HomeMy WebLinkAboutCM City Council FY 2023-2025 Goals and Objectives Annual Update____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: May 20, 2024
Disposition: Received the report
Agenda Item No: 6.a
Meeting Date: May 20, 2024
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: City Manager
Prepared by: John Stefanski,
Assistant City Manager
April Miller
Public Works Director
City Manager Approval: ______________
TOPIC: CITY COUNCIL FY 2023-2025 GOALS AND OBJECTIVES ANNUAL UPDATE AND
INTRODUCTION OF INFRASTRUCTURE AND TRANSPORTATION WORKPLAN
SUBJECT: FY 2023-2025 GOALS AND OBJECTIVES ANNUAL UPDATE AND INTRODUCTION
OF INFRASTRUCTURE AND TRANSPORTATION WORKPLAN
RECOMMENDATION:
Receive the report.
BACKGROUND:
The City Council regularly establishes goals and objectives that establish the City’s priorities and
resource allocation for a period of time. The City created four policy focus areas to highlight overarching
policy priorities, in addition to the five City service areas to highlight operational efforts that are of
particular focus. The four key policy focus areas and five City service areas include:
Policy Focus Areas:
•Economic Growth: Building our economy to be stronger and more resilient.
•Housing & Homelessness: Creating new housing, keeping people in their homes, and using a
“Housing First” model.
•Diversity, Equity, Inclusion & Belonging (DEIB): Working to create equitable outcomes for all while
addressing systemic racial injustices.
•Sustainability, Climate Change & Disaster Preparedness: Reducing greenhouse gas emissions
while mitigating and adapting to climate change.
City Service Areas:
A.Neighborhood and Economic Vitality: Create and preserve a healthy economy and sustain
vibrant neighborhoods, Downtown, and other business areas.
B.Quality of Life: Serve and strengthen community relationships by providing literary, artistic,
recreational and cultural experiences for all residents and improving resident engagement and
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governmental transparency.
C. Public Safety: Prevent and respond to emergencies through essential facility improvements and
community and organizational emergency readiness.
D. Public Assets: Improve and preserve public assets by sustaining effective levels of core
infrastructure while reducing traffic congestion by expanding bicycle, pedestrian, and transit
options.
E. Foundational Services: Sustain organizational viability and exemplary service through short and
long-term financial success, organizational excellence and succession planning, and technology
to improve efficiency and service levels.
Each policy focus area and City service area has a set of objectives that provide a basis for making
resource allocation decisions during the budget process and serve as a focal point for assessing and
coordinating the City’s short- and long-term strategic planning. The resources required to perform each
objective and task are summarized in the time and intensity graphic within the FY 2023-2025 Goals and
Objectives staff report presented to the City Council on May 15, 2023.
The City Council adopted the FY 2023-2025 City Council Goals and Objectives as a component of the
Fiscal Year 2023-24 Budget on June 5, 2023.
ANALYSIS:
This report represents the midpoint update for the Fiscal year 2023-2025 Goals and Objectives. A
comprehensive status update summary is provided in Attachment 1.
The following list of objectives highlights some of the major accomplishments for the past fiscal year.
More details on each one of these are available in Attachment 1. The letter and number of each is a
reference to the numbering in the attachment.
Goal A: Neighborhood and Economic Vitality
A3 - Establish a By-Right Neighborhood Affordable Housing Overlay Zone to streamline the
review and approval of affordable housing projects in high-density residential zoning districts.
Develop a comprehensive plan for the Priority Development Areas (PDA) in the North and
Southeast San Rafael neighborhoods, addressing future development, mobility, sea level rise,
and other community priorities.
• Progress is being made on creating a Specific Plan for Northgate and East San Rafael, with the
City receiving ~$1.6 million in grant funds for community outreach and establishing Canal and
Northgate Priority Development Areas. The East San Rafael Specific Plan project will start first,
with a consultant selection RFP expected in Q2 2024. Additionally, staff will work with a consultant
in Q4 2024 to evaluate the City's affordable housing policies and propose necessary updates to
the City Council.
A8 - Assess feasibility and revise the City’s current residential parking permit program to address
overcrowding of neighborhood parking in a cost-neutral and equitable manner.
• The City released an RFP and, in February 2024, hired Dixon Unlimited to develop a residential
parking permit program.
Goal B: Quality of Life
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B2 - Enhance recreational opportunities and user experience at Pickleweed Park by adding new
amenities, enhancing existing facilities, and installing all-weather turf on the field to provide a
safe, sustainable, and inclusive community space.
• The City successfully secured $4.2M in grant funding from the National Park Service to complete
this project. The project team is finalizing the required permits and construction documents, with
construction anticipated to begin in the latter part of 2024 and be completed by June 2026.
Goal C: Public Safety
C-1 - Analyze the results and effectiveness of the Specialized Assistance for Everyone (SAFE)
team three-year pilot and determine if/how it should be adjusted (e.g., hours of operation) to have
the greatest impact on community members and develop funding feasibility to extend beyond the
pilot program period of time.
• Since its inception, the SAFE Team has responded to 3,152 calls, diverting 113 individuals from
emergency departments and 125 from jail. They have assisted in reducing PD response times to
priority 1 incidents.
C2 - Improve service to the community by reducing emergency response times of priority 1 police
calls to average of less than six minutes.
• In 2023 this objective was met; response times for priority one calls were reduced to five minutes
from seven minutes.
C3 - Continue community conversations about how the police department can improve residents'
feelings of safety in their neighborhoods and improve trust with the community.
• The police department continues to hold community engagement events, including Coffee with a
Cop, Community Academy, Camp Chance, and social media interactions. The Police Advisory
and Accountability Committee (PAAC) was established to enhance public transparency and
accountability and to involve the community in recommending improvements to police policies
and practices. These efforts aim to strengthen community relations, hiring, and training best
practices within the San Rafael Police Department.
Goal D: Public Assets
D4 - Coordinate with the TAM and the County of Marin in the analysis and implementation of
Vision Zero, or equivalent, to eliminate all traffic fatalities and severe injuries while increasing
safe, healthy, equitable mobility for pedestrians, cyclists, and all modes of traffic.
• In April, the City Council adopted the 2024 Marin Countywide Local Road Safety Plan to support
San Rafael's Vision Zero goals of eliminating traffic fatalities and promoting safe, equitable
mobility by 2050. Staff will develop a Vision Zero Action Plan incorporating this safety plan in
Fiscal Year 2024-25.
D7 - Develop an inventory of City assets, including buildings, infrastructure, parks, lighting, open
space, and trees, and develop a strategic plan for asset management to identify and quantify
unfunded liabilities and deferred maintenance costs. Engage community volunteers to support
this effort.
• The City completed a LiDAR survey of City-owned assets and plans to gather additional
inventory. Staff is finalizing the procurement of an Asset Management System (AMS) and
preparing the LiDAR data to be integrated into the software. In fiscal year 2024-25, the focus will
be on training, setting procedures, and developing maintenance near-term and longer-term
goals.
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Goal E: Foundational Services
E1 - Develop a civic engagement strategy and re-establish the City’s Communications Team,
including coordination and strategy around Citywide communications, website content
strategy, and best practices.
• The City has reestablished the Communications Team and developed a website team to better
coordinate outreach, engagement, and website development. The City is recruiting for a Civic
Engagement Manager who will work on developing the strategic communications plan roadmap.
Additionally, the City is posting FAQs for high-priority projects and has re-established a monthly
homelessness newsletter.
Goal E-7 - Analyze new revenue alternatives and opportunities for future needs, including
aggressively seeking grant funding.
• The City continues to seek external funding opportunities to support urgent needs. Since the
Goals and Objectives were approved by the City Council last June, the City has received just over
$17M in grant funding, as summarized below:
o Transportation Grants: $2,365,000
o Sustainability & Emergency Management: $1,404,000
o Community & Economic Development: $2,265,429
o Library and Recreation: $4,838,502
o Homelessness: $5,999,242
o Fire: $415,000
Policy Focus Area #1: Economic Growth
EG1 - Implement initiatives from the Economic Development Strategic Plan (EDSP) that will
reinvigorate commerce across the city, find innovative strategies to attract and retain
businesses, attract high-tech and other emerging market users, and ensure that growth is not
only sustainable but also equitable.
• The City will launch the Economic Development "GO" Program in Q2 of 2024, which will include
marketing and branding materials associated with a Business Expansion Attraction Retention
(BEAR) program. An EIFD consultant, Kosmont, has been conducting a feasibility analysis of
forming an EIFD, and a feasibility report with recommendations would is anticipated in Q3 of
2024. The feasibility of the PBID formation will require an RFP for consulting services for
feasibility analysis. The RFP release is anticipated in Q3 of 2024.
Policy Focus Area #2: Diversity, Equity, Inclusion & Belonging (DEIB)
DEIB3 - Continue inclusive resident engagement practices that find opportunities to partner with
underserved community members to build capacity for meaningful civic engagement and lift up
traditionally marginalized voices.
• The City continues to collaborate with community organizations to develop strategies for inclusive
engagements, such as promoting the Police Accountability and Advisory Committee and the
Canal Broadband Feasibility study. Staff supports multilingual public meetings and is formalizing
these efforts through strategic communications and language access planning. The Police
Advisory and Accountability Committee consistently offers Spanish interpretation and translates
meeting materials into Spanish and Vietnamese.
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DEIB5 - Increase police accountability and promote transparency with law enforcement and
develop a community accountability advisory committee who will evaluate options such as,
engaging an independent auditor and providing feedback on policing policies and practices.
• The Police Advisory and Accountability Committee, established in December 2023, meets
monthly to enhance transparency and community engagement in police operations. Further
information is available here: https://www.cityofsanrafael.org/paac/.
DEIB7 - Implement strategies to increase the diversity of public safety recruitment to attract and
hire qualified candidates from diverse backgrounds:
• In February 2024, the San Rafael Police Department developed a 2024-2026 Recruitment and
Selection Plan to enhance diversity in its workforce. By May 2024, the City had recruited twenty
new employees, with eight being female and twelve identifying as Hispanic, resulting in forty-two
percent of the police department being non-white. The San Rafael Fire Department is also
committed to diversity and has outlined strategies, including targeted recruitment, equitable hiring
practices, professional development, and mentorship programs.
Policy Focus Area #3: Housing and Homelessness
HH2 - Partner with community stakeholders to develop policies to protect renters and low-income
earners from increasing housing prices and uncertain economic conditions. Support maintaining
and improving our housing base and reduce the likelihood of homelessness.
• Staff are collaborating with the community to evaluate and develop Citywide tenant protection
policies. Meanwhile, an urgency ordinance adopted on April 15, 2024, prohibits substantial
rehabilitation as a just cause reason for eviction in the Opportunity Zone, requiring landlords to
offer displaced tenants temporary relocation assistance or comparable units during repairs. In
2023 and 2024, the City allocated funds for affordable housing rehabilitation projects at Terra
Linda Manor, Marin Villa Estates, Art Works Downtown, Marin Center for Independent Living, and
Habitat Redwood Blvd.
HH3 - Continue evaluating Housing-Focused Shelter (Interim Housing), fortified with strong case
management services to help transition unhoused community members into permanent
supportive housing.
• Staff worked with the County of Marin on the Encampment Resolution Fund Round 3 grant
applications, successfully securing approximately $6M in funding to support the development of
new interim housing, expanded case management, and increased service provision for individuals
experiencing homelessness, particularly in the Mahon Creek Area encampment.
Policy Focus Area #4: Sustainability, Climate Change, & Disaster Preparedness
SCD1 - Develop a comprehensive adaptation plan that addresses the challenges and risks posed
by wildfires, sea level rise, and other disasters to San Rafael and its residents using strategies
and data from community partnerships and past planning efforts to provide a roadmap for
disaster prevention and mitigation.
• Staff have contributed to the updated countywide Local Hazard Mitigation Plan, which includes
actions related to sea level rise and other climate-related disasters. The Sustainability team is
developing a sea level rise adaptation and resilience plan in conjunction with other grant-funded
projects like the sea level rise feasibility study, which focuses specifically on the Canal
neighborhood.
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SCD2 - Build a more resilient community in the face of disasters, able to recover more quickly
and effectively, including evacuation planning for residents in the event of emergencies. Increase
disaster preparedness outreach so all residents, regardless of income, language, physical ability,
digital access, or any limiting factor, have knowledge and resources to be prepared to respond
to disasters.
• The City adopted the updated Emergency Operations Plan and developed an updated
Emergency Operations Center (EOC) Handbook, and Storm Response Playbook. Staff continue
to conduct and develop training for community members and City staff on topics relating to
disaster preparedness, response, and recovery. Staff have increased Spanish language disaster
preparedness outreach, including offering classes and printed material in Spanish and developing
a peer-to-peer outreach program.
Challenges & Constraints
As shown in Attachment 1, the City has made significant progress toward achieving the City Council’s
Goals and Objectives over the last fiscal year. However, there are several barriers and constraints that
have significantly impacted the City’s operations. The City is a people powered organization, and the
work of providing public services requires an adequate level of staffing. Unfortunately, like many other
local government jurisdictions, the City has been facing higher than normal vacancy rates in every
department. On average, the City has seen 10-20% of its budgeted positions be vacant due to retirements
or employee attrition. The result of this directly impacts the City’s ability to make as much progress as we
would like toward achieving our goals and objectives, as well as other projects and programs like the
Capital Improvement Program.
