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Home My WebLink AboutCM City Council Three-Year Strategic Plan for Fiscal Year 2025-2026 and Work Plan for FY 2025-26 PPTCity Council Three-Year Strategic Plan Work Plan for Fiscal Year 2025-26 Recommended Action Staff recommends the City Council adopt the City Council’s Revised Three- Year Strategic Plan for FY 2025-2028 and adopt the Fiscal Year 2025-26 Work Plan and authorize the City Manager to make administrative adjustments and clarifications to the work plan. The New Strategic Planning Approach •City Council approved the new methodology at the 2024 City Council Retreat. •City Council then adopted the Three-Year Strategic Plan in June 2025 which targets advancement in seven priority areas through specific, measurable goals and objectives. •Staff developed seven individual work plans for each of the priority areas which details the specific activities and initiatives planned for Fiscal Year 2025-26. Strategic Planning Framework 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 Regular Re-Prioritization Due To Things Outside City's Control •State & Federal Mandates:New laws, unfunded mandates, or court rulings. •Environmental Events:Wildfires, floods, storms, sea-level rise, or other emergencies. •Economic Pressures:Revenue changes, inflation, or market shifts. •Intergovernmental Dynamics:County, State, or federal policy shifts, short-notice grant opportunities. •Community & City Council New Priorities:Emerging urgent issues, regional partnership requests. •Organizational Capacity:Staffing shortages, technology disruptions New Objectives –Added to 3 Year Strategic Plan (Since June Adoption) •Intergovernmental Dynamics –Unforeseen unique opportunity •B.1.7 -Acquire and secure 620 Canal,assess and explore options for interim use. •Evaluation of cannabis program deferred to the second year of the strategic plan. •State & Federal Mandates •F.2.6 -Implement the requirements of SB 707 regarding virtual public comment at public meetings and translated meeting agendas •Electronic Document Management Software citywide deferred to the second year of the strategic plan. Balancing Excellence in Core Services & City Council Priorities •As a full-service city, San Rafael provides a wide range of municipal services that keep the community safe, functional, and vibrant. •Work plan initiatives must be balanced with maintaining excellence in core services and programs. •The Three-Year Strategic Plan & Annual Workplans are living documents -that will change as new emerging priorities manifest. •There are a few minor administrative edits that are non-substantive in nature, which staff will make prior to posting the document on the City's website. Citywide Core Services Public Safety & Emergency Response Library and Recreation Childcare Homeless Response and Community Well- Being Public Works and Infrastructure Planning, Building, Housing Code Enforcement Parking Services Human Resources and Organizational Development Finance, Technology,Digital Service/Open Gov City Clerk and Records Management City Attorney's Office Sustainability, Climate, and Resilience Intergovernmental and Legislative Affairs Workplan Development City hired Jacob Green and Associates for technical expertise. JGA facilitated multiple workshops to develop and draft milestones and activities for the fiscal year. Draft work plans were reviewed for: Feasibility and interdepartmental coordination, budget alignment, opportunities for community engagement and outreach, council subcommittee or City Council feedback. The City Manager’s Office collaborated with departments to: Refine activities and initiatives; Confirm target deadlines; Ensure existing resources were sufficient to implement the plans. •As this is the first annual workplan, staff needed the time to develop it during Q1, which is why we are bringing it forward now in Q2, In Year 2 & 3, staff will present the annual workplans along with the annual budget process in June. Workplan Timeframe •Annual Workplans – Based on Fiscal Year Quarters •Quarter 1:July, August, September •Quarter 2:October, November, December •Quarter 3:January, February, March •Quarter 4:April, May, June Workplan Components •Quarter 1 objectives are listed as “complete” because that quarter has now passed; and most activities span multiple quarters; those are in process. •Department Directors are accountable, and the staff lead is responsible. •Based on available resources, some activities and initiatives are scheduled to begin in year two or three of the Three-Year Strategic Plan. •385 activities/initiatives for 84 