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HomeMy WebLinkAboutCCSM Agenda Packet 2025-11-12AGENDA 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 WEDNESDAY, NOVEMBER 12, 2025 AT 8:00 A.M. In-Person: San Rafael Department of Public Works 111 Morphew St, 2nd Floor Conference Room, San Rafael, CA 94901 Webinar Link: https://tinyurl.com/CCSM-11-12-2025 Listen by phone: (669) 444-9171 ID: 839-9355-4673# Members of the public may speak on Agenda Items. a. Approve the City Council Governance, Agreements and Roles & Responsibilities Document b. Discussion Regarding the Process for Handling Emerging Priorities that May Require Reprioritization and Revision of the City Council Fiscal Year 2025-2028, and/or Each Associated Annual Workplan c. Discussion Regarding City Council Committee Appointments for 2026 ADJOURNMENT: 1 DECEMBER 202 5 City of San Rafael City Council City Council Governance, Agreements and Roles & Responsibilities 2 DRAFT City Council –Governance, Agreements and Roles & Responsibilities Agreements on How to Maximize City Council Effectiveness Governance The City of San Rafael is a City Council City Manager form of government; a structure in which an elected city council serves as the legislative body, setting policies and making decisions on behalf of the community. The council appoints a professional city manager, who acts as the chief executive officer to oversee the day-to-day operations of the city. The city manager is responsible for implementing the council’s policies, managing city staff, preparing the budget, and ensuring efficient delivery of public services. This system combines political leadership from the elected council with professional exp ertise from the manager, emphasizing accountability, efficiency, and nonpartisan administration. On April 16, 2018, the San Rafael 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. 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 elected by district. The San Rafael City Council functions as a high-performing team and engages professionally and respectfully. The agreements below are intended to memorialize practices that are already working and that the mayor and city council would like to reinforce. The council is to always follow the Brown Act and should seek clarity with the City Attorney’s Office whenever needed. Agreements The mayor and city council agree on the following practices to guide their work within the district framework: • Perspective. Consider your district’s interests, but always maintain a citywide perspective. 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. • Ceremonial Events. Ceremonial events, such as groundbreakings or ribbon cuttings , will be extended to all councilmembers, regardless of district. If only one councilmember receives an invitation, they will proactively inform the others of the event. 3 • 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 only communicate “city positions” that 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 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 Educate the community on the council-manager form of government and the roles of the mayor, district councilmembers, and staff. o Demonstrate support for fellow councilmembers. o Afterwards, inform the district’s councilmember and city manager about anything substantive heard from the community regarding city business. o • Council Appointment Assignments. Each year, the mayor facilitates the annual appointment process to various bodies or subcommittees. This supports a councilmember’s development of certain “subject matter expertise”. For example, being on Marin Transit provides a deep understanding of local transit issues, as working on a homelessness subcommittee provides a thorough background in that topic. In addition, councilmember assignments will rotate periodically , including the role of Vice Mayor, such that each councilmember has the opportunity to broaden their expertise in all areas of city policy. The rotation will be based on whatever will best serve the city and the highest functioning of the Council, and not based on seniority. 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 Supervisors members, or state/federal legislators: 4 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 dissent as it is part of good governance. • 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 on a citywide basis using a strategic planning process to set council goals and annual workplans, 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 and Communication Protocols. In the Council–City Manager form of government, the City Manager is responsible for the day -to-day administration of the City and for directing staff. To maintain clarity of roles while supporting open communication and collaboration, the following guidel ines apply: 1. Communication with Staff The Mayor and Councilmembers may communicate directly with Department Directors, Assistant City Managers, and other key managers for the purpose of obtaining information, discussing community issues, and coordinating events or responses to the community. When doing so, Councilmembers shall copy the City Manager on all substantive communications to ensure transparency, situational awareness, and timely coordination of follow-up. Substantive communications include any conversations, emails, messages, or meetings between a Councilmember and staff that involve policy matters, operational issues, staffing or resource needs, or questions that may influence City priorities, decisions, or workload. Examples of substantive communications include: • Asking staff for analysis, recommendations, or opinions on pending policy matters. • Discussing project scope, timelines, or priorities for City initiatives. • Suggesting or requesting that staff take a particular action or prepare new materials. • Raising concerns about staff performance, departmental operations, or resource allocation. 