Another challenge that has significantly impacted the City’s capacity is the extensive litigation and
continuous legal scrutiny regarding the implementation of the camping on public property regulations.
The ongoing response and work to resolve the litigation and its impact on staff time is and continues to
be significant. While the City is hopeful that the end to the litigation is near, it limits the City’s ability to
focus its attention toward implementing solutions that will help support individuals on their path to
housing.
Over this last year, the City has received an unprecedented number of large scale, labor intensive Public
Records Act requests. These span from covering most facets of the City organization, ranging from major
development projects to more arcane data requests. Responding to these requests is required by law
and is subject to certain response timelines. In practice, this means that staff have to reprioritize other
high priority initiatives, in order to focus on compiling the relevant materials in order to be responsive to
the public records request.
The City has been able to ensure progress continues in spite of these challenges through deliberate
and strategic cross-departmental collaboration efforts to match staffing needs with available staff
resources from elsewhere in the organization.
Performance Measurement Program
The City launched a Performance Measurement program in 2023 with the goal of collecting, measuring,
and analyzing data to track progress towards the Council’s strategic goals and objectives. This year, we
have chosen targets for some strategic metrics and added metrics to the program, including operational
metrics that help quantify the daily operational work of the City. This program is part of a wider effort to
increase the availability of data tools that measure progress, understand operational capacity, and
improve the effectiveness of City services.
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Some key findings this year, shown in Attachment 3, include some positive shifts in our economic growth
metrics. Foot traffic downtown by visitors in 2023 exceeded pre-pandemic levels for the first time. The
retail vacancy rate declined slightly in 2023 to 2.6%. Other economic indicators were less positive; office
vacancy rates have continued to increase since 2017, and industrial vacancy almost tripled in 2023.
Employee foot traffic downtown in 2023 was still 10% lower than 2019 levels. Taxable sales of businesses
operating in San Rafael was slightly lower in 2023 than 2022.
We’ve continued to progress in our Diversity, Equity, Inclusion, and Belonging (DEIB), Sustainability,
Climate Change, and Disaster Preparedness policy areas. The percentage of regular employees of color
continued to increase, from 35.2% of the total regular workforce in 2022 to 37.8% in 2023. Our gender
breakdown has stayed the same, with 40% of the regular workforce identifying as women. Greenhouse
Gas emissions continued to decline in 2021 (our most up to date data). In our Housing and Homelessness
policy area, 20 out of 34 chronically homeless case management clients in City-funded programs are
now in permanent housing, 9 of whom were housed last year.
On the operational side of our work, in public safety, EMS incidents increased slightly in 2023 (and
increased by 13% since 2019, while crime has declined in the last year across almost all serious offenses.
In Community Development, building permits issued by the City remained steady during the pandemic,
although other permits declined. By 2023, the city issued 4,944 total permits, exceeding pre-pandemic
levels by 21%. Code enforcement cases opened in 2023 are also nearing pre-pandemic levels after a
sharp decline between 2020 and 2022. Department of Public Works has seen average monthly requests
submitted to SeeClickFix increase since 2022; the Department is currently responding to an average of
225 service requests per month, in addition to the department’s regular maintenance operations.
Workplan Development to Track Progress Toward Goals & Objectives
Earlier this year, the City Council received a presentation from Jacob Green and Associates regarding
the development of strategic and operational workplans with the goal of building greater alignment
between the broader community, City Council, and staff, in addition to showing more clearly and
transparently, the priorities and sheer scale of work taking place in the City’s departments. In particular,
these workplans aim to provide complete comparative context for the City Council when making resource
allocation determinations regarding all of the City’s responsibilities, needs, and current financial condition.
Over the next year, the City intends to expand the development of these comprehensive work plans to
cover the balance of the City Council’s Goals and Objectives, as well as other projects, programs, and
services that are provided through the City’s individual departments. This process will also inform the
development of the successor Goals and Objectives following Fiscal Year 2024-25.
Introduction of Draft Infrastructure and Transportation Workplan
Over the past six months, the Public Works Department worked with Jacob Green and Associates to
develop a comprehensive work plan for their department’s related City Council Goals and Objectives,
Capital Improvement Program, other citywide plans, and ongoing public works operations and
maintenance activities. This work plan identifies clear objectives, defines actionable tasks, outlines
project phases, and establishes realistic timelines for the many programs, projects, and services the
department works on. Attachment 2 provides background documentation on the draft projects and
programs that are being used to develop the Infrastructure and Transportation Work Plan, which will be
presented at the May 20th City Council meeting for feedback.
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One of the biggest challenges with achieving this work plan is staff capacity due to vacancies. Over the
last couple of years, the Public Works engineering divisions have experienced several key vacancies that
decrease the ability to complete all the projects listed in the annual Capital Improvement Program (CIP).
Due to staff retention and recruitment issues for engineers, staff is exploring alternatives to achieving the
CIP and workplan. This includes the creation of an on-call list of consultants through a request for
proposal process with different consulting expertise to assist in staff augmentation. The workplan being
presented assumes the department is fully staffed or equivalent consultant staff augmentation by the
beginning of FY 2024-25.
In addition to the workplan that lists key infrastructure and transportation projects and programs, the
Public Works team with the support of staff augmentation also performs work on annual programs and
business as usual tasks. A few examples of everyday tasks could include responding to the community,
coordination meetings, SeeClickFix management, work planning, and responding to Public Records
requests. The annual programs are comprised of a variety of activities, including routine operation and
maintenance of city infrastructure, maintenance of fleet vehicles, implementation of smaller projects and
small budget projects that need immediate attention, development of concept designs to support the
pursuit of grant funding, and low to medium level planning efforts.
FISCAL IMPACT:
There is no fiscal impact associated with this report. The City’s annual budget is guided by the City
Council’s Goals and Objectives. Some projects will be brought to the City Council on an individual basis
to ensure proper fiscal analysis and approval as appropriate.
OPTIONS:
The City Council has the following options to consider on this matter:
1. Receive the report.
2. Take no action.
RECOMMENDED ACTION:
Receive the report.
ATTACHMENTS:
1. City Council 2023-2025 Goals and Objectives Progress Update
2. Infrastructure and Transportation Draft Workplan
3. Performance Measurement 2024 Update
Attachment 1: City Council 2023-2025 Goals & Objectives Progress Update
Page 1 of 19
Goal A: Neighborhood and Economic Vitality
A1 Prioritize implementing key General Plan 2040 programs, including neighborhood planning, economic vitality, tree inventory, and
improving and preserving public assets.
Update
The City has made progress on implementing key programs in the General Plan. Examples of these include:
- Planting trees on City-owned land, including Sun Valley Park, McInnis Parkway, and other locations.
- Securing a Climate Action Corps Fellow to conduct tree inventories and identify locations to plant new trees.
- Receiving $3,051,000 in One Bay Area Grant 3 funding for the Fourth Street intersection realignment project in January 2023;
this project is currently in the design phase.
- Converting B Street from one-way to two-way traffic.
- Securing transportation grants for the 2nd/4th Street intersection, Canal area improvements, rapid rectangular flashing beacons
for crosswalks surrounding schools, and a mid-block crossing with bulb-outs along Francisco Blvd.
The City Council received a comprehensive list of General Plan Updates as a part of the March 4, 2024 General Plan annual progress
report.
A2 Where discretion is allowed under State housing laws, create standards to guide new developments to best fit into San Rafael
through implementing the Downtown Precise Plan and additional policies, as needed.
Update
Staff reviewed and evaluated the Downtown Precise Plan for potential modifications, application checklists, and architectural guidance
documents to increase housing applications within the downtown precise plan area. Staff are currently developing a scope of services
in anticipation of consultant vetting and selection. It is anticipated that a consultant would be selected in Q3/Q4 2024. Any Preliminary
Downtown Precise Plan amendments would trigger review and approval by the Planning Commission and City Council.
A3 Establish a By-Right Neighborhood Affordable Housing Overlay Zone to streamline the review and approval of affordable housing
projects in high-density residential zoning districts. Develop a comprehensive plan for the Priority Development Areas (PDA) in the
North and Southeast San Rafael neighborhoods addressing future development, mobility, sea level rise, and other community
priorities.
Update Progress has been made on the creation a Specific Plan for Northgate and East San Rafael. The City was awarded ~$1.6 million ($800k
each) in grant funds for community outreach and the creation of a Canal Priority Development Area (PDA), and a Northgate PDA. The
East San Rafael Specific Plan area (Canal Neighborhood) project is scheduled to begin first, with an RFP to select a consultant
anticipated for release in Q2 of 2024.
Staff continue to work with housing developers to streamline the review and approval process, in line with Program # 41 of the City’s
2023-2031 Housing Element. Establishment of a by-right neighborhood affordable housing overlay zone requires further evaluation in
the context of other affordable housing tools available, including state policies and programs that provide streamlining and
concessions. Existing Citywide affordable housing tools are also due for evaluation; when the City Council adopted adjustments to the
inclusionary housing requirement in 2021, staff committed to returning to City Council with an evaluation of the inclusionary housing
policy’s performance and impact over the first several years of implementation.
Attachment 1: City Council 2023-2025 Goals & Objectives Progress Update
Page 2 of 19
Goal A: Neighborhood and Economic Vitality
Staff anticipate working with a consultant beginning in Q4 of 2024 to evaluate the policy and propose updates to City Council as
needed.
A4 As development projects arise, create development agreements as necessary and facilitate community engagement efforts to
inform and solicit input from the community throughout the process, such as the Northgate project.
Update The Northgate Mall redevelopment project is currently in development agreement negotiations.
Staff will recommend pursuing development agreements for large-scale projects which may trigger zoning amendments or phased
project implementation.
A5 Using results from the 2022-23-day laborer survey, work with governmental and community partners to facilitate a Feasibility
Study of a Day Laborer Center/Hiring Hall in San Rafael.
Update This project has not started and is anticipated to occur in FY 2024-25.
A6 Consider revisions to the Cannabis program, such as reviewing quantities and types of licenses, evaluating revisions for hemp
products, and addressing products targeting youth.
Update Staff hosted a cannabis industry convening to discuss industry trends and potential program modifications to the San Rafael Cannabis
Program. The primary modification requested by businesses was an extension of the current tax reduction for non-storefront retail
businesses to alleviate the tax burden these businesses face. Staff will bring a proposal forward to City Council once received from the
cannabis license holders. The current tax reduction expires in 2025. Due to Cannabis businesses attrition, there are ample licenses
available in each type, and no increase in available licenses is recommended. In addition, staff evaluated implementing micro-licenses,
an additional license type, but has not been prioritized given limited demand and the volatility of the regulated cannabis market.
The Code Enforcement division, City Attorney, and City Manager departments have collaborated with the Department of Cannabis
Control on regulation and inspections of sales of illegal hemp/cannabis products.
A7 Continue to develop, improve, and implement a comprehensive plan to address the issue of illegal dumping in areas of denser
multifamily housing, with a focus on improving access to legal disposal options for tenants.
Update The Together San Rafael Team is conducting a cost analysis of a suite of options to bring to the City Council in Q3 of fiscal year 2024-25.
Staff is currently presenting to key community groups for feedback on the final set of recommendations.
A8 Assess feasibility and revise the City’s current residential parking permit program to address overcrowding of neighborhood
parking in a cost-neutral and equitable manner.
Update The City released an RFP and, in February 2024, hired Dixon Unlimited to develop a residential parking permit program. The first phase
is focused on East San Rafael, but the program will be designed to be adaptable to other areas of the City impacted by parking issues.
Attachment 1: City Council 2023-2025 Goals & Objectives Progress Update
Page 3 of 19
Goal B: Quality of Life
B1 Use the Parks and Recreation Master Plan to guide the development, enhancement, and maintenance of parks, recreational
facilities, and programs for the City.
Update Utilizing the Parks and Recreation Master Plan, the City has:
- Developed recommendations for the annual Measure A work plan.
- Installed taller fencing along the Albert Field third baseline for safety.
- Piloted a keyless access approach at the tennis courts based on community feedback.
- Contracted sod work at Albert Field to prepare for the 2024 season.
- Added a weekend cleaning for high-use park restrooms.
B2 Enhance recreational opportunities and user experience at Pickleweed Park by adding new amenities, enhancing existing facilities,
and installing all-weather turf on the field to provide a safe, sustainable, and inclusive community space.
Update The City has successfully secured a $4.24M Land and Water Conservation Fund Grant from the National Park Service and allocated an
additional $4.24M in required matching funds to support the Pickleweed Park Enhancement Project. The project scope includes
replacing the grass field with -weather turf; installing a new basketball court, play structures, fitness equipment, gazebo, landscaping,
lighting, and additional parking; and replacing the existing restroom. The project team is finalizing the San Francisco Bay Conservation
and Development Commission (BCDC) administrative permit and 100% construction documents in Q2 of 2024. Staff are still solidifying
the construction timeline; however, it is anticipated to begin in Fall 2024 with renovation of the field and installation of amenities on the
west side of the park. The grant requires that the project be completed, and all expenses incurred no later than June 30, 2026.
B3 Redesign interior space at Pickleweed Branch Library and improve the Downtown Library's critical and life safety infrastructure,
operations, and services to provide safe, functional, and innovative learning spaces.
Update The Downtown Library renovation is in the design stage, with construction documents being prepared for permitting and bidding.
