HomeMy WebLinkAboutCM Economic Vitality Plan Updatecarr Agenda Item No: 3 a
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Meeting Date: February 6, 2012
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: CITY MANAGER
Prepared by: Nancy Mackle, City Manager City Manager Approval• ' .
SUBJECT: UPDATE ON ECONOMIC VITALITY WORKPLAN, RECESSION ACTION PLAN, AND THE
GOALS AND OBJECTIVES
RECOMMENDATION: Accept Report.
DISCUSSION: The City Council last received an update on the Economic Vitality Workplan and the
Recession Action Plan on June 11, 2011, and the Goals and Objectives on May 16, 2011. The City Council
reviewed the draft Goals and Objectives 6 -month update at the Council Retreat on January 11, 2012. Today's
report is an opportunity for the Council to review an update on the Economic Vitality Workplan and Recession
Action Plan as well as formally receive the Goals and Objectives 6 -month update.
RECESSION ACTION PLAN. The Council approved a Recession Action Plan in 2009. This plan lists an
extensive series of strategies aimed at addressing budget shortfalls, including "one-time" fixes as well as more
structural solutions. It is important to review the entire list to see the multiple approaches the City has taken to
attempt to address the issue over the past several years. Of course, we are still dealing with the effects of the
"Great Recession" and will be for some time.
ECONOMIC VITALITY WORKPLAN. A complementary component to the Recession Action Plan is the
Economic Vitality Workplan, also approved by the Council in 2009. Staff continually works to stimulate
business growth and retention, expedite approvals, and improve our overall tax base. The Workplan
summarizes activities ranging from working with large and small businesses, combining short-term activities
and long-term planning for the economy, as well as both seeking new development and re -use opportunities.
GOALS AND OBJECTIVES. Each department has prepared a 6 -month update to their set of two-year goals
and objectives. As in previous years, these are presented by grouping the Departments within the "rooms of
our house", which is designed to present key effort areas: Neighborhood and Economic Vitality; Quality of Life;
Public Safety; Pubic Assets; and supported by the Foundation (the administrative functions of our City
structure).
The 6 -month update has been written to reflect reductions in staff due to the budget deficit. These reflect the
Council -approved reductions in services or programs corresponding to any budgetary reductions. Despite
difficult budgetary times, this six-month update shows that staff continues to provide a wide array of services
and programs that result in a high quality of life in San Rafael. However, residents and businesses have
noticed and will continue to notice the continuing local impacts of the recession, as staff takes longer to
File No.:
Council Meeting:
Disposition: C
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
respond to tasks, any non -emergency calls, and as programs and services are reduced or eliminated.
At the City Council Retreat of January 11, 2012, there was some discussion regarding the format of these
goals and objectives such as the length of the document and the inclusion of items that could be considered
our "normal course of business." Going forward, staff will consider alternate ways of presenting these updates
so that they can best reflect the work of the departments and be useful to the Council.
FISCAL IMPACT: None.
RECOMMENDED ACTION: Accept report.
OPTIONS:
1. Modify the report and accept per changes.
2. Reject report.
ATTACHMENTS:
A. Recession Action Plan, January 2012 update
B. Economic Vitality Workplan, January 2012 update
C. Goals & Objectives FY 2011-13, 6 -month update
SAN RAFAEL
RECESSION ACTION PLAN
STATUS REPORT UPDATE - January 2012
Below is a progress report of activities over the last six months related to the City's
Recession Action Plan (RAP). Staff has issued updates approximately every six months
since the RAP was adopted in May 2009. As a reminder, the Principles for Budget
Recovery are included, along with a short summary of actions to date.
Principles for Budget Recovery
To meet our financial challenges, the City is taking steps that will keep our budget
balanced and in line with the City Council's goals and priorities. Budget actions will
also be guided by a series of long-standing financial management policies. The Council
has identified the following guidelines as we respond to the recession:
• Collaborate with neighboring governmental agencies to consolidate or regionalize
services to leverage resources and improve efficiency
• Reduce services, where necessary, after identifying the impacts and weighing the
reduction against other options
• Reject new services or projects if reduced staffing cannot manage the workload
*Continually assess and improve efficiency in the delivery of services
• Manage the size and compensation of the workforce to best deliver services given
our current and anticipated financial realities
• Provide a responsible level of transition assistance to city employees who have
lost their jobs
• Seek additional revenues from all sources to meet the community's expectations
of a high level of service
• Implementing an Economic Vitality Plan Commenced implementation of Economic Vitality
focusing on local business retention, Plan (see separate report)
expansion and attraction as well as job
development
• Pursuing Federal Stimulus actions and
other grants that can provide one time
resources for projects and service needs
In addition to the $2,000,000 in federal stimulus
funds reported previously, staff secured $619,000
from Golden Gate Transit for Canal Street
Pedestrian Access and Safety Improvements
(Phase II), $565,000 from the Safe Routes to
School program for Davidson School
improvements, and $200,000 from ABAG to
design Grand Avenue bridge pedestrian and
bicycle improvements. Staff continues to pursue
grants with minimal City matching fund
commitments. We also consider grants which are
large enough to justify the significant staff time
for administration often required by federal and
state funding sources.
Recession Action Plan — January 2012 Update Page 2
lContinuing"! tosuspend hiring of
Continuing
Staff continues to suspend hiring whenever
ositions whenever possible
p positio
possible. Each new vacancy undergoes a process
that ultimately requires City Manager approval to
fill the position. Staff first looks at other options
such as eliminating the position, reducing the
hours, reorganizing the division or work group,
etc.
Offering early retirement packages
Program completed. Created "Voluntary
through incentives
Retirement Separation Program" resulting in
savings of approximately $900,000 annually
through permanent elimination of these
positions.
Offering employees the opportunity to
This opportunity continues for employees.
voluntarily reduce their work hours
However, given the current (Fiscal Year 2011-12
and 2012-13) work hour reductions and the prior
two years of furloughs, there is limited interest
at this time in additional time off without pay.
Reducing the workforce by laying off
Implemented layoffs in July 2009, January 2010,
employees through strategic planning
and June 2011; provided transition assistance to
those who lost their jobs. Layoffs remain an
option to reduce the workforce to control costs.
Working with employees to develop a
Furlough implemented for Fiscal Year 2009-10
furlough plan that includes a pay
and continued in Fiscal Year 2010-11. Furloughs
reduction and time off by closing City
saved approximately $450,000 per fiscal year.
Hall and other non-public safety facilities
Work hours continue to be reduced for Fiscal
on certain days
Year 2011-12 and 2012-13 for non -safety
employees. Combined with other compensation
reductions to safety employees noted below, the
total annual savings due to compensation
reductions is approximately $1.4 million.
• Meeting with employee unions to
Contract negotiations complete for all bargaining
control costs by analyzing compensation
units through June 30, 2013 (Childcare through
levels, including possible reductions in
October 2013). Achieved a 4% total
salaries or benefits
compensation reduction for all safety and non -
safety bargaining units for both years. At the
same time, all bargaining units agreed to new,
lower pension tiers for new hires. A City Council
Pension Subcommittee has been established to
further study possibilities to control pension and
other post employment benefit costs.
Recession Action Plan — January 2012 Update
am
• Considering alternative work schedules Staff has investigated alternative work schedules
in order to save costs and has brought the topic to a recent City
Council Study Session. The topic continues to be
explored with the bargaining units and will be
brought back to the Council in early 2012 for
consideration.
• Maximizing opportunities to recover In August 2011, the City updated the master fee
costs, such as changes in our paramedic schedule which improved our ability to recover
transport service costs. Staff estimates between an additional
$200,000 and $300,000 in revenue due to the fee
changes.
• Continuing to explore collaboration
opportunities with other public agencies
to maximize efficiency
• Other Actions to Reduce Expenditures or
increase revenues
Also, paramedic transports completed by City
staff have significantly increased due to program
changes, which enhance City revenues.
Finalized a zero -cost agreement with Marinwood
CSD to reduce City costs and provide superior
levels of service to both Marinwood and San
Rafael. Fire Battalion Chief services agreement
with the City of Larkspur (cost sharing) continued
as did the contracting out of Fire Dispatching
with the County Communications Center.
City operated Hamilton Pool for the City of
Novato the past two seasons and will do so again
for the 2012 season - providing high quality
services and bringing in revenue to the City of
San Rafael.
A City Council Subcommittee on Facilities has
been established which will consider additional
areas for collaboration.
Measure C was passed and will increase library
service revenues by approximately $900,000 per
year through Fiscal Year 2016-17.
The City issued bonds to create a "retirement
system fund" to go towards retirement cost
increases.
The City issued "tax revenue anticipation notes"
which will steady our cash flaw as revenues are
received by the City at various points throughout
the year white expenditures are weekly.
Recession Action Plan - January 2012 Update Page 4
The City continued tomake use of special funds
(such asMeasure A)tomeet General Fund
obligations where appropriate. The City also
continued tudefer expenditures where possible
(such asLovehicle fleet replacement), reduce
contract services, reduce supplies, etc.
The City took action ona development proposal
(Farget) which would significantly increase sales
tax revenues and has seen other openings (e.g.
Honda) that will also enhance revenue (see
Economic Vitality 5trategy).
City of San Rafael
Economic Vitality Workplan
Progress Report March 2009 - January 2012
I. NEW DEVELOPMENT
a) West Francisco Boulevard (WFB).
* Expedited permit approvals for a new VW Et Audi facility.
0 Construction completed on RAB dealership remodel Et pre-
owned vehicle lot.
b) East Francisco Boulevard (EFB).
9 Honda opened for business at GM site at Shoreline Center.
9 Pre -owned Luxury Car facility opened in former Ford facility,
initial sales tax revenue in 4t" quarter 2010.