Objectives from 26 goals across the 7 priority areas City Council's Top Work Plan Priorities •City Council shared their top priorities at the May 5, 2025, Study Session. •These items have been marked in gold in the work plan. •The following slides highlight some of the key objectives, activities, and initiatives, for each priority area in the strategic plan. Priority Area A: Economic Development & Neighborhood Vitality •A.1.5 Assess existing tourism funding model and consider alternatives. •A.2.1 Create and implement a gateway beautification program. •A.2.2. Develop and implement a program for enhancing and maintaining high visibility public spaces. •A.4.1 Update the City's Objective Design Standards- Downtown Precise Plan. Priority Area B: Mobility and Infrastructure •B.1.1 Develop and adopt an updated Citywide Bicycle and Pedestrian Plan. •B.1.7 Acquire, secure and explore interim uses for 620 Canal St. •B.2.2 Launch and evaluate pilot projects for traffic calming measures. •B.2.3 Implement and monitor projects as required due to recent legislation; AB413 (day lighting) and AB43 (speed limits). Priority Area C: Sustainability and Resilience •C.1.1 Expand facility electric vehicle charging infrastructure. •C.2.2 Continue implementing Wildfire Prevention and Protection Action Plan and evaluate the need for revisions, including zone zero. •C.2.4 Develop Sea Level Rise Adaptation Plan (SB 272). •C.2.5 Explore governance models for climate adaptation work. Priority Area D – Housing & Homelessness •D.1.1 Explore implementation of a housing-focused interim shelter program. •D.1.2 Develop a Homelessness Strategic Action Plan. •D.1.3 Evaluate the City’s camping ordinance and revise to reduce unsanctioned encampments. •D.3.2 Explore policies that protect renters and low-income earners and prevent displacement and preserve housing. Priority Area E: Quality of Life: Safety, Wellness, and Belonging •E.1.4 Implement strategies that increase trust between law enforcement and the community (i.e., Police Advisory & Accountability Committee). •E.2.1 Reduce emergency response times of Priority 1 police calls (i.e., drone as first responder). •E.2.4 Reduce dangerous driving behavior and the number of collisions resulting in injury through education and enforcement efforts (i.e., Vision Zero). •E.3.2 Develop a preferred site plan for the Albert Park Library and Community Center. Priority Area F: High Performing Government •F.1.2 Enhance performance management system. •F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence. •F.2.2 Create and implement a citywide strategic communications plan. •F.3.3 Identify and secure new revenue sources to address insufficient funding to address deferred maintenance of the city's infrastructure, and need for increases service due to growth. Priority Area G: Equity, Access, and Opportunity for All •G.2.3 Implement Language Resource Access Plan and a Title VI Plan (non-discrimination). •G.3.2 Develop policy that ensure equitable distribution of public resources and infrastructure improvements. •G.3.3 Expand on strategic approach to ensure diversity of candidates for boards, commissions, and committees. •G.3.6 Address digital divide by pursuing broadband equity projects that improve wi-fi in the Canal. Revisions to the Three-Year Strategic Plan (since June adoption) Capital Improvement Plan projects – removed from strategic plan. B.1.2 Design and begin work on the Canal Neighborhood Active Transportation Enhancement project improvements. B.1.4 Design and construction of Second Street and Fourth Street improvements. B.4.1 Implement trash capture projects to reduce pollutants in local waterways to meet State mandated trash reduction requirements. E.4.2 Complete the Pickleweed Library and Pickleweed Preschool renovation. Quarter 1 - Accomplishments •A.3.1 - Deliver Placemaking Elements •Conducted Call for Artists and Selected Artist for downtown public art projects •B.1.5 - Execute the Pavement Management Program •Drafted multi-year Pavement Management Plan •B.2.3 - Implement New Traffic Safety Laws •Developed Implementation Plan for AB 413 (Daylighting) •C.1.1 - Develop/Implement Zero Emission Vehicles Plan •Completed EV Charging Infrastructure Feasibility Plan and final design and permitting Quarter 1 - Accomplishments •C.1.4 -Reduce Community Building Energy Use •Presented proposed building reach codes ahead of state law restricting such changes. •D.1.1 -Explore Interim Shelter Program •Identified 350 Merrydale as an interim shelter site •E.3.1 -Establish Capacity and Expertise for Measure P •Selected Project Management consultant for