5 • When emailing to obtain general or publicly available information (e.g., items posted on the City’s website or previously released to the public), no need to copy the City Manager. • When substantive matters arise that may affect City policy, resource allocation, or staff workload, directors and managers will promptly inform the City Manager to ensure coordination and clarity. 2. Direction and Work Assignments & Priorities Direction to staff, initiation of new work, or reprioritization of existing work assignments shall occur only through the City Manager. This preserves the integrity of the Council–Manager form of government and ensures that staff receive clear, aligned direction. • Councilmembers should be careful not to inadvertently direct staff or create the impression that staff are being directed, which can sometimes occur when councilmembers make suggestions about how they would like the work to be done. While it is appropriate to ask questions or seek factual information, Councilmembers should avoid engaging in substantive conversations with staff about City operations, policy development, or project priorities , as these discussions can be interpreted as providing direction or influencing operational decisions. Any conversation that involves how work should be performed, what actions should be taken, or the timing or prioritization of projects should occur only with the City Manager or their designee present. 3. Organizational Culture The City Manager will foster an organizational culture that values transparency, responsiveness, and professional judgment by Department Directors and managers — encouraging proactive and responsive communication with the Mayor and Councilmembers, while maintaining the City Manager’s operational oversight role. 4. Working Hours and Communication Channels To promote work–life balance and consistency, Councilmembers are asked to limit outreach to regular working hours (typically Monday –Friday, 8:30 a.m.–5:00 p.m. – except when public or community meetings occur outside of typical hours). Contact outside these hours should be reserved for emergencies or urgent , time-sensitive matters. 5. Requests for Staff Attendance at Events Councilmembers shall not directly ask or direct staff to attend community events, meetings, or functions. Any such requests should be routed through the City Manager, who will determine staff availability and appropriateness of participation. 6. Interaction with Labor Groups Councilmembers are free to meet with any city labor groups 1:1 after checking with the City Manager. For substantive issues that require additional city staff and/or outside 6 elected officials, it will be the Mayor and, if appropriate, the City Manager who meet with the Labor Groups. 7. Coordination of Communications with the Public To ensure transparency, coordination, and consistent follow -up, the City Manager should be copied (“cc’d”) on all substantive written communications between the Mayor or Councilmembers and community members that relate to City business —particularly matters that may impact municipal services, programs, policies, or staff workload. For purposes of this protocol, “substantive communications” include emails that go beyond routine acknowledgments or factual responses. Substantive communications typically involve policy questions, operational issues, community requests that may require staff follow-up, or matters that could influence City priorities, resources, or workload. Examples of substantive communications include: • Replies to community members that commit the City to exploring or addressing an issue, in a particular way. • Communications that highlight potential changes in City operations, programs, or services. Examples of communications that are not considered substantive include: • Acknowledging receipt of an email. • Thanking a community member for their input. • Providing or linking to publicly available information. • Offering factual explanations to clarify existing City policies, procedures, or decisions. • Responding to community complaints with general information or directing residents to the appropriate website, including SeeClickFix. Including the City Manager in substantive communications is essential under the Council–Manager form of government, in which the City Manager is responsible for the administration of City operations and for directing staff. The City Manager is ultimately accountable for all work performed by the organization, and must therefore have full awareness of issues raised by the Mayor and Councilmembers. This ensures that the wishes and policy direction of the City Council are effectively implemented by providing the necessary resources, guidance, and follow-up for staff to be successful. Copying the City Manager also prevents conflicting direction, ensures consistency across departments, and supports timely, coordinated responses to community needs. Councilmember Conduct Toward Staff (Quick Reference – Council Norms & Protocols) 7 Guiding Principle Staff serve the community under the direction of the City Manager by carrying out Council policy and providing professional, objective recommendations. Councilmembers must maintain respectful, professional relationships with staff at all times —recognizing that a culture of trust and mutual respect supports effective governance and service delivery. Professionalism & Respect • Treat all staff with courtesy, civility, and professionalism —both in public and private. • Focus on policy and outcomes, not personalities. Disagreements should be expressed constructively. • Recognize staff’s role to provide information and recommendations, not engage in political advocacy. • Do not publicly criticize, reprimand, or question individual staff performance in meetings or media settings. Providing Feedback • Direct compliments, appreciation, or recognition to staff as appropriate. • Route all concerns, performance issues, or complaints about staff through the City Manager, who is responsible for supervision and follow-up. • Avoid giving direction to staff or appearing to evaluate or discipline them individually. In Meetings & Public Settings • Maintain a respectful tone during discussions and allow staff to complete presentations before questioning. • Direct questions through the presiding officer or City Manager, not directly to individual employees in a way that appears adversarial. • Avoid using public meetings or statements to single out staff for blame or criticism. Public Statements • When speaking publicly or to the media, do not attribute motives or opinions to staff or imply they acted improperly. • Reinforce that staff implement Council direction through the City Manager and serve the community impartially. 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 on 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. Individual Councilmembers are not prohibited from directly responding to written community inquiries , such as email, but 8 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. 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 the Brown Act, to determine if the new issue rises to the level of potential re- prioritization of a council goal. If so, the mayor will confer with the City Manager to determine next steps. Board Participation on Non-City Boards • As elected officials for the City, the priority is to serve the San Rafael community; therefore, participation on outside boards is discouraged. Political Advocacy by Councilmembers 1. Purpose This section clarifies the boundaries and expectations for Councilmembers with respect to public or private advocacy on political issues, campaigns, or policies, consistent with the council–manager form of government. 2. What Councilmembers May Do a. A Councilmember may publicly express personal views on local, state, national, or international issues—including issues of foreign policy, municipal policy, or contested community topics—provided the advocacy is clearly identified as the Councilmember’s personal viewpoint and not as the official position of the City or City staff. b. A Councilmember may advocate for or against ballot measures, proposed City policies or ordinances, or community initiatives that are consistent with the adopted policy direction of the Council and do not bind staff to action outside the regular policy - making process. c. A Councilmember may engage with constituents, community organizations, or the 9 media on issues of public concern, gather input, and bring the information back for Council deliberation. 3. What Councilmembers Should Avoid a. A Councilmember should not use their official title, City letterhead, City staff time, or resources to endorse or campaign for candidates for public office (local, state, federal) or to imply that City staff are participating in a campaign or advocacy on behalf of a candidate. b. A Councilmember should not direct or appear to direct City staff, department heads, or the City Manager’s Office to carry out advocacy efforts, promotional campaigns, or external lobbying on their behalf. As provided by California law and local code, direction to staff, new work, or reprioritization must flow through the City Manager . c. When a Councilmember publicly supports a foreign policy issue (for example, a conflict between nations) or takes a strong stance on their behalf. As provided by California law and local code, direction to staff, new work, or reprioritization must flow through the City Manager . d. Public positions on local controversial matters: they must clearly distinguish their personal stance from City policy and must not give the impression that City staff are acting under their direction in support of that position. 4. Why These Boundaries Matter a. These boundaries preserve the separation between policy (Council) and administration (City Manager/staff). Without clear delineation, staff may become subject to conflicting direction or appear partisan, which can erode public trust and confuse accountability. b. By establishing that advocacy efforts delivered by a Councilmember remain within the personal role (not official staff action), the integrity, neutrality, and professional credibility of the City’s administrative operations are protected. 5. Additional Considerations a. If a Councilmember wishes to engage in formal external advocacy or campaign work, they should do so in a private capacity, outside their official Council role—avoiding use of City branding, staff time, or implying City endorsement. b. When Councilmembers coordinate with external organizations or agencies on advocacy topics (including international issues), they should avoid using City staff to advance those positions unless directed by the Council through formal policy and routed through the City Manager’s Office. c. Councilmembers should remain mindful of the City’s code of ethics or conflict of interest regulations when engaging in advocacy that may affect personal, financial, or organizational interests. 