HomeMy WebLinkAboutCity Council Agenda 2024-12-03 with Supplemental MaterialsAGENDA Any records relating to an agenda item, received by a majority or more of the Council less than 24 hours before the meeting, shall be available for inspection online. Sign Language interpreters may be requested by calling (415) 485-3066 (voice), emailing Lindsay.lara@cityofsanrafael.org or using the California Telecommunications Relay Service by dialing “711”, at least 72 hours in advance of the meeting. Copies of documents are available in accessible formats upon request. SAN RAFAEL CITY COUNCIL SPECIAL MEETING CITY COUNCIL RETREAT TUESDAY, DECEMBER 3, 2024 AT 11:00 A.M. In-Person: San Rafael Community Center 618 B Street, San Rafael, CA 94901 Webinar Listen by phone: (669) 444-9171 ID: 842-8126-5999 One Tap Mobile: +16694449171,,84281265999# US Members of the public may speak on Agenda Items. STUDY SESSION a. Mayor Kate to Open Public Comment on Agenda Items b. The City Council Annual Retreat will provide an opportunity to review and refine the methodology and process for establishing council goals and objectives, laying the groundwork for the City's strategic and work planning efforts. The Council will also receive a presentation regarding best practices for high-functioning councils, clarify roles and responsibilities within the Council/Manager form of government, and discuss assignments for 2025 Council subcommittees. This Retreat is designed to build organizational alignment and strengthen the foundation for the year ahead. ADJOURNMENT: City Council Special Meeting/Study Session - Annual Retreat San Rafael Community Center December 3, 2024 11:00 A.M. Strategic Planning Teambuilding Training Agenda 1.Organizational Excellence – System & Governance - Jacob 2.Strategic Planning Methodology; Best Practice - Jacob 3.San Rafael Strategic Planning Process Enhancement - City Manager 4.Revisit Council Agreements - Mayor & City Manager 5.2025 Subcommittee Discussions - Mayor 6.Next Steps - Jacob Today’s Goal Build Organizational Alignment and strengthen the foundation for the year ahead. What we ARE doing today and we are ARE NOT doing today. VS. Council/Board Community Goals/Objectives & Budget City Manager/Chief Executive Exec Team Staff Building Organizational Alignment Organizational Excellence – System & Governance Item 1 Detroit, Michigan City Hall 1900 Downtown 1900 - 1915 Boston Police & The Liberty Bell circa 1903 Machine Shop, Massachusetts, early 1900’s King Street Lights, Charleston, SC circa 1900Tower Car 1900 Two-Cylinder Car 1902 TUG OF WAR POLITICIANS THE PEOPLEvs. Staunton, Virginia circa 1908 Sumter, South Carolina – October 20, 1913 Dayton, Ohio – Flood of 1913 San Rafael incorporated as a city in 1874. Charter in effect July 1913. San Rafael adopted the Council/Manager Form of Government in _______. The System: Top Governance Fundamentals for Organizational Excellence (Best Practices) 1.Operate Within the Council/Manager Form of Government 2.Council vs. Council Member Authority 3.Council Inquiries vs. Direction to Staff 4.Everything is Good Challenge 5.Relationship Between Goals & Budget 6.Evolution Not Revolution Role Clarity Within the System of Governance City Manager Article VIII/Section 8 Chapter 2.08.030 CEO Administrative Head Implementation Make Reports & Recommendations Oversee Staff City Council Article VII/VIII Section 1 (Mayor) Legislative Authority Sets Policy Enact Legislation Adopt Budget Oversee Council Appointees High Performing Public Sector Organizations 1.Embrace Role Clarity 2.Value Cognitive Diversity 3.Focus on Partnership 4.Civility 5.Meetings of the Municipal Corporation – Public Investment 6.Mutual Accountability 7.Commitment to Growth & Learning 8.Build Legacy Together Governance Questions What part of the Council/Manager Form of Government in San Rafael (adherence) is working well? Governance Questions What part of the Council/Manager Form of Government in San Rafael merits a closer look? Governance Questions Are there areas of Role Clarity that are challenging in San Rafael? Governance Questions What future actions would be helpful to enable San Rafael to level-up governance excellence? Strategic Planning Methodology; Best Practice Item 2 Strategic Planning – The Why 1.Provide Alignment 2.Correlate to the Budget with Justification 3.Transition from Daily to Long Term Resilience 4.Decentralize Decision Making 5.Evolution Not Revolution Warm Up - Question 1 Thinking about a Strategic Planning Process you were involved with, what went well? What tanked? Warm Up - Question 2 Why do so many Strategic Plans look like this? Strategic Plan RoadmapCouncil Vision, Goals & Objectives Staff Work Planning Council Adoption of Strategic Plan & Work Plans KPIs/Measurement & Dashboards City Manager Performance Evaluation 01 02 03 04 05 Strategic Plan Components 1.Mission 2.Vision 3.Values 4.Why 5.“Goals” 6.“Objectives” 7.