Department's Objectives, Chief Sanchez noted they had quite a few,
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 28
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 29
and explained they were all because of Community Policing. He stated this
was why he believed Community Policing had already accomplished a lot,
because it was setting the tone for change in the Police Department, and
how they do business.
Referring to the Citizens Advisory Committee, Chief Sanchez reported the Marin
Independent Journal had written some great articles, helping with Citywide
recruitment. He noted he had also utilized Citizens Academy graduates, and
the Department had received over 150 letters and calls from people who want
to be one of the twelve people. He clarified this Committee was not a
Civilian Review Board, it was an Advisory Committee to the Chief of Police.
He reported they would meet once a month, and noted the Committee would
include senior citizens, one student from each high school, whom he had
already chose, and the other positions would be geographically correct, so
that every neighborhood would be represented. Chief Sanchez stated he
would make his selections in August, and the first meeting would be held
the first week of September.
Chief Sanchez stated other Department objectives for 1999 include prioritizing
the top ten community issues, and to maintain full staffing, which he noted
was difficult, as there are always such things as injuries and retirements.
Chief Sanchez reported another priority was a program for at -risk youth.
He noted he was currently working with several members of the community who
were very excited about working with the Police Department to establish a
boxing club, and tutoring for at -risk youth. In addition, he noted Captain
Gene Pennington had done a fabulous job of putting together a great
partnership with the School District, and the Department was looking
forward to expanding Youth Services in the Fall. He noted this would
address not only youth issues, but also parent issues concerning at -risk
youth, which he believed were usually taken for granted, or just forgotten
in the system.
Chief Sanchez noted another Department goal was to reduce Overtime expenses,
reporting he was currently working with his staff and the Police Officers
Association to address overtime issues. He stated they were very close to
coming up with a very good plan to help with this.
Referring to the expansion of cost recovery, Chief Sanchez noted this would be
accomplished through fines and citations, and particularly through the
responses to burglar alarms. He pointed out this was a great source of
revenue, and he felt the Department would do very well, noting Captains
Cronin and Costa had put together a very good program, and he believed
Council would see some very good numbers, revenue wise, next year.
Chief Sanchez stated they had already begun a very positive change in the Police
Department, and he felt this was already being seen. He believed the
Department had a great opportunity ahead of it during the next fiscal year,
and everyone in t he Department was looking forward to that. He stated the
Police Officers were excited about the different types of scheduling they
want him to look at, and about the Community Policing program. Chief
Sanchez noted Sergeant Jim Kelly was doing a great job addressing the
continuing Citywide dialogue, and it was working. He stated they had begun
a change in the Police Department, and he believed Council would be very
happy with it.
Chief Sanchez stated none of the objectives had been made possible by the Chief
of Police, the four captains, and the four lieutenants; they were put
together, and the Department had gotten to this point, because of the
people who were not sitting here attending this meeting, the people who
were out in the Police cars right now. He noted July 11th is the
Department's Annual Inspection, which will be at City Hall at 9:00 AM. He
invited everyone to join him for the inspection and have breakfast with
them, noting he was certain the "troops" would like to hear the
Councilmembers' congratulations to them. He stated that without them, the
Department would not have reached the milestones it had this year with
regard to crime.
Councilmember Miller stated he was very happy to see the entire direction of the
Community Policing, and the way it is progressing. He noted what was
exciting to him was that Community Policing was not relegated only to
Sergeant Jim Kelly, it moved itself throughout the entire agency, with
Patrol following-up and working along, and had far greater rooting and
basis throughout the entire department. Mr. Miller stated this was very
gratifying to see.
Councilmember Cohen thanked Chief Sanchez for his great work, noting he had
done, as a good leader should, gave credit where it was due to others, and
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Mr. Cohen appreciated him doing that; however, stated he personally
appreciated the way Chief Sanchez responded and the leadership he has shown
in the Department since the Council was fortunate enough to have him apply
with the City of San Rafael. Mr. Cohen stated he has had confidence and
trust in every Officer he has had the privilege of knowing from the City of
San Rafael, for as long as he has been involved, and he always knew it took
just the right person to pull it all together. He commended Chief Sanchez
and the rest of the Police Department for the great work that is going on,
both in Community Policing and the reduction of crime, and for the overall
sense of confidence and pride he sees in the Department, and which is
reflected in the community. He particularly thanked Chief Sanchez and his
staff for addressing the issue of staffing, which has been an ongoing
problem, and it was a source of great frustration for a long period of time
that Council could not even get an answer about how, or when, the issue was
going to be addressed. Therefore, he appreciated the attention that has
been paid to that issue, and the result.
Councilmember Heller stated she has been very pleased watching the Police
Department over the past year, and seeing the direction it was taking. She
noted the staff report stated the Department had not met its goals of
reducing training costs, but hoped to be able to reduce those costs in the
coming year. She asked if the Department had a plan for doing that? Chief
Sanchez asked Captain Cronin to address that issue. Captain Cronin
reported that training costs had not come down this year the way the
Department had expected because they introduced the Community Policing
issues after making last year's budget predictions, which added a very
substantial expense, which the City Manager was kind enough to provide for
start-up training this year, but only on a one time basis; therefore, the
Department would not see that money again this year. Councilmember Heller
clarified that everyone had gone through that program? Captain Cronin
stated that was correct, with the exception of three or four people who
were going to have one more make-up class.
Councilmember Phillips stated comments have been made about some of the positive
things that have been seen in the Department, noting everyone had witnessed
them, and he, too, would like to offer this thanks.
Referring to the budget for Information Services, he asked why this item had
gone from previous listing of $1.2 million, $1.2 million, $1.6 million,
then to nothing, asking if that was shown somewhere else in the budget?
Also, referring to Charges for Services, which showed $533,000, then
$621,000, and then for this next year it is $821,000. He noted Chief
Sanchez had made an issue of recovery for services, which he felt was
great, and asked for more information regarding who we are recovering from,
and under what circumstances.
Management Services Director Ken Nordhoff stated he had spent a couple of
sessions with Police management discussing program budgeting, as Chief
Sanchez really wanted to explore this concept. He reported that
traditionally, the bulk of his Department had been identified in four
bureaus: Administration;, Information Services, which includes Records and
Dispatch; Special Operations, which includes the Investigation and
Detective Units; and Patrol. He noted they spent a lot of time working on
it, and defining how they could better explain what the Police Department
does, in a broader sense than just what is in those four bureaus. He
explained this was how they came up with the list shown in the staff
report, noting it was important to focus on the fourth column, where one
will find that in the budget for this year the goals and objectives have
been laid out to match those specific operations. He believed this was a
better reflection of what the Police Department does, it tells a better
story, and breaks the Police Department down into service levels that make
more sense.
Referring to the Charges for Services, Mr. Nordhoff explained this, too, had
been discussed with the Police Department, noting they are planning on
generating new monies, they have some new programs they will be bringing
forward, and have started some things this year that will play -out to a
full year's worth of revenues, such as DUI and suspended license fees,
among others. Mr. Nordhoff stated the Police Department had recognized
that to the extent they can generate some money, they may also want to put
that into their services; therefore, they are taking a more active role in
that. Councilmember Phillips stated he would encourage recovery wherever
possible; however, he would be interested in knowing which areas the
Department would see a change in the kinds of recovery being referred to.
Councilmember Phillips noted there had been considerable interest and concern
about gang activity not long ago, and asked Chief Sanchez to comment on
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what was occurring there, and whether the Police Department is adequately
funded to reduce, if at all possible, that issue? Chief Sanchez stated he
believed they were, noting the Department had added one Officer to the
Street Crimes Unit, which is assisting with that. He noted the members of
the SCU (Street Crimes Unit) were not the only ones dealing with our gang
issue, explaining that went back to Community Policing. Chief Sanchez
pointed out every Police Officer was a Gang Officer, a Narcotics Officer,
the Officer you talk to about litter or a Code Enforcement problem;
therefore, he believed the Department was adequately staffed. He stated
the Department had been very fortunate in this area, noting the Patrol
staff, SCU staff, along with the Task Force and the FBI and INS, have
really made some impacts on the criminal element in gangs.
Regarding the crime statistics, Councilmember Phillips stated it was great that
they had gone down significantly in Part One crimes, the heavy crimes which
he believed concerned most people when they thought about crime reduction.
He noted that while robbery had gone up slightly, the others, with a drop
of 15%, struck him as quite significant, particularly in that category.
Chief Sanchez reiterate that a lot of that had to do not just with the
Officers who make the arrests, but also the Detectives who investigate the
crimes, who put the cases together with the Officers and take them to
Court. He stated this was what the Department was finding now, the real
team work in addressing crime, noting it was a big picture, in partnership
with the District Attorney's Office, and it went beyond the people in the
Police cars, into the Detective Bureau where the follow-up is done. He
believed it was working very well.
Councilmember Phillips noted that vandalism, a Part Two crime, decreased
significantly, from 276 arrests to 168. He noted that was a fairly
significant drop, and asked Chief Sanchez what he would attribute that to?
Chief Sanchez reported that during the past six months, because they are
at the schools all the time, Juvenile Officers John Gilson and Rob Guidi,
who work for Captain Pennington, have identified who our biggest vandals
were, those who were doing graffiti and defacing property. and during the
past school year, once the majority of them were identified and in custody,
the incidents of vandalism went right down. He pointed out that was an
investigative situation, explaining the Patrol Officers took the initial
report and turned the reports in to Investigations, and the Juvenile
Officers, who work in the schools every day, were able to identify the
vandals. He noted it was just that simple, and once the vandals were in
custody, it dropped.
Councilmember Phillips stated he would be in New York on July, 11, and regretted
that he would miss the Department's Annual Inspection. He noted the
reports from last year had been very exciting, and he wished Chief Sanchez
good luck on the inspection.
Mayor Boro referred to the area of Youth Services. He reported he sat on the
Site Leadership Team at Davidson School and, therefore, he hears about what
is happening at the school. He noted they recently surveyed the parents,
and he had been surprised at the response to one of the questions, which
dealt with the issue of drugs and alcohol, and how well informed the
parents and kids are concerning the risks associated with this issue. He
reported only half of the parents were satisfied. He acknowledged this was
not just a Police Department role, and that it was a school role as well;
however, he asked if Chief Sanchez or Captain Pennington could describe how
the Police Department interacts with the different schools. He noted he
knew we had Officers assigned there, but asked how we deliver what they are
looking for, and how we know what we need to do there, and if we look
beyond what we would like to do and find out what they need?
Chief Sanchez noted this involved the entire scope of Youth Services, including
counseling, family counseling, first time offender counseling, and the
partnership the Department has established with the School Districts. He
asked Captain Pennington to address this issue further, as his staff deals
with this on a daily basis. Captain Pennington first thanked the
Councilmembers for all their support, noting it made a big difference to
them in doing their work. He explained the Department's Juvenile Officers
worked closely with the schools to identify the kinds of problems the
Department needs to be paying attention to with the schools, noting drugs,
alcohol, and tobacco substance abuse were main issues. Captain Pennington
reported the Department offers only two types of programs at this time, and
is only able to provide those programs to a certain number of youth in the
schools. He stated the Department would like to be able to expand that
program, as they have heard from the parents, teachers, and students that
they want more. He stated the Department was currently working with the
schools to update these programs, reporting that during the past year they
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have been working with the San Rafael School Link Services cluster group,
noting the Department was a very active participant in that program, along
with the service providers. Captain Pennington stated the Department
realized it needed to do a lot more in these areas, and was trying to
obtain a grant, In addition, the Department was also currently working on
a local action plan, and had a committee with members from the schools, San
Rafael Park and Recreation Services, and the non-profit groups, and they
were all working together to decide what they need to do, working together
in the community, to address the needs of the youth in our community.
Mayor Boro asked if the Officers assigned to the schools meet with the teachers
and discuss the issues in their particular school? He was aware the
Officers were teachers classes, but he wondered how else the Department
might deploy its resources, or identify what else the Department may need
to do. Captain Pennington reported they meet quarterly with the
Superintendent, and monthly with the principals of the Middle Schools and
High Schools, and exchange information. They also go back to each of the
schools at the end of the school year and interview the principals and
their support staff to find out from them how the programs went, and what
the Department can do to improve. Based on those meetings, the Department
can then make request the appropriate requests in the upcoming budget.
Chief Sanchez reported he meets with Superintendent of Schools Barbara
Smith once a month to discuss the issues and in addition he would also be
asking Captain Pennington to attend the School District's training for all
school administrators and staff, which will be held August 18th, 19th, and
20th, noting the Department's Youth Officers, Captain Pennington, and
himself would be available to discuss the issues of partnership and what
the Department can do better. Chief Sanchez reported this year the
Department had participated very heavily Countywide. He cited the articles
that had been in the newspapers concerning safe prom nights and graduation
nights, noting that campaign had been very successful because of the
partnerships.
COMMUNITY DEVELOPMENT
Community Development Director Bob Brown gave the following report:
Mission Statement:
"Our mission is to make San Rafael a great place to live and do business. We
are committed to improving the quality of life in the community. We will
foster public involvement and creativity by establishing enthusiastic
partnerships with all segments of the community; assist decision -makers and
the public in formulating and implementing policies which balance
environmental, economic and social needs for the present and future;
process development permits in a timely and solution -oriented manner, and
ensure that new construction is an asset to its surroundings; and ensure
the safety and maintenance of buildings, property and neighborhoods through
enforcement of codes, public education and cooperation with other City
departments and public agencies.