Measure P Implementation •F.2.1 - Leverage Technology for Administrative Processes •Launched Core Financials modules and functionality in new Tyler Munis ERP. •G.2.1 - Develop Community Engagement Program •Drafted Equitable Engagement Guide Tracking Progress of Strategic Plan Are we doing what we said we would do? •Coordination with department staff to document progress in Asana. •Bi-annual work plan progress updates to the City Council, aligned with budget. Example: Tracking Progress of Annual Work Plans Example: Data & Performance Metrics: Are we achieving our intended outcomes & impact? •Performance Metrics: •Biannual metric updates to the City Council aligned with budget process. •Data Driven Decision Making - Operations: •Day to day – use data to analyze opportunities for improving ongoing operations and achieving intended outcomes, at a more granular level. Performance Metrics 2025-2026 Economic Development and Neighborhood Vitality •Hotel tax receipts (new metric) •Number of businesses •Taxable sales •Vacancy rates •Foot traffic Housing and Homelessness •Point in Time Count •Total clients receiving case management services •Total case management clients transitioned to transitional or permanent housing •Number of interim shelter beds (new metric) •Number of clients served at sanctioned camping area (new metric) •Number of tons of encampment debris removed (new metric) •Housing Units Entitled (by income level) •Housing Units Permitted •Housing Units Built •Number of Deed-restricted affordable housing unit •Total code enforcement cases, opened by type Sustainability and Resilience •Percent of city fleet that are zero emission vehicles (new metric) •Percent of multi-family properties and businesses composting organics •Greenhouse Gas Emissions •Number of residents that have attended emergency preparedness trainings/presentations (new metric) •Number of community members signed up for emergency alerts •Percent of properties in compliance with Citywide standards to reduce wildfire risk Quality of Life: Safety and Wellbeing •EMS Response Times •Police Calls for Service •Response times to Priority 1 police calls •Group A offenses reported in San Rafael (including theft, assault, narcotic violations, destruction of property, motor vehicle theft, fraud, sex offenses) •Specialized Assistance for Everyone (SAFE) statistics – calls for service, outcomes •Number of recreation classes held and number of participants •Number of library programs held and number of participants •Total item circulation from San Rafael Public Library Branches Performance Metrics 2025-2026 Quality of Life: Safety and Wellbeing •EMS Response Times •Police Calls for Service •Response times to Priority 1 police calls •Group A offenses reported in San Rafael (including theft, assault, narcotic violations, destruction of property, motor vehicle theft, fraud, sex offenses) •Specialized Assistance for Everyone (SAFE) statistics – calls for service, outcomes •Number of recreation classes held and number of participants •Number of library programs held and number of participants •Total item circulation from San Rafael Public Library Branches High Performing Government •Percent of maintenance SeeClickFix requests responded to within Service Level Agreements (new metric) •Number of personnel vacancies (new metric) •Number of subscribers and open rate for Snapshot newsletter •Total website visitors Equity, Access, Belonging and Opportunity for All •Percent of staff receiving training equity and inclusion related topics (new metric) •Number of employees receiving bilingual pay (new metric) •City Workforce Diversity Connection Between Workplan and Performance Metrics Next Steps 1.Evaluate level of effort for accomplishing each objective. 2.Develop a process and criteria for evaluating when a new, emerging priority warrants a change to either the Three-Year Strategic Plan, or an annual workplan. 3.Develop criteria and process to determine if new emerging priorities arise mid-cycle. 4.Further develop the integration of Asana workplan progress reports and City's overall data performance dashboards. 5.Develop biannual progress reports that will be posted online for the community. 6.Present mid-year update to the City Council early in 2026 with mid-year budget update; make recommendations for re-prioritization if needed. Recommended Action Staff recommends the City Council adopt the City Council’s Revised Three-Year Strategic Plan for FY 2025-2028 and adopt the Fiscal Year 2025-26 Work Plan and authorize the City Manager to make administrative adjustments and clarifications to the work plan. Questions