0 Infiniti dealership facility remodeled Et opened.
a Toyota Scion facility remodel underway.
c) Shoreline Center Completion.
137,000 sq. ft. Target approved by City Council in 2011.
d) Marin Square Area Redevelopment.
No application received yet from property owner, Sutter Health.
Existing businesses continue to operate in the Center.
e) Completion of the San Rafael
Two new buildings Et a parking structure have been constructed.
Corporate Center.
The addition of BioMarin wilt increase the Center's occupancy
rate to 85%.
f) Reuse of PGEtE's 999 Third Street
PGEtE is completing soil Et groundwater testing Et developing the
Site.
property's Remediation Action Plan for State approval. With this
plan approved Et in place, PGEtE Et the City wilt develop a joint
developer selection process in 2012.
g) Caltrans Remnant Properties.
Caltrans staff evaluating a sate process for Caltrans Rice Drive
parcel. The tong term outcome of the adjacent property owned
by former RDA will be under consideration by City, as Successor
to the SRRDA.
11. REUSE, RE -TENANTING Et REHABILITATION
a) Economic Study. Report presented to City Council: (Completed items italicized.)
0 Prioritize attracting tenants to large retail sites. (Honda
opened for business at former GM site.)
0 Developed Shop San Rafael Campaign.
0 Improved Economic Development website.
0 Consider re -use opportunities of office sites. See Incubator
discussion below.
* Assist with training businesses on websites.
* Surveyed (interviewed) business community on constraints.
0 Improve perceptions of permit process. (Coordinated with
Morin Economic Forum to explain the process to businesses,
continued improvement of business section of City website.)
* Coordinated with workforce development efforts.
0 Increase office occupancy, especially with green office users.
(BioMarin teased San Rafael Corporate Center. CD instituted
. A B
Economic Vitality Workplan Page 2
a) Economic Study (con't).
over the counter approvals of tenant improvements Et zoning
ordinance changes which will assist applicants.)
• Coordinated with Countywide energy efficiencyl retrofit
efforts.
• Consider incentives for green businesses. This item is on hold
due to City's financial situation.
b) Re -tenanting Vacancies.
0 Mi Pueblo opened at the former Circuit site.
• TJ Maxx opening at former Border's space. Arizmendi Bakery
opened at Rafael Town Center.
• George's opened in what was referred to as the Kimball's
site.
• Pizza Orgasmica opened in former Rafters.
• Sot Food expanded Lincoln Avenue location into adjacent
space Et fitted 811 Fourth (former Golden Orb/Pie Shop).
• Lotus Chaat Et Spices opened in former Pier 6 space in West
End.
• Fenix nightclub approved for former See's Candy location.
• Majority of West End storefronts have been teased. Changes
to parking regulations in this area helped.
• Working with Home Depot to fill old Yardbirds site. Home
Depot has stated Letters of Intent will be secured in first
quarter 2012.
• Working with property owner of Marin Commons to plan re-
use. County purchased one building for Emergency
Operations Facility.
Prepared information handouts for key sites to assist potential
tenants. Two of the sites, GM Et Ford, have been teased.
Continued meetings with Marin Economic Forum, to explore
"business incubators" that would create jobs Et fill vacant space
in the tong term as businesses grow. Initial research indicates no
City funds will be required Et instead City facilitation Et
collaboration with local partners could result in a San Rafael
incubator of some type.
Participate with Council Member Connolly on Steering Committee
of Dominican University's "Venture Greenhouse", a business
accelerator effort physically located in East San Rafael.
c) Rehabilitation of Northgate Mall.
54 stores opened out of a potential 65.
New Rite Aid completed. Future use of former Rite Aid building
under study.
Promenade completed.
Music Et entertainment taking place in Oak Plaza.
d) "Marin Rocks" Exhibition.
Marin History Museum experiencing financial issues including loss
of Executive Director. Project on hold.
e) General Plan Update.
Housing Element update approved by State HCD.
Economic Vitality Workplan Page 3
Ill. SUSTAINABILITY MEASURES
a) Green Businesses.
Improved Economic Development webpage includes promotion of
green business certification Et resources.
City received $100,000 grant from Marin Community Foundation
for collaboration with SR Chamber Et Dominican University for
pilot program on Resilient Businesses Et classes are underway.
b) Climate Change Action Plan
Assisted with business outreach on potential requirement for
Implementation.
"green" food containers at food outlets. CD convened committee,
including business representatives, to prepare recommendations
for banning single use carryout bags Et reducing takeout food
containers. On hold now due to lawsuit appeal.
Received grant from Co. Hazardous Et Solid Waste JPA to fund City
staff for activities related to construction Et demolition ordinance
Et new rate structure for garbage Et recycling.
City's franchised waste hauler (MSS) has instituted programs to
comply with new CA mandatory commercial Et multi -family
recycling law.
Created webpage for businesses which includes links for the
following :
• What Green Means to San Rafael
• Marin County Green Business Program
• San Rafael Climate Change Action Plan
• Green Resources
c) SMART.
Managing the Station Area Planning (SAP) efforts for Downtown Et
Civic Center stations. Downtown SAP draft is completed Et has
been presented to all partner agencies Et SR Planning Commission
Et DRB. Civic Center SAP draft will be completed in summer.
Working with Whistlestop to consider relocation locations Et re -use
possibilities for existing building.
d) Energy Efficient Decorative Lights.
Completed. Installed LED twinkle lights in Downtown street trees
to save energy.
e) Pedestrian Et Bicycle Improvements
Completed business outreach for Non -motorized pilot programs
Et Linkages.
(NTPP). City completed $15 Million in NTT improvements Et grant
funding for design of Grand Avenue pedestrian bridge.
f) "Greening" of Community Events.
Participated in discussions regarding "green" food containers at
events. Making City event recycling containers available to non- I
profits hosting events in San Rafael.
Participated in planning Et implementation of County's "Way to
Go" program to promote non -motorized access to Downtown
events.
Economic Vitality Workplan Page 4
IV. Promotions a Events
a) 10 Anniversary of the re -opening
Completed. Assisted Film Center with a June outdoor movie as
of the Smith Rafael Film Center.
well as "A" Street movie in September, 2009.
b) West End Village Event.
Continue to support community-based efforts. July 2009 street
festival was successful, held two Farmers' Market Et fall festivals
in October 2009 Et 2011.
c) Public Arts Installation Program.
Collaboration with Art Works Downtown provides ongoing
(BID) Strategy.
temporary public art program in the City Plaza Et other civic
locations. Added two additional locations in 2011.
d) America's Cup
Working with Marin Tourism Bureau Et subcommittee of San
Rafael Chamber of Commerce to develop a strategy to capitalize
on the event.
e) Sponsorships for Events
Due to dissolution of Redevelopment Et toss of funds for events,
staff has commenced efforts to raise funds through sponsorships
d) Emergency Preparedness/Business
or other means to continue to hold community events.
V. FISCAL STRATEGIES
a) Redevelopment Bonds.
Interim Bond refunding completed. Due to dissolution of
Redevelopment agencies statewide on Feb. 1, 2012, no further
action on new bonds. The City, as Successor Agency to SRRDA
will continue to pay existing debt service Et meet bond
covenants.
b) Business Improvement District
Agency/BID retained consultant Et conducted survey to change
(BID) Strategy.
from business based to property based BID. Not enough interest
from property owners to proceed. BID has incorporated as
501(c)6 tax-exempt status Et entered into a service agreement
with SR Chamber. Increased membership from WEV Et a WEV
merchant currently serving on BID Board.
c) Financial Resource Development.
ARRA funds have been secured for street repaving, Police Citizens
Academy, Et energy efficiency improvements for City Hall.
d) Emergency Preparedness/Business
"Get Ready" for Business was held in 2009.
Recovery Plan.
Business Strategy drafted for how to better prepare Et recover in
I the business sector. Disaster Preparedness Worksheet prepared
with phone numbers Et websites for businesses Et tips for s
protecting business from a disaster. Post -Disaster Business
Resilience Kit published in English Et Spanish. Both documents
I
posted on City website.
e) Real Property Management.
1 Environmental testing of 519 Fourth Street, owned by the former
RDA, is complete Et a final site closure letter for the underground I
tanks has been received from the Water Quality Control Board.
I �
Economic Vitality Workplan Page 5
VI. COMMUNICATION, EDUCATION Et OUTREACH
a) Communication to the Community
Participated in Business Retention Et Expansion interviews with
San Rafael Chamber, BID, £t Hispanic Chamber of Commerce of
Marin. On an ongoing basis, attempting to meet with one
business per month.
Improved Economic Development website. Includes Business
Assistance Et links to available properties. Several larger sites in
San Rafael are highlighted to assist in business attraction to key
retail locations. Participated in Bilingual Entrepreneurs' Fair.
b) Managers of Vacant Property.
In communication with owners/managers of former Yardbirds Et
Dodge sites. Facilitated temporary use by non-profit Et
community groups with Marin Square Manager.
c) Re -Leasing Assistance.
City "Coffee and Codes" meetings were conducted to assist with
information helpful for releasing.
Coordinating with Planning staff, held several meetings with
commercial brokers to explain land use application processes,
City zoning Et regulations, etc. Building Department instituted
over the counter approvals for tenant improvements, facilitating
quicker re-leasing.