“Strategies/Tactics” Mission Statement A mission statement is used by a company to explain, in simple and concise terms, its purpose(s) for being. It is usually one sentence or a short paragraph, explaining a company's culture, values, and ethics. Mission Statement Company Our mission is to organize the world's information and make it universally accessible and useful Our mission is to accelerate the world’s transition to sustainable energy. Our mission is to connect the world’s professionals to make them more productive and successful. Our mission is to prevent and alleviate human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. Vision Statement A Vision Statement describes in graphic terms where you as an organization want to see yourselves in the future. An image of the future we seek to create. Guiding beacon. Vision Statement Clarity Vivid Picture Bright Future/Hopes Memorable Engaging Realistic and Achievable Aligned with Values & Culture Communicated/Referenced Frequently Reflected in Organization’s Activities Short-Term Objectives Advance the Vision Personal Visions Should Align Avoid Jargon 35 Word Target Inclusive Vision Statement “We Envision…” “We will be...” “Our Vision for the future is to be...” Vision Statement – Example 1 “A world without Alzheimer’s disease.” Vision Statement – Example 2 “We strive to create local opportunity, growth, and impact in every country around the world.” Vision Statement – Example 3 “To be the world's most loved, most efficient, and most profitable airline.” Vision Statement – Example 4 “To be always the desired place for great coffee beverages and delicious complementary doughnuts & bakery products to enjoy with family and friends.” Values Company values (also called core values) are the set of guiding principles and fundamental beliefs that help a group of people function together as a team and work toward a common business goal. Values Strategic Plan Components 1.Mission 2.Vision 3.Values 4.“Goals” – Long-term, what you want to achieve, global vision. 5.“Objectives” – Ways to achieve the Goal. 6.“Strategies” – Tactical, measurable steps. Warning: 1,455 Ways to Define & Structure Example Strategic Direction #1: Reduce Fire (Goal) Objective 1.1: Enhance fire prevention initiatives Strategy 1.1.1: Implement smoke alarm distribution program to 1000 households in five neighborhoods each year. Goal Objective Strategies Strategic Plan – Sample Work Plan A fully customizable Portfolio-level view offers a high-impact visual across all activities. Drill-down into each program level for task and milestone level detail, represented graphically and in a table view. Strategic Plan – Demo Dashboard ✓Flexible ✓Customizable ✓Dynamic ✓Automated ✓Public or Staff Visibility Final Strategic Planning Considerations 1.Duration of Plan 2.Community Input – Public Adoption 3.Tie to Agenda Reports, SOPs, Budget – Is XYZ Consistent with Our Strategic Plan? 4.Don’t Forget – Evolution not Revolution Thank you! Jacob@JacobGreenAndAssociates.com 909-238-8536 City Council Goals & Priorities Proposed Methodology Summary 1.Proposed Strategic Planning Process –3 Year Council Goals •New approach for Council Goals & Priorities, Department Workplans, Budget 2.Elevates Council priorities and goals to policy level and outcomes based 3.Annual department workplans developed based on Council goals, in concert with budget process to ensure alignment of resources and priorities 4.The “How” Council goals are achieved is built into department workplans, and departments entrusted to create objectives that will best achieve the Council's goals 5.Highlights existing, approved plans that correspond to goal/priority areas (i.e., Park & Rec Master Plan, General Plan) What Problems Proposed Approach Solves: •Creates better alignment with General Plan 2040 guiding principles. •Department workplans are developed with the City Council goals and priorities in mind. •Establishing workplans creates a tool to discuss reprioritization as new emerging priorities arise throughout the year. •Improved performance metrics to track progress toward Council goals, and increases accountability and transparency •Creates clarity on terminology Council goals, priorities,objectives/initiatives/projects activities Terminology •Council Priority Areas are the broad policy focus areas that the Council establishes for setting goals. •A Council Goal is a desired outcome or result that provides policy direction, informs priorities and allocation of resources. •A Department activity/initiatives is the department activity to achieve those goals; initiatives typically have a beginning and an end and can be measured. •Department Work Plans are documents that include milestones and timelines that prioritize department activities/initiatives in service of reaching Council goals and priorities. •Performance Metrics are ways we measure progress towards Council goals and completion of our department workplans. Mapping Current Goals to New Methodology Priority Area Previous City Policy Focus and Goal Areas Quality of Life: Safety, Wellness & Belonging Quality of Life +Public Safety +Neighborhood and Economic Vitality + Diversity, Equity, Inclusion & Belonging Equity: Access & Opportunity for All Diversity, Equity, Inclusion & Belonging + Quality of Life + Foundational