10 City Council Professional Development, Conferences, and Travel To ensure equitable and transparent use of City funds for Councilmember professional development, conferences, and travel that directly support effective local governance and alignment with the City’s strategic plan goals and objectives. 1. Annual Allocation • The City Council shall establish an annual budget for professional development, conferences, and travel. • Funds will be equitably divided among all seated Councilmembers. • Allocations are fiscal-year specific and do not carry over unless otherwise approved by the City Council. 2. Eligible Use • Activities must be directly related to local government, municipal policy-making, or initiatives that advance the City’s strategic plan. • Allowable expenses include: • Conference, workshop, or training registration fees • Travel, lodging, and meal expenses consistent with City policy • Memberships in professional organizations relevant to municipal governance 3. Request and Approval Process • Councilmembers must submit a written request to the City Manager or designee before committing to any registration or travel. • Requests must include the event details, estimated costs, and a short explanation of how participation supports Council duties and the City’s strategic objectives. • The City Manager or designee will review and approve requests based on relevance, policy compliance, and budget availability. 4. Administrative Support • Upon approval, the City Manager’s Office will coordinate registration and travel arrangements and process eligible reimbursements. • Councilmembers shall submit receipts and a brief post-event summary within 30 days of return. Guideline for Elected Officials: Charitable Solicitations and “Behested Payments 1. What This Is About Under California’s Political Reform Act and Fair Political Practices Commission (FPPC) rules, when an elected official asks, requests, or otherwise influences someone to make a charitable, governmental, or legislative donation, that donation is considered a “behested payment.” This rule applies even if: • The payment is for a legitimate nonprofit or public cause; and • The official does not personally receive any money. 11 2. The Threshold Reporting is required when the total amount donated by a single source at the official’s request is $5,000 or more in a calendar year. Once that threshold is met, any additional donations from that same source must also be reported — regardless of size. 3. The Timing The official must file a Form 803 (Behested Payment Report) within 30 days of the date the payment is made. 4. Where to File Local elected officials file the Form 803 with their agency’s filing officer (typically the City Clerk). State officials file with their state agency, which forwards it to the FPPC. 5. What the Report Must Include The Form 803 discloses: • The donor’s name and address; • The recipient charity’s name and address; • The amount and date of the payment; and • A brief description of the charitable purpose. • Form 803 is a public record — it must be posted on the agency’s website within 30 days of filing. 6. When the Rule Applies The rule applies when an official: • Personally asks a person, business, or organization to contribute; • Is featured or named in a fundraising solicitation (flyer, website, social media, etc.); or • Acts through an agent or intermediary to request or encourage a donation. 7. What Doesn’t Trigger Reporting Reporting is not required if: The official makes a general public appeal (e.g., “please support fire relief charities”) without naming a specific organization; The payment is made by a government agency or public fund; or The total amount from a single donor in the calendar year is under $5,000. 8. Key Limitations The donations cannot be campaign contributions — this rule is strictly for charitable or governmental purposes. The official may not receive any personal benefit or compensation. Even if the official sits on the nonprofit’s board, the same reporting and ethical limitations apply. 9. Penalties for Non-Compliance 12 Failure to timely file Form 803 can result in FPPC enforcement actions, administrative fines, and negative press/public disclosure, since the reports are public. 10. The Form Download the official FPPC Form 803 – Behested Payment Report here: https://www.fppc.ca.gov/content/dam/fppc/NS- Documents/TAD/Agency%20Reports/Form803.pdf FPPC Fact Sheet: https://www.fppc.ca.gov/content/dam/fppc/NS -Documents/TAD/fact-sheets/behested- payments/Behested_Payment_Report_Fact_Sheet_Final.pdf 11. Bottom Line If you ask for a charitable donation and someone gives $5,000 or more to that cause as a result, you must report it on Form 803 within 30 days. When in doubt, file the form — or ask the City Attorney before you solicit. 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 is the elected citywide leader 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 the 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. 13 Speaks on behalf of the City Council and is authorized to author letters of support for public policy decisions made by the City Council. Also authorized to author letters representing the city as a whole. 