DEPARTMENT OBJECTIVES:
Prepare policy strategies that integrate the community's economic development
and environmental protection goals.
Develop and maintain the highest level of services to our broad base of
customers, including applicants, residents, and businesses.
Coordinate all departmental resources to minimize permit processing time while
providing opportunities for early public involvement.
MAJOR DEPARTMENTAL GOALS FOR FISCAL YEAR 1998-99:
*Develop a work program and begin implementation of a General Plan update that
incorporates the North San Rafael Vision, Canal Voice, and Economic
Vision.
*Staff North San Rafael Guardians group to implement the North San Rafael
Vision.
*Develop and implement customer service and permit streamlining plans.
*Complete the renovation of the customer service area.
*Complete the reorganization of the department and implement a business plan.
*Facilitate construction of the Fair -Isaac, Kaiser Clinic, Shamrock Center,
Sonnen BMW, Rafael Theater and the Macy's site projects.
*Complete a needs assessment and implementation strategy for a permit tracking
program to coordinate all aspects of development review and Code
Enforcement.
*Complete review of the Dominican College EIR and entitlement applications;
issue permits.
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 33
*Continue implementation of the Canal Code Enforcement Program.
ADMINISTRATION
PROGRAM MANAGER - COMMUNITY DEVELOPMENT DIRECTOR
DESCRIPTION OF ACTIVITIES:
Administration provides management and administrative support to the Department.
Activities include such things as budget preparation and implementation,
personnel administration, and overall direction of the Department's
activities. A portion of the Community Development Director's and the
Department Secretary's time is budgeted to this program.
ACHIEVEMENTS:
*Began implementation of a department business plan.
•Implemented an organization plan that consolidated permitting and Code
Enforcement functions for improved internal coordination and service
provision.
*Filled vacant staff positions for two Senior Planners, an Associate Planner,
and a Counter Technician.
*Assisted with St. Vincent's Dining Hall relocation effort.
*Began work on the remodel of the customer service area.
OBJECTIVES:
•Implement a department business plan
*Develop and implement a customer service program, including permit streamlining
and renovation of the customer service area.
*Enhance staff training.
*Complete a needs assessment and implementation strategy for a permit tracking
program to coordinate all aspects of development review and Code
Enforcement.
•Improve the department's work spaces, particularly the customer counter area.
*Complete the renovation of the customer service area.
*Complete the reorganization of the department and implement a business plan.
*Facilitate construction of the Fair, Isaac, Kaiser Clinic, Shamrock Center,
Sonnen BMW, Rafael Theater, and the Macy's site projects.
*Complete a needs assessment and implementation strategy for a permit tracking
program to coordinate all aspects of development review and Code
Enforcement.
*Complete review of the Dominican College EIR and entitlement applications;
issue permits.
*Continue implementation of the Canal Code Enforcement Program.
CURRENT PLANNING
PROGRAM MANAGER - PLANNING MANAGER
BUDGET HIGHLIGHTS:
No significant changes.
DESCRIPTION OF ACTIVITIES:
Current Planning's primary responsibilities are processing zoning and
subdivision permit applications and providing direct service to the public
requesting information and advice on the City's land use regulations. The
Current Planning Division has a staff of seven k- one Senior Planner, three
Associate Planners, an Intern, a Permit Clerk, and the Planning Manager.
ACHIEVEMENTS:
•Improved the City's Design Review Process so that 95% of design permits are
approved after two review sessions, with half of the permits being
approved at the first session.
*Developed a new Design Review brochure.
*Developed an awards program to recognize well designed projects.
*Processed 347 applications in 1997. Major projects completed included the
Fair, Isaac office project and FEIR; a Mixed Use project at 2154 Fourth
Street; redevelopment of the Shamrock site for Staples, Comp USA, and
Land Rover; Smith Ranch Court condominiums; Montevideo Terrace
Subdivision and Community Services building; Peacock Gap Golf Course
remodel; revised plans and tentative map for Woodland Terrace; a driving
range at Shoreline Center; 15 units on Cresta Drive; an amendment to the
noise element; the Broken Drum brew pub; a new retail building at 511 E.
Francisco; the remodel of the Bermuda Palms; a 19 unit apartment complex
on Merrydale; a new Kaiser medical clinic on Third Street; the Northview
residential project; the Northgate Safeway expansion; marine uses in the
Holiday Magic site, a BMW dealership in the Shoreline Center, and a new
Exxon station. Projects under review include the Dominican College
expansion plans, Gold Hill Grade Subdivision, Academy Heights
Subdivision, a senior facility on Merrydale Road, and the Priority
Projects Procedure.
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*Began work on permit streamlining.
*Staffed the Traffic and Development Coordinating Committee.
*Prepared a brochure on the City's affordable housing program which won an
awarded from the Northern California Chapter of the American Planning
Association.
*Prepared revised CEQA Regulations.
*Fast Tracked affordable housing and economic development projects.k
*Held neighborhood meetings on major projects.
OBJECTIVES:
•Implement the awards program to recognize well designed projects.
•Implement a customer service plan and permit streamlining.
*Establish guidelines for computer simulations for design review projects.
*Prepare a major revision to the subdivision Ordinance in coordination with the
Building Division and the City Attorney.
*Participate in the General Plan Update process.
*Staff the Traffic and Development Coordinating Committees.
*Fast track Affordable Housing and Economic Development projects.
WORKLOAD STATISTICS:
1997/1998 1998/99
Category
Signs:
Staff
Planning Commission
Use Permits:
Staff/Zoning Administrator
Planning Commission
Exceptions:
Variances:
Design Review:
Fence
Staff/administrative
Zoning Administrator
Planning Commission
Trip Permits:
Zone Changes:
General Plan Amendments:
Priority Projects Procedure:
Small Subdivision:
Certificate of Compliance:
Tentative Map:
Final Map:
Planning Items (no fee):
Environmental Review:
Negative Declarations
EIRs 2 1
Neighborhood meetings:
TOTAL:
ADVANCE PLANNING
(as of 3/31/98) (Estimated)
33 40
4 3
32 35
19 12
2 2
6 5
1 2
53 65
28 35
26 20
0 2
7 7
PROGRAM MANAGER - SENIOR PLANNER
BUDGET HIGHLIGHTS:
3
1
1
3
4
1
3
5
1 3
7 3
12
15
6 7
4 4
254 272
Request an additional $300,000 to Update the General Plan.
DESCRIPTION OF ACTIVITIES:
Advanced Planning is responsible for preparing, updating and maintaining the San
Rafael General Plan and related implementation activities. This requires
close coordination with other local government entities, as well as
Regional, State, and Federal regulatory agencies. Advanced Planning is
staffed by a Senior Planner, an Associate Planner, and a Planning Intern
(vacant) .
ACHIEVEMENTS:
*Completed "Vision North San Rafael" project.
*Created the North San Rafael Guardians Group to assist with implementing
"Vision North San Rafael".
*Participated as a member of the Canal Neighborhood Development team.
*Wrote successful grant application for $70,000 for improvements to the
Shoreline Park Bay Trail section along the MMWD Pond.
*Attended regional planning meetings, including the Countywide Planning Agency,
the Marin County Transportation Steering Committee, and the Congestion
Management Agency.
*Conducted over 40 conversations with stakeholder groups about the General Plan
update.
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•In partnership with other City staff, initiated internal training in meeting
facilitation.
OBJECTIVES:
*Complete substantial work on the General Plan Update.
*Prepare a General Plan Amendment for the St. Vincent's/Silveira properties.
*Staff North San Rafael Guardians Group and initiate projects consistent with
"Vision North San Rafael".
*Participate in Census 2000 Local Update of Census Addresses project.
*Seek funding to complete additional sections of the Shoreline Park Bay Trail.
*Attend regional planning meetings.
*Continue to participate actively in the Canal Neighborhood Development Team.
*Continue coordination with local State and Federal agencies.
BUILDING AND SAFETY
PROGRAM MANAGER - BUILDING & SAFETY DIVISION MANAGER
BUDGET HIGHLIGHTS:
There is no significant change.
DESCRIPTION OF ACTIVITIES:
The Building & Safety Division is responsible for enforcing the various
construction codes of the City of San Rafael to ensure public safety. The
Division strives to do so in an efficient and comprehensive manner by
processing permits as promptly as possible, and by making timely
inspections.
ACHIEVEMENTS:
•85% of permits are issued over the counter or the following day.
*Construction inspections are accomplished within 24 hours of their being
requested.
*Completion of the City's seismic repair program for unreinforced masonry
buildings.
GOALS AND OBJECTIVES:
*Work with the Planning Division to create a one-stop permit counter.
*Reduce the average first review period for plan reviews from four weeks to
three weeks.
*Create a data base for Residential Resale Inspection Reports.
*Draft procedural manual components for the issuance of permits and the Plan
Review process.
*Participate in the update of the City's subdivision Ordinance.
WORKLOAD STATISTICS:
Category:
Permits
Inspections
Residential building permits
Living units completed
Permit valuation
Fees $626,000 $739,000
CODE ENFORCEMENT
1996 1997
1,770 1,820
8,600 9,000
615 956
253 111
$47,600,000 $62,778,000
$700,000
PROGRAM MANAGER - CODE ENFORCEMENT OFFICER
BUDGET HIGHLIGHTS:
No significant change.
1998
1,600
6,000
900
150
$65,000,00
0
DESCRIPTION OF ACTIVITIES:
Code Enforcement applies a variant of Ordinance in addition to Zoning, including
the Smoking Ordinance, Housing Code, and the Code Enforcement Enabling
Ordinance. General, Citywide Code Enforcement activity is initiated in
response to citizen complaints. The Code Enforcement Division also
operates the Canal Code Enforcement Program, which has as its goal the
annual inspection of every rental housing unit in the canal neighborhood.
The Code Enforcement Division is staffed with one Code Enforcement Officer
and two Assistant Code Enforcement Officers.
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ACHIEVEMENTS:
•Inspected 403 and closed 337 Zoning cases.
•Inspected 215 and closed 69 Canal apartment units.
*Staffed Pickleweed office with bilingual Assistant Code Enforcement Officer.
*Coordinated joint departmental enforcement of 30 Novato Street.
•Implemented Canal Street Sweeping Program with Public Works Department.
•Implemented Canal trash receptacle placement with City Manager's Office and
Public Works Department.
*Coordinated Joint Neighborhood Watch Meetings with Crime Prevention staff at
apartment buildings in the Canal.
*Coordinated Canal Apartment Owner and Apartment Manager's Property Maintenance
Meetings.
OBJECTIVES:
•Implement revision of Zoning Ordinance "dwelling Unit" definition to improve
enforcement of illegal units.
•Implement San Rafael Safe and Healthy Housing Program with Marin Mediation and
the Community Policing Program. Implement Canal Apartment Recycling
Program with Marin Sanitary and Marin Conservation Corp.
*Educate other City Inspectors, and assist in training Police and Fire personnel
about Code Enforcement violations and resources.
*Obtain ICBO Housing Certification for Assistant Code Enforcement Officer in the
Canal.
Mayor Boro stated he had talked a lot the projects the Redevelopment Agency has
been involved with, and pointed out all of those projects had to work in
conjunction with the Community Development Department staff, who had done
an outstanding job, and noted there were things on the horizon which the
Community Development Department will be involved with. He believed there
were some great planning opportunities the City would have with St.
Vincent's/Silveira, and he thanked Senior Planner for Advance Planning
Linda Jackson for the help she had given him the past several months on the
transportation issue. He felt, overall, the Department had truly operated
in a very professional manner, with great demands placed upon the
Department.
Community Services Director Bob Brown stated he could take no credit for the
accomplishments of the Department last year; however, he was very impressed
and extremely proud of those activities. He pointed out not only had the
development workload been very high this past year, the Department had also
gone through a major reorganization and a number of key personnel changes;
therefore, it has been a very challenging year. Mr. Brown stated staff was
very appreciative of the resources Council and the City Manager have
provided them, bringing them back to pre -recession staffing levels, and now
that the department is fully staffed, he believed they were going to have a
very productive year.
Referring to a few of the department's expectations for the coming year, Mr.
Brown pointed out Advance Planning was going to be extremely busy, noting
they would have three major undertakings, working on the General Plan
Update, which is a multi-year project; St. Vincent's/Silveira, which is a
planning process with the County; and working with the Guardians Committee
to implement the North San Rafael Vision.
Noting Council had previously discussed funding for the General Plan Update, Mr.
Brown explained the Update would be funding for this coming year through
monies Council previously funded in last year's budget, in the amount of
$100,000, and from the proceeds of surcharges applied to all Planning and
Building permits. It was expected that all those funds would total
approximately $410,000 through July of next year. Mr. Brown stated at this
point they estimated the cost of the plan to be approximately $600,000,
noting that was approximately the cost of the Downtown Vision process. He
noted much of the uncertainty depended upon the cost of the EIR
(Environmental Impact Report), which is a direct function of the level of
controversy. He stated, although it was not a model to emulate, the City
of Novato's recently adopted General Plan recently cost approximately $1
million, and half of that was for their EIR. Mr. Brown believed his
department could do a lot in order not to come any where those costs, and
certainly to try to deal with the public controversy. Mr. Brown stated
last week Public Works Director Bernardi had mentioned part of the funding
would go toward updating the City's Traffic Model, and doing intersection
counts, pointing out this was a joint effort with the Public Works
Department, and noting they would be involved with the other departments,
as well.