2011-1 3 Budget
Goals & Objectives
6mmonth Update
TT
NEIGHBORHOOD &
ECONOMIC VITALITY
ESustain avibrant downtown and other
business areas
11Facilitate creative affordable housing
opportunities
11Implement GP2020short term programs,
including Climate Change Action Plan
PUBLIC SAFETY
aProvide esafe and secure environment
for people and property inthe community
inProvide community oriented services that
are responsive 0ocommunity needs
aFurther develop community and
organizational emergency readiness
QUALITY OF LIFE
Serving and Strengthening Community
�
Create community through programs
and spaces offering personal
development and enrichment
N Work to provide literary, adiotio,
recreational and cultural experiences for
all residents and embrace our diversity
11Collaborate with community partners
and utilize the expertise ofour Boards and
Commissions, agencies, and associations
PUBLIC ASSETS
Improving and Preserving Our Public Assets
0 Sustain effective level of core
infrastructure maintenance
SPlan for essential facility upgrades and
Improvements
KImprove mobility through reducing traffic
congestion and expanding bicycle,
pedestrian, and transit opportunities
Neighborhood &
.conomic Vitality
Budget Objectives 11-13
Department Goal
6 -Month Status Report
Community Development
Department Summary
To make San Rafael the most dynamic city in the most beautiful environment in the Bay Area, while
retaining its hometown character.
Areas of Service
These areas of city service include Building & Fire Prevention, Code Enforcement, Current Planning and
Long Range Planning.
• Adopted the Green Building Ordinance (for new construction) to reduce the impact of new
development on natural resources.
• Completed the Climate Change Action Plan (CCAP) with adoption by City Council
• Completed radio frequency (RF) testing for all approved antennas, as required by the City's
Wireless Communication Facilities Ordinance
• Adopted the new International Building Code and Fire Code
• Reduced Building Permit initial plan review `turnaround time" from four to three weeks
• Improved cost recovery, which included the selection and implementation of better time -
tracking software
• Initiated and conducted two Planning Academies for public education
• Managed the Target Store project through the final phases of City Council review and
approval.
Budget Objectives 11-13
6 -Month Status Report
Community Development
Department Summary
Performance Measurements
Actual Target Target
10-11 11-12 12-13
Workload Measures:
• Planning applications filed 364 375 400
and processed
• Number of residential resale 533 440 480
inspections
• Number of building permits 1144 1100 1150
issued
Budget Objectives 11-13
6 -Month Status Report
Community Development
Building Division
The Building Division provides a comprehensive system of construction and life/safety code
enforcement, plan review, and inspection.
• Provide prompt attention to citizen requests for code information or service.
• Efficiently process and complete inspection requests and accurate plan reviews.
• Comply with all State and Federal disabled access codes; provide increased levels of training
and awareness to the public and design community.
• Coordinate with other departments to assure that the City's safety goals are met.
>.
,H
• To investigate and implement
Completed. One vehicle has
Technology will be monitored to
field technology to improve
been outfitted and will be
determine efficiency and
efficiency and customer service.
used on a trial basis for 60
effectiveness.
days.
• To investigate options for posting
Completed. E -Permit
No further action is needed.
building permit history on the
software was added to the
internet for access to the public.
City's permit tracking system
(CRW) to upload permit
history for each property
address.
• To implement a Green Building
Completed. Green building
No further action is needed.
Ordinance (for remodeling).
ordinance was amended in
2011 and remodeling
provisions are now in effect.
• To develop an Emergency
Completed. Field inspection
No further action is needed.
Operation Center critical facility
list was completed in 2011
field inspection list.
and is currently in use.
• To continue the "Coffee and
On hold. Temporarily
Program to be revisited in spring
Codes" educational program for
suspended due to low
2012 to determine need for
clients.
attendance.
outreach on any key issues or
services.
• To reduce the permit fees for
Completed. The initially
No further action is needed.
commercial Photo -voltaic
adopted fee (based on
systems.
valuation of work) was
adjusted (to a fixed fee
amount) in mid -2011.
Budget Objectives 11-13 6 -Month Status Report
• To implement an over -the-
Completed. This service is
Continue to provide and monitor
counter plan review process
offered two full mornings per
service.
week and has become very
popular.
NEW INITIATIVES:
• To develop and update an
In progress. Integration
To be completed in early 2012.
accurate master City property
process is underway. To
address listing by integrating our
confirm recorded property
computerized permit software
addresses, the field
database with the Marin County
investigation phase has
GIS system. Update will provide
commenced and will continue
for improved tracking and will
over the next several months
assist other City departments
to complete the master
Fire, Police and Public Works).
address list.
• To investigate feasibility of on-
In progress. Research is
Research to be completed in mid-
line permitting.
being completed to determine
2012 to determine feasibility.
• To investigate the feasibility of a
the cost of the system.
voice-activated (IVR) system to
improve public access and
provide for more efficient staff
time.
• To inventory expired permits for
In progress. Inventory has
To be completed in early 2012.
inactive and incomplete
been prepared and is being
construction.
analyzed to determine permit
closure or need for extension.
• To initiate semi -automated pre-
Not started. To be initiated
To be initiated in early 2012.
notification letters for all permit
following completion of
types about to expire
expired permit inventory
(above)
Budget Objectives 11-13
6 -Month Status Report
Community Development
Code Enforcement
Program Description
The Code Enforcement Division assures conformance with the City's public nuisance, zoning and
housing codes through education and progressive enforcement.
• Complete prompt investigation and resolution of public complaints.
• Ensure that code violations are quickly rectified.
• Provide proactive educational efforts to achieve code compliance.
• Improve living conditions in citywide apartments.
• Coordinate with other departments and agencies to address neighborhood concerns.
F�iiiiiiij•. - -
• To complete the first inspection
Completed in late 2010.
Proceed with second inspection cycle.
cycle of the Apartment and Hotel
See new initiatives below.
Inspection Program (HIP) and
commence a new three-year
inspection cycle.
• To continue to respond to public
On-2oint!
On-going
complaints of property -related
nuisances, and work with
neighborhoods proactively to
address blighting conditions.
• To complete an update to the
In proEress. Thirty
Complete manual by end of FY
Code Enforcement Procedures
percent (30%) completed.
2011/2012.
Manual.
NEW INITIATIVES:
• Initiate the second inspection
In progress. Second
Continue second inspection cycle.
cycle for the HIP (3 -year)
cycle initiated in early
2011. For 2011 calendar
year, all hotel/motel
inspections completed
(11) and 60 apartment
properties inspected.
• Initiate enforcement of massage
On-i!oin2. Enforcement
On-going
ordinance.
commenced mid -year
2011. Two cycles of
inspections completed.
Budget Objectives 11-13
6 -Month Status Report
Community Development
Current & Long Range Planning
Program Description
The primary responsibilities of Current Planning are processing zoning, design review and subdivision
permit applications, overseeing environmental review and providing information and advice on the City's
land use regulations. Long Range Planning is responsible for preparing, updating and implementing the
San Rafael General Plan and other planning studies. This requires close coordination with the community
and other governmental agencies.
Program Emphasis
• Process applications efficiently and in a timely manner, providing opportunities for public input.
• Ensure consistent interpretation and application of General Plan policies and regulations.
• Provide continued service to the Design Review Board, Planning Commission and City Council with
competent and professional staffing.
• Develop innovative regulations, guidelines and up-to-date publications.
• Implement the General Plan 2020.
• Participate in collaborative regional efforts to address traffic, housing and climate change issues.
20011-13 Objectives
In progress. New Sustainability
Commence with municipal
• To begin implementing the short-
term programs of the Climate
Element adopted for the San Rafael
code amendments to
Change Action Plan (CCAP)
General Plan 2020.
incorporate provisions for
assigned to the Community
GHG Emissions Reduction Strategy
solar and wind energy
Development Department.
prepared and adopted.
facilities, increased parking
Bicycle parking provisions added to
lot landscaping, electric
municipal code.
vehicle parking standards
• To complete the General Plan
Not started. No activity at this
To be initiated in mid -2012
2020 five-year review.
time.
• To begin update of the Housing
Not started. Housing Element
No action at this time. To
Element for 2014-22.
update for 2004-2012 was certified
be initiated in early 2013.
by State HCD in Nov 2011.
Currently tracking ABAG/ MTC
process for SCS to determine
potential changes to regional
housing need allocation RHNA .
• To pursue implementation grants
In progress. Grant secured by
Continue to pursue further
for the Canalfront Conceptual
Department of Community
grant opportunities.
Design Plan in coordination with
Development for study of Grand
the Public Works Department.
Ave bridge widening.
• To complete the Downtown
In progress. Draft Plan for
Final Plan to be presented
SMART Station Area Plan and
Downtown Station Area published
to City Council for
Budget Objectives 11-13
6 -Month Status Report
,e
seek grant funding for
in December 2011.
acceptance in early 2012.
implementation.
• To complete the Civic Center
In progress. Two public workshops
Preferred alternative to be
SMART Station Area Plan and
conducted and traffic modeling of
selected and Draft Civic
seek grant funding for
alternative development scenarios
Center Station Area Plan to
implementation.
completed.
be completed in late spring
2012. Final Plan projected
to be completed in late
summer 2012 for City
Council review and
acceptance.
• To update the City's Zoning
In progress. Scope of zoning
Draft Zoning Ordinance
Ordinance (Title 14) as resources
ordinance amendments completed.
amendments projected to be
permit, in priority phases.
Scope intended to reduce workload,
completed in late spring
implement CCAP and updated
2012 for Planning
problematic code sections.
Commission and City
Research being completed.
Council review and
consideration.
• To implement a model to assess
Completed. GHG Emissions
No further action is needed.
and track greenhouse gas
Reduction Strategy completed and
GHG strategy compliance
emissions, which is required to
adopted in summer 2011. Strategy
checklist will be
comply with A1332.
compliance checklist completed for
implemented on a project -
use in project development review.
by -project basis.
• To amend the City's
Completed. Procedures and
No further action needed.
Environmental Review
templates updated in early 2011.
Procedures and environmental
review templates to respond to
recommended changes in CEQA
addressing climate change.
• To complete the update of the
In progress. 90% completed.
Complete remaining two
Current Planning Procedures
chapters of manual by mid -
Manual and associated staff
2012.
training.
• To update
In progress. 75% completed.