Services Economic & Neighborhood Vitality Economic Growth +Neighborhood & Economic Vitality Housing & Homelessness Housing & Homelessness + Neighborhood & Economic Vitality Sustainability & Resilience Sustainability, Climate Change & Disaster Preparedness Mobility & Infrastructure Public Assets High Performing Government: Innovative & Inclusive Foundational Services + Diversity, Equity, Inclusion & Belonging + Public Assets Sample: Mapping Current Goals to New Approach Hand-out Work Plan Presentation Up Next Infrastructure and Transportation Workplan Assumptions •Engineering staff is fully staffed by 7/1/2024 •3 key CIP vacancies: Senior Project Manager, Traffic Engineer, and Traffic Tech •If not, fully staffed, then what? •Consultant staff augmentation for specific projects while hiring staff (Consultant managing CBPP •Unplanned and unexpected projects and priorities happen. Adjust work plan as needed quarterly •Encampment setup support •Windward Way •AB-413 (Unfunded mandate) Work Plan Reporting -Monthly through Asana for City managers office and transparency. -Bi-annually at the City Council Standard updates include: 1. Schedule update compared to WP timeline 2. Has a task listed in the work plan been complete or a new task started? 3. Provide 1-2 sentences on what happened last month. 4. Next Steps: List 1-2 5. Risks/ Challenges (if any have arose that could affect the schedule, budget, etc.) Work Plan Reporting Example 12. Downtown Library (October Update): • Schedule update: Construction start delayed from 9/23 to 11/4 due to hazardous material testing/abatement work. Construction end projected for late June/early July. • Monthly update: Coordination with contractor and Library staff for the construction phase. Hazmat testing has been continuous to address all areas of concern in the library. Latest round of testing 11/4 to address final areas of concern. Selective demolition to begin construction phase 11/4. •Next Steps: Construction of project. • Risks: Due to delay in construction start, move in date delayed and likely increase in cost for construction management and other fees. See Next Slide for Asana Work Plan Reporting Examples 12. Downtown Library (October Update): • Schedule update: Construction start delayed from 9/23 to 11/4 due to hazardous material testing/abatement work. Construction end projected for late June/early July. • Monthly update: Coordination with contractor and Library staff for the construction phase. Hazmat testing has been continuous to address all areas of concern in the library. Latest round of testing 11/4 to address final areas of concern. Selective demolition to begin construction phase 11/4. •Next Steps: Construction of project. • Risks: Due to delay in construction start, move in date delayed and likely increase in cost for construction management and other fees. Reporting CCRM Report - May to November 15, 2024 All data requests* have been programmed to live in this project's Asana dashboard, which updates in real time. The dashboard can be found here. Please note that the dashboard now appears different due to the requested data ranges compared to the live data. *The data request for the ‘Shortest and longest responses’ was done manually since that field was not enabled till now. I created a new field that will track the response time for each individual request. Data will then be able to be pulled via the dashboard. CCRM Requests in total Total tasks from May 2024 to November 15, 2024: 103 Number of tasks per month Number of tasks per week* *See Dashboard for full week summary Percentage of tasks entered by day 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% Monday Tuesday Wednesday Thursday Friday Percentage of tasks entered by day Total The total tasks requested by: Total tasks by Department Average time to resolve requests Average time to resolve each item as of 11/15/2024: 6 days and 9 hours Average time to resolve a task by department (by days) What were the shortest and longest responses? Sheet 2, titled "Time Taken to Complete," is organized by the time (in days) each task took to complete, with the shortest durations at the top and the longest at the bottom. ➢ Link: Council_CRM.xlsx 1 JULY 2023 DECEMBER 2024 City of San Rafael City Council City Council Guidelines for Working Within Districts Governance, Agreements and Roles & Responsibilities 2 DRAFT City Council Guidelines for Working Within Council Districts -–Governance, Agreements and Roles & Responsibilities Agreements on How to Maximize City Council Effectiveness Origin Governance The City of San Rafael is a City Council City Manager form of government. That means… On April 16, 2018, the City Council adopted an ordinance approving the move from at-large voting to “by-district” voting for City Council elections, in which each of the four (4) members of the Council other than the Mayor must reside in a district and is elected only by the voters within that district, and approving the district map. The City Council seats are in District 1/South, 4/North, 2/West and 3/East. The Mayor is separately elected by a citywide