Mr. Brown reported the St. Vincent's/Silveira planning effort would also be
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funded from this General Plan Update account, noting they were initially
anticipating an approximate $30,000 expenditure, which is half of the funds
the City would split with the County. He stated at this point they hoped a
separate EIR would not be necessary to adopt the policies, and hopefully,
the property owners or their developers would shoulder those costs with the
Development Proposal. He stated they should know more in the next six to
nine months. Referring to the Guardians Group, Mr. Brown stated they
anticipated that in future years they will probably be coming before the
Council seeking funds for capital projects in North San Rafael, although
this week City Manager Gould and Management Services Director Nordhoff
would be meeting with them, and Mr. Brown believed they would likely stress
local initiatives, versus reliance entirely on City funding.
Mr. Brown stated the Current Planning Section would continue to respond to the
very vibrant development economy. In addition, he noted they would soon
complete work on the Dominican College Master Plan and EIR, and revisions
to the definitions that relate to second dwelling units, and will complete
the 1998 Priority Project Process. He stated they would also be
implementing the Design Awards Program, would have a new Design Review
brochure for the public, propose new CEQA guidelines for adoption, and
initiate a rewrite of the Subdivision Ordinance. Mr. Brown noted Current
Planning staff was also going to be involved in the permit streamlining
efforts, which they intend to begin next month.
Mr. Brown stated that since the Community Development Department was all about
hand-off's, they would be "handing the ball" to Building & Safety, to
continue the work, and actually oversee the construction of Fair, Isaac,
the redevelopment of the Macy's site, completion of the Rafael Theatre, the
Shamrock Center, Kaiser Clinic, Sonnen BMW, and Vista Marin Homes.
Mr. Brown stated Code Enforcement has been very active in implementing several
of Council's priorities, particularly in the Canal area. He reported a
great deal of substandard was being rectified in that area, and they were
also pursuing educational efforts, to both educate the community and make
them more self-sufficient and empowered to deal with Code and Policing
problems. Mr. Brown noted they would also soon be proposing a Sanitation
Ordinance dealing with live -aboard boaters, to deal with the water quality
in the Canal.
Mr. Brown stated they would have a number of undertakings on a department -wide
basis. He reported they would focus on permit streamlining, and would
include the Planning Commission and Design Review Board in those
discussions; and they also hope to implement a new permit tracking software
system to improve turnaround time, to reduce clerical duties, to improve
data retrieval, and eventually, to open their processes and data to the
public over the Internet, and ultimately, they plan on electronic
capabilities to allow their Inspectors to have wireless laptops in the
field, so they can improve their efficiency. Lastly, Mr. Brown stated the
Department was going to focus on cross -training for the Planners, Building
Inspectors, and Code Enforcement Officers, in order to maximize the
coordination efforts, which was what he believed Council intended with the
Department's reorganization.
Mr. Brown reiterated Department staff was very excited with the resources
Council has provided them, noting he felt a real sense of energy and
purpose among the staff members, and he guaranteed they would have a
marvelous year.
Mayor Boro noted publicly thanked Senior Planner Sheila Delimont who, on at
least two occasions prior to Mr. Brown's coming to the City, shouldered a
great load, for which Council was very appreciative. In addition, he noted
Code Enforcement Officer Nimot Shakoor-Grantham and her staff had certainly
made their presence known in our City, and were to be congratulated, as
well.
Councilmember Phillips noted Mr. Brown had successfully underscored the
undertakings of the past year, and he congratulated Mr. Brown and his
staff.
Councilmember Heller congratulated Mr. Brown and his staff for completing the
City's Seismic Repair Program, noting it was a very large program and had
taken a long time. She referred to the Subdivision Ordinance, noting it
was, indeed, a bone of contention among some of the neighborhoods, and she
applauded staff, stressing the need for moving that issue to the top and
getting it reworked, so the Neighborhood Associations are not confused,
irritated, and angered by a lack of coordination.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 37
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 38
Referring to the Workload Statistics for the Building & Safety Inspection
Division, Ms. Heller noted the figures indicated permits and inspections
dropped a lot in 1997/98, and she had expected them all to go up. Mr.
Brown noted staff was trying to be somewhat conservative, and not over
project revenue amounts; however, he believed in looking at the cost
recovery between the previous year and anticipation for the next year,
they would be going from approximately 67% to 72%. Therefore, he stated
they anticipated fewer, but larger, permits.
Councilmember Cohen stated he had been surprised, in looking at the overall
objectives for the coming year, not to see St. Vincent's/Silveira, although
it was addressed in the Advanced Planning section, and Mr. Brown had
referred to it in address the Council. Mr. Cohen believed this was going
to end up being a major work item, and hopefully, ultimately successful;
therefore, he felt it would have a significant impact on the General Plan
level of funding. Mr. Cohen stated in recent years they have visited the
issues of the permit and planning fees the City charges, and asked if this
issue needed to be revisited, and whether that would be another approach
that might be appropriate for the City to take regarding St.
Vincent's/Silveira? He noted the City has discussed this a couple of times
over the past several years, and to a certain extent, some of the problem
has been a failure to adequately do the groundwork, as opposed to not being
able to justify it, and instead of going out early and getting with the
Builder's Exchange, the Chamber of Commerce, and those who are really going
to be impacted by this. Mr. Cohen asked if there was more that the City
could be doing to apportion some of those costs, reasonably, to the fee
structure, and if so, does the City need to look at that, as opposed to
trying to squeeze it out of the budget somewhere else, if it is reasonable
to assign it to those kinds of fees? Mr. Brown stated, as it relates to
the General Plan, he and the City Manager had discussed again looking at
that fee this Fall. Mr. Brown pointed out this fee was fairly new, and
staff anticipated doing a significant rewrite every ten years, and a more
minor rewrite every five years. Therefore, we were now only a year and a
half into that fee, trying to do a ten-year update with a year and a half
worth of revenue. Mr. Brown stated staff would look at the escalating
costs being seen with EIR's and General Plans, and are visit this question
in the Fall. City Manager Gould stated they had met twice with Pete
Arigoni and Herb Meedstrom of the Builders' Exchange in recent weeks. He
reported the builders' position is that the fees and charges from the
Community Development Department should fully support the activities of
that department, and not go to fund other General Fund activities. He
noted staff believed they could demonstrate that through the work done
through the Business Cost Study, and with that in mind, he believed there
was some additional work that could be done in that area. Councilmember
Cohen felt the point about not trying to fund a ten year project over a
year and a half was well taken, and he appreciated that observation.
Councilmember Cohen stated an issue discussed from time to time had to do with
how the City tracks Building Permits, and who is actually doing the work.
He pointed out there was reference in Management Service's Treasury and
Revenue Program to revisiting the business license software, and looking at
the entire business license issue. He noted they have discussed, from time
to time, about the fact that when a General Contractor comes in to get a
Building Permit, and staff checks to see whether or not he has a Building
Permit and a Business License. He noted, in many cases, the Contractor is
doing a very small percentage of the actual work, and the work is
subcontracted. Mr. Cohen reported many communities very aggressively
pursue the issue of whether or not every one of the subcontractors has a
Business License, and as part of these discussions, he would like to see
that the City is staying up on that issue, and pursuing that as
aggressively. He stated he is reminded of this issue from time to time by
home -base contractors who experience that when they go out of town, and are
constantly hounded to make certain they have a business license where they
are doing business. Mr. Brown stated staff had met with the Builders'
Exchange to specifically discuss this issue, and they had made those same
points. Mr. Brown stated staff believed they would be able to put forth a
proposal which would allow the City to go after subcontractors, and other
business license issues. City Manager Gould reported that by the end of
the Summer staff would be able to propose a program for Council in which,
for a one-year period, the City engages the services of a retired
contractor in an Inspector function, to go out and find the contractors and
subcontractors who are operating without permits, and also tighten up our
business license inventory, because there are a lot of businesses operating
in town without a license. He stated he believed those people would more
than earn their keep, and staff would be bringing a proposal before Council
to hire someone on a contract basis to test that notion.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 38
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 39
Councilmember Miller stated in the past, one of the big bones of contention with
the Planning Department, now named the Community Development Department,
has been the whole problem of noticing, noting the City always responds
with the same legalism, stating staff has sent out notices within a 300
foot area. He asked if there was any way to get beyond legalisms and into
communication, and try to figure out how we can get out there and notice,
so people are really aware? He suggested staff might even consider using
volunteers to take the notices around to the homes. He acknowledged the
City satisfies the legal requirements by sending out the cards to those
property within 300 feet; however, people still come back and say they did
not know anything about it. He asked staff to work on that issue. Mr.
Brown stated staff would be looking at on that as part of the permit
streamlining, noting there were three ideas they were kicking around. One
is to provide all of the Homeowner Associations and business groups with a
listing of all of the applications the City has in process, which would be
two to three months away from actual hearings. He noted these would
provide a very early update description, and they would know the Project
Planner. Secondly, staff would address the accuracy of the notices. He
stated staff would like to see if they could use the GIS System to help
with the noticing, to make sure they can eliminate human error. Third, he
noted he has heard concerns with the lack of notice of the Design Review
Board, and the fact projects come in at that level, are reviewed, not
noticed, and then by the time they get the Planning Commission notice, the
public feels as though the project has already been decided upon. He
stated that was another aspect of the process staff would review, to
determine if that is the correct way to notice.
Councilmember Miller referred to the General Plan Update and the movement toward
the addition of an Economic Element. He acknowledged there were pros and
cons to that; however, he would really like to see that considered, because
he really believed there had to be that nexus between the economic
development that goes along with the community development. He felt that
was the guiding factor, and he believed that should be more codified, in a
manner in which the City can get a real grasp and actually plan.
Councilmember Cohen referred to the noticing issue, agreeing this was a good
issue to work on. He stated it sometimes seemed as though there were
multiple lists when it comes to neighborhood organizations, stating we
needed to centralize that, and then do whatever we can to keep it updated.
He noted there have been several instances in the recent past where the
City has notified a neighborhood organization that is no longer in
existence, or a person who is no longer designated as the contact person,
or no longer lives at the same address; therefore, even though the City has
tried, the neighbors still come in and say no one has notified them. He
felt this was something that was key to the problem. He believed we were
lucky to have so many active neighborhood organizations, and felt the City
should take advantage of that by keeping the list as up to date as
possible.
Mr. Cohen stated he knew the City sent notices to the property owners; however,
he believed we should also be sending notices to the tenants, noting often
they are not the same, particularly with commercial properties. He noted
it would be nice to make use of the information technology to do some cross
referencing, and if there is a different person at the actual street
address, we should send them a notice, as well as sending one to the
property owner. He believed this was also true regarding residential
issues, and we should make certain that the tenants get adequate notice,
and a chance to participate in the process.
LIBRARY/CULTURAL AFFAIRS
Library Director Vaughn Stratford presented the following report:
MISSION STATEMENT:
"Our
mission is to meet the educational, cultural, informational, and leisure
needs of the San Rafael community, by providing the highest quality library
services and cultural programs. We offer an array of programs, celebrating
and serving the diverse cultures within the community. We are committed to
using the new information technology to improve and enhance our services".
MAJOR DEPARTMENTAL GOALS FOR FISCAL
*Through outreach efforts to schools
organizations, increase the
of the Canal Learning Center
*Establish online connections to the
Canal Learning Center.
YEAR 1998-99:
and collaborations with community
usage by children of the Canal neighborhood
from 130 per month to 300 per month.
MARINet catalog, and to the Internet at the
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 39
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 40
*Working with other City departments, develop and implement Library service as
part of the "City Hall at the Mall" program at the Northgate Mall. The
Library service component of the "City Hall at the Mall" would include
drop-off and pick-up of Library materials and online access to the
MARINet catalog.
*Publish an updated version of the "Welcome to the Canal" neighborhood guide.
*Work with the North San Rafael Guardians of the Vision to develop priorities
for Library service in North San Rafael.
*Switch the Library over form its current dedicated, wide -area network
connection to an Internet network environment in order to offer a wider
range of online services to the community.
*Working with the Recreation Department and the College of Marin, offer classes
via distance learning at the Canal Learning Center.
*Conduct a survey of the community to gauge community support for, and interest
in, a range of Library services and programs.
*Raise $350,000 in grants and private donations to fund departmental services
and programs.
•Implement "Super Search" service which will allow Library users to directly
reserve books from public libraries outside of Marin in the North Bay
region.
*Conduct a successful membership campaign for Falkirk with a goal of 350 new
members.
*Serve 38,000 people through public and private events at Falkirk Cultural
Center.
DEPARTMENT OBJECTIVES:
*Effectively respond to community needs by designing and delivering cost-
effective, high-quality library services and cultural programs.
*maintain a customer service orientation in all of our programs: treat all of
those who use our service as important and valued customers.
ADMINISTRATION
PROGRAM MANAGER - LIBRARY/CULTURAL AFFAIRS DIRECTOR
BUDGET HIGHLIGHTS:
No significant changes.
DESCRIPTION OF ACTIVITIES:
*Conducted eight community focus groups to assess public attitudes regarding
services of the Library.
*Developed and implemented a plan to re -open the Library on Monday from 1:00 PM
to 9:00 PM, resulting in 20% increase in circulation.
•Implemented new audio-visual fees and loan period mid -year, which doubled the
circulation of adult AV materials, and tripled the circulation of
juvenile videos.
*Secured $152,000 from private sources for departmental programs. Secured
$116,355 in government grants for departmental programs.