Construction is estimated to begin in late Summer/early Fall 2024. Staff completed an RFP for architectural, engineering, and design
services for the Pickleweed Branch remodel project and expect to begin design in Summer of 2024, with construction estimated for
Summer 2025.
B4 Replace the playground at Peacock Gap Park with a new, modern structure.
Update Staff developed and completed an RFP for architectural and engineering services in the Q1 of 2023 and selected Royston, Hanamoto,
Alley & Abey, and who have started work on design and community engagement. Staff plans to conduct additional outreach efforts,
including an in-person event and an online survey, as part of the design process. Construction is estimated to begin in Fall 2024.
B5 Continue the process to assess the feasibility of constructing a new library facility that meets the current and future needs of the
community, including identifying potential funding sources and partnerships.
Update In the Summer of 2023, staff conducted a survey to gauge voter support for a tax measure to fund a new and/or expanded downtown
library. Since conducting the survey, the Library Foundation decided to launch a citizen's initiative to put a tax measure on the ballot to
fund a new library and community center at Albert Park. Staff are awaiting the results of that process before taking further action on this
objective.
Attachment 1: City Council 2023-2025 Goals & Objectives Progress Update
Page 4 of 19
Goal B: Quality of Life
B6 Amend the smoking ordinance to bring it up to the latest standards, such as allowing the public to bring a civil action against any
person who has multiple violations.
Update The County of Marin plans to introduce an amendment in include a price floor on tobacco products to the Tobacco Retail License
regulations later this year. At that time, staff will present for City Council consideration, that amendment and an additional amendment
that would establish a private right to action in the City’s Clean Indoor and Outdoor Air and Health Protection chapter of the SRMC.
B7 Continue to implement the Age-Friendly Strategic Plan, including working with the Age-Friendly Task Force to support ageism
trainings and activities to address social isolation.
Update Staff supported the Age-Friendly Community Partnership in holding an ageism training course for the City's management team and a
lunch-and-learn on ageism for all City staff. Staff also partnered with the Age-Friendly Community Partnership to hold a spring
celebration for all in our community who are "90 and better!"
The City issued a Certificate of Occupancy for the Vivalon Healthy Aging Campus at 999 Third St, which includes sixty-six units of
affordable housing for older adults.
B8 Develop a comprehensive Master Plan for the Terra Linda Park and Community Center that will guide future site improvements and
enhance the park and community center's role as a community resource.
Update Staff completed an RFP for landscape architectural and engineering services to lead the Terra Linda Park and Community Center
planning process. Community engagement is scheduled for Spring/Summer 2024, and the plan is slated for completion in Spring 2025.
Goal C: Public Safety
C1 Analyze the results and effectiveness of the Specialized Assistance for Everyone (SAFE) team three-year pilot and determine if/how
it should be adjusted (e.g. hours of operation) to have the greatest impact on community members and develop funding feasibility
to extend beyond the pilot program period of time.
Update The SAFE Team has handled 3,152 calls for service since their inception on March 27, 2023. During the past year they have diverted 113
clients from the emergency department, 125 clients from jail, and 152 instances where they transported the individual to the
hospital/crisis stabilization unit, instead of an ambulance. The SAFE Team assisted the police department with lowering their response
times to priority 1 incidents down to 5 minutes in 2023, as compared to 7 minutes in 2022.
To expand hours of operation, Petaluma People’s Services Center (in coordination with the police department) applied for a $1.5M grant
to the Marin Community Foundation. Staff continue to explore additional grant opportunities to fund the SAFE Team.
C2 Improve service to the community by reducing emergency response times of priority 1 police calls to average of less than six
minutes.
Update In 2023 this objective was met; response times for priority one calls were reduced to five minutes from seven minutes.
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Goal C: Public Safety
C3 Continue community conversations about how the police department can improve residents' feelings of safety in their
neighborhoods and improve trust with the community.
Update The police department continues to hold community engagement events such as Coffee with a Cop, Community Academy in English and
Spanish, Camp Chance, reading to elementary school students, Touch a Truck at Al Boro Center, Movies in the Park, a back-to-school
backpack giveaway, and social media engagement. The Police Advisory and Accountability Committee (PAAC) was established to
provide input to improve public transparency and accountability with respect to the San Rafael Police Department and provide greater
community participation in making recommendations on police department policies, practices, and procedures, including those related
to community relations, hiring, and training best practices.
C4 Conduct a comprehensive evaluation of the Advanced License Plate Reader (ALPR) technology to assess its effectiveness in
reducing auto thefts and Part 1 crimes while ensuring privacy and equity considerations are addressed. Analyze crime trend data to
measure the impact of ALPR technology on investigations and explore ways to mitigate potential biases and protect sensitive
personal information.
Update After an evaluation of ALPR Technology, the City selected FLOCK camera to deploy ALPR in the City. To date, 16 of the 18 total cameras
are installed and functioning. The system has led to multiple arrests for violent crimes and recovered multiple stolen vehicles.
C5 Conduct a detailed fire deployment study to ensure that the current needs of the community are being met and to prepare for future
growth.
Update The fire department, using a cooperative purchase agreement through NPPGov, a national cooperative procurement organization,
entered into an agreement with Emergency Services Consulting International (ESCI) to conduct a Staffing and Resource Deployment
Study. The study will examine the current and future service demand forecast to identify and evaluate future strategies to meet long-
range needs. The fire department held a kick-off meeting in early April, and a final report is expected in Fall of 2024.
C6 Examine emergency medical services delivery in San Rafael to ensure the highest-quality care is provided and the appropriate
resources are provided in a responsible and effective manner for increasing demands for service.
Update The City contracted with Citygate Associates to analyze current service levels and present preliminary findings and recommendations.
Staff are continuing to evaluate staffing and deployment alternatives and will be formulating specific recommendations in the coming
fiscal year.
C7 Evaluate the financial feasibility of the paramedic tax revenues to address future needs, including an increase in elder care
facilities.
Update This project has not started and is anticipated to begin in FY 2024-25.
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Goal D: Public Assets
D1 Evaluate and prioritize the Capital Improvement Program annually, including initiating grant-funded projects in 2023 (e.g.
improvements to the Second Street and Fourth Street intersection).
Update Staff conduct annual evaluations of the CIP, reviewing, updating, and prioritizing improvement needs. To continue to grow and meet
growing community needs and City Council priorities, staff plans to evaluate the project ranking criteria and the CIP process next fiscal
year (FY 2025-26), including consideration for capacity planning and prioritization. Once the process evolves staff will implement the
new process and criteria into the next CIP document. As the criteria and CIP process for FY 2026-27are updated, presentations to the
City Council provide an opportunity for the Mayor, Councilmembers, and the community to be engaged and weigh in on the process and
prioritization of projects.
D2 Improve transportation and safety in the Canal neighborhood by conducting a feasibility study of the Canal multi-modal experience
and Canal swing bridge incorporating recommendations from the Canal Community Based Transportation Plan.
Update The City received State of CA Active Transportation Plan Cycle 6 grants, which fully funds the swing bridge feasibility study and partially
funds the multi-modal experience design and construction. An RFP is being developed and will be advertised in summer 2024 to procure
consultant firms to assist with the environmental and design phase for the multi-modal experience project. The development of an RFP
for the swing bridge feasibility study is planned for Spring 2025.
D3 Actively participate in the decision-making process with the Golden Gate Bridge, Highway and Transportation District in relocating
the San Rafael (Bettini) Transit Center.
Update Staff regularly participate in meetings with the Community Design Advisory Group. Staff also participate in focused design reviews,
discussion regarding impacts to the public right-of-way, and coordinate updates for City Council meetings related to the Transit Center
Project. The City has provided letters of support for grants and additional funding for the project. Over the next fiscal year, staff will work
with Golden Gate Transit to set the schedule for public meetings including community design updates, planning commission, and City
Council meetings.
D4 Coordinate with the TAM and the County of Marin in the analysis and implementation of Vision Zero, or equivalent, to eliminate all
traffic fatalities and severe injuries while increasing safe, healthy, equitable mobility for pedestrians, cyclists, and all modes of
traffic.
Update At the April 2, 2024, meeting, the City Council adopted the 2024 Marin Countywide Local Road Safety Plan. Adopting the Local Road
Safety Plan will help move San Rafael towards its Vision Zero goals to eliminate all traffic fatalities and severe injuries while increasing
safe, healthy, equitable mobility for pedestrians, cyclists, and all modes of traffic by 2050. Staff will be developing a Vision Zero Action
Plan that incorporates the Countywide Local Road Safety Plan among other things in fiscal year 2024-25.
D5 Actively participate in the decision-making process with Transportation Authority of Marin (TAM), other agencies, and the
community on the US101/I-580 Multimodal and Local Access Improvement Project.
Update Staff regularly participate in meetings with TAM to coordinate project decision-making and funding strategy for Phase I (i.e., Bike and
Pedestrian Improvements between 580 and 101).
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Goal D: Public Assets
D6 Develop a comprehensive Storm Drain Master Plan that will include network upgrades, maintenance schedules, sea level rise
planning, and requirements for new developments.
Update The City released an RFP on February 6, 2024, and is bringing a recommended contractor to develop a storm drain plan for consideration
at the May 20, 2024, City Council meeting.
D7 Develop an inventory of City assets, including buildings, infrastructure, parks, lighting, open space, and trees, and develop a
strategic plan for asset management to identify and quantify unfunded liabilities and deferred maintenance costs. Engage
community volunteers to support this effort.
Update The City has completed a Light Detection and Ranging (LiDAR) survey of City-owned assets and plans to continue to gather non- LiDAR
inventory including facilities and parks assets. Staff are finalizing the procurement of an Asset Management System (AMS) and preparing
to integrate data into the software. Training and setting standard operating procedures and policies will be a focus next fiscal year fiscal
year 2024-25). Staff will begin to develop near-term and long-term maintenance goals and investigate opportunities for future buildout
and utilization of ASM program.
D8 Reduce the City's greenhouse gas emissions by transitioning, where feasible, diesel and gasoline-powered vehicles to electric
vehicles.
Update Staff have secured the services of a consultant at no cost to the City for electrical capacity assessments for City Hall, Public Safety
Center, and Public Works for EV charger planning. Staff successfully applied to Metropolitan Transportation Commission to fund a
consultant to develop a fleet transition plan for the City’s fleet of vehicles. Staff are revising the fleet policy to incorporate the transition to
zero-emission vehicles, which will be completed in Q2 of 2024.
D9 Develop and adopt an updated Pedestrian and Bicycle Master Plan to improve connectivity, safety, and accessibility for pedestrians
and cyclists.
Update Staff has created and advertised an online survey to collect input and suggested improvements for the Citywide Bicycle and Pedestrian
Plan (CBPP). Staff will release an RFP in Q1 of 2025 to select a consultant to complete the CBPP. In collaboration with the Bicycle and
Pedestrian Committee, staff and the consultant will review the existing plan, outreach to the community for recommendations to the
current network, review polices and projects, and assist with prioritization of projects for the annual CIP update.
Goal E: Foundational Services
E1 Develop a civic engagement strategy and reestablish the City’s Communications Team, including coordination and strategy around
Citywide communications, website content strategy, and best practices.
Update A City staff communications team was established that meets weekly to coordinate outreach and engagement. Similarly, staff have
developed a website team to coordinate training, best practices, and special website projects. The City is currently recruiting a Civic
Engagement Manager who will work on developing a strategic communications plan roadmap. In addition, the City is developing and
posting Frequently Asked Questions (FAQ) for high priority projects like the Northgate Redevelopment Project, the Dominican project,
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Goal E: Foundational Services
and the recently updated camping ordinance. The City also developed a FAQ in response to the Terra Linda gasoline spill. The City
recently re-established issuing the homelessness newsletter monthly.
E2 Improve the user experience for the public by implementing a new, modern permit management system which will streamline
processes for applicants and improve coordination of permit services across all City departments.
Update Following a year of user research and review of video demos with the cross-departmental permit management team, staff developed
and published an RFP in May 2023. The selection team selected OpenGov after following up with several municipalities who have had
successful transitions to the system. The project kicked off in February 2024 and implementation will be conducted in three phases:
Building/Planning, Code Enforcement, and Public Works/Sanitation. Staff are currently building out permit workflows and migrating
legacy data to the new system. It is anticipated that the new system will make it easier for our customers to track projects, inspections,
and upload drawings through a better web interface. It will also allow better access to project documents for our third-party plan
examiners and inspectors and allow better communications between the reviewing department and field inspections. The permits
system will have compliant credit card security. The project is expected to be completed by December 2024, with the launch in early
2025.
E3 Make recommendations to bring to the ballot the Municipal Code and San Rafael's Charter focusing on updating any outdated,
confusing, or inaccurate language, and make them more accessible, understandable, and gender inclusive.
Update The City Council adopted amendments to the Municipal Code, removing outdated and inaccurate language at the City Council meeting
on February 5, 2024. The comprehensive update to the City’s Charter will occur in fiscal year 2024-2025.
E4 Enhance Performance Measurement through the co-development of dashboards and data tools for the Council policy focus areas,
provide easy access to performance metrics, and enable data-driven decision-making by City departments. Evaluate which
datasets can be added to our open data portal to increase transparency.
Update Staff are currently updating performance metrics, identifying new metrics for key policy focus areas, and outlining operational metrics.
The updated performance measurement program will be presented to the City Council in June 2024.
