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Home My WebLink AboutCM Three-Year Strategic Plan FY2025-28 & Performance Metrics PPTCity Council's 2025-28 Three Year Strategic Plan Adoption June 2, 2025 Presentation Overview 1.Overview of new Strategic Planning Process -Includes message from Mayor Kate describing the strategic plan, and my City Manager's Vision Statement –which speaks to our aspirational vision for what San Rafael will look and feel like in years to come. 2.Review of Priority Areas and Goals 3.Review 2023-2025 Performance Metrics 4.Review of Planned Performance Metrics 5.Next Steps Why a New Approach? Prioritization and Re-Prioritization: •Clear direction and commitment from City Council to support top objectives •Framework for addressing emerging or competing priorities •Clear guidance on what objectives may be deferred for new priorities Alignment: •Improved alignment between City Council, community, and city staff •Better integration with budget and available resources •Connects with existing plans (General Plan 2040, Housing Element) Transparency and Accountability: •Enhanced ability to measure progress toward specific goals •Regular reporting on objective achievements •Public performance dashboard with measurable outcomes How We Developed This Plan 1.Initial Three-Year Strategic Plan Development •December 2024 City Council Retreat –new approach approved •Executive and mid-management staff workshops for each priority area •Collective identification and co-creation of priority areas, goals and objectives •Alignment with approved planning documents (General Plan 2040, Housing Element) 2.March 3, 2025, City Council Study Session •Discussion of updated framework and preliminary Strategic Plan presentation 3.Three -Year Strategic Plan Refinement •Staff incorporated City Council and community feedback •Executive team and mid-manager group review and refinement 4.May 5, 2025, City Council Study Session •Final feedback and concurrence prior to adoption 5.Community Input: •Extensive community input from public meetings, engagement events, and surveys •Community voices centered in goal and objective development Work Planning Process •Three -Year Strategic Plan (Today): •High-level policy direction and framework •Seven priority areas with goals and objectives •Over 100 objectives across all priority areas •Annual Work Plans (Fall 2025): •Detailed implementation plans for each objective, with work taking place this FY. •Outlines key milestones, responsible departments, and budget/resource allocations Accomplishments & Opportunities •We must celebrate our wins –and they are many! •Transparency –we must also acknowledge that some of our past goals and objectives were not completed, and most importantly why. •Significant vacancies •Unanticipated volume of development applications •Emerging priorities –illegal food vending,illegal fireworks, illegal hemp/cannabis •What does success look like? •In our "business" of local government,we are not in total control over our priorities •Unfunded mandates, new funding/grant opportunities and/or partnerships •Emerging community and Council priorities Priority Area A: Economic Development and Neighborhood Vitality A.1 -Strengthen the local economy by supporting existing businesses and attracting new enterprises. A.2 -Transform City gateways and public spaces to be more inviting and enhance civic pride. A.3 -Enhance neighborhoods to be the most resilient, diverse, and vibrant places to live, work, and visit. A.4 -Streamline and modernize the City's land use regulatory framework to facilitate development and growth. Priority Area B: Mobility and Infrastructure B.1 -Develop and maintain an integrated, multi-modal transportation network that serves users effectively and safely. B.2 -Enhance transportation safety policies and traffic management systems. B.3 -Implement systems and programs that address deferred maintenance of public assets and infrastructure to improve services to the community. B.4 -Assess and improve stormwater infrastructure and management program. Priority Area E: Quality of Life: Safety and Wellbeing E.1 -Ensure police, fire and emergency medical services meet evolving community needs through increased engagement, innovation, training, and operational excellence. E.2 -Enhance community safety through innovative programs that strengthen neighborhood security and public safety. E.3 -Develop and implement a community engagement, design, and planning process for Measure P implementation that will result in a new library and community center at Albert Park and will meet the needs of San Rafael residents now and into the future and will identify adaptive reuse options for the historic Carnegie Library. E.4 -Maintain and improve parks, libraries, recreation facilities, and outdoor spaces to ensure they are clean, safe, and accessible for all community members. E.5 -Deliver diverse recreational, cultural, and literary programs and services that engage residents and respond to evolving community interests. E.6 -Improve neighborhood safety and reduce nuisances by developing new policies and strengthening the code enforcement program. Priority Area C: Sustainability and Resilience C.1 -Reduce greenhouse gas emissions from both community and municipal sources. C.2 -Strengthen community preparedness and resiliency for earthquakes, wildfires, flooding, and sea level rise through comprehensive hazard mitigation, risk mitigation, and climate adaptation efforts. C.3 -Enhance the community's capacity to prepare for and respond to emergencies and natural disasters. C.4 -Enhance staff capacity to prepare for and respond to emergencies and natural disasters. Priority Area D: Housing and Homelessness D.1 -Collaborate with the County of Marin and other community partners to implement comprehensive strategies that prevent and reduce homelessness. D.2 -Advance the development of new housing across all affordability levels to meet the State's Regional Housing Needs Allocation (RHNA) requirements as outlined in the City's Housing Element, ensuring diverse, sustainable, and equitable housing opportunities for all residents. D.3 -Evaluate and consider implementation of specific housing policies and programs that promote fair housing practices, ensure housing habitability, and foster diverse housing communities that accommodate all income levels. Priority Area F: High Performing Government –Innovative, Inclusive, Efficient, and Accessible F.1 -Establish metrics for data-driven decision making across departments and implement process improvements using human centered design to improve service delivery and program outcomes. F.2 -Innovate City systems and operations to improve service delivery, customer experience, responsiveness and transparency. F.3 -Implement comprehensive financial strategies and plans that ensure fiscal sustainability through balanced budgets; explore new revenue streams and renew existing tax measures. F.4 -Develop and implement programs to enhance the diversity of the workforce; and improve employee engagement, professional development, retention, and succession planning. Priority Area G: Equity, Access, Belonging and Opportunity for All G.1 -Develop accessibility standards across all City operations to enhance digital, physical, and programmatic access for community members of all abilities and identities. G.2 -Increase the involvement of the community in local governance and policymaking by fostering inclusive engagement, removing barriers to participation, building capacity, and amplifying diverse voices. G.3 -Ensure that all planning efforts and public investments are inclusive, community-informed, and designed to expand access to opportunity and address past and present disparities. 2023-2025 Performance Metrics •Project Background •Chose big picture metrics in 2023 to align with the 2023 -2025 Strategic Plan •Analyzed metrics over time to determine trend lines •Set targets for appropriate metrics •Dashboard •Displays data about 16 metrics strategic metrics and 6 operational metrics •Highlights Planned Performance Metrics 2025-2028 •Choose 13 additional metrics to align with the new strategic plan •Will analyze metrics throughout the year and with an equity lens for staff •Will display data on updated metrics in June 2026 Next Steps & Implementation Summer 2025: •Staff develops detailed annual work plans for each priority area •Budget alignment with strategic priorities Fall 2025: •Council Action:Adopt seven priority area-specific annual work plans •Identify Process for Reprioritizations •Launch performance tracking dashboard Ongoing: •Bi -annual status updates •Community progress reporting website Staff Recommendation •Approve the resolution adopting the City Council's Three -Year Strategic Plan for Fiscal Years 2025 -2028