Complete mapping of
neighborhood/homeowner
Contact information and mapping
association
association area maps and
changes have been collected from
boundaries/areas for use in
contacts and to provide
neighborhood/homeowner
City's GIS system in early
representatives with training on
associations. Database has been
2012.
the planning permit and review
created.
process.
• To implement improvements
In progress. Completed initial
Finalize City staff and
(training and coordination) to
meetings and discussions with the
department roles and
City staff's Development
Public Works Department to clarify
responsibilities for land
Coordinating Committee (DCC).
roles and responsibilities for land
development review.
development review.
Initiate training sessions
with entire DCC team in
Budget Objectives 11-13 6 -Month Status Report
mid -2012.
• To initiate and complete the
Completed.
No further action is
Mello -Roos Assessment District
necessary.
and Final Map process for the
approved Village at Loch
Lomond Marina development.
• To process planning applications
Nothing at this time.
No action at this time.
for the Sutter Health Medical
Center development at Marin
Square if filed).
• To process planning applications
Planning applications on -hold.
No action at this time.
for the redevelopment of the Elk's
Awaiting direction and
Club property.
action from the project
sponsor.
• To conduct the Planning
Not started.
To be initiated in late 2012.
Academy in 2013.
• To continue to use volunteers,
On-going. Interns and volunteers
On-going.
particularly for paraprofessional
are currently assisting in department
assistance in Current Planning, in
services in current and long-range
long-range planning processes
planning.
and in climate protection
programs.
NEW INITIATIVES:
Budget Objectives 11-13
Management Services
Parking Services
6 -Month Status Report
This program is responsible for the planning, management, and administration of parking services
throughout San Rafael with a major emphasis on the Downtown area. Responsibilities include financial
management and planning; parking enforcement; parking equipment, meters and facility maintenance;
revenue collection and citation processing; and administration of the Abandoned Vehicle Abatement
(AVA) fund and program. This program is intended to be a self-sustaining program funded by user fees.
Funds collected are used to sustain the Parking Services program.
• Maximize use of City parking facilities to provide short & long-term parking.
• Encourage turn over of parking to ensure customer access to downtown business.
• Generate sufficient revenue from parking fees and citation fines and properly manage expenses in
order to meet operational, facility maintenance, and long-term debt costs.
• Provide parking facilities that are safe, clean, well -lit, adequately signed, frequently patrolled, and
that operate reliably.
• Receive and respond to requests from the public for parking enforcement services.
2011-13 Objectives
• Develop long-term parking strategy,
On-going: Parking Services is
Continue to participate
in coordination with other City
working with Redevelopment,
in SMART planning,
departments and the community that
Planning, and Public Works on a
Hold a council study
increases parking capacity.
strategy to meet the parking needs
session on residential
Collaborate with SMART, TAM and
of downtown through the SMART
parking permits in
other agencies in the formation of
Station Area Planning Process.
Spring/Summer.
parking strategies.
• Develop and implement a plan to
On-going: Research was
Parking Services will
replace gas powered enforcement
conducted to find an electric vehicle
periodically check
vehicles with electric ones.
that met enforcement needs. No
market for availability
vehicles are currently available.
of an electric
Meanwhile, Parking Services will
enforcement vehicle.
be replacing its non -enforcement
vehicle with a hybrid.
• Seek out a credit card processing
Dropped: Investigation showed
No further action.
company through which we can
that the anticipated cost savings
consolidate all our credit card services
would be less than expected and
and minimize our costs.
technical issues currently exist that
make this task not appropriate at
this time.
• Design transition plan to replace on-
On-going: Staff will continue to
Research alternative
street parking meters with more
research best alternatives. Funding
financing as opposed to
advanced revenue collection systems.
is the biggest obstacle in moving
outright purchase.
this project forward.
Budget Objectives 11-13
6 -Month Status Report
e a
E 4'.NNOMR019A
:.. E
Target
• Plan for the replacement of pay -on-
On-2oin2: Staff will continue to
Research alternative
foot stations. Review potential
research best alternatives. Funding
financing as opposed to
systems and plan implementation.
is the biggest obstacle in moving
outright purchase.
43%
this project forward.
48%
• Regularly update long term financial
On-going: Parking Services
Update for 2012-2013
planning models to inform decision
continues to monitor and plan for
budget.
making such as project
the health of the fund.
60
implementation and rate adjustments.
68
175
• Collaborate regularly with the
On-Qoinz Our most recent effort
Parking Services
Business Improvement District,
was the distribution of the
continues to reach out
Chamber of Commerce, and other
validations for the 2011 holiday
to both businesses and
groups and organizations.
season.
the community at large.
• Design and implement a new hang tag
Completed: New hang tag system
No further action.
system for City employees to increase
was implemented in September
efficiency and ease of tracking.
2011.
NEW INITIATIVES:
Parking Services Budget Summary
Performance Measurements
Effectiveness Measure:
• Average parking garage 2PM occupancy
• Active monthly parking permits
• Parking citations dismissed due to faulty
parking meter (lower is better)
• Frequent Parker cards sold
Workload Measure:
• Christmas validations redeemed
• Parking meter preventative maintenance
• One hour validations redeemed per month
Actual
YTD -Act.
Target
Target
10-11
11-12
11-12
12-13
As of 11/30
43%
50%
48%
55%
512
560
535
550
56
17
60
60
165
68
175
185
3769
499
4,000
4,000
2132
0
1066
1066
2683
3822
3000
3000
2011-2013 Budget Objectives
Economic Development
Department Summary
Department Goal
Renew and create economic stimulus within the Redevelopment Project Area and the City and
support affordable housing opportunities. Capitalize on San Rafael's characteristics and resources
to maintain and enhance the image and awareness of its commercial areas.
Areas of Service
Areas of service include Affordable Housing, Economic Development, Special Events,
Sustainability and assistance to the City Manager's office.
2008-11 Accomplishments
• Continued implementation of the Economic Vitality Work Plan.
• Expedited development applications for three auto dealerships, bringing additional
sales tax income to the City.
• Managed consultant on completion of a Community Impact Report for a proposed
Target store.
• Developed local hiring program for proposed Target store, as part of its approval.
• Continued participation in City efforts for completion of Northgate Mall renovation,
San Rafael Corporate Center, and reuse of Marin Commons. Met with property
owners, developers and/or potential tenants for all locations.
• Participated in SMART Station Area Planning efforts to consider business and housing
opportunities near the stations.
• Worked with Building, Planning and Fire Prevention staff to streamline the City's
permitting process, including changes that would expedite business applications.
• Updated the business section of the City's website to include a Business Assistance
page with resources, maps, and frequently asked questions to assist potential and
existing businesses.
• Continued to coordinate special events to promote the Downtown and provide
community activities.
• Process application for the Marin Rocks History museum.
• Downtown beautification efforts including new lighting for trees on Fourth Street and
working with Marin IJ and volunteers to clean up news racks on Fourth Street.
• Worked with Community Development staff to prepare for a State HCD certification
of the Housing Element update for the General Plan. Partnered with non-profit
housing community to assist with the certification.
• Negotiated and signed a contract with Marin Housing for the Below Market Rate
affordable housing program administration.
• Negotiated new and resale -related Below Market Rate (BMR) Agreements for 19
affordable ownership housing units at 33 North (San Pablo).
2011-2013 Budget Objectives
• Prepared the 5 Year Redevelopment Agency Implementation Plan.
• Published City Manager's "Snapshot" e -newsletter.
• Implemented zero waste recommendations in the Climate Change Action Plan & the
Marin Solid Waste JPA zero waste plan, including setting the annual rate for refuse
collection services to cover the cost of additional zero waste programs.
• Convened a Disaster Recovery Task Force with business groups.
• Developed a Business Disaster Preparedness Guide with the Office of Emergency
Services.
• Provided administrative functions for Friends of San Rafael.
• Provided legislative analysis function for City and MCCMC.
Economic Development Budget Summary
2011-2013 Budget Objectives
Department Summary
Performance Measurements
Events are decreasing due to loss of RDA funding support and the economy.
Actual
Estimated
Target
Target
Workload Measure:
09-10
10-11
11-12
12-13
• Number of Farmers' Markets
26
26
26
22
• Number of Signature Events
5
5
4
5
• Number of New Events
1
0
0
0
Events are decreasing due to loss of RDA funding support and the economy.
2011-2013 Budget Objectives
Economic Development
Economic Development
Program Description
Enhance the economic health of the City. Include consideration of economic development issues
in policies and actions of other City Departments. Coordinate special events to promote San Rafael
and build community. Create and maintain affordable housing opportunities.
Program Emphasis
• Pursue economic development by providing technical assistance, economic analysis of
development, processing of project entitlements, and by supporting efforts to create
jobs and attract and retain businesses
• Produce, coordinate and assist in the development of events to promote the City,
enhance business activity, contribute to community vitality and build community
• Serve on the City's Sustainability Team in the area of zero waste and resource
recovery
• Serve as City's affordable housing resource providing information, analysis, financing
assistance, and implementation of housing programs and projects
2011-13 Objectives
Objective
Status Report
Next steps
• Continue implementation of the
Ongoing Workplan includes the
Update in first
Economic Vitality Work Plan to
following areas: a) new
quarter of 2012.
increase the City's economic base.
development projects; b) re -use,
retenanting & rehabilitation; c)
sustainability measures; d)
promotion & events; e) fiscal
strategies; i) communication,
education & outreach.
• Sonnen Motors- new
Ongoing ED staff expedited
ED staff will
Volkswagen/Audi dealership
entitlement process and project
continue to work
has all approvals.
with owner through
construction.