*Because of patron -placed holds, a new service last fiscal year, inter -library
loan activity has doubled from 8,350 in FY 96-97 to 16,173 in FY 97-98.
*Opened the Canal Learning Center.
*Offered three new services to the public on the MARINet system: Spanish
Language interface; connection of MARINet to College of Marin and
Dominican College; Inn -View periodicals database.
*Offered public access Internet work stations at the Library.
*Developed new WEB pages for Library and Falkirk.
GOALS AND OBJECTIVES:
*Through Outreach efforts to schools and collaborations with community
organizations, increase the usage of children of the Canal neighborhood
of the Canal Learning Center from 130 per month to 300 per month.
*Establish online connections to the MARINet catalog and to the Internet at the
Canal Learning Center.
*Publish an updated version of the "Welcome to the Canal" neighborhood guide.
*Working with other City departments, develop and implement Library service as
part of the "City Hall at the Mall" program at the Northgate Mall. The
Library service component of the "City Hall at the Mall" would include
drop-off and pick-up of Library materials and online access to the
MARINet catalog.
*Working with the Recreation Department and the College of Marin, offer classes
via long distance learning at the Canal Learning Center.
*Work with the North San Rafael Guardians of the Vision to develop priorities
for Library service in North San Rafael.
*Switch the Library over from its current dedicated wide -area network connection
to an Internet network environment to offer a wider range of online
services to the community.
*Conduct a survey of the community to gauge community support for and interest
in a range of Library services and programs.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 40
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 41
*Raise $350,000 in grants and private donations to fund departmental services
and programs.
•Implement "Super Search" service
reserve books from public
region.
*Conduct a successful membership
members.
which will allow Library users to directly
libraries outside of Marin in the North Bay
campaign for Falkirk with a goal of 350 new
*Serve 38,000 people through public and private events at Falkirk Cultural
Center
ADULT SERVICES/OUTREACH
PROGRAM MANAGER - LIBRARIAN III
BUDGET HIGHLIGHTS:
No significant changes.
DESCRIPTION OF ACTIVITIES:
The
Adult Services staff provide reference and readers' advisory service to
adults and children using a core collection of reference books, indexes,
and online resources. In the new online environment, this staff is called
upon to train patrons in the use of the online catalog and other electronic
resources. This staff is also responsible for acquiring and maintaining a
collection of approximately 90,000 books, periodicals, and audio-visual
materials. The Adult Services Outreach Program serves the elderly and
disabled in their own homes, and in 13 convalescent homes throughout the
City of San Rafael.
ACHIEVEMENTS:
*Developed policies and procedures for public access Internet in the Library,
and initiated service offering Internet access for the public.
*Librarians received training in the use of Internet, and now regularly employ
Internet as a reference tool.
*Developed new WEB page for the Library with volunteer assistance.
*Developed and implemented a major informational and publicity campaign titled
"More than Books, More than Ever", which promoted Library services,
especially the video and audio book collections.
*Presented regular staff -initiated book displays and brochures to increase use
of collection.
*Reorganized Adult Services area to accommodate growing audio-visual collection,
and to highlight Spanish language books.
*Developed a new collection of DVS videos for the visually -impaired. This new
collection is the largest of its kind in MARINet.
*Presented 13 First Wednesday Art Lectures, with attendance of 677.
*Sponsored in -Library AARP tax assistance program, which served 358 people.
*Developed request to the Friends of the San Rafael Public Library, and secured
$5,000 for new newspaper racks, audio-visual shelving, children's
shelving; and circulation shelving.
*Staff was trained in use of patron -placed holds. Ongoing training of public in
the use of this feature continues.
GOALS AND OBJECTIVES:
*Secure $2,000 in private donations for Outreach Large -Print Collection.
*Secure funding of $3,000 for purchase of CCTV for visually -impaired Library
users.
*Evaluate feasibility of instituting online reference service for the pubic in
partnership with other MARINet libraries.
•Improve Library WEB page and WEB links by updating information monthly.
*Collect monthly information on the number of hits on Library WEB page.
*Develop resource materials for the public on using the Internet for job
seeking/career information; grants and fundraising; genealogy.
*Develop and implement plan for WebPac PCs in public service areas.
*Train staff and public in the use of new "Super Search" service, which will
allow the public to directly reserve library materials from public
libraries in the North Bay Region.
WORKLOAD STATISTICS:
FY FY FY
1996-97 1997-98 1998-99
Adult Circulation:
165,059
191,755
200,000
Adult Books Added to Collection:
5,610
5,336
5,500
Audio -Visual Items Added to Collection: 443
582
700
Adult Reference Transactions:
33,209
34,000
36,000
Public Programs - Adult:
29
37
30
Attendance - Public Programs:
1,152
1,405
1,200
CHILDREN'S SERVICES
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 41
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 42
PROGRAM MANAGER - LIBRARIAN II
BUDGET HIGHLIGHTS:
This year's budget reflects the addition of a new, permanent part-time Librarian
position, which was added mid -year during the last fiscal year.
DESCRIPTION OF ACTIVITIES:
Children's Services staff provide reference and reader's advisory services to
children, parents, care -givers, teachers, and child care providers.
Children's staff is responsible for acquiring and maintaining a collection
of approximately 30,000 books, periodicals, and audio-visual materials.
Children's Services includes a major educational/outreach component through
pre-school and toddler story hours, school age programs, and family
programs.
ACHIEVEMENTS:
*With the Family Literacy Program and the community developed a plan for the
Canal Learning Center at Pickleweed Recreation Center. The Learning
Center opened in November of 1997 offering a pre-school reading rom and
story hours, and a homework center for school age children.
*With additional staffing, re -instituted librarian outreach to schools and
preschools.
•Instituted regular bi-lingual storytimes in the Canal neighborhood.
*Presented 35 toddler story times with attendance of 1,400.
*Presented 40 pre-school story times with attendance of 824.
*Presented 7 school-age programs with attendance of 310.
*Organized and presented the Summer Reading Program with 657 participants.
*With San Rafael Rotary clubs and Daniel Swain helped to develop a community-
wide "Books for Kids" Program, which resulted in the donation of over
10,000 children's books, and $8,500 to purchase new books for kids in
San Rafael.
GOALS AND OBJECTIVES:
*Through outreach efforts to schools and collaborations with community
organizations, increase the usage by children of the Canal neighborhood
of the Canal Learning Center from 130 a month to 300 a month.
•Increase the number of children from the Canal neighborhood participating in
the Summer Reading Program from 26 (last year's number) to 100.
*Present at least 70 pre-school, toddler, school-age and family programs.
*Organize and present a successful Summer Reading Program at both the Downtown
Library and the Canal Learning Center serving 700 children, and secure
funding from the Friends of the San Rafael Public Library for Summer
Reading Program activities.
*Children's Librarian will be trained in Internet searching and use of the World
Wide Web.
WORKLOAD STATISTICS:
Children's Circulation 100,700 106,00
Children's Books Added to Collection 2,200 2,500
Children's Reference Transactions 19,000 19,000
Public Programs - Children 82 120
Attendance - Public Programs 2,100 3,000
Canal Learning Center (6 Mo.)
Library cards issued: 55 250
Children served 871 2,200
CIRCULATION
PROGRAM MANAGER - LIBRARY ASSISTANT SUPERVISOR
BUDGET HIGHLIGHTS:
This
year's budget reflects the addition of two permanent
Assistants added mid -year in the last fiscal year to
open hours, 1:00 PM to 9:00 PM on Mondays.
109,000
2,500
21,000
120
3,000
part-time Library
accommodate additional
DESCRIPTION OF ACTIVITIES:
The Circulation staff is responsible for serving as the primary point of public
contact for most Library users, responding to incoming telephone calls,
checking materials in and out of the Library, re -shelving all returned
materials, processing and forwarding checked -in materials to other
libraries, registering patrons, placing holds on requested items.
ACHIEVEMENTS:
*Circulation increased by 20% since January of 1998 as a result of new Monday
hours. San Rafael circulates 108 items per hour open, the second
highest of all MARINet libraries.
*Checked out, checked in, renewed, and re -shelved a total of 557,510 items,
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 42
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 43
which equates to approximately 62,000 items processed per full-time
equivalent employee in the Circulation Division.
*Developed a new schedule and staffing configuration to accommodate increased
hours.
*Hired and trained two permanent bi-lingual staff to help make the Library more
user-friendly to the Latino community.
*One permanent staff member is receiving ongoing MARINet training in maintaining
and trouble -shooting online computer equipment.
GOALS AND OBJECTIVES:
*Work with Adult and Children's Services to eliminate shelving backlogs.
*Work with MARINet Circulation Committee to develop new user-friendly library
card application policies and procedures.
*Train all permanent staff in the use of "Innovative Interfaces Release 11"
software.
•Institute a procedure for capturing data on in-house use of the collection.
WORKLOAD STATISTICS:
Check-out
266,925
298,000
310,000
Check-in/Re-shelve
248,127
257,000
280,000
Renewals
17,142
17,640
20,000
Audio -Visual Circulation
12,977
19,045
22,000
New Patrons Registered 3,622
6,000
6,000
CULTURAL AFFAIRS DIVISION
PROGRAM MANAGER - CULTURAL AFFAIRS SUPERVISOR
BUDGET HIGHLIGHTS:
No significant changes.
DESCRIPTION OF ACTIVITIES:
The
Falkirk Cultural Center is a National Historic Place comprised of a
beautiful Victorian mansion on an eleven acre estate located in the
historic heart of San Rafael. This estate is the cornerstone of an
emerging Cultural Complex in the Downtown area. Falkirk events are a
highly valued facet of Marin County's cultural life. Recently, Falkirk
awarded a Federal grant when it was recognized as one of the top 27
cultural organizations from a national competition of 1,070 applicants.
was
In 1997-98, more than 263 activities took place on the estate, including arts
exhibitions featuring Marin artists, after-school and Saturday art classes
for children, and concerts on the lawn. Each year hundreds of children and
their adults participate in special events, such as the Halloween Haunted
House, and the Alice in Wonderland Egg Hunt. Falkirk is also an intimate
and elegant location for public or private activities.
ACHIEVEMENTS:
*Served an estimated audience of 36,117.
*Produced eight community arts exhibitions.
*Produced five large special events.
*Hosted and/or sponsored 263 activities, an increase of 99 events over last
year.
*Secured grant funding and contributions totaling more than $73,000.
*Secured 4,122 volunteers for Falkirk.
*Solicited contributions of $65,660 in supplies and materials.
*Organized California Sesquicentennial Celebration: Historic Plaques on Fourth
Street, and production of "Moguls, Merchants and Movie Makers" in old
San Rafael.
*Helped establish and facilitate the Canal Arts Committee to increase cultural
programming in the Canal.
*Participated with community and the Recreation Department staff in organizing
E1 Dia De Los Muertos activities.
GOALS AND OBJECTIVES:
Increase the role of Falkirk as venue:
*Continue to host at least 225 public and private activities at Falkirk each
year.
*Serve as a host or collaborator for at least 25 events.
*Earn a total of $50,000 in rental revenue.
Serve 38,000 people in 1998-99
*Continue annual events: Halloween Haunted House, Alice in Wonderland Egg Hunt,
and December Holidays events.
*Present a high profile summer event.
Participate in the San Rafael General Plan process
•Integrate quality of life and historic preservation concepts into the plan.
*Assist in the Cultural Affairs Commission's participation in the process.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 43
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 44
Conduct a successful membership campaign with a goal of 350 new members for
Falkirk
WORKLOAD STATISTICS:
i&10rAINFA&&*!]FM_11W&4!1 ff!l
Total Attendance 34,000 36,117 38,000
Total Activities/Events/Rentals 164 263 225
Total Number of Days in Use: 343 354 345
Volunteer Hours 4,808 4,122 4,500
Falkirk Rental Revenue $34,248$53,000 $50,000
Number of Members 84 40 350
Revenue, Grants & Donations: $85,668 $125,800 $130,000
LITERACY
PROGRAM MANAGER - LITERACY COORDINATOR
BUDGET HIGHLIGHTS:
The
Literacy Program continues to seek a broad funding base, which includes
government funding from local, state, and federal sources, as well as
support from private individual donors, corporate donors, and private
foundations.
DESCRIPTION OF ACTIVITIES:
Marin Literacy Program offers instruction in the reading, writing and speaking
of English through professionally -trained volunteers to adults who need to
improve their literacy skills to improve job opportunities, to be their
child's first teacher, and to participate as informed and responsible
members of the community.
ACHIEVEMENTS:
*Secured $116,355 in State Library and Department of Education grants.
*Secured $67,000 from private foundations and private donations.
*Collaborated with the community, Library Children's Services, and Pickleweed
Recreation Center to open the Canal Learning Center, offering a pre-
school reading room and story hours, and a homework center for school-
age children.
*"Tools for Work", a grant -funded "Welfare to Work" project, developed literacy
curriculum for low -literate adults seeking to improve their employment
status.
*Secured a prestigious, two-year Goldman Foundation Grant to provide literacy
instructions to inmates in San Quentin and the Marin County jails.
*Workplace Literacy Program provided an opportunity for employees of the
Northgate Mall to increase their basic skills as it applied to their
jobs.
*The Marin Literacy Partners staged the Second Annual Crossword Puzzle Contest
at the Northgate Mall. This fundraiser for the Literacy Program grossed
$8,000.
GOALS AND OBJECTIVES:
•Increase participation at the Canal Learning Center through outreach to day
care providers, schools and local agencies which serve families in the
Canal area.