vote. Since the move to “by-district” voting, the Mayor and City Council has expressed an interest in creating a list of agreements for current and future Councilmembers working in this new environment for San Rafael. For example, one One of the hallmarks of at-large voting is that all Councilmembers “think citywide” and not just about their neighborhood or area. This approach remains the preferred practice even though the Councilmembers are now elected by district. This document will capture the agreements identified to date by the City Council, and it is expected it will be added to over time. The San Rafael City Council functions as a high performing team and engages professionally and respectfully. The below agreements are intended to memorialize practices that are already working and that the Mayor and City Council would like to reinforce, particularly going forward as new Councilmembers join the team.. Though the Brown Act is mentioned in particular agreements, it should be noted that the Council is to follow the Brown Act at all times and should seek clarity with the City Attorney’s Office whenever needed. Agreements The Mayor and City Council has agreedagree on the following practices to guide their work within the District framework: 3 • Perspective. Consider your district’s interests, but always maintain a citywide perspective at all times. Remain united in your service to the community. Never “exchange votes” (e.g. support an issue in a different district and expect support for an issue in your district), and instead always cast your votes with an at-large perspective of what is best for San Rafael overall considering the needs and interests of the entire community. • New Policy Ideas/Work Items/Community Issues. The City Council’s Goals and Objectives setting process that takes place every two years, is the best place to consider new work items or policy initiatives. However, new issues and/or ideas can arise outside of that cycle. To the extent allowable under the Brown Act, Councilmembers will reach out to the Mayor first, before reaching out to staff, when suggesting a new work item, policy initiative, or contemplating an individual constituent issue to determine if it is in alignment with Council goals/objectives/priorities. • Ceremonial Events. Invitations for theseCeremonial events, such as groundbreakings or ribbon cuttings will be extended to all Councilmembers, regardless of district. If only one Councilmember is contactedreceives an invitation, they will proactively inform the others of the event. • Speak for yYour dDistrict, or the City, but not a dDifferent dDistrict. Councilmembers are the primary point of contact within their district and communicate with the residents regularly. When doing so, they are speaking as the district Councilmember. Councilmembers may also only communicate “City positions” that have been taken by the full City Council has voted on in open session. Councilmembers should not, however, speak on behalf of or act in a role similar to a Councilmember of another district, unless explicitly requested by that district Councilmember. • Interactions Outside Your District. Councilmembers are encouraged to go to events and activities in all City Council districts, not just their own. If a Councilmember is attending a community meeting or ceremonial event in a district outside of their own, the following agreements apply: o Prior to the meeting/event/activity, send a courtesy communication to the Mayor and that district Councilmember, for awareness, and in case they want to attend as well. o During the meeting/event/activity, do not speak on behalf of that district’s Councilmember but instead offer to pass along issues or concerns to the 4 district Councilmember. As always, be mindful not to inadvertently commit the City to any particular action or position. When sharing your perspective publicly, be sure to clarify that you are not speaking on behalf of the entire Council or City. o and be aware that sharing your opinion in real time may lead to an assumption on the community member’s part. Educate the community on the Council- Manager form of government and the roles of the Mayor, and district Councilmembers, and staff. o Demonstrate support for your fellow Councilmembers. o Afterwards, inform that district’s Councilmember and City Manager about anything substantive heard from the community regarding City business. o Inform the other Councilmembers if invited to a ceremonial event, as in bullet #3 above. • Interactions Regarding Council Appointment Roles. Each year, the Mayor facilitates the annual appointment process to various bodies or committees. Therefore, Councilmembers develop more of a “subject matter expertise” based on their assignments. For example, being on Marin Transit provides deep understanding of local transit issues as working on a homelessness subcommittee provides a thorough background in that topic. The public may not be aware of know these appointments and Councilmembers may be invited to events on subjects that other Councilmembers are assigned to through the