Over the past year, staff have also:
- Developed data tools for the Police Department, including a Use of Force dashboard for tracking use of force cases and the
routing of internal documentation related to each case, and
- Supported the implementation of data tools for Community and Economic Development to assist prospective businesses find
information related to parcels and potential business locations.
In fiscal year 2024-25, as part of the asset management program, staff will be adding data related to street trees to support community
efforts to develop a tree inventory.
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Goal E: Foundational Services
E5 Continue next phases of internal "Together San Rafael" efforts including improvements to employee recognition, employee
experience including onboarding and mentoring, and DEIB projects and trainings.
Update The City established the Together San Rafael DEIB Committee in the summer of 2023. Since that time, this group has helped to develop
a “Lunch and Learn” series where a presentation is given on a DEIB related topic. To date, the group has hosted Lunch and Learns on
Combating Antisemitism and Hate Speech, Combating Ageism, Combating Islamophobia, Celebrating Black History Month, and
Celebrating Asian American Heritage Month. The DEIB Committee has also served as a reviewing body for diversity related
proclamations, and other initiatives.
Staff have developed a 2024 work plan for Together San Rafael (TSR) and are implementing programming to support culture-building in
the City. This work includes the development of new internal communications processes, videos highlighting TSR, and a review of the
TSR guiding principles together with the City team.
E6 Review and revise, as necessary, the City’s notification and communication standards for projects going through the entitlement
process and consider different standards depending on the potential impact of the project on the community.
Update Staff started to evaluate the notification and communication standards for the planning entitlement process to identify areas for
improvement, to be implemented in Fiscal Year 2024-25. Areas for potential improvement are related to updated communication tools
through digital media platforms. In conjunction with the Digital Services and Open Government Department, a process improvement
and evaluation of digital media tools for updated communication standards for development projects will commence in Q4 of 2024.
E7 Analyze new revenue alternatives and opportunities for future needs, including aggressively seeking grant funding
Update City staff continue to actively apply for grants and other external funding opportunities to support high priority needs. Since the Goals
and Objectives were approved by the City Council last June, the City has received just over $17M in grant funding, as summarized
below:
Transportation Grants:
- Reconnecting Communities and Neighborhoods Grant: $1.94 million for the South Merrydale Road – Civic Center Connector
Pathway (aka Rafael Meadows Safe Crossing Pathway Project). This project creates a paved pathway on the south side of the
Civic Center SMART train station under Highway 101 connecting the west neighborhood near Rafael Meadows to the Civic
Center and schools on the east side of Highway 101.
- Transportation Fund for Clean Air (TFCA) and Transportation Development Act (TDA): $425,000 total for two projects. One
project is the Francisco Boulevard East Mid-Block Crossing Enhancement Project located at the recently redeveloped Canal
Alliance building near Grand Avenue. This project adds a lighted crosswalk on Francisco Blvd East allowing community
members visiting Canal Alliance to have a more direct connection towards the Canal neighborhood. The other project includes
installing five lighted crosswalk systems throughout the city that were identified through Safe Routes to Schools and community
feedback.
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Goal E: Foundational Services
- Some of the upcoming grant applications the city is actively working on applications include Active Transportation Program
Cycle 7 (ATP), Safe Streets for All (SS4A), and Highway Safety Improvement Program (HSIP).
Sustainability & Emergency Management Grants:
- FEMA Local Hazard Mitigation Grant: applied for and awarded $900,000. This project will identify flood mitigation measures
that are also eligible activities including localized flood risk reduction projects and potentially infrastructure retrofits.
- EPA Community Change Grant in collaboration with Marin Community Foundation and Canal Alliance: applied for and awarded
$504,000 for the City’s portion of the grant. This project would coordinate and lead a three-year comprehensive waste
management, litter, and dumping reduction program with residents and businesses in the Canal neighborhood.
- MCF Climate Justice Grant: applied for $300,000. This project would be to fund a two-year position in the Sustainability Division
to coordinate across departments for all Canal neighborhood projects with a focus on resilience, equity, and workforce
development.
Library and Recreation Grants:
- Land and Water Conservation Fund Grant from the National Park Service: applied for and awarded $4.24M to support the
Pickleweed Park Enhancement Project.
- Food, Agriculture, and Resilient Ecosystems (FARE) Grant Program: applied for $123k and awarded $35k to support
infrastructure improvements at the Canal Community Garden.
- Nutrition Infrastructure Grant: applied for and awarded $6,379.76 to replace the refrigerator at the Boro Community Center
- Pittsburgh Foundation: awarded unsolicited grant of $16,421.79 for general operating support of the San Rafael Public Library
- California State Library: applied for and awarded $7,005 for ZipBooks program.
- California State Preschool Program: applied for and was awarded $510,697 to support Pickleweed Preschool Program.
- CDBG: applied for and awarded $23,000 to support Pickleweed Preschool Program.
- First Five: unsuccessfully applied for $100k to support Pickleweed Preschool Program.
- CalTrans CleanCA: unsuccessfully applied for $4.101M for Pickleweed Park Enhancement project.
- AARP Challenge Grant: unsuccessfully applied for $10,955 in partnership with Age Friendly Community Task Force to install
benches and recreation tables at Gerstle Park.
Homelessness Grants:
- In April of 2024, the City and County were awarded an Encampment Resolution Fund Round 3 (ERF-3) grant that was co-
designed and applied for with the County of Marin Health and Human Services (HHS). The award for $5,999,241.68 was
allocated by the California Interagency Council on Homelessness (Cal ICH).
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Goal E: Foundational Services
Community & Economic Development Grants:
- In July 2023, the City was awarded a $797,000 One Bay Area Grant (OBAG) by the Metropolitan Transportation Commission
(MTC) to complete a Specific Plan for the SE San Rafael/Canal Neighborhood Priority Development Area. The OBAG grant will
be disbursed to the City in installments, as specific deliverables are completed. The scope of the Specific Plan requires MTC
approval for fund distribution. Staff is in the final draft of scope development and anticipate the project kicking off in Q4 2024.
An additional $797,000 grant has been awarded for the Northgate Priority Development Area. The final scope development for
that grant is pending the outcomes of the Northgate Mall redevelopment project that is currently in the entitlement review
phase.
- In July 2023, the City as the fiscal sponsor for the Downtown San Rafael Arts District (DSRAD) received a $671,429 grant from
the California Arts Commission. The City has been working with the grant subrecipients: Artworks Downtown, Marin Society of
Artists, Youth in Arts, California Film Institute, and the Downtown Business Improvement District/San Rafael Chamber of
Commerce on grant implementation in support of the DSRAD.
Mental Health Grants:
- The City requested $1.5M in funding from the Marin Community Foundation to support the SAFE Team.
Fire Grants:
-The City submitted a grant from the Assistance to Firefighters Grant (AFG) to replace 52 self-contained breathing apparatus
(SCBA). The request amounts to $415,000.
-The San Rafael Fire Department was awarded a grant from the California Department of Fish and Wildlife for an Oil Spill Trailer
and equipment.
Policy Focus Area: Economic Growth
EG1 Implement initiatives from the Economic Development Strategic Plan (EDSP) that will reinvigorate commerce across the city, find
innovative strategies to attract and retain businesses, attract high-tech and other emerging market users, and ensure that growth is
not only sustainable, but also equitable.
Update The EDSP was adopted in May 2023. Three focus areas were identified for staff implementation, which include:
1) Launch of Business Expansion Attraction Retention (BEAR) program.
2) Conduct feasibility of an enhanced infrastructure financing district (EIFD); and
3) Conduct feasibility analysis on the formation of a property-based improvement district (PBID) in Downtown.
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Policy Focus Area: Economic Growth
The City will launch the Economic Development "GO" Program in Q2 of 2024, which will include marketing and branding materials
associated with a BEAR program. An EIFD consultant, Kosmont, has been conducting a feasibility analysis of forming an EIFD, and a
feasibility report with recommendations is anticipated in Q3 of 2024. The feasibility of the PBID formation will require an RFP for
consulting services for feasibility analysis. The RFP release is anticipated in Q3 of 2024.
EG2 Create an environment that is conducive to business growth and job creation, encouraging investment and innovation, developing
infrastructure and human capital, and promoting trade and commerce.
Update With the recent merger of the Community & Economic Development Department in March 2024, resource allocation and operational
efficiencies supporting investment and business growth are being implemented as part of the departmental reorganization.
EG3 Conduct a feasibility study for the creation of Property Based Improvement Districts (PBIDs) that enhance the appearance and
vitality of public spaces through such things as: improving safety, cleanliness, marketing, and physical upgrades.
Update The feasibility of the PBID formation will require an RFP for consulting services for feasibility analysis. The RFP release is anticipated in
Q3 of 2024.
EG4 Work with community partners such as the Chamber of Commerce, Business Improvement District (BID), Small Business
Development Center, Marin County Office of Education, Canal Alliance, and Hispanic Chamber of Commerce on economic recovery
initiatives and workforce development programs.
Update Staff continue to foster strategic partnerships with the San Rafael Chamber of Commerce to support the evolution of the Downtown
Business Improvement District and the feasibility analysis of the PBID for post-pandemic downtown economic recovery. In addition,
staff is working with the Canal Alliance on multiple City projects with a specific opportunity for community engagement on the Specific
Plan project for East San Rafael identified in Goal A3.
EG5
Explore new revenues to fund economic development, such as a tourism-based improvement assessment or an increased Transit
Occupancy Tax.
Update Staff engaged the Marin County Visitor Bureau on San Rafael-specific resource allocation from the Marin County Tourism Improvement
District (TID) revenue from San Rafael hotels subject to the TID to understand the return on investment to San Rafael from San Rafael
hotels. This will help better define what funding sources are collected from San Rafael and how to better advocate for supporting our
growing tourism market. Increased tourism revenue from transient occupancy tax (TOT) is anticipated to continue with tourism
economic recovery and new additional hotels in San Rafael, including the new AC Marriott in downtown.
Staff are currently gathering data for potential options on City TOT modifications or County TID modifications. This item will be brought to
the City Council Economic Development Subcommittee for policy direction in Q4 of 2024.
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Policy Focus Area: Diversity, Equity, Inclusion & Belonging (DEIB)
DEIB1 Continue and expand training for all City staff, elected officials, and boards and commissions members around Diversity, Equity,
Inclusion and Belonging (DEIB) principles to ensure that equity considerations are integrated into the City’s policies and practices.
Update The City established the Together San Rafael DEIB Committee in the summer of 2023, with representatives from various departments
throughout the City. The purpose of the committee is to recommend and develop internal, citywide initiatives that support the City’s
culture and recognize its commitment to diversity, equity, inclusion, and belonging.
To underscore this initiative, in January and February of 2023, all Police Department employees had the opportunity to participate in a
unique and highly sought-after training opportunity through the Tools for Tolerance law enforcement training program at the Museum of
Tolerance in Los Angeles. The museum experience challenges visitors to confront personal biases and prejudice, and to promote
awareness about tolerance issues. All department employees actively engaged in discussions around diversity, personal values, and
responsibility as they apply to their role in society and the work they are charged with as law enforcement professionals.
This program redefines the role of the law enforcement professional in a diverse society, provides a new way of understanding the
community they serve, and suggests how to use integrity in developing trust. The training focused on advanced skills that serve to
enhance department member’s understanding of and ability to work with people from divergent backgrounds, how integrity can be used
in the application, and the resulting levels of trust that can be built.
In Fall of 2023, all non-public safety employees received an interactive five-hour DEIB training. Since then, new hires have also received
this same training and the program will continue to provide this training as part of the onboarding process.
As discussed in Goal E5, the DEIB Committee continues to host the “Lunch and Learn” Series. the committee continues to provide
education, engagement, and opportunities to learn from people, groups and organizations that are committed to equity work.
Staff are developing customized training for all police and fire department personnel, which will include and build upon the same
curriculum as the training provided to all non-public safety employees. The public safety DEIB training will be scheduled by Fall 2024. The
City will continue to provide these training courses as new staff are hired by the City.
The City is providing $50 stipends, per month, to the Police Advisory and Accountability Committee and is currently evaluating providing
stipends to all Boards, Commissions & Committees. The City committed to providing stipends to the members of the Police Advisory and
Accountability Committee to address potential barriers to participation. The stipend could be used to offset childcare or other expenses
that someone may incur because of their participation.
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Policy Focus Area: Diversity, Equity, Inclusion & Belonging (DEIB)
DEIB2 Develop a strategic roadmap to guide the City's DEIB internally facing efforts, including implementing the human resources equity
audit and continuing to evaluate policies and practices for alignment with DEIB principles.
Update The DEIB Committee evaluates City policies and practices through the lens of equity and in consideration of DEIB principles. The DEIB
Committee formed a sub-committee to work with the Human Resources department on implementing specific measures related to
hiring practices and ensuring that there is a strong sense of belonging for all employees who work in the City. In addition, the DEIB
Committee has formed a sub-committee to consider how the City can use data and technology to advance equity.
As part of the City's ongoing recruitment efforts, Human Resources has implemented the use of an updated "Recruitment Kick-Off
Document" in each planning meeting with hiring managers; which includes a requirement that all interview panels include one individual
who identifies as female, and one individual who identifies as a person of color, to ensure diverse candidates feel a sense of belonging
during the process, and to ensure diverse perspectives are considered when making hiring decisions. Additionally, a question related to
DEIB is required for all interview panels.