*Raise $23,000 to continue to service at the
*Develop and submit at least two successful
at the Canal Learning Center.
*Develop effective inmate literacy programs
Jail under the Goldman Grant.
*Serve adult learners through the Tools for
Work" project.
Canal Learning Center.
grants to expand computer technology
at San Quentin and the Marin County
Work, a front -funded "Welfare to
*Expand workplace literacy to two additional sites.
*Raise $134,600 through private, state, and federal sources.
*Effectively coordinate literacy services with the San Rafael PUBlic Library and
the Marin County Free Library.
WORKLOAD STATISTICS:
1996-98 1997-98 1998-99
Active students:
Number of families
Active tutors:
Volunteer hours:
Training workshops:
Total public grant
Total private grant
TECHNICAL SERVICES
385 350 350
served: 110 110
245 250 250
22,550 23,000 23,000
7 8
funding: $91,396 $ 16,355
funding: $56,768 $67,000
PROGRAM MANAGER - LIBRARIAN II
110
8
$114,698
$136,414
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 44
BUDGET HIGHLIGHTS:
No significant increases.
DESCRIPTION OF ACTIVITIES:
The
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 45
Technical Services staff is responsible for ordering, cataloging and
processing all new book and audio-visual acquisitions, and has primary
responsibility for monitoring and maintaining a high-quality bibliographic
database. The technical Services staff also handles all incoming and
outgoing inter -library loan requests.
ACHIEVEMENTS:
•Inter -library loan transactions have doubled in the last year, from 8,350 in
1996-97 to 16,173 in 1997-98.
*Processed and cataloged 600 books for the Canal Learning Center, and set up new
MARINet profile and location for Canal Learning Center.
*Staff was trained to use "Super Search", and is preparing to implement this
program for the public.
*Outsourced cataloging of videos and audio books.
*Re -cataloged 2,500 videos to make the video collection more accessible to the
public.
GOALS AND OBJECTIVES:
•Implement "Super Search" program, which will allow Library users to directly
reserve materials from public libraries in the North Bay region.
*Eliminate backlog of unprocessed audio-visual materials and complete the
reorganization of the video collection.
*Develop procedures for processing Spanish language materials, which includes
adding Spanish subject headings to the MARINet database.
WORKLOAD STATISTICS:
Books ordered: 1996-97 1997-98 1998-99
Books processed: 5,217 5,000 5,500
Audio -Visual items processed: 443 600 800
In-house cataloging(# of titles) 3,456 4,400 4,500
Inter -library loan transactions: 8,350 15,173 18,000
Mayor Boro noted he was pleased with the expanded hours of the Library, noting
Council had expanded them even further this evening. He stated Mr.
Stratford had provided great outreach to the Canal during the past year,
with the homework class at the College of Marin, and the story -telling.
Mayor Boro recalled he had Councilmember Miller had a great experience over
the weekend, participating in the Cultural Affairs even in which they
marked the historic plaques, noting there was live music playing as they
walked on Fourth Street, and it felt as though they were in New Orleans.
He stated the Dixieland music was great, and the crowd continued to build.
Mayor Boro stated Cultural Affairs was doing a super job, and the Falkirk
Mansion was great. He noted, hopefully, a new neighbor for Falkirk (the
Marin Community Foundation) would official be coming soon, and he believed
this would enhance the financial stability of Falkirk all the more.
On behalf of the Board of Library Trustees, Mr. Stratford thanked Council for
the Sunday hours. Highlighting a few of the Library's goals and
objectives, Mr. Stratford noted grants and private donations supplement the
Library's budget, reporting that during that during the coming year, one of
their goals would be to achieve $350,000 for the Falkirk Literacy Program
and the Library, which staff felt quite certain they would achieve.
Falkirk Director Carol Adney reported she expected $112,000 in grants, and
another $58,000 in rental revenue. Mr. Stratford stated the other thing
that supports their programs and supplements the General Fund budget was
volunteer support. He reported the Library had approximately 500 Friends
of the San Rafael Public Library, who raise funds, and during the next year
staff expects revenues of approximately $25,000 from the Friends for
computers, furniture, and programs. He pointed out the Friends of the
Library were big supporters of the enrichment programs and the Summer
Reading Program.
Ms. Adney reported they would be using approximately 4,500 hours of volunteer
time, pointing out that in looking at Falkirk's FTE, including all the
grant support, they currently had 6 FTE, and the volunteer commitment would
increase that number to 8. As an example, she reported Don Stokes had been
working at Falkirk two half -days per week for a year and a half, and he
helped curate the History of San Rafael exhibition. Other examples were
Sandy Greenblatt and Mayor Boro, who are leading the membership campaign,
for which they have a goal of 350 new members, and $10,500 in membership
income. Referring to the grant funding, Ms. Adney noted they had retired
their loan of $23,000 this year, which helped cover the exterior
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 45
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preservation of Falkirk.
Mr. Stratford stated their goals had been broadly grouped. Referring to Use of
Services, he noted Mayor Boro had already mentioned that in the past year,
thanks to the Council funding additional staff, they have increased Library
hours by opening on Mondays, and from January to the present, they have
experienced an approximate 20% increase in circulation over the previous
year, and in the coming year, staff expects to maintain that 20% increase.
He noted another activity staff is projecting will increase during the
coming year is inter -library loans, which has gone from 8,000 the previous
year to 16,000 this year, and they are projecting 18,000 to 20,000 in the
coming year.
Ms. Adney stated Falkirk would be open 354 days during the coming year for both
private and public activities, noting last year they were opened 345 days.
She stated they had really increased their activities, and she believed
they would maintain the level of activity they had last year, which was 264
different activities last year, a major jump from the previous year's 163
events. She believed they had made these large increases due to marketing,
improved customer service, due to personnel changes, and a lot of
connectiveness in working together with different community organizations,
such as the Chamber of Commerce, Marin Council of Agencies, Marin Art
Council, Marin Convention and Visitors' Bureau, Pacific Sun, and a national
organization, Art Table.
Mr. Stratford reported this year they opened the Canal Learning Center, noting
they were still working on that; however, while it was a work in progress,
he stated they did have a specific goal for the number of children and
adults who would be served by the Canal Learning Center. He reported they
have averaged approximately 130 per month during the past fiscal year, and
the goal for the coming year is 300 per month. He stated they also have a
goal in this year's budget for participation in the Summer Reading Program
by children who live in the Canal. He reported last year 656 children
throughout San Rafael participated in the Summer Reading Program; however,
only 26 of those lived in the Canal. He noted this year their goal was to
have 100 children from the Canal participating in that very important
program. He noted that already, during the first two weeks of the Summer
Reading Program, 40 children from the Canal have signed up and are
participating, bringing them almost half way to their goal.
Referring to the Distance Learning Center, Mr. Stratford reported they were
working with the College of Marin, noting they would be offering classes in
the Fall. He pointed out what made this important to the Canal Learning
Center was that they had funds that would help remodel the Learning Center
into a more media friendly and user friendly place for the City's services,
as well as theirs. Mr. Stratford reported the "Welcome to the Canal"
booklet, which was published three years ago by the Library, in both
English and Spanish, was snapped -up immediately after it came into print.
He reported staff has almost completed an updated of this booklet, and it
will be published, again in both English and Spanish, within the coming
year.
Ms. Adney noted the Canal Arts Committee was created approximately a year and a
half ago, and she has been very pleased to facilitate that group. She
reported Child Care was going to be providing a temporary building at the
Child Care area at the Pickleweed Community Center, which will be used as
an art studio. She stated they working to find funds to update the
facility, provide ADA access, and to pay teachers. She explained the
objective was to have people from the Canal resident area teaching the
classes and participating. In addition, the children in the Child Care
program will be able to take these classes, which will be going on from
2:00 PM to 6:00 PM, during the time they would be in Child Care.
Ms. Adney estimated next year's attendance figure to be approximately 40,000,
reporting there has been a national survey which states that for each
attendance at a cultural event, $35 is spent by each person in the
community where they attend the event. She noted if this is true, it could
bring another $1.4 million to Downtown San Rafael next year.
In the area of Technology, Mr. Stratford stated the City would have access by
the MARINet catalog at the Canal Learning Center this summer. He reported
both Falkirk and the Library would be introducing new WEB pages, and both
are working on increasing their links. Ms. Adney noted last week Falkirk
obtained a new domain name, "falkirkculturalcenter.org", they have revised
their WEB page, and during the next two weeks they will be linking up with
at least 20 additional sites, with the idea of marketing the facility,
activities, tourism, wedding locations, and film locations.
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Mr. Stratford reported another goal of the Library for the coming year, which he
hopes to achieve by early Fall, is to redo the Library's network, changing
to an Internet environment rather than dedicated network environment. He
explained this would allow them to introduce another new on-line service,
called SuperSearch. He explained this would allow users of the Library to
access all of the public libraries in the six -county North Bay region, and
to reserve books and other materials via that utility. He stated they have
been working with other Libraries in the region, and have tested and
revised the screens, and he believed this would be ready for the public
within the next few months. He explained the Libraries new network would
allow them to offer that service, and would also support access to City
Hall at the Mall. He stated this network would also allow them to expand
the Library's catalog to other resources, allowing access Interenet
resources, as well as our own Library catalog.
Mr. Stratford stated the Library would be participating in "City Hall at the
Mall", noting it would be used as a drop-off point, and as a place where
people at the Mall can access the Marin catalog. Ms. Adney stated staff
was also trying to permanently install the "Old San Rafael" photography
show, which is currently at Falkirk, at "City Hall at the Mall".
Mr. Stratford reported the Library's consultant, Mark Waterman, had conducted
eight focus groups during the past year, and Mr. Stratford believed the
next step would be a community survey, to obtain valid statistical data
concerning attitudes and preferences support of services, for expansion of
the building and the willingness to pay for such expansion, and issues of
that sort. He stated that during the coming year, staff hoped to be able
to find the funding and conduct a community survey, which would be used as
a planning document by the Library and Council. Mr. Stratford noted the
Library would participate with the North San Rafael Guardians, and while
the Library had been identified as Number 5 in their order of priorities,
he stated staff would work with them in developing options for Library
servcies.
Ms. Adney stated Falkirk's planning would be in the area of Capital Improvements
to the building, noting, for example, if the Marin Community Foundation
project should go forward, staff would have a lot of planning to do to
integrate Falkirk with that project.
Councilmember Phillips referred to the North San Rafael Vision and the
Guardians, and the expectations being created around that process.
Focusing on the Guardian expectation, he asked if there was any funding in
the budget for such things as the Library expansion? City Manager Gould
explained the next step, upon approval from Council, would be to do more
focused surveying of the community to see whether or not the community
would support a significant expansion of the facility and the services
provided by the Library. He stated staff needed to bring Council some
suggestions as to who to use to do the polling, and what that would entail,
noting if Council were to approve that, they would have a much better idea
whether or not a Library bond issue would be in the City's future. Mr.
Gould believed there were some very exciting options that might be opened
to the City, as this idea is explored. Mr. Phillips stated he assumed
there was nothing in the budget relating to any of the Guardian or North
San Rafael issues being discussed, and asked if that was correct? Mr.
Gould stated the big projects listed in the North San Rafael Vision were
completely unfunded; however, smaller things, such as "City Hall at the
Mall", were on the drawing boards, and Council has provided some seed
money. Mr. Gould reported he and Mr. Nordhoff would be meeting with the
Guardians next Wednesday evening, to talk about their list of priorities,
and give them ideas for where sources of funds might be found; however, the
major objective of the meeting would be to bring home to them that just
because they listed those projects as desireable in North San Rafael, that
did not commit the City Council to provide all the funds to make them
happen, and everyone was going to have to work together to find the means.
Councilmember Phillips noted tremendous work had been done with regard to the
Internet and the access, and he envisioned a lot of good things happening
as a result of that; however, he suspected that hand in hand, there had to
be some promotion, so that it gets into the households. He noted this may
be an issue with regard to the Canal, and asked how the awareness was
created? Mr. Stratford asked if he was speaking in terms of promotion and
public relations? Mr. Phillips stated that was not really what he was
referring to, noting he was referring more to promotion in the sense of
heightening one's awareness of what is available, how to access, and those
kinds of things. Mr. Stratford stated that was one of the issue that came
out very strongly in the Waterman Report. He recalled the Library had a
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couple of promotions earlier this year, one called "More Than Books, More
Than Ever", highlighting the Library's Audio/Visual collections. He agreed
they needed to do more, and also to find how to be effective in doing it.
Mr. Phillps acknowledged this was likely a difficult taks, noting perhaps
those who needed this service the most were likely to be the toughest
audience, in some ways. Mr. Stratford stated all of his staff had read the
Waterman Report, noting on one hand, they felt their activity level had
increased, yet the report is telling them the potential was much greater,
and they wonder how they would handle that.
Councilmember Heller referred to "City Hall at the Mall", noting she was excited
it was moving forward. She asked Mr. Stratford if they had begun to think
about any programming there, noting she believed children's programming
would be an absolute given, with a story hour one night a week, or on a
Saturday or Sunday. Mr. Stratford believed they could figure out some
programming that could be done, and perhaps in conjunction with the
Community Services Department, and other departments, they might be able to
provide some programming there. Ms. Adney stated she believed there would
also be an opportunity for cultural activities there, as well.
Councilmember Cohen thanked and commended Mr. Stratford and Ms. Adney for the
great programs being offered, acknowledging that every year Council talks
about trying to find a little more money, and he knew there was a lot more
staff would be doing if Council could find more money in the budget. Mr.