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. Team Work • 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: • The Vice Mayor's role rotates on an annual basis. • Serves as a backup for the mayor for ceremonial responsibilities when the mayor isn’t available. Role Summary – Councilmember: 14 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 f or serving the interests of the entire city, communicating with the mayor and other Councilmembers to support a cohesive, well-balanced approach to policymaking and resource allocation . Key Responsibilities: District Representation • Ensuring district issues are heard and considered by the full Council on subcommittees and at Council meetings. • 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 • Communicate with the mayor and city manager on policy initiatives that affect the entire city, working to balance district interests with citywide goals. • Serves on Council subcommittees and becomes an expert on specific issues (i.e., finance, housing/homelessness) and shares knowledge with colleagues, following the Brown Act. Representation and Advocacy • Communicates directly with the mayor on intergovernmental matters, when 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 and executive-level staff in other agencies.. • When serving on an external agency board, the authority to speak/vote on behalf of the City is delegated when in alignment with City policies and goals; otherwise, the item is to be brought back to the full Council for discussion in a publicly noticed meeting. Community Outreach • 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 • Considering both district-specific and broader community interests when setting public policy. 15 • Reviews all materials (council packet, etc.) prior to the City Council meeting and asks questions of the City Manager prior to the meeting if needed for additional information. • Serves on Council standing and ad hoc subcommittees. Responsive Representation • 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. Media: • Upon receipt of a media inquiry, coordinates response with the City Manager and/or PIO designee to ensure accuracy and timeliness of response. May directly respond to a media inquiry for a quote, when appropriate. Role Summary - City Manager: The City Manager serves as the Chief Executive Officer of the City of San Rafael, overseeing the daily operations of the city government under the policy direction of the Mayor and City Council. As described in the City Charter, the City Manager is responsible to the City Council for the efficient administration of all city business. 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, including budget and fiscal management. • 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. 16 • 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. • 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 appointed top executives of external partners, including regional, state, and federal agencies , as well as community-based organization partners. 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. 17 • 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. 18 a. A Councilmember may publicly express personal views on local, state, national, or international issues—including issues of foreign policy, municipal policy, or contested community topics— provided the advocacy is clearly identified as the Councilmember’s personal viewpoint and not as the official position of the City or City staff. b. A Councilmember may advocate for or against ballot measures, proposed City policies or ordinances, or community initiatives that are consistent with the adopted policy direction of the Council and do not bind staff to action outside the regular policy-making process. c. A Councilmember may engage with constituents, community organizations, or the media on issues of public concern, gather input, and bring the information back for Council deliberation. Sincerely Ken Dickinson The Brown Act Source: California Gov. Code Section 54950 This chapter shall be known as the Ralph M. Brown Act. “The people of this State do not yield their sovereignty to the agencies which serve them. The people, in delegating authority, do not give their public servants the right to decide what is good for the people to know and what is not good for them to know. The people insist on remaining informed so that they may retain control over the instruments they have created.” PLEASE POST TO PUBLIC COMMENTS 11/13/25, 7:24 AM Mail - Lindsay Lara - Outlook https://outlook.office365.com/mail/inbox/id/AAkALgAAAAAAHYQDEapmEc2byACqAC%2FEWg0AOJ8v9gzPFE6wSNu2pNW1awAIrPFDxgAA 2/2 a. A Councilmember may publicly express personal views on local, state, national, or international issues—including issues of foreign policy, municipal policy, or contested community topics— provided the advocacy is clearly identified as the Councilmember’s personal viewpoint and not as the official position of the City or City staff. b. A Councilmember may advocate for or against ballot measures, proposed City policies or ordinances, or community initiatives that are consistent with the adopted policy direction of the Council and do not bind staff to action outside the regular policy-making process. c. A Councilmember may engage with constituents, community organizations, or the media on issues of public concern, gather input, and bring the information back for Council deliberation. Sincerely Ken Dickinson The Brown Act Source: California Gov. Code Section 54950 This chapter shall be known as the Ralph M. Brown Act. “The people of this State do not yield their sovereignty to the agencies which serve them. The people, in delegating authority, do not give their public servants the right to decide what is good for the people to know and what is not good for them to know. The people insist on remaining informed so that they may retain control over the instruments they have created.” PLEASE POST TO PUBLIC COMMENTS 11/13/25, 7:24 AM Mail - Lindsay Lara - Outlook https://outlook.office365.com/mail/inbox/id/AAkALgAAAAAAHYQDEapmEc2byACqAC%2FEWg0AOJ8v9gzPFE6wSNu2pNW1awAIrPFDxgAA 2/2