DEIB3 Continue inclusive resident engagement practices that find opportunities to partner with underserved community members to
build capacity for meaningful civic engagement and lift traditionally marginalized voices.
Update The City has worked in coordination with Canal Alliance, Voces del Canal, Multi-Cultural Center of Marin, and other community-based
organization partner agencies to develop strategies for specific inclusive engagements, including the promotion of the Police
Accountability and Advisory Committee and the Canal Broadband Feasibility study. Staff continues to support multilingual public
meetings (including community meetings in Spanish with English interpretation, workshops, and social media in English and Spanish.
Staff are working on formalizing these approaches through strategic communications and language access planning. The Police Advisory
and Accountability Committee was the first Committee to have Spanish language interpretation at all its meetings. In addition, meeting
materials are translated into Spanish and Vietnamese.
DEIB4 Hold community meetings in Spanish with English interpretation and analyze best practices for increasing inclusivity by offering
daycare, food, and stipends to participants.
Update Throughout the community engagement efforts for the Police Accountability and Advisory Committee, the City of San Rafael deployed
multilingual community workshops, including meetings in which the primary language was Spanish. The City continues to support
interpretation services at public meetings and is formalizing the practice for multiple meeting bodies.
Staff also provided childcare services and snacks for the evening meetings on policing in San Rafael. Staff will continue to offer these
types of services and analyze if they bring additional participation along with language access as best practices.
The Fire Department has prioritized translating all prevention and emergency preparedness information and developed a community
ambassador program in partnership with CBOs. Ambassadors receive stipends from community partners, funded from the Marin Wildfire
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Policy Focus Area: Diversity, Equity, Inclusion & Belonging (DEIB)
Prevention Authority, to do various forms of community outreach in native languages with an emphasis on signing people up for
emergency alerts.
The City Clerk’s office is offering stipends to the Police Advisory and Accountability Committee members as a pilot program and may
bring stipends to all Boards, Commissions and Committees depending on the outcome of the pilot.
DEIB5 Increase police accountability and promote transparency with law enforcement and develop a community accountability advisory
committee who will evaluate options such as, engaging an independent auditor and providing feedback on policing policies and
practices.
Update Police Advisory and Accountability Committee, established in December 2023, meets monthly to enhance transparency and community
engagement in police operations. Further information is available here: https://www.cityofsanrafael.org/paac/. As part of the creation of
the Police Advisory & Accountability Committee creation there was extensive community engagement in 2022 to inform the priorities of
the of the Committee. In addition, after the City Council established the committee in June 2023, the City conducted extensive outreach
to ensure the committee reflected the cultural and linguistic diversity of the community.
Among the topics the Police Advisory and Accountability Committee will evaluate and make recommendations on is the potential
engagement of an Independent Police Auditor to review and assess Police Administrative Investigations and/or incidents involving police
use of force. The scope and role of a potential Independent Police Auditor is to be determined and will be evaluated by the PAAC.
DEIB6 Develop a Language Resource Access Plan to support multilingual engagement practices across the City and explore best practices
for interpretation for all publicly noticed meetings.
Update Staff worked through the budget process to highlight areas of funding for translation services and will be working with the DEIB
committee to support this plan. Staff anticipates developing and presenting the Language Resource Access Plan to the City Council in
2025.
DEIB7 Implement strategies to increase the diversity of public safety recruitment to attract and hire qualified candidates from diverse
backgrounds.
Update In February 2024, the San Rafael Police Department developed a 2024-2026 Recruitment and Selection Plan. The plan details strategies
to enhance the diversity of the public safety workforce and to attract and appoint qualified candidates from diverse backgrounds. The
comprehensive plan can be accessed here: San Rafael Police Department Recruitment & Selection Plan
As of May 2024, the City is on course to recruit twenty new employees within the last twelve months. Among these hires, eight are
female, and twelve identify as Hispanic. Currently, forty two percent of the San Rafael Police Department identifies as non-white.
The San Rafael Fire Department is committed to fostering an environment that embraces and celebrates diversity in all its forms. Their
recruitment plan outlines strategies to create a more inclusive and diverse workforce within our department and includes:
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Policy Focus Area: Diversity, Equity, Inclusion & Belonging (DEIB)
• Creating a Recruitment Team: Implement targeted recruitment efforts to attract candidates from underrepresented
communities. Partner with community organizations, schools, and colleges to reach diverse candidate pools. Review and revise
hiring practices to ensure they are equitable and bias-free.
• Training and Development: Encourage participation in professional development opportunities for career advancement. Review
and revise training and probationary/promotional processes to ensure they are equitable and bias-free.
• Create Mentorship and Support: Establish mentorship programs to support the career growth of diverse employees. Pair new
recruits with experienced firefighters from similar backgrounds for guidance and support.
Policy Focus Area: Housing and Homelessness (HH)
HH1 Evaluate existing tenant protection policies to determine their effectiveness and consider the implementation of revised policies to
expand housing choices for all residents, as outlined in the 2023-2031 Housing Element, to ensure habitability, create fair housing,
and end homelessness.
Update Staff are evaluating the City's existing tenant protection policies and are planning to bring forward a report to the City Council in fiscal
year 2024-25. Additionally, the City is participating in countywide community engagement efforts designed to help inform the
development of Marin jurisdictions' anti-displacement strategies. Staff is planning a capacity-building workshop series for Spanish-
speaking residents to supplement the Countywide approach.
HH2 Partner with community stakeholders to develop policies to protect renters and low-income earners from increasing housing prices
and uncertain economic conditions. Support maintaining and improving our housing base and reduce the likelihood of
homelessness.
Update Staff are working with the community and with stakeholders to evaluate and develop Citywide tenant protection policies. While this
comprehensive evaluation process is underway, the City Council adopted an urgency ordinance on April 15, 2024, to prevent further
displacement in the Opportunity Zone by prohibiting substantial rehabilitation” as a just cause reason for eviction, and requiring
landlords to offer tenants the right to return to their unit after repairs are completed. In addition, this ordinance requires that a property
owner provide a daily temporary relocation assistance payment to the displaced tenant or offer a comparable unit if available on the
property, or on another property within San Rafael city limits when a unit is being substantially rehabilitated to address health and safety
concerns. This was in response to feedback from community members and community-based organizations about the need for
immediate and urgent action.
In 2023, the City Council awarded $1M from the City’s Affordable Housing Trust Fund to the rehabilitation of affordable units at Terra
Linda Manor and $200k to renovate affordable units at Marin Villa Estates. Additionally, the City Council allocated another $180k from
Community Development Block Grant funding to the renovation of affordable units at Marin Villa Estates.
Attachment 1: City Council 2023-2025 Goals & Objectives Progress Update
Page 17 of 19
Policy Focus Area: Housing and Homelessness (HH)
In 2024, the City Council awarded $200k to Art Works Downtown to complete an electrical upgrade project at their downtown property
which provides 17 affordable housing units. The council also allocated $45k to Marin Center for Independent Living’s program offering
home access modifications, and $297k in CDBG funds to the development of Habitat Redwood Blvd, a new affordable homeownership
development in northern Marin. This development will provide units to the greater county population, including San Rafael.
HH3 Continue evaluating Housing-Focused Shelter (Interim Housing), fortified with strong case management services to help transition
unhoused community members into permanent supportive housing.
Update Staff worked with the County of Marin on Encampment Resolution Fund Round 3 (ERF-3) grants ($6 million) to provide interim housing,
case management, and other services in San Rafael, and at the Mahon Creek Area encampment.
The ERF-3 grant contemplates the development of an interim housing project will include a continuum of interventions from sanctioned
camping to tiny shelters and transitional housing to rapid rehousing and permanent housing, with case management services. The City's
Encampment Resolution Funding Round 1 (ERF-1, $522K) and Round 2 (ERF-2, $250K) awards and the City's High-Utilizer Case
Management program (funded by ARPA) have successfully housed 20 of 34 chronically homeless individuals in permanent supportive
housing over the last two years and expect to find housing for 6-8 more program participants over the coming year.
HH4 Explore options for establishing a standardized process to regularly issue Notices of Funding Availability (NOFAs) to facilitate
development of new affordable housing using the City's Affordable Housing Trust Fund.
Update Staff are developing proposed improvements to the NOFA process. The purpose of these improvements is to streamline the process and
timeline for applicants, align the application and award process with similar County of Marin funding awards to reduce the burden on
applicants, facilitate coordinated strategic awards with multiple jurisdictions contributing, and reduce the administrative burden on
staff.
HH5 Continue to take a leadership role to support the countywide coordinated entry system and Project Homekey-type efforts to end
chronic and veteran homelessness.
Update The City has taken a leadership role within the system of care by supporting new permanent supportive housing at its Homekey project at
3301 Kerner, with 43 Permanent Supportive Housing units expected to open in early 2025. The City committed approximately $2.1M in
Affordable Housing Trust Fund dollars to the project. In addition, City staff have presented on the topics of housing and homelessness at
community and neighborhood meetings and published the City's homelessness and housing newsletters on a regular basis.
Attachment 1: City Council 2023-2025 Goals & Objectives Progress Update
Page 18 of 19
Policy Focus Area: Sustainability, Climate Change & Disaster Preparedness (SCD)
SCD1 Develop a comprehensive adaptation plan that addresses the challenges and risks posed by wildfires, sea level rise, and other
disasters to San Rafael and its residents using strategies and data from community partnerships and past planning efforts to
provide a roadmap for disaster prevention and mitigation.
Update Staff have researched other cities' efforts and plans and are reconsidering whether a comprehensive adaptation plan adds value to all
the other planning efforts the City is currently engaged in regarding mitigating disasters. Staff have contributed to the updated
countywide Local Hazard Mitigation Plan, including actions related to sea level rise and other climate-related disasters, and are currently
working on a sea level rise adaptation and resilience plan. This plan is being developed in conjunction with the grant-funded sea level rise
feasibility study project in the Canal to leverage the work of the consultants and robust community engagement that are part of that
study. This will position the City well for future project funding.
SCD2 Build a more resilient community in the face of disasters, able to recover more quickly and effectively, including evacuation
planning for residents in the event of emergencies. Increase disaster preparedness outreach so all residents, regardless of income,
language, physical ability, digital access, or any limiting factor have knowledge and resources to be prepared to respond to
disasters.
Update The City adopted the updated Emergency Operations Plan and developed an updated Emergency Operations Center (EOC) Handbook,
and Storm Response Playbook. The City participated in the Countywide updates of the Local Hazard Mitigation Plan. Staff continue to
conduct and develop training for community members and City staff on topics relating to disaster preparedness, response, and recovery.
Staff have increased Spanish language disaster preparedness outreach, including offering classes and printed material in Spanish, and
developing a peer-to-peer outreach program.
Staff is currently drafting a Citywide Continuity of Operations Plan as well as Wildfire Response Playbook.
SCD3 Implement SB 1383 and reduce short-lived climate pollutants from organic waste. Promote voluntary compliance, protect the
environment, and contribute to the City’s overall sustainability goals.
Update The City has signed an agreement with Zero Waste Marin to take on responsibility for implementing many of the provisions of SB 1383,
including enforcement, outreach, and edible food recovery. The City will still need to oversee and be involved with some enforcement,
conduct a certain amount of our own outreach ongoing, and establish citywide procurement of paper products that meets the
regulations and track them annually. Staff is currently conducting trainings in all departments on the regulations, is developing
instructional materials, and is working with janitorial contractors to meet the regulations.
SCD4 Continue to do outreach and partner with the County of Marin to implement the Reusable Foodware Ordinance to reduce waste,
litter, and contamination in composting streams.
Update Staff participates in a countywide working group on the Reusable Foodware Ordinance. The City’s Sustainability Fellow has been
assigned to lead outreach efforts. County Environmental Health Services is conducting enforcement and will work with the Sustainability
and Code Enforcement divisions when necessary.
Attachment 1: City Council 2023-2025 Goals & Objectives Progress Update
Page 19 of 19
Policy Focus Area: Sustainability, Climate Change & Disaster Preparedness (SCD)
SCD5 Collaborate with the Transportation Authority of Marin and other community partners to develop an electric vehicle (EV) strategy for
San Rafael, including increasing EV’s and EV charging infrastructure at City facilities and in the community.
Update The City Council accepted the City's Electric Vehicle Acceleration Strategy and Workplan on September 5, 2023.The City completed a
charging evaluation assessment on several of our facilities in April 2024 and is actively working on our implementation plan.
SCD6 Collaborate with the County of Marin to develop and implement a comprehensive Building Electrification Plan.
Update Staff have contributed to the County of Marin’s draft Building Electrification plan. The County anticipates final adoption of this plan in
Summer 2024.
Objective Milestone or Activity Description
Primary
Dept
Supportin
g Dept
Start
Date
Target
Completion Status Funding Barriers & Comments GOAL
CIP
Y/N
Asset Inventory and Asset Strategic Management Plan
Asset Inventory
Develop list of assets and associated attributes, conduct data collection using
LiDAR for all visible assets (e.g., curb ramps, hydrants, signage, trees, etc.),
and extract/export features from LiDAR data in a format compatible with the
City's GIS
PW DS Q3 FY '24 Q4 FY '24 In Process
Services
Procured
Mitigate risk around Staff time/competing priorities with
potential temp staff/intern
Management Software
Selection Procure Asset Management Software (AMS) and recommend vendor PW DS Q3 FY '24 Q4 FY '24 In Process PW/DS In the PW/DS budget
Community Engagement Provide update on asset inventory efforts and introduce project plan to the
community for feedback PW DS Q4 FY '24 Q1 FY '25 In Process - Align staff time constraints with community expectations
Software Rollout Provide staff with access to AMS and training on how to search and update
asset data PW DS Q4 FY '24 Q2 FY '25 In Process - -
Standard Operating
Procedures and Policies
Define information management and data share approach (e.g., replacement
schedules, investigation of funding opportunities, reduction or expansion of
inventory, etc.)