Cohen thanked Mr. Stratford for the great children's services, noting he
had reported the Library had 30,000 books in the Children's Library.
Referring to the training of the Children's Librarian's in Internet
searching and use of th WEB, he asked if this referred to a public access
Internet station in the Children's section? Mr. Stratford reported they
did not, as yet, have one the Children's section; however, they would
eventually have Internet access in the Children's Room. Anticipating
Councilmember's question concerning the blocking of specific types of WEB
sites, Mr. Stratford explained what they really wanted was to have a shared
responsibility between the parents and the Library, as far as what the
children are accessing on the WEB. He stated he was not an advocate or
proponent of the blocking software, noting he felt it was a very blunt
instrument, and people end up blocking things that are very useful to some
kids, such as sex education, breast cancer, and other important information
they may need to find. He believed, at this point, the Library's approach
would be to obtain parental consent, stating the kids are going to be using
the Internet, and that they need to use it responsibly. In addition, there
would be the "tap on the shoulder" monitoring by staff, noting the Library
was small enough, and there was no place to hide. He pointed out staff
would also do that with adults, and if there was something offensive on the
screen, they would ask them to turn it off.
Councilmember Cohen agreed the blocking software that is available is too blunt
an instrument; however, he believed the issue was going to come up,
particularly in addressing access within the Children's section.
Therefore, even though it was difficult to formulate a policy, he felt it
was better for the City to have on formulated if a parent comes to
complain, particularly if staff can present a signed consent form, and
explain Library's policy and how staff tries to handle the issue. Mr.
Stratford stated staff also had something published by the American Library
Association, which lists the top fifty or one hundred best sites for kids
on the Internet. He noted these were very enriching, and a child could
spend many hours and not exhaust the sites, thus providing attractive
alternatives. Mr. Stratford reported that since introducing the Internet,
staff had not had the problem of sleazy adults looking up pornography, and
he felt perhaps the whole problem had been magnified beyond its actual
scope. Mr. Cohen agreed, noting it seemed clear, especially lately, that
people are using this as a platform to wrap themselves in so-called family
values, pointing out the arguments had reached a national level, and there
was not doubt it had become overblown. Mr. Cohen stated that when an
agrieved parent comes into the Library, which he believed would happen
sooner or later, the Library needed to have a policy in place. Mr.
Stratford agreed.
Councilmember Miller thanked Mr. Stratford and Ms. Adney for their leadership in
the Canal area, a leadership he believed was building on the assets out
there, noting, for example, enhancing the Day of the Dead celebration, a
marvelous celebration Councilmember Miller stated is still remembered. In
addition, he cited Mr. Stratford's work in developing the young women's "We
Can" group, which in turn helped in developing the Learning Center, and
noted he had also extended himself to the ministries. Mr. Miller pointed
out we did not have to see everything happinging right there at the
neighborhood center, noting there were other areas that could be reinforced
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 48
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with enhanced programs through the Library. He stated Mr. Stratford had
already begun doing this, and people were seeing that this is a City that
really cares, and a City that is going along with what the community wants.
He felt Mr. Stratford had given the City a great deal of credibility for
all the activities that go out, and also believed it was this free-flow of
information and ideas that fills a strong community, and that was what
libraries were all about.
Glenna Coleman, President of the Library Board of Trustees, thanked Council for
the openness, their willingness to come and talk to the members of the
Board of Trustees, and thanking them for the Sunday hours. She stated the
Board members looked forward to working with the City next year and, as a
result of the Waterman Report, doing more.
MANAGEMENT SERVICES DEPARTMENT
Management Services Director Kenneth Nordhoff presented the following report:
MISSION STATEMENT:
"As
the major internal support services department of the City, Management
Services strives to deliver high quality, responsive communications and
solutions that enable the service departments to fulfill their own
missions. In addition, a similar level of service is given to the public
by providing timely and accurate information to the residents and
businesses in San Rafael.
MAJOR DEPARTMENT GOALS FOR FISCAL YEAR 1998/99
*For the first time, prepare a two-year operating budget for the fiscal years
199/2000 and 2000/01. Development of the two-year budget will be based
upon current program budgeting and requirements from municipal finance
organizations.
*Successfully negotiate new labor contracts with all of San Rafael's major
bargaining units. Make certain that areas of bargaining which have
fiscal impacts to the City fit into the current and long-term financial
policies of San Rafael.
•Implement the next elements of the City's Information Services Strategic Master
Plan. This would include starting the replacement of again mainframe
systems serving Police, Fire, Recreation and Finance, implementation of
a standard Internet/e-mail/calendar software solution, and studying the
use and making recommendations for graphical interface systems (GIS) on
a Citywide basis, prioritization of projects, funding and support
requirements, and implementation dates.
•In conjunction with the Budget Oversight Committee, study financing options and
make recommendations to the City Council which begin to address the
inadequacy of maintaining City infrastructure as pointed out in the
Five -Year Financial Forecast.
*Begin the comprehensive review and define the requirements for the replacement
of the City's Financial Information and Human Resources systems.
*Update the Business Cost Study, including the Master Fee Resolution and Fine
Schedules.
*Work closely with the Human Resources/Risk Management Division to improve
procedures related to workers compensation, liability, and contract
administration and compliance.
*Continue to achieve progress on the Information Services front through the use
of the Information Services Committee. The outcomes of this Department -
wide approach to implementing Information Services needs is a means of
building consensus for technology priorities when considering limited
staffing and solution resources.
*Prepare the City's Comprehensive Annual Financial Report (CAFR) for fiscal -year
1997/98.
*Bridge the technology capabilities currently in place in Information Services
offices with the customer requirements of the Print Shop. Through
technology and user needs survey results, enhance the level of service
to our internal customers.
*Revise the City's Investment Policy.
*Complete a comprehensive review of the City's administrative policies and
procedures regarding purchasing; make modifications where needed.
OBJECTIVES:
*With the reorganization into Management Services, additional emphasis will be
focused on cooperative approaches to problem solving and solutions. To
the extent possible, improved technology capabilities will be used to
eliminate cumbersome processes, improve communication, and simplify
information sharing.
*Develop standards of reporting and benchmarks that measure the effectiveness of
the organization. Solicit input from the citizens, user departments,
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 49
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 50
and other interest groups which could heighten levels of service.
*Maintain a high level of customer satisfaction for both internal (Department)
and external customers. Do not just say no. Work towards a
satisfactory solution.
*Make certain staff impacted by major projects are involved in their respective
portions of these activities. This requires staff inclusion in the
planning and design process for new or revised systems and procedures.
Staff are empowered to make decisions within their own area of
experience and responsibility, and are to be held accountable for these
actions.
*Continue to train staff in a variety of accounting, budgeting, computer and
human resources needs. Proper investment in our greatest assets
(employees) can yield significant productivity gains.
ADMINISTRATION
PROGRAM DIRECTOR - ASSISTANT CITY MANAGER/DIRECTOR OF MANAGEMENT SERVICES
BUDGET HIGHLIGHTS:
This program accounts for the Director and Secretary who serve as the
administrative function for the Management Services Department. Under
changes in staffing levels in 1997/98, Administrative Services encompassed
both the Finance and Information Services Divisions. Under a
reorganization plan established by the City Manager and approved by the
Council, Management Services was established for 1998/99. In addition to
the above Divisions, Human Resources, Risk Management, Volunteer Programs,
and the Print Shop were folded into this new Department. Staffing level
changes are identified where appropriate in each of the subsequent program
descriptions.
DESCRIPTION OF ACTIVITIES:
The Administration function of the Department oversees the Finance, Information
Services, Human Resources and Risk Management operations for the City,
Redevelopment Agency, and Financing Authority. Administration is
responsible for accomplishing Department goals and objectives, planning and
directing service delivery, and working closely with the City Manager's
office on a variety of complex projects.
ACHIEVEMENTS:
*Worked with the City Manager to restructure the staffing configurations of the
Management Services Department. This resulted in moving the Print Shop
into the Information Services Division and combining Risk Management and
Volunteer Programming with Human Resources. In addition, secretarial
support services were combined with the City Manager's office, and the
reduction of clerical support was offset by the addition of a Junior
Accountant in the Finance Division.
*Developed the City's first Five -Year Financial Forecast. This document
provided a long-term projection of San Rafael's financial condition, and
included particular emphasis on the lack of funding for infrastructure
(street resurfacing, storm drains, public buildings, parks, etc.).
Options were presented which could improve the City's long -tern
financial picture,
*Worked with the six local jurisdictions to review refuse service rates, and
implemented new rates for fiscal year 1998/99.
•Initialed the first Business Cost Study, resulting in a comprehensive review of
all City services. Output included the full costing for each service,
current revenue collections, and a new Ordinance and Master Fee
Resolution adopted on time in order to provide increased revenues to the
City. New fees are expected to generate over $40,000 of new annual
revenue for San Rafael.
*Working closely with various Neighborhood Associations in attempting to
establish two voter approved Assessment Districts. Although neither
succeeded, the outcome reflects that the community has spoken regarding
the levels of service for median maintenance.
*Once again, took steps to simplify the budget process by automating major
portions of the required information. The use of the recently
established Local Area Network (LAN) made data sharing easier on several
Departments.
GOALS AND OBJECTIVES:
*Develop and publish a two-year program budget. Emphasis will be placed on
completing task and finishing projects in a twenty-four month cycle.
Mid -period reviews will be scheduled at the six, twelve and eighteen
month intervals.
*Spend time developing the new Management Services Department. Implement
changes to workers compensation procedures, network and paper file
administration, contract management and strategies, which provide better
coordination and efficiencies between the three Divisions (Finance,
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 50
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Human Resources and Information Services).
*Study financing alternatives identified in the Five -Year Financial Forecast.
Make recommendations to the City Manager and Council, which would result
in placing more resources into infrastructure needs and improving the
City's long-term financial health.
*As new Budget Oversight Committee (BOC) members are appointed in July, work
closely with the new volunteers to educate them about the City's
financial picture, processes and purpose. IN addition, continue to have
monthly meetings which focus on the objectives laid out by the City
Council for the BOC.
WORKLOAD STATISTICS:
1996/97 1997/98 1998/99
Investment Reports issued: 24 24 24
Program Budget Document completed 1 1 1
Comprehensive Annual Financial Report Prepared 1 1
1
Budget Oversight Committee Meetings 12 12 12
Business Cost Study Reviewed and Updated 1 -0-
1
Five -Year Financial Forecast Prepared -0- 1 -0-
Agenda Reports Prepared (Excluding Investments) 22 29 20
PARKING CITATIONS
PROGRAM MANAGER - REVENUE ANALYST
BUDGET HIGHLIGHTS:
The number of citations issued in 1997/98 decreased by 18% from the prior year.
This was a result of the increased construction activity in the metered
areas, and the loss and subsequent recruitment of a Parking Enforcement
Officer, which took several months. With the training of the new Parking
Enforcement Officer, and continued higher -levels of construction activity,
we anticipate the number of parking citations issued in 1998/99 to increase
5% over 1997/98. Improvement on collections of unpaid and open citation
due to vehicle transfers will provide additional revenues.
DESCRIPTION OF ACTIVITIES:
The
Parking Citation program is responsible for the billing, collection and
processing of parking citations. This activity supports parking
enforcement within the Downtown Business District, citations issued as part
of Police patrol operations, and the Abandoned Vehicle Abatement Program.
ACHIEVEMENTS:
*Developed a manual that identified daily tasks and procedures, with step-by-
step instructions for use by employees performing citation processing.
•Increased frequency of second notice mailings from semi-monthly to a weekly
schedule.
*As part of the Business Cost Study, implemented a revised traffic Fine
Schedule.
GOALS AND OBJECTIVES:
•Implement procedures (including contract services) to collect payments on
tickets issued to prior registered owners. Currently, we are unable to
lien the vehicles through the Department of Motor Vehicles, since the
owner responsible for receiving the parking citation has transferred
ownership of the vehicle.
*Recommend improvements to parking citation processing which may include
contracting services for a portion or all components of citation
processing. As an alternative, evaluate the acquisition of new
application software and upgrading the hand -held citation devices,
subject to available funding sources. Include Police, Information
Services, and the Department of Motor Vehicles in the analysis process.
*Study the possibility of increasing revenue by raising penalties for citations
that remain unpaid for a longer period of time, and implement collection
procedures.
*Develop a plan to monitor payments received, second notices mailed, and unpaid
citations on a monthly basis.
1996/97 1997/98 1998/99
Automated parking citations issued annually:
37,386
30,000
31,000
Manual parking citations issued annually:
1,465
2,000
2,100
Number of citations sent to DMV collection:
6,303
4,200
4,500
PERFORMANCE MEASURES:
Collection statistics for citations issued
1996/97
1997/98
1998/99
% paid within 60 days of issuance:
74%
70%
80%
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 51
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 52
% paid within 61 - 90 days: 4% 4% 10%
% paid after 90 days: 14% 16% 5%
Total collected: 92% 90% 95%
Unpaid citations 8% 10% 5%
% of total citations collected by DMV 7% 4% 5%
ACCOUNTING AND BUDGETING
PROGRAM MANAGER - DEPUTY FINANCE DIRECTOR
BUDGET HIGHLIGHTS:
With the addition of an Accountant position last year, a re -allocation of duties
and responsibilities has resulted in more professional accounting tasks
being performed at that level, resulting in improved financial reporting.