formal, annual appointment process. In that case, the invited Councilmember should either defer to the assigned Councilmember (the preferred option), or if that is not possible, the invited Councilmember should follow the steps included under “Interactions Outside Your District,” above. • Communications with other Elected Officials. When contacted by other elected officials, such as the Board of Supervisor members, or state/federal legislatorss: o Be mindful not to inadvertently represent your position as that of the full City Council. o To the extent allowable in the Brown Act, send a courtesy communication to the Mayor regarding the discussed topics, recognizing the Mayor’s role as the top regional political contact. • Council Teamwork. Ask for what you need from fellow Councilmembers and how you can support them, before diving in to offer solutions. Also, support healthy 5 dissent as it is part of good governance. Consider what is working in a particular district (e.g. pilot programs) as to how it might apply to benefit other districts. • Professional Management. Professional management of the City will continue to be a Council-Manager form of government under the policy leadership of the City Council as a governing body. City resources will be allocated to address priorities and needs on a citywide basis with a budget and goalsusing a strategic planning process to set Council goals and annual workplansand objectives , adopted by the City Council as a governing body. Resources will continue to be allocated based on long- term strategic planning efforts, with citywide considerations of equitable service levels and financial capacity. In other words, funding decisions should be strategic based on current citywide needs and capacity and not an equal distribution by district. • Staff Interaction. Councilmembers are encouraged to raise issues directly with the City Manager at all times but are welcome to communicate with the Assistant City Manager, City Department Directors, and key managers when seeking basic information. Examples are asking for information that is otherwise publicly available. Councilmembers should be very careful not to direct staff or inadvertently give staff the impression that they are being directed. Councilmembers should avoid substantive conversations about City business with any non-management staff, as it can be misconstrued as direction. • Emerging Priorities and/or Policy Initiatives: When emerging priorities or policy initiatives arise outside of the strategic planning cycle, Councilmembers should reach out to the Mayor first, to the extent allowed under Brown Act, to determine if the new issue rises to the level of potential re-prioritization of a Council goal and/or department workplan. If so, the Mayor will confer with the City Manager to determine next steps. • Coordination of Communications with the Public: The City Manager should be “cc’d” on all substantive written communication between the Mayor and Councilmembers and community members, especially items that impact municipal services, programs, and/or the ability to respond effectively to community needs. the Councilmembers (including the Mayor) and staff, or otherwise be kept in the loop if verbal, for awareness. o This is important so that the City Manager has full situational awareness and ability to provide clear direction to staff about how to follow up and to clarify that their work is directed by the City Manager. There are times that a minor 6 issue which arises between Council and staff, and/or Council and the community that then turn into much more complex and time-consuming work. The City Manager should have the full picture and awareness in order to direct staff regarding their priorities and best use of time and City resources. • Community Written Inquiries. When an inquiry comes in addressed to the full City Council, staff will respond on behalf of the Council and will forward their response to the Council – in all occasions that are not addressed directly by the Mayor or Councilmembers. To avoid situations where different staff are being asked to respond by different Councilmembers, always refer these inquiries to the Council CRM system. always cc the City Manager on communication to staff. Individual Councilmembers are not prohibited from directly responding to written community inquiries such as email but must follow the Brown Act and should take care not to speak on behalf of the City (on issues that do not have clear City positions, voted on in an open session) or over-commit a particular response. • Constituent Management. The Mayor and City Council members will use the Council Constituent Relations Management system (CouncilCRM – email councilcrm@cityofsanrafael.org) when district or citywide issues are brought to them by community members that are operational in nature (i.e., requests for crosswalk flashing beacons, neighbor to neighbor disputes). For policy level issues, communicate those directly to the City Manager for discussion and resolution. • Roles and Responsibilities – to be added here once that document is finalized