2011-2013 Budget Objectives
• Process and assist development
Ongoing
ED staff will
proposals that are major economic
Completed entitlement process
continue work on
development opportunities.
for Target store & assisted
the major remaining
Community Development staff
vacant economic
with San Rafael Corporate
development sites:
Center. Prepared fact sheets &
PG&E site reuse, B
posted information on city
& Third Street,
website for former Salute,
Chrysler (former
Bowling Alley site, former Yard
Dodge) site,
birds site, and former Dodge
redevelopment of
site.
Marin Square,
former Salute site
& bowling alley
site.
• Business retention & recruitment
Ongoing Conducted monthly
Continue monthly
business retention interviews
business retention
with Chamber of Commerce.
interviews.
Provide "one stop" services for
Continue to provide
existing & potential San Rafael
.,one stop" services
businesses. Working with
and respond to
Chamber of Commerce, prepare
requests for local
demographic & other relevant
information for new
information to assist with
businesses.
business recruitment.
• Re -tenanting vacancies.
Ongoing Provide information &
Continue to prepare
technical assistance to brokers
analysis & fact
and owners.
sheets on key sites
& publish on City
website. Early
identification of
potential reuse
issues. Work with
other City
Departments to
assure timely reuse.
• Encouraging incubators and other
Ongoing ED staff assisted
Continue to
new work space concepts.
Dominican University incubator
participate in
with City planning process.
private sector
Staff continues to provide
discussions of
Venture Greenhouse with
incubator space in
information to assist their grant
SR. Continue
proposals & sharing our contacts
ongoing
to foster community engagement
relationship with
—networking.
Marin Space.
Continued
participation with
Marin Economic
Forum committee
assessing new
forms of working
and work space in
Marin County.
2011-2013 Budget Objectives
DOWNTOWN
• Reuse of PG&E site on
Ongoing
Anticipate issuing a
Brooks/Third.
ED staff met with PG&E on
joint RFP for
several occasions in 2011 to
master developer in
begin discussions regarding site
2012. ED will
remediation and redevelopment
conduct a
of the property.
community
outreach process to
comment on
potential uses that
should be included
in the RFP.
• Process and assist development
Ongoing Completed processing
Ongoing
proposals that promote the
of Fenix Nightclub, on Fourth
coordination with
Downtown Arts & Entertainment
Street.
PW & Fire on Cijos
initiatives and implement Alive after
garage -emergency
5 policies.
exiting issue related
to Fenix site.
Work with CD on
new arts &
entertainment
applications &
assess current
regulations of night
time -entertainment
uses.
• Marin Rocks Space on 4th Street.
Ongoing Provided extensive
Continue to work
technical assistance to Museum
with property
on this site & previous sites.
owner and Marin
History Museum to
open the venue.
• Re -tenanting vacancies -retail.
Ongoing Extensive discussions
Continued pressure
with Home Depot &
on Home Depot to
representative of property
lease former Yard
owners on former Yard birds
birds site. Work
site. Prepared & posted on City
with City Council
website property fact sheet.
sub -committee &
brokerage
community on 4th
Street vacancy
strategy.
2011-2013 Budget Objectives
• Complete the reorganization of
Ongoing ED & BID staff
ED staff continues
Business Improvement District
worked for 8 months to form a
to provide
(BID).
property based BID & found no
information and
interest from property owners.
leadership for BID
ED staff provided mapping,
expansion efforts.
property square footages, uses
ED staff to assist
and ownership information and
BID in developing
developed funding scenarios
champions for BID
based on that information.
expansion. BID
will be
incorporating as a
501 (c).
City/Agency to
enter in contract
with new
organization to
manage PG& E
parking lots and
other duties.
SMART
• Participate in activities related to
On2oin2 As of November 2011,
Continue work with
SMART, including Station Area
assumed Project Management of
CAC on community
Plans, Andersen Drive.
Downtown & Civic Center
outreach for
Station Areas Planning efforts
Downtown SAP &
including coordinating outreach
Citizens committee
efforts for both Stations Areas.
on Civic Center
Serve on Joint Project Team
SAP. Downtown
with other public agencies.
SAP is anticipated
to be completed by
March & Civic
Center by June.
• Potential Whistlestop relocation and
Ongoing Met with Whistlestop
Continue working
reuse.
& Marin Space on organization's
with Whistlestop to
space requirements & provided
find new location.
suggestions for new location.
HOMELESS
• Work with City staff team on the
Ongoing Met with County
City liaison to
issue of homelessness.
Health & Human Services staff,
County Homeless
which receives Federal & State
Steering
funding, for homeless programs
Committee.
to obtain information on current
Continued contact
programs & future initiatives.
with Ritter Center
Provided funding for Ritter
& St. Vincent's
Center's homeless prevention
program.
EVENTS
2011-2013 Budget Objectives
• Assist in building the self-
Ongoing Extensive work with
Work with
sufficiency of organizations and
Downtown Farmers Market
Downtown City
events traditionally financially
operator on options for self
Council sub
supported by Redevelopment funds.
sufficiency.
committee on
events. Negotiate
new contract with
Downtown Farmers
market.
• Support Downtown events and art
Ongoing. Developed process,
Address the loss of
installations.
permit & insurance requirements
RDA funding &
for the art installation program.
assessment of
ED staff assists with each
current event
rotational art installation. Staff
policies.
meets regularly with event
promoters to recruit and retain
community events.
• Provide technical support and
Ongoing Filming and Parade
Continue to provide
coordination of City departments on
permit applications posted to
support to other
community sponsored events. City
City website. Work with
City Departments
liaison with film and video
Finance Department to assure
and liaison with the
companies shooting in San Rafael.
film permits are issued and
community.
revenue collected.
SUSTAINABILITY
• Continue supportive role in City's
Ongoing. Supported various
Propose Council
sustainability efforts and zero waste
implementing actions to date,
adoption of
goals.
including "food waste to
resolution for
energy". Attend regular meetings
extended producer
on progress on Climate Change
responsibility.
Action Plan
Work with MSS,
CMSA &
franchisors group
on implementation
of commercial food
waste to energy
program.
• Refuse rate structure & complaints.
Ongoing Continue to provide
Prepare RFP for
staff work for annual refuse rate
new rate structure
hearing. Continue to address
in 2013. Solicit
public inquiries regarding
input and receive
service & rates.
approval on RFP
from hauler and
Franchisors Group.
Hire & manage
consultant.
• Franchise Agreement.
Completed. Prepared analysis of
No further action is
current refuse collection
anticipated during
franchise agreement vs JPA
2012 or 2013
model franchise agreement,
which indicated very similar
terms in both.
2011-2013 Budget Objectives
AFFORDABLE HOUSING
• Create and maintain affordable
Ongoing
Will continue to
housing opportunities.
pursue housing
opportunities at B
Street and in
SMART Station
Area Planning
Areas
• B -Third Street site.
Ongoing
Continue to work
with owner on his
development
concept &/or
pursue sale of the
site.
• Pursue opportunities with affordable
Ongoing. Worked with
Continue to support
housing managers/developers for
potential new owner of 1515
progress on
entitled sites & partially constructed
Lincoln and potential buyers of
Mission -Lincoln,
developments.
33 North to discuss financing
1515 Lincoln,
options/tax credit possibilities.
Mission -Irwin, 33
North & Salute.
Will need to re-
assess options with
loss of RDA
funding.
• Management of ownership & rental
Ongoing Continue to provide
Assess options with
BMR program.
annual monitoring for 35 rental
loss of RDA
complexes. Manage contract
funding for rental &
with Marin Housing for
ownership
ownership unit management
programs. Legal
including decision to exercise
resolution of
option in order to keep unit in
outstanding
the program.
purchase options.
• Assume responsibilities as
Initial
Actions required by
successor housing entitity to the
May 2012 pursuant
SRRDA.
to CA Supreme
Court decision to
abolish
redevelopment.
CITY SUPPORT AND ACTIVITIES
• Continue active participation in city
Ongoing
Ongoing.
committees including events
coordination, web, development
coordination committee, and health
and safety committee.
2011-2013 Budget Objectives
• Publish City Manager's "Snapshot"
Ongoing Develop written
Assess new
e -newsletter.
content & graphics. Write
computer program
articles for City Manager
for posting the e -
approval. This task currently
newsletter.
requires 20-25% of one FTE
during the month.
• Explore the use of volunteers to
OngoingVolunteers removed
Continue to use
assist in events and downtown
stickers from news racks & seat
volunteers as
beautification efforts.
walls on 4th Street.
available.
NEW INITIATIVES
• Assumption of duties from
Ongoing. Commenced work on
Continue education
Community Development including
Sustainable Community
& training on SCS.
Housing Element Update,
Strategies and SMART Station
Sustainable Communities Strategy,
Area Planning, both formerly
and other long term planning duties
handled by CD staff.
as needed.
• Undertake required actions to shut
Commenced. Prepared the
Work with Agency
down the SRRDA while preserving
initial SRRDA enforceable
attorneys on
assets to the fullest extent possible.
obligation schedule. Extensive
updated obligation
work will be required in the
schedule.
early part of 2012 to meet State
Negotiate with
Law requirements.
taxing agencies to
unwind the existing
Fiscal Agreement.
Work with County
Auditor to assure
adequate property
tax allocation in
May 2012 to cover
Agency obligations.
Prepare for SRRDA
audit by County
Auditor -Controller.
Assist the County
in assessing the
Oversight Board
members to be
appointed by May
1, 2012.
Assist Finance staff
in preparing &
presenting former
SRRDA financial
reports to the
Oversight Board.
2011-2013 Budget Objectives
• Assume responsibilities as successor
Commenced. Meeting with
Actions required by
housing entity to the SRRDA.
legal counsel to begin to map out
May 2012 pursuant
the implementation steps and
to CA Supreme
requirements.
Court decision to
abolish
redevelopment.