DESCRIPTION OF ACTIVITIES:
Finance Operations is the core accounting and budgeting function of the
Administrative Services Department. This program is responsible for
recording and maintaining information that measures the financial condition
of the City, Redevelopment Agency, and Financing Authority. Major duties
include the recording of all revenues and expenditures transactions, pre -
auditing and paying all valid claims of the City, preparing and issuing
monthly financial reports, maintaining the City's payroll records and
issuing payroll checks, assisting in the preparation and administration of
the annual budget, maintaining banking accounts and reconciling cash
investments. Finance Operations also has responsibility for maintaining
inventories of equipment, vehicles and other assets, coordinating annual
financial audits, plus monitoring Citywide purchasing processes.
ACHIEVEMENTS:
*Assisted in preparation of financial information resulting in the receipt of
the Comprehensive Annual Financial Report Award for FY 96/97.
*Developed new spreadsheet applications for efficient recording of various
interest allocations, developer bonds and investment accounting
activity.
*Continued refinement of Chart of Accounts Structure to identify and match
functions and programs within departments. Set up additional account
per recent Cost Study to better record and track fees.
•Implemented new account structure and reclassified transactions into proper
line item budgets.
GOALS AND OBJECTIVES:
*Complete function needs and feature requirements to be used for acquisition of
a new finance system. Assist in evaluation and recommendation of
software applications.
•Issue Request for Proposals, evaluate responses, and recommend selection for
external audit services.
*Assist in development of a two-year budget program.
*Develop plan to prepare an application for California Society of Municipal
Finance Officers and Government Finance Officers Association Budget
Award for FY 1999/2000.
*Obtain 100 hours of Continuing Professional Education Training Units for
professional staff.
•Implement all Bargaining Group Salary and Benefit changes for FY 98/99.
•Install on-line banking through a PC to further improve the bank reconciliation
process.
*Review policies and procedures for improving purchasing internal controls.
WORKLOAD STATISTICS:
1996/97 1997/98 1998/99
Vendor checks issued:
8,500
8,500
8,500
Payroll checks issued:
13,000
13,000
13,000
Monthly bank account reconciliations:
15
15
15
Monthly Trustee account reconciliations:
9
9
6
Journal entries prepared - recurring and
others:
500
515
535
Approved budgetary adjustment journal entries:
27
40
40
Increase in fixed asset records:
300
300
350
Purchase Orders issued:
150
150
175
Number of assessment districts administered:
11
11
11
PERFORMANCE MEASURES:
1996/97 1997/98 1998/99
% of time bank reconciliations completed
within
15%
83%
100%
30 days of receipt of statement
% of payroll check non -system generated
.4%
.4%
.3%
% of accounts payable checks voided due to error
1%
.1%
.1%
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% of month-end financial reports issued within
75%
83%
100%
10 working days of month-end
Completion of State Controller's Report by
1
1
1
September 30th
Completion of Quarterly Gas Tax Reports within
4
4
4
30 days
Completion of C.A.F.R. by December 31st 1
1
1
Amount recovered from State Mandated Costs
$31,350
$33,000
$35,000
TREASURY AND REVENUE
PROGRAM MANAGER - REVENUE ANALYST
BUDGET HIGHLIGHTS:
In
the prior fiscal year, one position was moved from the Treasury and Revenue
Division to Finance Operations to provide general ledger accounting
support. As a result, the remaining staff began spending more time
performing cashiering and customer service duties in order to support the
front counter, resulting in less time available for other Citywide revenue
collection activities. In an effort to increase service to the public, a
new Customer Service/Cashier Clerk position is being requested to provide
cashiering, customer service, and clerical support to the Division.
Additionally, positive improvements in collections of open and delinquent
citations and business license accounts will provide increased revenues to
offset this position.
DESCRIPTION OF ACTIVITIES:
Treasury and Revenue serves as the "credit" side of Financial Management. They
are responsible for collection of all fees, taxes and assessments; billing
of accounts receivable; processing business licenses (both renewals and new
applications); and supporting the Treasurer in administering both daily
cash flow needs, as well as investment management functions. In addition,
Treasury and Revenue staff are the centralized administrators for all fees,
fines, and bail schedules, which are used to collect revenues from
individuals or groups who pay for a variety of services. The staff in this
division also provides cashiering and customer service directly to the
public during regular City Hall business hours.
ACHIEVEMENTS:
*Redesigned 1998 Business License Renewal forms, Business License Certificates,
and Transient Occupancy Tax forms to create more attractive forms, which
are easier to use.
*Developed policies and procedures for revenue and cash collections activities
and bank reconciliation procedures. Streamlined daily deposit
procedures to reduce redundancy of efforts with other departments.
*Added credit card processing capabilities for Visa and Mastercard to Treasury
and Revenue Division, Fire Department, and Child Care Department.
*Successfully implemented two revisions of the revenue account codes as a result
of a change in the structure of our Chart of Accounts, and coordination
with implementation of the Business Cost Study.
*Collaborated with the Community Development Department in establishing
procedures and designing forms to track deposits paid on account by
applicants, based on the new fee structure.
*Developed a Master Revenue Schedule showing revenue sources by department,
along with the new account code assigned to each.
GOALS AND OBJECTIVES:
*Review the feasibility of replacing the business license software, subject to
State funding, to a newer, more modern network version. Include Fire
Prevention, Code Enforcement, and other staff as part of this analysis.
If benefits outweigh costs, implement migration prior to next major
business license renewal cycle.
*Update the Business Cost Study. Revise the related cost recovery Ordinance and
Master Fee Resolution, as needed.
*Develop a Business License Manual to contain policies and procedures to
administer the business license program.
*Revise Section 10.04 of the City of San Rafael Municipal Code to streamline and
simplify the processing of business license tax applications and
renewals.
*Complete function needs and feature requirements to be used for acquisition of
cash, treasury and revenue modules of a new Finance system. Evaluate
and recommend software application solutions.
WORKLOAD STATISTICS:
1996-97 1997-98 1998-99
Business license renewals issued 5,284 5,800 6,000
New business licenses processed 500 500 500
Delinquent business licenses processed N/A 75 150
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Administrative citations issued N/A 50 100
Accounts receivable invoices issued 60 100 200
Cash receipts prepared 11,800 12,500 13,000
Number of investment transactions processed 30 50 50
PERFORMANCE MEASURES:
1996-97 1997-98 1998-99
% of business licenses issued within 45 days
from date of application
70%
75% 90%
% of delinquent business license tax collected
on amounts invoiced
25%
25%
50%
% of business license renewals completed
correctly by businesses
N/A
80% 90%
% of invoices older than 60 days
25%
25%
25%
% of administrative citations collected
N/A
50%
55%
% of cash receipts requiring collection
N/A
1%
1%
% of available funds placed in interest bearing
investments
95%
95%
95%
% of investment transactions traded as
scheduled
99%
99%
100%
INFORMATION SERVICES
PROGRAM MANAGER - INFORMATION SERVICES MANAGER
BUDGET HIGHLIGHTS:
The
Information Services
Department since its
expenditures for the
Division budget.
function falls under the Administrative Services
formation in 1997-98. Operating expenses and capital
three staff are outlined in the Information Services
DESCRIPTION OF ACTIVITIES:
The
Information Services Division is responsible for the overall information and
communication services for the City. This includes centralized mainframe
hardware and software; personal computer systems, peripheral devices and
applications; and support for networks, telephones, and voice mail.
ACHIEVEMENTS:
*Maintained the level of services to departments using the Business Records
Corporation's (BRC) application systems.
•Installed Local Area Network (LAN) to link all personal computers and
peripherals at each facility. This was followed by an installation of a
Wide Area Network (WAN) connecting all Citywide facilities to the City
Hall's Network Servers.
*Formed an Information Services Committee (ISC) made up of representatives from
all departments. This committee serves as a technology advisory for the
City, and is responsible for prioritizing projects and developing
policies.
*Purchased 53 personal computers, seven laser jet printers, two network servers,
and hired an on-call technician to maintain computer equipment, as well
as to trouble shoot PC problems.
*Developed Personal Computer (PC) standards, which include hardware and
software. Also developed was a Computer Access Policy applicable to all
City employees.
*Established a quarterly Information Services Division (ISD) Newsletter as a
media to inform City staff on project status and subjects pertaining to
technology.
*Provided all departments with phone services, which include new phone
installation, voice mail, dedicated line for application systems, and
repaired technical problems.
GOALS AND OBJECTIVES:
*Finalize platforms for operating systems and database structure. Final
decision will become the Strategic Technology Plan standard platforms
for all Citywide application systems. Decision should be based on
technology integration capabilities between application systems, sound
technical support, and product reliability.
*Finalize assessment of maintenance and support costs of the Data General
mainframe. Results will be used as a parameter to measure whether its
current configuration would require an upgrade or replacement to support
application systems, defined in the Strategic Technology Plan.
*Continue to prioritize projects through the Information Services Committee
using standard project proposal and technical forms for review, and meet
at least one a month to increase communications regarding technology
across departments.
*Maintain master inventory database of current mini -mainframe and personal
computers, including software applications used throughout the City, and
review semi-annually, or as needed. In conjunction, prepare
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SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 55
specifications, obtain bids, and award contract for upgrading some level
of computers based upon available funds and greatest user needs.
*Continue to assess training needs for all City staff to improve productivity
and efficiency.
*Create a Training Plan for Information Services staff to keep abreast on new
technology, and to increase the level of support to end-users.
*Retain an on-call technical to provide personal computer solutions, and to
serve as an operational back-up in absence of ISD staff.
WORKLOAD STATISTICS:
Percentage
of time network servers available
99.9%
100%
Percentage
of time mainframe computer available
99.5%
100%
Number of
service calls
807 1,345
Number of
service calls completed
804 1,345
Number of
personal computers supported
75
135
Number of
Information Services Committee meetings
12
12
Number of
software applications/operating systems
updates
completed
0
1
Number of
training hours to all City staff
1,440
960
PRINTING &
MAIL SERVICES
PROGRAM MANAGER - ASSISTANT DIRECTOR/INFORMATION
SERVICES
BUDGET HIGHLIGHTS:
This section used to report to the City Manager's office. It is now included as
part of the Information Services Division in the Management Services
Department.
DESCRIPTION OF ACTIVITIES:
This program of the Management Services Department provides the majority of
centralized printing, graphics, and mail services/central receiving to all
of the departments. In addition to printing the agendas for the City
Council and Planning Commission, the print shop also produces numerous
forms, reports, bulletins, etc., including creating the graphics for much
of this material. The Division's heaviest printing users are Recreation,
Community Development, City Clerk, Police, and Fire Departments, in that
order.
ACHIEVEMENTS:
*Provided printing, graphics and mail services to all City departments.
*Purchased a computer and professional quality graphics software; expanded
graphics design service to City departments.
*Provided ongoing photography support to the Employee Recognition Committee, the
City Focus Newsletter, the 1997 State of the City Report, and other
miscellaneous projects.
*The General Services Aide II continued to increase his knowledge of computer
aided graphics.
GOALS AND OBJECTIVES:
*Justify the purchase of equipment to print shop capabilities, and to provide
centralized copy services in addition to offset printing.
*Utilizing technology, expand the service capabilities for printing services.
This may include the design of routing slips and use of a database to
manage work requests.
*Continue to increase knowledge of computer aided graphics.
WORKLOAD STATISTICS:
1996-97 1997-98 1998-99
Printing impressions 3,000,000 3,100,000 3,300,000
Pieces of bulk mail handled 170,000 180,000 193,000
Bulk mailings 40-50 40-50 40-50
HUMAN RESOURCES DIVISION
DIVISION MANAGER - ASSISTANT DIRECTOR OF HUMAN RESOURCES AND RISK MANAGEMENT
MISSION STATEMENT:
The
mission of the Human Resources Department is to recruit, retain and develop
City of San Rafael employees by providing services that are customer
responsive; cost effective, aligned with the overall mission of the City
and the priorities established by the City Council; and to incorporate the
best practices of the Human Resources provision.
BUDGET HIGHLIGHT:
There are no significant changes.
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DESCRIPTION OF ACTIVITIES:
The Human Resources Department functions in a support role to the various
departments within the City of San Rafael by providing professional
personnel management services. These centralized Human Resources services
relate to employees within the department, regardless of their employment
status. Major Human Resources department programs include, but are not
limited to, job recruitment and selection, employee benefit administration,
employee retention, employee relations, classification and compensation,
and personnel information systems. In addition to these and other ongoing
responsibilities, the staff within the Human Resources department are
involved in a variety of special Human resources department projects.
ACHIEVEMENTS:
•Implemented conversion to a self-insured dental program.
*Led the completion of labor negotiations with the San Rafael Fire Chief
Officers Association and MAPE/SEIU's Child Care Unit.
*Completed a total compensation survey for benchmarked positions Citywide, and
utilized data to implement the revenue sharing provision of the employee
contracts.
*Coordinated the development of a FY 97/98 Salary Resolution for Management/Mid-
Management employees.
*Negotiated a "Vacation Cap Policy" with the San Rafael Police Association, Fire
Chief Officers Association, and the Police Mid -Management Association.
*Developed and issued an employee newsletter on a quarterly basis.
*Developed and offered "Brown Bag Briefing" sessions to interested City
employees.
•Implemented a conversion to a self-insured dental program and re -enrolled all
eligible employees.
*Sponsored a Countywide Health Insurance Open Enrollment Health Fair.
*Updated the City's 125 Plan document, and re -enrolled interested employees in
the dependent care program.