post retreat. District Map 7 Page 1 of 5 DRAFT Mayor, Vice Mayor, Councilmembers & City Manager Roles and Responsibilities Role Summary – Mayor: The City of San Rafael is unique in Marin County in that it is the only city with a directly elected mayor, as all the other cities and towns rotate the mayor position. Additionally, the San Rafael Mayor position historically has taken on additional responsibilities that may be unique to San Rafael. The mayor serves as the elected citywide representative of San Rafael, who is elected by all residents of San Rafael to provide leadership for the city. This role includes facilitating city policy discussions representing San Rafael at regional and state levels, and leading major civic initiatives in collaboration with the City Manager, City Council and other stakeholders. As the official voice of the city, the Mayor sets the tone for public communication and works with the City Manager to review the agenda for City Council meetings. The mayor ensures that City Council actions reflect the long-term interests and priorities of the community and address its diverse needs. Key Responsibilities: Citywide Leadership: • Represent the entire community and promote a cohesive vision for San Rafael’s future. Elected at-large, the mayor works with the City Council and City Manager to advocate for policies that foster the collective well-being of all residents and ensure the city’s long-term success. • The mayor maintains awareness of key policy issues facing the City at large and works with the City Council and City Manager to help shape the framework for citywide priorities. The actual setting of goals and priorities is a collaborative effort that involves the entire City Council, City Manager, and the community. Facilitates Councilmember appointments to various bodies or committees through the annual appointment process. • Speaks on behalf of the City Council and is authorized to author letters of support for public policy decisions made by the City Council. Ceremonial Figurehead for San Rafael: • Represent the city at ceremonial functions or public events, acting as the "face" of the city, especially in interactions with the public or external stakeholders. Council Meetings: • Runs City Council meetings and facilitates the order in which Councilmembers participate. Page 2 of 5 Media: • Upon receipt of a media inquiry, coordinates response with the City Manager and/or PIO designee. May directly respond to the media inquiry, when appropriate, in consultation with the City Manager to ensure accuracy and timeliness of response. • Crisis communications – Jacob to add here. Collaboration: • Work closely with Councilmembers to ensure that the mayor is apprised of emerging district-specific issues. Holds regular check-ins with Councilmembers to support them. • Reminds Councilmembers to remain focused on the goals and priorities and department workplans formally adopted by the Council, when new issues come up throughout the year. Community Engagement: • Actively engage with residents, organizations, stakeholders, and businesses across all neighborhoods to stay connected to the broader community's needs and interests. Representation and Advocacy: • Serve as San Rafael’s primary elected representative in intergovernmental matters, advocating for the City’s interests at the County of Marin, regional, state, and national levels. Strategic Vision: • Spearhead citywide strategic goal and priority planning efforts, facilitating consensus and a unified approach to addressing the City’s major challenges and opportunities. While the Mayor plays a key role in fostering collaboration and vision, the City Manager leads the implementation of strategic plans and objectives. Key Responsibilities – Vice Mayor: • Vice Mayor role rotates on an annual basis based on seniority. o Serves as a back-up for the mayor for ceremonial responsibilities when the mayor isn’t available. If the vice Mayor is unavailable, the district representative is the back-up. o Maintains knowledge and awareness of issues facing the city at-large to be prepared to step in for the mayor if needed. o Meets with the Mayor and City Manager on a regular basis and participates in city- related discussions. Role Summary – Councilmember: Councilmembers are elected by districts within the City of San Rafael, ensuring localized perspectives and input are considered in setting policy. Although Councilmembers bring forward the unique concerns of their district, they are primarily responsible for serving the interests of the entire city, Page 3 of 5 collaborating with the mayor and other Councilmembers to support a cohesive, well-balanced approach to policymaking and resource allocation. Key Responsibilities: • District Representation: o Ensuring district issues are heard and considered by the full Council on subcommittees and at Council meetings. o Following the Brown Act, reach out to the Mayor and City Manager to ask for support and ideas about how to address district-related issues. • Citywide Policy Collaboration: o Collaborate with the mayor on policy initiatives