PW DS Q4 FY '24 Q3 FY '25 In Process - Staff capacity constraints
Inventory Update Incorporate additional non-LiDAR asset data (e.g., location and description) PW DS Q1 FY '25 Q3 FY '25 Upcoming
General
Fund Potential cost for intern/temp staff from the General Fund
System Integration Integrate asset inventory with SeeClickFix (SCF) system PW DS Q2 FY '25 Q3 FY '25 Upcoming - -
Software Training Train staff on responding to SCF tickets via AMS PW DS Q2 FY '25 Q4 FY '25 Upcoming -
Dependent on Citywide implementation of SCF SOPs and
SCF integration with AMS
Draft Asset Strategic
Management Plan (ASMP)
Develop near-term and long-term maintenance goals and investigate
opportunities for future buildout and utilization of asset management
program
PW DS Q4 FY '25 Q1 FY '26 Upcoming
Presentation Provide update on ASMP to City Council and seek feedback from community PW DS Q2 FY '26 Q2 FY '26 Upcoming
Final ASMP Finalize ASMP based on consideration of feedback PW DS Q3 FY '26 Q3 FY '26 Upcoming
Citywide Bicycle and Pedestrian Plan (CBPP)
RFP Develop and advertise Request for Proposal (RFP) PW - Q3 FY '24 Q1 FY '25 In Process
Staff capacity constraints. Consider hiring a traffic
consultant project manager to manage the consultant team.
Community Engagement
Create and advertise online survey to collect input and suggested
improvements for CBPP update. Provide opportunities to gather input on
suggested improvements at existing events. A few examples include: BPAC
meetings, Movie in the Parks, neighborhood meetings, Age Friendly Task
Force, Safe Routes to Schools, etc.
PW - Q4 FY '24 Q1 FY '26 In Process
Staff anticipates using a variety of outreach methods (e.g.,
meetings/workshops, online survey, pop-up event, social
media campaign, etc.) to effectively engage the community
and gather feedback from the largest demographic possible.
Review outreach strategy with an equity lens.
Professional Services
Agreement Award
Recommend consultant team to BPAC and City Council and award of
professional services agreement PW - Q2 FY '25 Q2 FY '25 Upcoming
Staff capacity constraints
CBPP Update
Review existing Bicycle & Pedestrian Master plan projects, suggested
improvements from outreach. Prepare exhibits and report summarizing the
assessment of the current network and recommendations for new or
updated policies and projects. Include rough order of magnitude project costs
to assist with annual CIP update
PW Fire, PD Q3 FY '25 Q3 FY '26 Upcoming
Staff capacity constraints
Presentation Introduce and present draft CBPP update to BPAC and City Council PW - Q4 FY '26 Q4 FY '26 Upcoming
Adoption Finalize CBPP based on consideration of feedback and adoption of CBPP by
City Council PW - Q1 FY '27 Q2 FY '27 Upcoming
N
D:
Bullet
#7
Fund 246
D:
Bullet
#9
YDRA
F
T
Draft Infrastructure and Transportation Work Plan Projects and Programs
Citywide Buildings and Facilities Plan (CBFP)
RFP Develop and advertise Request for Proposal (RFP) PW - Q1 FY '25 Q1 FY '25 Upcoming Staff capacity constraints
Professional Services
Agreement Award
Recommend consultant team and award of professional services agreement
to City Council PW -Q2 FY '25 Q2 FY '25 Upcoming
Asset Inventory and
Conditions Assessment
Develop list of buildings and facilities assets and associated attributes,
conduct site investigations, review maintenance records, input collected data
into asset management software, and prepare conditions assessment report
based on compilation of data
PW - Q3 FY '25 Q1 FY '26
Upcoming Hire temporary admin assistant to help collect and digitize
asset inventory
Draft CBFP
Prepare draft report summarizing the assessment of existing buildings and
facilities, recommendations for new or updated policies and projects, and
maintenance and inspection plan approach
PW - Q1 FY '26 Q2 FY '27 Upcoming
Final CBFP Finalize CBFP and include with annual budget and CIP process. PW -Q3 FY '27 Q4 FY '27 Upcoming
Citywide Storm Drain Plan (CSDP)
RFP Develop and advertise Request for Proposal (RFP) PW - Q3 FY '24 Q3 FY '24 Complete -
PSA Award Recommend consultant team and award of professional services agreement
to City Council PW - Q4 FY '24 Q4 FY '24 In Process -
Asset Inventory and
Conditions Assessment
Develop list of storm drain assets and associated attributes, conduct field
data collection in three parts (i.e., topside field investigation, video
inspections, and pump station assessment), extract/export features from
data in a format compatible with the City's GIS, and prepare conditions
assessment report based on review of storm drain data
PW - Q1 FY '25 Q3 FY '25
Upcoming
Draft CSDP
Prepare draft report summarizing the field data collection results and system
needs, existing conditions, new stormwater project recommendations, and
maintenance and inspection plan approach
PW - Q4 FY '25 Q2 FY '26 Upcoming
Staff capacity constraints and funding if additional scope
needed to complete
Draft Drainage Design
Standards
Develop draft drainage design standards and guidelines to provide guidance
on how to analyze and appropriately size drainage infrastructure, including
references to other relevant drainage requirements or guidance documents
(e.g., MCSTOPPP water quality treatment measures and Marin County
Drainage Manual)
PW - Q2 FY '26 Q3 FY '26 Upcoming
Presentation Introduce and present draft CSDP and drainage design standards to City
Council PW - Q4 FY '26 Q4 FY '26 Upcoming
Adoption Finalize CSDP and design standards based on consideration of feedback and
adoption of them by City Council PW - Q1 FY '27 Q2 FY '27 Upcoming
D:
Bullet
#6
D:
Bullet
#7
Fund
205,
General
Fund Y
YFund 603
DRA
F
T
FY25-26 Capital Improvement Program (CIP) Plan
Project Ranking Criteria
Review
Evaluate project ranking criteria and process, including consideration for
capacity planning and prioritization. Implement new process and criteria. PW CMO, FIN Q1 FY '25 Q2 FY '25 Upcoming
General
Fund
Staff capacity constraints and funding if outside consultants
needed
Parks Measure A Work
Plan Development
Develop Measure A Work Plan based on CPRMP priorities and
recommendations and present to Parks and Recreation Commission LR PW Q3 FY' 25 Q3 FY' 25 Upcoming - Staff capacity constraints
Goals & Objectives and
DPW Work Plan
Create department Goals and Objectives for upcoming fiscal year. Create
work plan that links Goals and Objectives with CIP. PW CMO Q2 FY '25 Q4 FY' 25 Upcoming
General
Fund
Staff capacity constraints and funding if outside consultants
needed. Coordination with other departments and CMO
CIP Budget and Report Conduct budget analysis and program funds for high ranking CIP projects
and annual programs, and prepare draft CIP report PW CMO, FIN Q3 FY' 25 Q4 FY' 25 Upcoming
General
Fund
Presentation Introduce and present draft CIP plan to BPAC and City Council PW CMO, FIN Q4 FY' 25 Q4 FY' 25 Upcoming
Adoption Finalize CIP plan based on consideration of feedback and adoption by City
Council PW CMO, FIN Q4 FY' 25 Q4 FY' 25 Upcoming
General
Fund
Storm Drain Maintenance Environmental Compliance and Permitting Project
RFP Develop and advertise Request for Proposal (RFP) PW -Q4 FY '24 Q1 FY '25 In Process Staff capacity constraints
PSA Award Select consultant team and award of professional services agreement by City
Council PW -Q2 FY '25 Q2 FY '25 Upcoming
Preliminary Environmental
Assessment and
Documentation
Collect site information and prepare documentation supporting applications
to regulatory agencies PW -Q3 FY '25 Q4 FY '25 Upcoming Staff capacity constraints. Weather and permitting
requirements
Environmental Clearance Prepare and submit applications to relevant regulatory agencies and respond
to application review comments PW -Q4 FY '25 Q1 FY '26 Upcoming
Approval/Permit Receive approval/permit from relevant regulatory agencies PW -Q2 FY '26 Q2 FY '26 Upcoming Permitting agencies timeline
Terra Linda Park and Community Center Enhancement Plan (TLPCCEP)
PSA Award Recommend consultant team and award of professional services agreement
by City Council LR PW Q3 FY '24 Q3 FY '24 Complete RFP was advertised in Q2 FY '24.
Site Assessment Conduct site visit to assess existing facilities, meet with recreation and
maintenance staff for needs assessment and review record documents LR PR Q4 FY '24 Q1 FY '25 In Process
Community Engagement Develop and implement plan for soliciting community feedback LR PW Q4 FY '24 Q1 FY '25 Upcoming
Staff anticipates using a variety of outreach methods (e.g.,
meetings/workshops, online survey, pop-up event, social
media campaign, etc.) to effectively engage the community
and gather feedback from the largest demographic possible.
Policies and Projects
Develop and prioritize recommended policies and projects, including rough
order of magnitude project costs, for consideration during the annual CIP
update and considerations for ongoing maintenance and estimated cost for
implementation
LR PW Q2 FY '25 Q2 FY '25 Upcoming
Draft TLPCCEP
Prepare draft report summarizing site assessment findings and
recommendations for new or updated policies and projects and maintenance
and inspection approach
LR PW Q3 FY '25 Q3 FY '25 Upcoming
Presentation Introduce and present draft TLPCCEP to Parks and Recreation Commission
and City Council LR PW Q3 FY '25 Q3 FY '25 Upcoming
Adoption Finalize TLPCCEP based on consideration of feedback and adoption by City
Council LR PW Q4 FY '25 Q4 FY '25 Upcoming -
Measure
A
General
Fund
approved
request
from
FY24
B:
Bullet
8
Y
Y
D:
Bullet
#1
N
DRA
F
T
Sea Level Rise Feasibility Assessment (SLRFA)
Project Team Assembly
and Scope
Collaborate with stakeholders, including community and technical partners,
to formulate core project team and develop project scope to comply with
grant deliverables
ST PW Q2 FY '23 Q1 FY '25 In Process Staff capacity constraints
Community Engagement
Conduct workshops, facilitate regular meetings (with focus groups, steering
committee, technical advisory committee, and working groups), and lead
social media campaigns to educate the community about sea level rise,
adaptation alternative approaches and the project, and gather feedback on
adaptation preferences, information gaps, and concerns with potential SLR
impacts
ST PW Q3 FY '23 Q3 FY '25 In Process
PSA Award Recommend engineering consultant team and award of professional services
agreement by City Council ST PW Q3 FY '24 Q3 FY '24 In Process Staff capacity constraints
Draft SLRFA Prepare draft report summarizing assessment of adaptation alternatives ST PW Q1 FY '25 Q3 FY '25 Upcoming
Presentation Introduce and present draft SLRFA to SLR Sub-committee and accept
comments ST PW Q4 FY '25 Q4 FY '25 Upcoming
Final SLRFA Finalize SLRFA based on consideration of feedback and integrate with
Priority Development Area Plan ST PW Q1 FY '26 Q1 FY '26 Upcoming
Road Safety Planning, including adoption of Vision Zero Action Plan
LRSP Creation Support Support TAM and County of Marin on Local Road Safety Plan (LRSP) creation PW CMO FY '23 Q3 FY '24 Complete
TAM and
County
Need to coordinate with Bike and Ped Citywide Plan, timing
consideration
LRSP Adoption Adopt LRSP by City Council PW -Q4 FY '24 Q4 FY '24 Complete -Ongoing until funding obtained
Traffic Calming Policy Create a toolbox of traffic calming measures, create a priority list and outline
the process for implementation PW PD, Fire Q3 FY '24 Q3 FY '25 In Process - Staffing constraints; impact on other initiatives
Grant Application Collaborate with County of Marin on submission of joint application for
Federal Safe Streets for All planning grant PW - Q4 FY '24 Q2 FY '25 In Process
Seeking
SS4A
Grant
Grant needed to perform action plan and CBPP
AB 43 Evaluate applicability of AB 43 and options for implementation PW PD, Fire Q2 FY '25 Q4 FY '25 Upcoming Fund 246 Need to coordinate with Action Plan.
Annual program project
selection FY 24-25
Identify projects assoicated with annual programs related to road safety and
Vision Zero goals PW Q1 FY '25 Q1 FY '25 Upcoming -
Annual program project
selection FY 25-26
Identify projects assoicated with annual programs related to road safety and
Vision Zero goals PW Q3 FY '25 Q1 FY '26 Upcoming -
Draft Action Plan Create strategy and implementation plan for Vision Zero; evaluate LRSP, AB
laws, other traffic initiatives, and planning documents;PW - Q3 FY '25 Q3 FY '26 Upcoming
Seeking
SS4A
Grant
Funding for grant needed to perform action plan. Need to
coordinate with CBPP, timing consideration
Community Engagement Develop and implement plan for providing project updates and soliciting
community input. PW CMO Q3 FY '25 Q1 FY '26 Upcoming
Staff anticipates using a variety of outreach methods in
conjunction with Marin County to effectively engage the
community and gather feedback and educate the largest
demographic possible.