• Assist San Rafael businesses to
Not Started. Initial contact has
Work with Marin
capitalize on the America's Cup
been made with County staff that
Tourism Board &
Race in San Francisco Bay.
are coordinating County -wide
business owners to
efforts, and with Tourism
develop a strategy
Bureau.
to capitalize on the
event.
• Coordination of Bellam Mural
Not started
Will not be able to
project under the I- 580.
commence until late
2012 due to other
priorities.
• Assist PW with Phase 11 of East
Not started
Will assist as
Francsico Blvd. pedestrian & bike
needed by DPW
linkages by providing staff to
conduct outreach to business owners
in the area.
Quality of Life
Budget Objectives 11-13
Community Services
Department Summary
Department Goal
6 -Month Status Report
The Community Services Department sustains and enhances the quality of life in San Rafael through
customer responsive programs, facilities and services.
These areas of city service include Community Service Programs, Facility Management, Falkirk Cultural
Center, Park and Facility Development and Youth & Family Services.
ii Accomplishments
• Expanded the Temporary Public Art Program in collaboration with Downtown Art.
• Upgraded tennis courts at Peacock Park, Freitas and Albert Parks.
• Completed master plan for Victor Jones Park and Starkweather Shoreline Park Parkway Segment.
• Conducted community outreach and planning process for Freitas Park Phase II Renovation
Project.
• Received over $25,000 in donations for the Freitas Park Phase Two Renovation Project.
• Competed plans for synthetic turf and other improvements to Pickleweed Park.
• Oversaw improvements to the indoor facilities at the Bocce Complex in Albert Park.
• Completed the Tree Advisory Committee recommendation to City Council.
• Increased Afterschool Enrichment program to include all Dixie Elementary schools, Miller Creek
Middle School, four San Rafael Elementary schools and Davidson Middle School.
• Established new community based youth sports leagues at Pickleweed Park Community Center
• Increased opportunities for Child Development education for Child Care Directors.
• Launched Child Care marketing program targeted to incoming kindergarten families.
• Received highest customer satisfaction rating from 88% of Child Care families surveyed.
• Launched a partnership program of monthly family art activities at Pickleweed Park Community
Center.
• Established new attendance record of 5,200 for theater performances in 2010.
• Developed a theatre scholarship fund to enable youth the opportunity to participate in the San
Rafael Young Performers Theatre Program.
• Through a grant from Marin County Division on Aging, established a multi -cultural senior
program in collaboration with Whistlestop Senior Services.
• Received $3,000 grant from Marin County Division on Aging to support senior nutrition
programs at San Rafael and Pickleweed Community Centers.
• Doubled Marin Juniors "Volley Start" Volleyball Program for elementary school age youth.
Budget Objectives 11-13
6 -Month Status Report
• Received commitment of $50,000 over two years from Wells Fargo to support programs in the
Pickleweed Park Community Center Computer Lab.
• Completed Pickleweed Park Community Center and Library Enterprise Plan and Fund
Development Plan.
• Reinstated the Something for Summer collaborative youth summer program project.
• Instituted bar code scanner admission system at Terra Linda Community Pool.
• Entered into agreement for management and operation of Hamilton Pool with the City of Novato.
• Initiated regular family events at the Terra Linda Community Pool.
• Made ADA upgrades at the Terra Linda Community Garden.
• Initiated Revenue Enhancement Strategy for Falkirk Cultural Center.
Community Services Budget Summary
Budget Objectives 11-13
Community Services
Department Summary
Performance Measurements
Effectiveness Measure:
• _ Number of Facility room rentals/use
• Number of Community Collaborative
Projects
• Number of Child Care Families Served
• Number of Aquatics Patrons Served
• Number of Senior Services Participants
• Number of Theater patrons
Workload Measure:
• Number of Youth Programs
• Number of Child Care Programs
• Number of Child Care Participants
• Number of subsidized children served
• Number of Youth Program Participants
• Number of Aquatic Programs
• Number of Senior Programs/Events
• Number of Health and Wellness
Programs
• Number of Events
• Number of Park Projects
• Number of Facilities for Rentals/Use
• Number of Adult Programs
• Number of Adult Program Participants
6 -Month Status Report
Actual
Target
Target
10-11
11-12
12-13
6,900
6,950
7,000
6
7
8
1116
1150
1200
62,168
65,433
68,000
15,368
16,000
16,000
2,736
3,200
3,500
269
282
296
11
11
11
1,449
1,500
1,525
167
193
213
3,530
3,717
3,930
438
467
490
1,051
1,100
1,200
24
24
24
6
6
7
1
2
-0-
29
29
29
1
1
1
25
35
40
Budget Objectives 11-13
6 -Month Status Report
Community Services
Community & Cultural Programs
Program Description
These Divisions provide a wide array of programs and events, including adult sports and fitness activities,
youth and adult theatrical productions, senior services, tennis, volleyball and special events and manages
the rental use of city park facilities and the Albert Park baseball complex. At the landmark Falkirk
mansion and grounds, they provide art and cultural programs, events, and education activities through
collaborations with public and private entities.
Program Emphasis
• Maintain status as a primary resource for public recreational activities in the North Bay.
• Ensure that programming and participation represent the needs and the diversity of the entire
community.
• Sustain increased revenue recovery through a diversified financial base that supplements City
funding with rental revenue and public and private grants and donations.
• Preserve the Falkirk mansion and grounds as an historic site through active community use.
• Effective outreach to increase collaborations and partnerships with community-based
organizations and maintain strong volunteer involvement.
2011-13 Objectives
• Develop collaborative
In progress. Continued partnership
Exercise program to be
partnership with non-profit
with Whistlestop and County
introduced at the Pickleweed
agencies for increased programs
agencies for offerings of services &
nutrition Site this February
and services to senior citizens
programs to all senior programs at
2012
including nutrition site at
all Center.
Pickleweed Park Community
Center.
• Expand the Pickleweed Park
In progress. Through increased
Continued outreach services
Community Center Senior
outreach services from Whistlestop,
and offerings of a variety of
Program by twenty percent.
attendance at PW has increased
programs should continue the
20%.
growth of the PW senior
program.
• Increase rental volumes from
In progress. 158 facility rentals in
Made rate adjustments to
2010 levels by ten percent.
FY 2010-11; 71 to date FY 2011-12
attract more weekend use of
facilities
• Increase rental rates five
In progress. Rates calculated.
Incorporate into Master Fee
percent for all facilities.
Schedule
• Increase non-resident fees from
In progress. Rates calculated
Incorporate into Master Fee
five percent to ten percent.
Schedule
Budget Objectives 11-13
6 -Month Status Report
1110,
• Achieve 100% self support for
Completed. The five annual
Ongoing self-support.
art exhibits at Falkirk Cultural
exhibits are now cost covering
Center.
through Exhibitor Fees @ $500 ea.
The two juried exhibits gross
$4,000 each through entry fees and
cover the $500 production costs
• Increase Falkirk membership
Completed. Built memberships
Suspended membership
support from 2009 levels by
from 8 in 2009 to 47 in 2011.
efforts due to staffing cuts
twenty percent.
• Increase revenue from Falkirk
In Progress. Revenue for FY
Annual Auction Fundraiser
events and fundraising
1020/2011 was $17,000; FY
and Juried Exhibits with entry
activities by ten percent
2011/2012 to date is $13,500. On
fees are achieving this goal.
tract to achieve goal of $19,500
• Incorporate social media
In progress. Facebook pages have
Facebook site for San Rafael
outlets such as Facebook and
been set up for the Terra Linda
Community Center. Addition
Twitter into marketing
Community Center and Pool and
of QR codes into marketing
program.
the Pickleweed Community Center.
materials, Fall 2012. Develop
Twitter has been implemented for
electronic buyer "deals"
the Terra Linda Pool. Living Social
through Social Media outlets
deal was implemented for the Terra
for expanded marking in all
Linda Pool.
areas and department
divisions.
• Explore implementation of
In progress. Supervisor of the
Continued support and
senior transportation service in
senior citizen programs continues to
involvement with the Marin
collaboration with Marin
participate in transportation
Transit Authority.
Transit Authority to serve
meetings, providing information to
program participants.
seniors about available services.
• Convert to recyclable flatware
and dinnerware for the senior
In progress. Stores of disposable
flatware are being used up and
Goal of being at 100%
recyclable materials by 2013.
citizen programs by 2012.
replaced with recyclable flatware
and dinnerware.
• Increase theatre programs for
In progress. Increase of 15% was
Goal of additional 10%
young children by fifteen
achieved during the current fiscal
increase for FY 12/13.
percent.
year.
• Establish sponsorship
In progress. Presently working
Continue to work with other/
programs from retirement
with a variety of retirement
new facilities in both Marin
facilities to support senior
facilities in both Marin and Sonoma
and Sonoma County.
services.
County to support seniors.
• Create a theatre marketing
Not started. This project is on
Will review in 2012/2013 and
brochure to promote the
hold, due to staff and budget cuts.
seek support from fundraising
classes and productions.
efforts.
NEW INITIATIVES:
Budget Objectives 11-13 6 -Month Status Report
Community Services
Facilities Operations and Development
Program Description
These divisions conduct community outreach, planning, funding and design for new and renovated park
and recreation facilities. Management of the San Rafael, Pickleweed Park, and Terra Linda Community
Centers, Falkirk Cultural Center, the Terra Linda Community Pool, municipal tennis courts, and group
picnic areas at five locations. The Community Centers house site staff, and are utilized by the community
and City for meetings, events, programs, classes and social activities.
Program Emphasis
• Provide model facilities and programs leading trends for Community Services Departments in
the North Bay.
• Maintain a balanced inventory of park and recreation facilities that respond to the
community's current needs and future trends.
• Maintain consistent standards for appearance and maintenance of facilities to foster high
levels of usage and participant satisfaction.