that affect the entire city, working to balance district interests with citywide goals. o Serves on Council subcommittees and becomes expert on specific issues (i.e., finance, housing/homelessness) and shares knowledge with colleagues, following the Brown Act. Representation and Advocacy: o Collaborates with the Mayor on intergovernmental matters, advocating for the City’s interests at the County of Marin, regional, state, and national levels. Provide courtesy notification to the mayor when issues and/or discussions involve external elected officials. o When serving on an external agency board, is delegated the authority to speak/vote on behalf of the City when in alignment with City policies and goals; otherwise, item to be brought back to the full Council for discussion. • Community Outreach: o Maintain strong connections within the district to keep a pulse on resident concerns, while engaging with citywide initiatives to ensure all voices contribute to policy making. • Legislative Role: o Considering both district-specific and broader community interests when setting public policy. o Reviews all materials (council packet, etc.) prior to the City Council meeting and ask questions of City Manager prior to the meeting if needed for additional information. o Serves on Council standing and ad hoc subcommittees. • Responsive Representation: o Serve as a liaison between their district and the City Manager, responding to local concerns and working with the City Manager and staff to address issues that impact both their district and the broader community of San Rafael. Page 4 of 5 Role Summary - City Manager: The City Manager serves as the Chief Executive Officer of the City of San Rafael, overseeing the daily operations of city government under the policy direction of the Mayor and City Council. Acting as the primary liaison between the City Council and city staff, the City Manager ensures that council priorities and policies are implemented effectively while providing professional expertise and recommendations to inform decision-making. The City Manager is responsible for fostering a high- performing organizational culture, managing municipal operations, maintaining fiscal health, and promoting transparency and equity in service delivery to meet the needs of the community. Key Responsibilities: Executive Leadership • Implement City Council policies and priorities by managing the administration of all city departments and operations. • Provide strategic guidance and professional expertise to the Mayor, City Council, and Vice Mayor, offering recommendations based on research, best practices, and community needs. • Ensure alignment of city operations with council-adopted goals, long-term plans, and the broader vision for San Rafael. Policy Implementation and Advisement • Prepare and present policy recommendations, reports, and analyses to the City Council to aid in decision-making. • Collaborate with the Mayor and City Council to set strategic goals and priorities while ensuring transparent communication with the community. • Serve as the primary contact for implementing legislative actions and ensure compliance with state and federal regulations. Organizational Oversight • Lead the recruitment, development, and retention of a diverse and talented city workforce, fostering a culture of professionalism, innovation, and collaboration. • Ensure the organization is responsive to community needs and aligned with the principles of equity and inclusivity. • Oversee the preparation and administration of the city's budget, ensuring fiscal responsibility and efficient allocation of resources. Community Engagement • Represent the city in interactions with residents, stakeholders, and community organizations, fostering trust and collaboration through open and transparent communication. Page 5 of 5 • Promote civic engagement by attending community meetings and events, gathering input to inform city initiatives. • Act as a key point of contact between the city and external partners, including regional, state, and federal agencies. Collaboration with Elected Officials • Work closely with the Mayor to prepare agendas, review citywide priorities, and coordinate responses to district-specific and citywide issues. • Support Councilmembers in addressing district-specific concerns while balancing broader citywide objectives. • Maintain regular communication with the Mayor and Vice Mayor to stay informed on emerging issues and ensure consistent representation of city goals. Emergency Management • Serve as the city's Director of Emergency Services and oversee the City’s emergency organization in all phases of emergency management including mitigation, preparedness, response and recovery in support of the community’s safety and resilience during crises. • Represent the city in all dealings with public or private agencies on matters pertaining to emergencies. Strategic Planning and Innovation • Lead long-term planning efforts to address community challenges. • Drive initiatives that modernize city operations, reduce bureaucracy, and enhance service