Technical Engagement Create Technical Advisory committee with key internal and external
stakeholders. Meet throughout the Action Plan process PW CMO, PD,
Fire Q3 FY '25 Q4 FY '26 Upcoming
Coordination of schedules with key stakeholders. Consensus
on ways to get to Zero.
Presentation Introduce and present draft Vision Zero Action Plan to BPAC and City
Council PW - Q3 FY '26 Q3 FY '26 Upcoming
Adoption Finalize plan based on consideration of feedback and adoption of Vision Zero
Action Plan by City Council PW CMO, PD,
Fire Q3 FY '26 Q4 FY '26 Upcoming
State
grants
(OPR,
SCC),
Marin
Communi
ty
Foundati
on
Sustain
ability
Focus
Area:
Bullet
1
D:
Bullet
4
Y
N
N
DRA
F
T
Albert J Boro Community Center: HVAC & Roof Repair Project
Roof Assessment Perform core sampling of existing roof and prepare report summarizing
results of roof assessment and recommendations for roof repair PW LR Q3 FY '24 Q2 FY '25 In Process
HVAC Assessment
Develop recommendations for enhancing efficiency, repairing and upgrading
HVAC systems based on assessment of current HVAC systems and review of
operation and maintenance records
PW LR Q3 FY '25 Q3 FY '25 Upcoming
Design Develop construction documents and obtain environmental clearance PW -Q4 FY '25 Q1 FY '26 Upcoming Duration of design phase is dependent of level of repair
necessary for HVAC and roof.
Bid Advertisement &
Construction Award Solicit for construction bids and award of construction contract PW -Q2 FY '26 Q3 FY '26 Upcoming
Construction Obtain construction-related permits and construct project PW -Q4 FY '26 Q1 FY '27 Upcoming bid results, weather conditions, coordination with
events/programs at the center
Childcare Portable Building Replacement (Pickleweed) Project
Contract consultant from
On call consultants
Request proposal and contract directly with architectural consultant from on
call/ service level agreement list. PW -Q4 FY '24 Q2 FY '25 Upcoming
Planning/Design Develop conceptual plans and construction documents and obtain
environmental clearance PW -Q2 FY '25 Q3 FY '25 Upcoming Staff capacity. Existing conditions constraints
Bid Advertisement &
Construction Award
Solicit for construction bids and award of construction contract by City
Council PW -Q4 FY '25 Q4 FY '25 Upcoming
Construction
Obtain construction-related permits and construct project PW -Q4 FY '25 Q1 FY '26 Upcoming
Supply chain and manufacturer delays on modular building.
Construction can only occur during summer break from
school.
Downtown Library Modernization Project
Grant Administration Submit grant compliance documents for Building Forward and State
Targeted grants funding LR PW Q3 FY '23 Q3 FY '26 In Process
Planning
Develop conceptual design and prepare design development documents,
including rough order of magnitude costs, to support selection of
improvements for final project scope
PW LR Q3 FY '23 Q3 FY '24 Complete -
Design Develop construction documents and obtain environmental clearance PW LR Q4 FY '24 Q4 FY '24 In Process
Bid Advertisement &
Construction Award Solicit for construction bids and award of construction contract PW LR Q1 FY '25 Q1 FY '25 Upcoming
Design team and staff will evaluate various project delivery
methods in support of successful project completion.
Construction Obtain construction-related permits and construct project PW LR Q1 FY '25 Q3 FY '25 Upcoming
Bid results could impact scope and timing. Discovery of
unforeseen building conditions can impact project costs and
timeline. Temporary site is in the process of being to
continue providing library services during construction.
NFund 603
Fund 603
B:
Bullet
#3
N Y
Y
The following projects are incluced in the FY 2024-25 Capital Improvement Program
Y
Building
Forward
Grant,
State
Targeted
Grant,
and
Memorial
FundsDRA
F
T
Pickleweed Branch Library Redesign Project
Grant Administration Submit grant compliance documents for Building Forward and State
Targeted grants funding LR PW Q2 FY '24 Q3 FY '26 In Process
RFP Develop and advertise Request for Proposal (RFP) LR PW Q2 FY '24 Q3 FY '24 Complete -
PSA Award Recommend consultant team and award of professional services agreement
by City Council LR PW Q4 FY '24 Q4 FY '24 Complete -
Planning
Develop conceptual design and prepare design development documents,
including rough order of magnitude costs, to support selection of
improvements for final project scope
PW LR Q4 FY '24 Q2 FY '25 Upcoming Staff capacity constraints
Community Engagement Develop and implement plan for soliciting community feedback on facility
improvement and upgrade options LR PW Q1 FY '25 Q2 FY '25 Upcoming
Design Develop construction documents and obtain environmental clearance PW LR Q3 FY '25 Q4 FY '25 Upcoming
Bid Advertisement &
Construction Award
Solicit for construction bids and award of construction contract by City
Council PW LR Q4 FY '25 Q1 FY '26 Upcoming
Construction Obtain construction-related permits and construct project PW LR Q1 FY '26 Q3 FY '26 Upcoming Bid results could impact scope and timing
Albert Park Fence Installation Project
Design Revise construction documents based on site assessment and obtain
environmental clearance PW LR Q2 FY '24 Q3 FY '24 Complete
Project scope was modified a few times because bid results
exceeded project budget, repeatedly. Installation of taller
fencing along the third base line was identified as a top
priority in the CPRMP and remained part of the project
scope.
Construction Award Solicit for construction bids and award of construction contract by City
Manager PW LR Q3 FY '24 Q3 FY '24 Complete
Construction Obtain construction-related permits and construct project PW LR Q4 FY '24 Q4 FY '24 Complete
Peacock Gap Park Playground Improvement Project
Planning/Design Develop conceptual plans and construction documents and obtain
environmental clearance PW LR Q3 FY '24 Q1 FY '25 In Process -
Community Engagement Facilitate pop-up event and conduct survey to solicit community feedback on
design options and present design to Parks and Recreation Commission LR PW Q2 FY '25 Q2 FY '25 Upcoming
Bid Advertisement &
Construction Award
Solicit for construction bids and award of construction contract by City
Council PW LR Q3 FY '25 Q3 FY '25 Upcoming
Construction Obtain construction-related permits and construct project PW LR Q4 FY '25 Q1 FY '26 Upcoming
Bid results; construction material lead time and weather
conditions
Measure
A
Measure
A
Building
Forward
Grant
and
Memorial
Funds
B:
Bullet
#3
N
Y
Y
Y
B:
Bullet
#4DRA
F
T
Pickleweed Park Enhancement & Field Renovation Project
P Grant Administration
Submit grant compliance documents to secure and maintain Land and Water
Conservation Fund (LWCF) funding and request for project cost
reimbursements
LR PW Q2 FY '24 Q3 FY '26 In Process
Planning, grant applications, and community outreach
meetings/events were completed prior to Q3 FY '24.
Design/Permitting Prepare construction documents and obtain necessary environmental
permits PW LR Q2 FY '23 Q4 FY '24 In Process -
Bid Advertisement &
Construction Award
Solicit for construction bids and award of construction contract by City
Council PW LR Q1 FY '25 Q1 FY '25 Upcoming
Construction Obtain construction-related permits and construct project PW LR Q2 FY '25 Q3 FY '26 Upcoming
Secure additional funding; bids results could impact scope
and timing; weather conditions and environmental permit
requirements; need to share space with other construction
projects in the area
B St Culvert Replacement Project
Design Revision Revise construction documents based on feedback from San Rafael
Sanitation District PW -Q3 FY '24 Q3 FY '24 Complete Project timeline was impacted by weather conditions and
utility coordination; therefore, project had to be readvertised
for construction bids.
Bid Advertisement &
Construction Award
Solicit for construction bids and award of construction contract by City
Council PW -
Q4 FY '24 Q4 FY '24 Complete
Construction Obtain construction-related permits and construct project PW -Q1 FY '25 Q3 FY '25 Upcoming Consider construction inspector to assist with staff capacity.
FY24-25 Corrugated Metal Pipe Replacement Project
Planning Identify and prioritize pipe segments for replacement based on ongoing
operation and maintenance records PW -Q4 FY '24 Q1 FY '25 Upcoming Staff capacity and funding
Design Develop construction documents and obtain environmental clearance PW - Q1 FY '25 Q2 FY '25 Upcoming
Construction Award Solicit for construction bids and award of construction contract by City
Manager PW -Q2 FY '25 Q2 FY '25 Upcoming
Construction Obtain construction-related permits and construct project PW -Q2 FY '25 Q4 FY '25 Upcoming Bid results; construction material lead time and weather
conditions
San Quentin Pump Station Reconstruction Project
Construction Obtain construction-related permits and construct project Q4 FY '23 Q3 FY '24 Complete
Construction Resumption Resume construction and complete project
Q1 FY '25 Q1 FY '26 Upcoming Construction material lead time and weather conditions
Large Trash Capture Projects - 5 Locations (MCSTOPPP)
RFP Develop and advertise Request for Proposal (RFP) PW -
Q1 FY '25 Q1 FY '25 Upcoming
Device installation requires pump station upgrades leading
to project cost going over available grant funding.
PSA Award Recommend consultant team and award of professional services agreement
by City Council PW -
Q2 FY '25 Q2 FY '25 Upcoming
Design Develop construction documents and obtain environmental clearance PW -Q3 FY '25 Q4 FY '26 Upcoming
Bid Advertisement &
Construction Award
Solicit for construction bids and award of construction contract by City
Council PW -Q1 FY '27 Q1 FY '27 Upcoming
Construction Obtain construction-related permits and construct project PW -Q2 FY '27 Q2 FY '28 Upcoming
Bid results; construction material lead time and weather
conditions. Funding short falls
EPA
WQIF
Grant,
Caltrans
Cooperati
ve
Agreeme
nt
ARPA
Fund
205,
Fund 206
Fund 206
N
Y
Y
N
B:
bullet
#2
N
N
Y
Y
LWCF
National
Parks
Grant,
General
Fund
YDRA
F
T
Canal Active Transportation Experience Improvements Project
Grant Administration
Submit grant compliance documents to secure and maintain Active
Transportation Program Cycle 6 (ATP 6) funding and request for project cost
reimbursements
PW -Q2 FY '24 Q4 FY '28 In Progress
RFP Develop and advertise Request for Proposal (RFP) for Project Approval PW - Q4 FY '24 Q1 FY '25 In Process Staff TBD; will hire/manage consultant
PSA Award Recommend consultant team and award of professional services agreement
by City Council
PW - Q2 FY '25 Q2 FY '25 Upcoming -
PA&ED Conduct preliminary design, environmental scoping and prepare necessary
environmental documentation PW - Q3 FY '25 Q4 FY '25 Upcoming Construction funding available FY '27
Community Engagement Introduce and present project conceptual design to community for feedback PW - Q4 FY '25 Q4 FY '25 Upcoming
Grant application scope of work set. Outreach focused on
lighting
Lighting Policy Review lighting policy and ordinance for lighting along Jean Starkweather
pathway PW - Q4 FY '25 Q4 FY '25 Upcoming
Review with community, Parks & Recreation Commission,
and City Council. Parks currently closed sunset to sunrise.
Design RFP Develop and advertise Request for Proposal (RFP) for design phase PW - Q1 FY '26 Q1 FY '26 In Process Staff TBD; will hire/manage consultant
Design PSA Award Recommend consultant team and award of professional services agreement
by City Council
PW - Q2 FY '26 Q2 FY '26 Upcoming -
Design Develop construction documents based on consideration of feedback from
conceptual design
PW -Q3 FY '26 Q1 FY '27 Upcoming
Project timeline is dependent on federal funding procedures
and may be impacted by necessary utility coordination.
Caltrans Field Review,
Environmental Studies and
Approval
Coordinate with Caltrans to review project scope and agree on project
requirements necessary to comply with federal and state laws and
regulations. Prepare and submit documentation for compliance with the
National Environmental Policy Act (NEPA) and other applicable federal
environmentally related laws, and adherence to public hearing process for
approval.
PW -Q3 FY '26 Q4 FY '26
Project timeline is dependent on federal funding procedures
and may be impacted by necessary utility coordination.
Caltrans Right-of-Way
Certification and Utility
Coordination
Coordinate with Caltrans for right-of-way certification, adherence to utility
relocation procedures, and prepare and submit documentation necessary to
comply with federal and state laws and regulations.
PW -Q4 FY '26 Q1 FY '27
Project timeline is dependent on federal funding procedures
and may be impacted by necessary utility coordination.
Bid Advertisement &
Award
Solicit for construction bids and award of construction contract by City
Council PW -Q2 FY '27 Q2 FY '27 Upcoming
Construction Obtain construction-related permits and construct project PW -Q3 FY '27 Q3 FY '28 Upcoming
Project timeline is dependent on federal funding procedures
and may be impacted by necessary utility coordination.
Construction funding available in fiscal year 2027.