• Incorporate community interaction in each phase of facility planning and development.
• Utilize State, Federal, foundation and private funding for planning, development and
construction of park and recreation facilities.
2011-13 Objectives
p
• Improve technology services In progress. Community Services staff Design and update useful and
to provide "quick search" of have been receiving training from IT informative internet
facilities to rental inquiries. regarding the new City web site. experience with links to both
programs and facility rentals.
• Create additional
In progress. Continued Family Fun
Working on the development
opportunities at each Center
Days at the Terra Linda Pool.
of a partnership/sponsorship
for community building
Pickleweed Park Community Center
opportunity for more
experiences.
Staff continues to partner in
community focused events
collaborations with multiple agencies in
and community building
the Canal community.
experiences.
• Initiate replacement of worn
Not started. This project delayed due
Sinking fund allocation
furnishings through budget
to budget cuts.
suspended for FY 11.12 as a
sinking fund.
budget reduction. Resume
FY 12`13.
• Pursue conversion of the
In progress. State Grant application
Announcement of grant
Pickleweed Park Fields to all-
resubmitted for round 2 of funding.
award scheduled for 3%2012.
weather surface.
• Replace and improve lighting
In progress. Architect providing a
Marin Community
Budget Objectives 11-13
6 -Month Status Report
Y
91 Ira, 99M
in San Rafael Community
lighting plan pro bono.
Foundations invited
Center auditorium.
application for funding when
aplan/cost is available.
• Install outdoor basketball
In progress. Project is incorporated
Wait for announcement of
court at Pickleweed Park.
into State Grant. If unfunded, potential
grant funding in 3/2012.
private support has been identified.
• Update Schoen Park to
In progress. Park and Recreation
Identify funding; community
current safety code
Commission, Pickleweed Advisory
outreaches; hire architect to
compliance.
Board has determined priorities for site
create plans; request
elements
permission to build.
• Complete Canal Community
In progress. Agreement drafted
Agreements to be approved
Garden installation with Trust
awaiting TPL approval to build;
by City Council Spring 2012.
for Public Land and initiate
Management Agreement ready for
TPL to complete funding
management pian with Canal
approval; TPL fundraising for project.
before constructing project.
Alliance.
• Explore partnership for the
Not started. This project delayed due
Develop list of potential
management of Terra Linda
staff reductions.
partners.
Community Garden.
• Implement strategies and
In progress. Pickleweed Advisory
Continue outreach efforts and
communicate successes of
Board created an informational video to
funding opportunities.
the Pickleweed Park
interpret the Community Center scope
Community Center and
of service.
Library Enterprise Plan
• Continue to support volunteer
In progress. In discussion with Marin
Continue efforts to support
effort to manage facility,
Master Gardeners for extension of
volunteers and partnerships.
garden, greenhouse and other
Agreement and specific amendment to
facets of Falkirk Cultural
renovate greenhouse; in discussion to
Center
expand rental Agreement with tenant.
NEW INITIATIVES:
Budget Objectives 11-13
Community Services
Youth & Family Services
6 -Month Status Report
Program Description
This Division of the Community Services Department operates Preschool, Before- and After -School
Child Care, Vacation Camps, Afterschool Enrichment, Youth Classes, and Teen Programs.
Program Emphasis
■ Maintain high level of child and parent satisfaction.
■ Continue to achieve quality performance standards for staff and programs.
■ Provide programs that are accessible, appropriate and affordable for children in need of
Afterschool Enrichment and Child Care Programs at each elementary school campus in the
San Rafael City and Dixie School Districts.
■ Provide services to a population that reflects the entire community.
2011-13 Objectives
• Parent surveys will be completed
On-going
Survey Monkey will be
bi-annually to evaluate our school
Child Care:
used next year once new
year and summer program, with the
2010-2011 School Year= 88%
City webpage is up and
goal being 90% very satisfied with
very satisfied.
running.
overall quality of program.
2011 Summer Program= 84% very
satisfied.
Youth Services
Afterschool programs
evaluation will go out
when the current session
ends in December 2011.
Second is scheduled for
the end of Winter/ Spring
session in May 2012
• Evaluate program quality by using
On-going. Desired Results overall
Desired results is a great
the Desired Results Developmental
score for Division was 89%. This
tool for preschool
Profile of program observation to
includes a combination of results
programs and next steps
measure children's progress toward
from parent surveys, developmental
would be to research a
desired outcomes. This evaluation
profiles, observations done by
new tool for the school
tool annually measures the quality
administration and parents.
age program.
of programs and services.
• Provide annual training for all
In progress. Directors established
Training focus will be on
Instructors and staff. Trainings
network meetings to share
marketing and web page
will focus on marketing,
marketing strategies. Spring 2011
development. How to use
supervising low performing
Training included: Child Abuse
Facebook, Yelp, Twitter
employees and other topics as
training and how to motivate the
to further market our
Budget Objectives 11-13
6 -Month Status Report
.1
needed.
low performing employee.
programs.
• Conduct annual demographic
In progress. Met with the
Continue to use informal
surveys to help define the target
Elementary Principals in September
meetings with school staff
market and as well as determine
2011 to get their updated
and PTA organizations
potential underserved populations.
demographic information. Used
for provide programs that
that information to provide for new
meet the needs of the
Homework support programs at
school community.
Vallecito and Coleman Elementary
Schools.
• Provide qualified children and
On-going. As of December 2011,
Continue program to
youth with scholarships for up to
the Youth Services Division has
include 32 more
50% of program fees (up to 64
provided 12 Summer Camp partial
scholarships in 2012.
scholarships annually),
scholarships and 20 Afterschool
Scholarships for participants who
qualified.
Budget Objectives 11-13
Department Goal
6 -Month Status Report
San Rafael Public Library
Department Summary
Improve the quality of life for all residents of San Rafael by meeting their educational, cultural, and
informational needs. Provide services to all ages, socio-economic groups, and diverse cultures
represented in San Rafael through traditional library and literacy services as well as by using new
information technologies to extend, improve, and enhance our services to the community. Provide a full
range of resources and services through the three branches: Downtown, Pickleweed, and the digital
branch.
Areas of Service
These areas of city service include Children's Services, Administrative and Technical Services, Literacy,
Adult, Teen and Outreach Services, Circulation Services and the Pickleweed Library.
2009-11 Accomplishments
• Improvements to our downtown Library's infrastructure were completed, including new
windows, paint, and HVAC systems. During this period, the Library took the opportunity to
completely reorganize the adult collection and to reconfigure the Children's Library space to best
utilize available area for the Children's Reference desk and online resources.
• Celebrated the Carnegie Library's Centennial with a well -attended and well-publicized
community event in January 2009, and participated in the annual One Book One Marin events.
• Experienced significantly increased usage in over the course of fiscal years 2009-2011.
• Worked closely with the Critical Facilities Committee as they defined a path to improve the City's
buildings, including the Library. Participated in downtown buildings tours, assisted in
development of talking points for the education campaign, and assisted in minutes -taking for the
Committee.
• Instituted a Technology Planning Team to take a strategic look at the Library's technology needs,
present and future.
• Worked with the Friends of the Library (530 active members) and the Library Foundation during
their significant organizational development over the past two years, positioning the Library to
enjoy strong community support into the coming era. The Friends of the Library successfully
opened a book store to raise funds for the Library.
• Implemented a Special Library Parcel Tax, as a result of the passage of Measure "C" on June
2010 ballot.
• With funding from Measure "C":
o Hired six new staff members, adding a total of 5.86 FTE;
o Restored I 1 hours to the Library's schedule downtown, so that the Library is now open
daily; and increased open hours at the Pickleweed Library by five hours per week;
a Purchased new online resources for adults and children, including Ancestry.com, Live
Homework Help, Reference USA, Grolier Online, and others.
Budget Objectives 11-13
6 -Month Status Report
San Rafael Public Library
Department Summary
San Rafael Public Library Budget Summary
Performance Measurements
Workload Measure:
• Circulation of physical items
Actual
Target
Target
• Number of children's programs
10-11
11-12
12-13
Effectiveness Measure:
247
300
300
• Adult and teen program attendance
2,823
3,500
3,500
• Children's program attendance
19,590
15,670
16,000
• Library attendance
326,762
340,000
355,000
• eBook downloads
16,831
20,000
25,000
• Uses of articles and other online resources
77,801
80,000
84,000
Workload Measure:
• Circulation of physical items
379,695
400,000
420,000
• Number of children's programs
760
821
821
• Number of adult and teen programs
247
300
300
• New library cards issued
1,928
2,500
2,500
• Reference questions answered
88,212
85,000
85,000
• Items added to the collection
9,339
10,000
10,000
Budget Objectives 11-13
6 -Month Status Report
San Rafael Public Library
Adult, Teen & Outreach Services
Program Description
The Adult Services division serves adults and teens using a core collection of library materials, computer
and internet access, and other subscription electronic resources. The Adult Services division also serves
the elderly and disabled in their own homes and in 12 convalescent homes throughout the City of San
Rafael.
Program Emphasis
• Provide professional guidance to those seeking to use the Library's resources, including public -
use computer and Wi-Fi users. Librarians answer questions, make reading recommendations, and
assist with homework assignments.
• Stay abreast of the publishing world, and add to the Library's collection in all formats, so that we
offer up-to-date and high -demand materials, with an eye toward building a significant collection
for the present and future.
2011-13 Objectives
• Work within the MARINet library
Ongoing: Brought Dominican
Continue discussion of
consortium to acquire online
University Library into MARINet
digital asset acquisition.
resources, providing greater
consortium as a new member;
information access to our patrons
Worked with larger North Bay
at a reduced cost.
Consortium to determine future of
shared resource delivery
Consolidated member libraries'
subscriptions to eBooks into one
shared collection; Countywide
promotion of library eBooks
including bus signage.