delivery. Performance and Accountability • Monitor and evaluate the effectiveness of city programs, ensuring accountability, continuous improvement, and alignment with community priorities. • Report regularly to the City Council and community on progress toward achieving city goals and addressing emerging issues. Sample New City Council Goals & Priorities and Department Workplan Compared to Current State # Goal A - Economic and Neighborhood Vitality San Rafael has vibrant neighborhoods and a strong economy Related Plans: General Plan 2040, Downtown Precise Plan, Economic Development Strategic Plan Future State: Council Goal or Dept Workplan? Current State: Council Goal Area A -1 Goal 1: 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 Council Goal Economic Growth (bullet #2) • Implement initiatives from the Economic Development Strategic Plan 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. Dept Workplan Economic Growth (bullet #1) • Prioritize the implementation of key General Plan 2040 programs, including neighborhood planning, economic vitality, tree inventory, and improving and preserving public assets. (propose to move these two to New Council Goal Area – Mobility & Infrastructure). Dept Workplan Neighborhood & Economic Vitality (bullet #2) • 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. Dept Workplan Economic Growth (bullet #4) • Using results from the fiscal year 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. Dept Workplan Neighborhood & Economic Vitality (bullet #5) A - 2 Proposed Goal 2: Create new and diverse revenue sources to fund economic development. Council Goal No Corresponding City Goal • Explore new revenues to fund economic development, such as a tourism- based improvement assessment or an increased Transit Occupancy Tax. 7 Dept Workplan Economic Growth (bullet #5) Sample New City Council Goals & Priorities and Department Workplan Compared to Current State • Consider revisions to the Cannabis program, such as reviewing quantities and types of licenses, evaluating revisions for hemp products, and addressing products targeting youth. Dept Workplan Neighborhood & Economic Vitality (bullet #6) A - 3 Goal 3: Create and preserve a healthy economy and sustain vibrant neighborhoods, Downtown, and other business areas Council Goal Neighborhood & Economic Vitality (text under heading) 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. (proposed to move this sentence to Council Goal – Housing & Homelessness). 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. (propose to move these two to New Council Goal Area – Mobility & Infrastructure). Dept Workplan Neighborhood & Economic Vitality (bullet #3) Conduct a feasibility study for the creation of Property Based Improvement Districts that enhance the appearance and vitality of public spaces through such things as: improving safety, cleanliness, marketing, and physical upgrades . Dept Workplan Economic Growth (bullet #3) Implement Downtown Precise Plan: Identify and implement placemaking through priority projects, facilitate incremental infill, conduct short-term pilot projects and tactical urbanism, and sustain local business and institutions. Dept Workplan Example of a New Department Objective. Source: Downtown Precise Plan pg. 200 City Council Subcommittee Guidelines Introduction The purpose of these guidelines is two-fold: 1. To provide clarity and ensure alignment with the Mayor and City Council members and staff. 2. To provide guidance and direction to staff who are serve as a subcommittee liaison and are responsible for managing a City Council subcommittee. The City is required under the Brown Act to comply with regulations regarding public meetings, including standing subcommittees. There are two types of City Council Subcommittees; standing committee and ad hoc committees. 1. Standing Subcommittees • Standing committee are subject to the Brown Act because they have either (1) continued subject matter related to City business, or (2) a fixed meeting schedule set by the City Council in a dually noticed public meeting. Both members of the subcommittee are required to attend the meeting in person. 2. Ad Hoc Subcommittees • Ad hoc subcommittees are not subject to the Brown Act because the intention for their convening is for a single or limited purposes and for which the subcommittee will dissolve once the time-limited issue/project is resolved or completed. Ad hoc subcommittees can be held virtually. Purpose of City Council Subcommittees The City utilizes subcommittees to prepare the Mayor and City Council members to make well informed policy decisions at a future dually noticed public meeting. These subcommittees are designed for staff subject matter experts to brief two members of the City Council with detailed technical information and respond to their questions. Subcommittee meetings provide an opportunity for staff to present proposed projects and/or policies that will be coming before the entire body of the City Council and receive early feedback from the subcommittee members before finalizing staff’s recommendation to the full Council.