D:
Bullet
#2
ATP
Grant,
Fund 206
Y
DRA
F
T
Canal Alliance Mid-Block Crossing Enhancement Project
Grant Administration Submit grant compliance documents to secure and maintain grant funding
and request for project cost reimbursements PW -Q3 FY '24 Q2 FY '26 In Progress
City secured: Transportation Development Act (TDA) and
Transportation Fund for Clean Air (TFCA) funding.
Canal Alliance working on remaining funding shortage. City just
reccomended CDGB funding for a portion of the project.
Contract consultant from
On call consult
Request proposal and contract directly with architectural consultant from on
call/ service level agreement list within City Manager authority PW -Q1 FY '25 Q1 FY '25 Upcoming
Design Develop construction documents based on conception design and obtain
environmental clearance PW -Q1 FY '25 Q2 FY '25 Upcoming
Bid Advertisement &
Construction Award
Solicit for construction bids and award of construction contract by City
Council PW -Q3 FY '25 Q3 FY '25 Upcoming
Construction Obtain construction-related permits and construct project PW -Q4 FY '25 Q1 FY '26 Upcoming Bid results; construction material lead time. Funding short
falls
Fourth St/Miracle Mile at Second St and West Crescent Dr Project
Grant Administration
Submit grant compliance documents to secure and maintain One Bay Area
Grant Cycle 3 (OBAG 3) funding and request for project cost
reimbursements
PW -Q2 FY '24 Q1 FY '28 In Progress
PA&ED Conduct preliminary design and prepare necessary environmental
documentation PW -Q1 FY '24 Q3 FY '25 In Progress
Design Prepare construction documents based on consideration of feedback from
conceptual design options and obtain environmental clearance PW -Q1 FY '24 Q2 FY '26 In Progress
Coordination with utility companies, especially for relocation
of cabinets and undergrounding of overhead lines, can
heavily influence project timeline. Adherence to OBAG 3
federal funding procedures, e.g. Caltrans field review, will
lengthen project timeline.
Caltrans Field Review,
Environmental Studies and
Approval
Coordinate with Caltrans to review project scope and agree on project
requirements necessary to comply with federal and state laws and
regulations. Prepare and submit documentation for compliance with the
National Environmental Policy Act (NEPA) and other applicable federal
environmentally related laws, and adherence to public hearing process for
approval.
PW -Q3 FY '24 Q4 FY '25
Project timeline is dependent on federal funding procedures
and may be impacted by necessary utility coordination.
Community Engagement Develop and implement plan for obtaining feedback on downtown gateway
design PW -Q3 FY '25 Q3 FY '25 Upcoming
Caltrans Right-of-Way
Certification and Utility
Coordination
Coordinate with Caltrans for right-of-way certification, adherence to utility
relocation procedures, and prepare and submit documentation necessary to
comply with federal and state laws and regulations.
PW -Q1 FY '26 Q2 FY '26
Project timeline is dependent on federal funding procedures
and may be impacted by necessary utility coordination.
Bid Advertisement &
Award
Solicit for construction bids and award of construction contract by City
Council PW -Q2 FY '26 Q3 FY '26 Upcoming
Construction Obtain construction-related permits and construct project PW -Q4 FY '26 Q4 FY '27 Upcoming
Coordination with utility companies, especially for relocation
of cabinets and undergrounding of overhead lines, can
heavily influence project timeline.
TDA,
TFCA,
CDGB,
Canal
Alliance
N
MTC
Grant,
Fund 206
D:
Bullet
#1
Y
Y
DRA
F
T
FY24-25 City-Led Sidewalk Repair Project
Design Prepare construction documents and obtain environmental clearance PW -Q2 FY '25 Q3 FY '25 Upcoming Staff capacity
Construction Award Solicit for construction bids and award of construction contract by City
Manager PW -Q4 FY '25 Q4 FY '25 Upcoming
Construction Obtain construction-related permits and construct project PW -Q4 FY '25 Q1 FY '26 Upcoming
FY24-25 Pavement Maintenance Project
Design Prepare construction documents and obtain environmental clearance PW - Q2 FY '25 Q3 FY '25 Upcoming Staff capacity
Bid Advertisement &
Construction Award
Solicit for construction bids and award of construction contract by City
Council PW -Q3 FY '25 Q3 FY '25 Upcoming
Construction Obtain construction-related permits and construct project PW - Q4 FY '25 Q2 FY '26 Upcoming Bid results; weather
Lincoln Ave Safety Improvement Project
Grant Administration
Submit grant compliance documents to secure and maintain Highway Safety
Improvement Program (HSIP) funding and request for project cost
reimbursements
PW -Q4 FY '24 Q4 FY '26 In Progress
PSA Award Solicit proposals for professional design services and recommend consultant
team for award of professional services agreement by City Manager PW -Q1 FY '25 Q1 FY '25 Upcoming
Design Prepare construction documents and obtain environmental clearance PW -Q2 FY '25 Q3 FY '25 Upcoming Staff capacity
Construction Award Solicit for construction bids and award of construction contract by City
Manager PW -Q4 FY '25 Q4 FY '25 Upcoming
Construction Obtain construction-related permits and construct project PW -Q1 FY '26 Q3 FY '26 Upcoming Bid results
San Rafael Canal Crossing Project
Feasibility Study RFP Develop and advertise Request for Proposal (RFP) to conduct feasibility
study PW - Q3 FY '25 Q4 FY '25 Upcoming Starting in April '25; staff constraints
PSA Award Recommend consultant team and award of professional services agreement
by City Council PW - Q1 FY '26 Q1 FY '26 Upcoming -
Feasibility Study
Develop plan for community engagement, conduct feasibility study and
prepare draft report with recommendations, including rough order of
magnitude costs and funding opportunities
PW - Q2 FY '26 Q1 FY '28 Upcoming
Timeline estimated; Council to receive
outreach/presentations; task will expand in FY '25
Community Engagement Introduce project feasibility study to the community for feedback PW - Q3 FY '26 Q3 FY '26 Upcoming
Community Engagement Provide update on feasibility study and draft recommendations to the
community for feedback PW - Q1 FY '28 Q1 FY '28 Upcoming
Final Feasibility Study Finalize feasibility study report based on consideration of feedback PW - Q2 FY '28 Q2 FY '28 Upcoming
D:
Bullet
#2
ATP
Grant
Fund
206/
RMRA
Fund 206
HSIP
Funds
and Gas
Tax
Funds
#206
N
N
N
Y
Y
Y
Y
DRA
F
T
South Merryvale Rd - Civic Center Connector Pathway Project
Grant Administration
Submit grant compliance documents to secure and maintain Reconnecting
Communities and Neighborhoods (RCN) Grant Program funding and request
for project cost reimbursements
PW Q1 FY '25 Q1 FY '28 Upcoming
RFP Develop and advertise Request for Proposal (RFP) PW -Q1 FY '25 Q1 FY '25 Upcoming
PSA Award Recommend consultant team and award of professional services agreement
by City Council PW -Q2 FY '25 Q2 FY '25 Upcoming
Planning/Design Develop conceptual plans and construction documents and obtain
environmental clearance PW -Q3 FY '25 Q3 FY '26 Upcoming
Caltrans Field Review,
Environmental Studies and
Approval
Coordinate with Caltrans to review project scope and agree on project
requirements necessary to comply with federal and state laws and
regulations. Prepare and submit documentation for compliance with the
National Environmental Policy Act (NEPA) and other applicable federal
environmentally related laws, and adherence to public hearing process for
approval.
PW -Q4 FY '25 Q2 FY '26 Upcoming Project timeline is dependent on federal funding procedures
and may be impacted by necessary utility coordination.
Community Engagement Introduce and present conceptual plans to BPAC and the community for
feedback PW -Q1 FY '26 Q1 FY '26 Upcoming
Caltrans Right-of-Way
Certification and Utility
Coordination
Coordinate with Caltrans for right-of-way certification, adherence to utility
relocation procedures, and prepare and submit documentation necessary to
comply with federal and state laws and regulations.
PW -Q2 FY '26 Q3 FY '26 Upcoming Project timeline is dependent on federal funding procedures
and may be impacted by necessary utility coordination.
Bid Advertisement &
Construction Award
Solicit for construction bids and award of construction contract by City
Council PW -Q4 FY '26 Q4 FY '26 Upcoming
Construction Obtain construction-related permits and construct project PW -Q1 FY '27 Q4 FY '27 Upcoming Bid results
N
RCN
grant and
Fund 206
(Measure
B)
Y
DRA
F
T
Performance Measurement
Select Slides from the Citywide Performance Dashboard 2024 Update
View the Performance Measurement Dashboard. 2024 Dashboard Live 5/20/2024.
https://www.cityofsanrafael.org/performance-metrics
Housing and Homelessness: Home Back
Case Management Clients Transitioned to Permanent Supportive Housing ~ ®
Definition: The number of case
Current Step on the Path to Housing
Case Management Cl ients in City-Funded Se rvices
Step 1: Step 2: Step 3: Ste p 4:
Early Assessment Voucher Issued Hou sed
management cl ients in the two City-fund ed
progra m s, broken down by steps in their
pathway t o housing . The tw o programs, the
Encampment Reso lution Case M anagement
Program, and the High Uti lizer Program,
engage unserved people l ivi ng in
encampments. Case management staff work
t o build t rust, asses for ho using assist ance
elig ibility, obtain identification and o ther
docum ent s required for ho using, address
credit -re lated barriers, search for apart ment s,
and support clients in maintain ing housing. Engagement Document & Active Search for Ongoing Support
The graphic d isplays the number of people
cu rrently in each step of the process before
getting housing.
Metric:
20 out of 34 participants have been
housed
9 people were housed in 2023
Summary: 20 people i n the t w o program s
have been housed.
Target: In 3 years ...
,. 46 of 65 case manageme nt cl ien t s gain and
maintain perm anent housing, and
Trust-Bu ildi ng
. . .
'Ii 'Ii 'Ii
3 peopl e
Credit Readiness Apartments . . . . .
'Ii 'Ii 'Ii 'Ii 'Ii ;;;; . . . . .
'Ii 'Ii 'Ii 'Ii 'Ii . . . . .
'Ii 'Ii 'Ii 'Ii 'Ii ;;;;;;;; . . . . .
'Ii 'Ii 'Ii 'Ii 'Ii . . . . .
'Ii 'Ii 'Ii 'Ii 'Ii
7 people 4 person 20 people
housed
Operational Metrics: Crime Home Back
Group A Offenses Reported in San Rafael ~ ®
Definition: Th is dataset includes all
Group A offenses reported w it h in the San
Rafael j urisd ict ion. Offenses are categorized
as Group A offenses by t he National
Incident-Based Reporting System (NIBRS)
based on t he ser iou sness, frequency, and
prevalence of t he offense. A ll Group A
offenses are defined here.
Metric (2023 Data):
4,046 Total Group A Offenses
(-11.6% si nee 2022)
780 Crimes Against Persons (-5,3% since
2022)
2,606 Crimes Against Property Total
(-10.4% since 2022)
660 Crimes Against Society (-21.6%)
Summary: Total Group A offenses and
almost every category of Group A offenses
d ropped in 2023 compared to 2022.
Data source: San Rafae l Police Department
N IBRS Data
3K
OK
1K
Crimes Aga inst Soc ie ty Tota l, Crim es Aga inst Proper ty and Crim es Agai nst Pe rsons Total by Yea r
2022 2023
Year
e crimes Against Society Total e crimes Against Property e crimes Against Persons Tota l
•
Cr imes Repo r t ed By Ty pe
2022 and 2023
Offense
• Reported in 2022 • Reported in 2023
i
A
Operational Metrics: H ome Back
Number of Code Enforcement Cases Opened ~ @
Definition:
The City of San Rafae l Code Enforcement Division is
the enforcement arm of the Communit y
Devel opment Department. Code Enforcement
Officers work with the other city d e partment s as well
as the City Attorney's Office to investigate and
enforce violations of .ct_tv and state code. A code
enforcement case can o pen in c few ways:
• City staff o r other government agencies observe a
violation.
• As part of a pro-active program such as our Housi ng
Inspection pro;J ra m.
• In response to a compla int by an individ ual.
Metric (2023 Data):
359 Code Enforcement Cases
Opened
(-10% since 2019)
Summary: Th e number of code
enforcement cases opened dropped to
almost a thi rd of 20 19 cases during the
pandemic years (2020 -2022). In 2023
Property Maintenance code cases w ere the
most common case type.
Data source: San Rafael Code Enforcement
TPnm -Ont;i trnc:kPrl in TrnklT
400
'" 300 ::: ..
CJ
~ 200 .. e :,
Z 100
* 200 ..
CJ
0
~ .. t 100
z
2019 2020
To ta l Code Enforcement Cases
2021
Year
Num ber of Co de Enfor cement Cases Ope ned by Type
2020 2021
Year
e Building e Health and Safety e Other e Property Maintenance e Zon ing
2022 2023
2022
Operational Metrics: Community Development H;;e
8®
Permits Issued
Definition: This dataset includes p ermits
iss ued by the City of San Rafael, including
the Community Develo pment Department,
Fire, and Public Works.
Metric (2023 Data):
4,944 Total Permits Issued
(+21.3% since 2019)
Summary: Th e total number of permits
iss ued by the City of San Rafael has stayed
const ant between 2022 and 2023, and
increased by 20% since 2019.
Data source: TraklT
SK
4K
'" 3K :::
C
-2!
0
2K
1K
OK
2018
Sum of Permi t s Issued by Year
2019 2020 2021 2022 2023
Ye ar
2023