*Renewed the City's term -life insurance plans with Standard Life Insurance
Company without any increase in premium costs.
GOALS AND OBJECTIVES:
*Lead the completion of labor negotiations with the San Rafael Firefighters
Association, San Rafael Fire Chief Officers Association, MAPE/SEIU
Miscellaneous and Supervisory Units, Child Care Unit, San Rafael Police
Association, and the San Rafael Police Mid -Management Association.
*Conduct and complete all job recruitments for City of San Rafael departments
seeking to fill vacant positions in a timely fashion.
*Complete all individual job classification audits within 60 days of receipt of
the completed position description questionnaires.
*Administer the Memorandums of Understanding in place for all bargaining groups.
*Utilize the Employee Benefit Committee to improve on the employees' knowledge
of City sponsored benefits.
•Initiate and implement an organizational development program that will enhance
training opportunities for City employees, including, but not limited
to: leadership, supervision, customer service and meeting facilitation.
*Review the City's 125 Plan, including, but not limited to, a review of the
current program administration.
*Participation in the evaluation of the City's deferred compensation provider.
WORKLOAD STATISTICS:
Projected Estimated
1996/97 1997/98 1998/99
Job recruitments 37 43 32
New employee orientations 37 52 32
Classification actions 14 11 10
Training workshops 15 18 20
WORKERS' COMPENSATION
PROGRAM MANAGER - RISK MANAGER
BUDGET HIGHLIGHTS:
Continued funding for 1) third party administrator, self-insured retention,
excess coverage, and claims expenses; 2) claims audit and actuarial report;
3) Employee Wellness program; 4) Bloodborne Pathogen Exposure Control
program; and 4) ergonomic improvements to work stations.
DESCRIPTION OF ACTIVITIES:
*Monitor third -party administrator for workers' compensation.
*Manage Excess Workers' Compensation Insurance program, Employee Wellness
program, and Bloodborne Pathogen Exposure Control program.
ACHIEVEMENTS:
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*Prepared and distributed Request for Proposals for third -party claims
administration services; interviewed, selected an administrator and
awarded a two-year contract.
*Provided workers' compensation training for employees.
*Developed and implemented a comprehensive Employee Wellness program.
•Improved communication with injured employees, claims examiner and doctors.
GOALS AND OBJECTIVES:
*Ongoing development and coordination of Employee Wellness program.
•Implement Early Return to Work program for employees injured on the job.
*Develop Workers' Compensation Procedures Manual for employees.
WORKLOAD STATISTICS:
1996/97 1997/98 1998/99
Medical only claims opened 82 70 65
Indemnity claims opened 47 40 35
Litigated claims 11 7 5
LIABILITY INSURANCE
PROGRAM MANAGER - RISK MANAGER
BUDGET HIGHLIGHTS:
Continued funding for 1) third -party administrator, self-insured retention,
excess coverage, and claims expenses; 2) safety inspections; 3) insurance
and bonds; and
4) training programs.
DESCRIPTION OF ACTIVITIES:
*Manage third -party administrator for liability.
*Participate in excess liability pool (CJPRMA).
*Coordinate safety inspections of City facilities to prevent loss from injury to
third -parties or employees.
•Implement employee liability and safety training programs to reduce loss due to
personal injury & property damage.
ACHIEVEMENTS:
*Update of property appraisal and fixed asset inventory.
*Actuarial study of liability claims.
•Implementation of tracking system for contracts, certificates of insurance, and
endorsements.
GOALS AND OBJECTIVES:
*Prepare and distribute Request for Proposals for liability claims.
•Increase employee training and awareness of liability claims process.
WORKLOAD STATISTICS:
1996/97 1997/98 1998/99
Claims opened
103
99
90
Claims opened
118
118
124
closed with no
payment to claimant
76
80 82
litigated
11
8
8
MANAGEMENT SERVICES DENTAL INSURANCE PROGRAM
PROGRAM MANAGER -
ASSISTANT DIRECTOR OF
MANAGEMENT
SERVICES,
HUMAN RESOURCES, AND RISK MANAGEMENT
BUDGET HIGHLIGHTS:
Establish funding for the City's self-insured dental insurance program,
including funding for third -party administrator and dental insurance claim
payments.
DESCRIPTION OF ACTIVITIES:
*Monitor the third -party administrator for the City's dental insuraqnce program.
*Manage the City's dental insurance program by enrolling eligible employees,
processing employee changes, responding to employee questions regarding
benefits, and assisting in resolving problems related to the benefit
level in the program.
ACHIEVEMENTS:
*Selected an administrator for the new self-insured program.
*Re -enrolled all eligible employees.
•Improved communication with the employees, employee bargaining groups, and
dental offices on the change from an indemnity plan to a self-insured
dental insurance plan.
GOALS AND OBJECTIVES:
*Update the City's dental insurance policy booklet.
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 57
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*Ongoing review of premiums paid to claims paid ratio.
WORKLOAD STATISTICS:
Projected Estimated
1996/97 1997/98 1998/99
Enrolled employees 354 354 354
Premium paid to claims paid ratio 83.5% 86.3% 88.0%
ADA (AMERICANS WITH DISABILITIES ACT)
PROJECT MANAGER - RISK MANAGER
BUDGET HIGHLIGHTS:
The Americans with Disability Act (ADA) Program is made up of two components:
*City -funded barrier removal, budgeted at $100,000 per year
•CDBG funding earmarked for curb -cut work throughout town, in the amount of a
$50,000 grant awarded effective 7/1/97 (carried over to 98/99).
DESCRIPTION OF ACTIVITIES:
The ADA Program carries out barrier removal work to ensure access to City
facilities and programs, as required by the Americans with Disabilities
Act. Each year's project list is determined by the ADA Committee,
generally based upon priorities established in the City's ADA Transition
Plan.
ACHIEVEMENTS:
*Plans were updated and finalized for modification of the bathrooms at the "B"
Street Recreation Center.
*Permanent room identification signs at City Hall were updated.
*Sign language translation services were provided upon request.
GOALS AND OBJECTIVES:
*Completion of bathroom modification project at "B" Street Recreation Center.
•Installation of approximately 90 new curb -cuts.
Mayor Boro stated Mr. Nordhoff had been very busy with reorganization, noting it
had been a great year, Mr. Nordhoff had done some great things, and Mayor
Boro believed he and his team were in a position to a lot more in the
future. Mayor Boro stated the work Mr. Nordhoff had produced on the
budget, creating the five-year plan and the two-year budget cycle he was
leding the City to, was just great, and he appreciated it. Mr. Nordhoff
stated that was a reflection of his staff, who are very customer oriented
and do a lot of hard work. He noted everyone takes a great deal of pride
in working on behalf of the line departments, and in trying to provide the
information that is needed and the service they want.
Referring to some of their goals for next year, Mr. Nordhoff stated they wanted
to implement a two-year budgeting cycle, and alternate that with the five-
year financial forecast, noting his staff would work diligently with the
departments in preparing a two-year budget. Mr. Nordhoff reported there
were several bargaining groups coming up for negotiation at the end of the
next fiscal year, which would be a big assignment for Assistant Director of
Management Services Daryl Chandler and the Human Resources staff, working
through seven bargaining groups and, hopefully, coming up with successful
multiple -year agreements.
Mr. Nordhoff noted they adopted the Information Services Strategic Plan last
Fall, and had a number of projects they would like to accomplish, and
although it really came down to a money issue, he believed the investment
of the technology paid for itself in multiple cases. As an example, he
noted Community Development Director Brown had mentioned getting
information out to the various Neighborhood Associations, and Mr. Nordhoff
explained that was the kind of thing that could be put out on a Wide Area
Network, with a staff person assigned to be responsible for the list and
for routinely updating it, and as those communications need to occur, that
would be the place where that would happen. He reported they were very
close to finishing a Wide Area Network, and this kind of thing could be
done. He noted that while these seem like subtle gains, almost behind the
scenes, staff recognized the power of technology, and they believed there
were a number of things they could do.
Mr. Nordhoff stated that over the next several months they were going to be
working on standardizing an E-mail and calendaring producet for the entire
organization, which would include Internet access, and they would be
providing appropriate training, shifting our culture to a higher level,
where staff can set calendars and communicate on a much more efficient
basis, whether on-site or off-site. He believed this would be a very
powerful tool, noting if the Councilmembers were interested, they could be
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set up with E-mail addresses, and provided with an opportunity to
communicate with their constituents.
Mr. Nordhoff reported staff would be working with the Budget Oversight Committee
to bring Council more specific alternatives to the situation outlined in
the five-year financial forecast. He stated there were some options,
noting he believed one of their tasks was to be creative and find ways to
bring money or resources to these kinds of situations, and staff would have
some solutions to present to Council. He stated they would also be
updating the Business Cost Study. Mr. Nordhoff noted they had already
picked out some fairly easy revenue opportunities; however, he believed
there were some others on the table that might provide additional
resources, which Council could direct to other programs or needs.
Referring to the Workers Compensation and Risk Management area, led by Risk
Manager Sharon Andrus, Mr. Nordhoff stated they needed to do an RFP for the
City's Liability Claims Administration, which he noted was very important
to staff, and would be completed during the next few months, in conjunction
with the City Attorney's office. He reported they would also be
implementing an Early Return to Work program for employees hoping to limit
the time they are off work from injuries, getting them back to work in some
capacity as quickly as possible.
In the area of the Volunteer Program, Mr. Nordhoff stated staff would be
creating a Newcomers Kit for new residents to San Rafael, noting this would
be done cooperatively wih the Chamber of Commerce, School District, and the
BID, and would provide new citizens a great level of information about City
services, and how they can access us.
Councilmember Phillips stated he very much appreciated the Five -Year Plan,
noting a lot of effort had gone into it, and he believed it served a
purpose. Mr. Phillips stated he also believed a two-year budget made a lot
of sense, pointing out a lot of time and effort went into the budget, and
it might not be necessary to do it every year if they can accomplish the
same thing with half the effort over a two-year period. Mr. Phillips
stated he was particularly impressed with the way Mr. Nordhoff and Mr.
Gould were able to address some of the revenue generation needs of the
City, noting they provided a real service, as they presented common sense
approaches, resulting in substantial amounts of additional revenue the City
can spend.
Mr. Phillips stated he gave Mr. Nordhoff a great deal of credit regarding his
credibility, noting he felt quite comfortable in the review process. He
stated it was comforting to know Mr. Nordhoff had looked at the numbers,
and Mr. Phillips felt had not felt compelled to question Mr. Nordhoff's
conclusions, nor the process Mr. Nordhoff had gone through in reaching his
conclusions. Mr. Phillips thanked Mr. Nordhoff for his credibility,
stating he appreciated the ability to rely on the credibility Mr. Nordhoff
had developed.
Mr. Phillips asked if Mr. Nordhoff would be coming back before Council with the
Cost Study? Mr. Nordhoff stated he would. Mr. Phillips stated he was a
little concerned with Capital Improvements, noting the City was still a
long way from where it needed to be, and Council would soon need to make
some decisions that might be less comfortable than they have been in the
past. He stated he was anxiously awaiting the creativity Mr. Nordhoff
would be bringing to the table regarding those issues.
Mr. Phillips stated he was very pleased with what Mr. Nordhoff has done, and
noted what he had done in the area of computers was spectacular, as well,
bringing that in-house. He noted that had been a major undertaking, and
had gone without a glitch. Mr. Nordhoff stated the credit went to
Assistant Director of Information Services Eusebio Joves, noting the BRC
systems have only been down once during the past year, and that incident
was related to a squirrel.
Councilmember Heller stated she was excited to be working with Mr. Nordhoff
during the coming year, noting Information Services had already begun
training her on computers, and she would continue to come back as long as
the training was offered. She also believed the Human Resources Department
did a tremendous job, and she was confident staff would do a good job
during the negotiations for next year.
Councilmember Heller noted staff was preparing to develop a plan to prepare an
application for the California Society of Municipal Finance Officers and
Government Finance Officers Association Budget Award, for the year 1999-
2000.
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Councilmember Cohen stated Mr. Nordhoff's idea for two-year budget cycles and
the opportunity to do some long-term planning in between was a good one.
Noting he and Mayor Boro serve on the Board of the San Rafael Sanitation
District, and in that capacity, also serve as members of the Central Marin
Sanitation Agency (CMSA) Board, Mr. Cohen reported he and Mayor Boro had
explained Mr. Nordhoff's ideas to CMSA, and they had already implemented
it. Mr. Cohen stated he appreciated this approach to budgeting, and noted
the budget hearings were actually a pleasure because the discussions
address what the City has accomplished, and what it is going to accomplish,
rather than just going over lists of numbers. He noted he and a colleague
and once debated on whether the City should go to line -item budgets, and he
stated he would rather have the kind of department reports that were
presented tonight, and know what it is going to cost the City to provide a
certain level of service. Councilmember Cohen stated he also appreciated
the Goals and Objectives listed in each report, noting one of the things he
will want to see next year is report which shows how well the departments
met their goals, not just a list of their achievements, but a connection
between the goals put forth and the results.
There being no further business, the meeting was adjourned at 10:30 PM.
FW4*1
REDEVELOPMENT AGENCY CHAIRMAN
JEANNE M. LEONCINI, CITY CLERK/AGENCY SECRETARY
APPROVED THIS DAY OF
MAYOR OF THE CITY OF SAN RAFAEL/
SRCC/SRRA MINUTES (BUDGET HRGS.) 6/29/98 Page 60