• Work with MARINet to promote
In progress: Implemented
Continue implementation
use of our electronic magazines
improved Encore Discovery
and refining of the new
and newspapers through
Catalog interface with better
Encore Discovery Catalog
improving accessibility in the
periodicals handling.
(target summer 2012).
shared catalog.
• Cooperate with historical, arts, and
On-going: Provided monthly Art
Continue to foster new
community organizations to
Talks and Travel Talks in
partnerships and nourish
provide meaningful enrichment
cooperation with local agencies.
existing partnerships.
programs.
• Highlight library resources and
On-zoinz Installed electronic
Continue to market all
services for adults and teens
signage in lobby; Increased
library services through in -
through improved marketing and
marketing materials in libraries;
library displays, digital
display of materials within the
Increased marketing materials on
media, press releases, and
library and on the library's
website and social media;
outreach events.
website.
Increased number of programs
Regularize press releases
highlighting library resources.
(target start summer 2012).
Budget Objectives 11-13
6 -Month Status Report
001
• Increase use of the library's adult
On-going: Increased eBook
Continue to market
and teen digital collections, such as
marketing materials in libraries;
eResources through in-
eBooks and eMagazines.
Increased eBook marketing
library displays, digital
materials on website and social
media, press releases, and
media; Began offering eBook
outreach events.
classes at the Downtown Library.
• Promote adult and teen library use
On-going: Increased posting to
Expand the number of
through community outreach and
and interaction with community
community outreach events
social networking.
on Twitter, Facebook, and
and the frequency with
Google+; Attended Senior Fair;
which we post to social
Attended severallocal "Tweet-
media.
UPS.
• Increase community engagement
In progress: Began working to
Market the library's digital
with the library's services online.
promote, face-to-face, the use of
services and encourage
the library's website and digital
interaction and
services to library customers.
collaboration through
ongoing digital and physical
outreach.
Work with staff on talking
points re: library's digital
services. (target summer
2012
• Provide volunteer and learning
On-going: Continued utilizing
Provide additional teen
opportunities for San Rafael teens.
teen volunteers at the Downtown
programming. (target
Strengthen relationships and
and Pickleweed libraries.
autumn 2012)
develop programs with local
Increase number of
organizations and schools serving
partnerships with teen -
teens.
related local organizations
and schools. (target autumn
2012)
Increase teen outreach
events. (target autumn
2012
• Improve public access to existing
On-going: Created more book
Evaluate the rental items
library resources.
and media displays in the
and the fees attached for
libraries.
cost -benefit analysis. (target
summer 2012
• Evaluate all parts of the collection
On-going: Began re-evaluation
Evaluate collection for
in terms of currency, content, and
of location and sizes of different
outdated formats. (target
space allocation.
collections; Continued on-going
winter 2012)
process of weeding of all parts of
Create a collection
collection.
development policy. (target
spring 2012)
Evaluate collection use vs.
space and budget allocated.
(target summer 2012)
NEW INITIATIVES:
Evaluate current workspaces, and
Evaluate library budget,
explore possible solutions for better
priority, and possible
use of available space, Seek
external funding sources for
Budget Objectives 11-13
6 -Month Status Report
recommendations for and equip the
improving all staff
Adult/Teen/Outreach Department with
workspaces. (target summer
ergonomically correct office furniture,
2012)
work stations, and efficient lighting.
Evaluate public seating and computing
Evaluate library budget for
areas. Seek cost-effective solutions to
sources to begin phased
improve lighting, power, ergonomics,
implementation of
and comfort for library users.
improvements. (target
autumn 2012
Budget Objectives 11-13
6 -Month Status Report
San Rafael Public Library
Children's Services
The Children's Services Department meets the educational, emergent reading, informational, creative,
and imaginative needs of children from infancy through 8th grade by providing a wide range of materials
in English and other languages. Children's Services models, instills and cultivates the enjoyment of
reading through programs for babies, toddlers, preschoolers and school-age children, as well as through
one-on-one reader's advisory. Children's Services encourages lifelong learning through the use of the
public library, and serves as a liaison with schools and other agencies serving children. Children's
Services assists children, parents, teachers and caregivers in locating information and materials.
Program Emphasis
• Preserve the children's collection as a major component of overall Library circulation and usage,
continue programming for children from birth through grade 8, and outreach efforts to preschool
and elementary schools.
2011-13 Objectives
swim
• Expand programming, especially
In progress: Added weekly
Continue to monitor ability of
programs for babies, school age
baby program; Added regular
children's librarians to provide
and middle school children
craft programs for elementary
programming given reduced
and middle school age youth;
work weeks, with a goal to
Added a `Tween Summer
create a weekly "Tween
Reading Program.
Lounge." (target autumn 2012)
• Continue to seek patron input as
On-going: Regularly collecting
Work with Administration to
well as monitoring attendance and
statistics for program and
review statistics and possible
use statistics to assess the
collection use.
changes to programming and
appropriateness and effectiveness
collections. (target summer
of programming and the materials'
2012)
collections.
• Expand children's electronic
In progress: Updated
Evaluate remaining budget for
resources offered to children.
Children's Internet Policy;
11/12 children's electronic
Reorganized Children's
resources and reallocate as
webpages; Acquired Netbooks
necessary. (target spring 2012)
to expand computer access in
the Children's Room; Added
electronic resources including
TrueFlix and Little Pim.
• Beyond the San Rafael Public
On-going: Tween Librarian
Continue to collaborate with
Library advocate in support of
attended the Davidson Middle
other library and literacy
other library and literacy programs
School Summit.
programs.
in San Rafael.
• Collaborate with local preschools
On-going: Continued
Continue to collaborate with
and elementary schools to promote
collaboration with local
preschools and elementary
literacy, the love of reading and
teachers and schools through
schools, including visits to all
Budget Objectives 11-13
6 -Month Status Report
use of the library.
summer reading visits.
elementary schools (target
summer 2012).
• Provide volunteer opportunities to
On-going: Continued utilizing
Continue to recruit additional
middle, high school and college
teen volunteers at the
volunteers to provide
students to extend our ability to
Downtown and Pickleweed
Children's services.
serve the community.
libraries.
• Launch a campaign in
Not started: Grant funding
Assess workload of children's
collaboration with San Rafael City
mentioned in next item was not
librarians in light of reduced
Schools to issue a library card to
obtained so this project has
work weeks and reassess if this
all schoolchildren in San Rafael.
been put on hold.
goal is feasible. (target autumn
2012
• Seek grant funding to hire a liaison
Dropped: Due to lack of
Grant not obtained; future state,
position to work with the schools
funding
national, and local funding not
to promote public library resources
forthcoming.
and train faculty in their use.
• Provide a wide spectrum of
On-going: Added electronic
Assess use of existing resources
electronic resources to support the
resources including TrueFlix
and reassess for renewal or
elementary and middle school
and Little Pim.
dropping for FY 12/13.
curriculum.
• Increase the use of information
In progress: Acquired
Implement check -out -able
technology to effectively connect
Netbooks to expand computer
NetBooks in the Children's
with and provide relevant services
access in the Children's Room;
Room. (target winter 2012)
to today's children.
Created new Children's Blog;
Review additional technology
Increased social media
additions such as mobile
mentions of Children's
devices and gaming. (target
services.
summer 2012
• Increase use of the library's
On-going: Created marketing
Continue to market eResources
children's digital resources, such
materials for children's digital
through in -library displays,
as eBooks and online tutoring.
resources; Marketed resources
digital media, press releases,
through new Children's Blo .
and outreach events.
NEW INITIATIVES:
■ Evaluate current workspaces, and
Evaluate library budget,
explore possible solutions for
priority, and possible external
better use of available space. Seek
funding sources for improving
recommendations for and equip the
all staff workspaces. (target
Children's Department with
summer 2012)
ergonomically correct office
furniture, work stations, and
efficient lighting.
Budget Objectives 11-13
6 -Month Status Report
San Rafael Public Library
Circulation Services
Program Description
Circulation services is a courteous and friendly first point of contact for the customers of the library.
Circulation Services efficiently checks materials in and out, re -shelves returned materials in a timely
fashion, registers new patrons, and helps customers find the service or item needed.
Program Emphasis
• Provide great customer service to Library users at the checkout desk.
• Regularly provide information to patrons about the San Rafael Public Library services, including
loans rules, online services, and additional information regarding membership with any MARINet
library.
2011-13 Objectives
• Explore, study, and recommend the
In progress: Installed a self-
Work with IT to install the
implementation of new
check-out station at both libraries.
second self -check-out
technologies for circulation
station at the downtown
functions, upon request of Library
library. (target winter 2012)
Administration.
• Evaluate current workspaces, and
Not started: Plan has expanded
Evaluate library budget,
explore possible solutions for
to all staff workspaces.
priority, and possible
better use of available space. Seek
external funding sources for
recommendations for and equip the
improving all staff
Circulation Department with
workspaces. (target summer
ergonomically correct office
2012)
furniture, work stations, and
efficient lighting. Continue
discussion regarding cubicles for
the Circulation Department.
• Establish regular in-house public
In Progress: Informal training
Circulation and
service training opportunities for
offered at bi-monthly Circulation
Administration will form a
the Circulation staff
staff meetings.
plan for regular training
opportunities. (target winter
2012
• Increase patron record accuracy.
On-going: Training provided to
Continue training of regular
regular and on-call staff
and on-call staff and
discussion of best practices
at staff meetings.
• Increase efficiency of scheduling
In progress: Scheduling systems
Evaluate scheduling
Circulation staff using appropriate
researched in preparation for
software systems for
technologies and processes.
demonstrations and evaluation.
possible implementation.
(target spring 2012
Budget Objectives 11-13
6 -Month Status Report
San Rafael Public Library
Literacy Services
Program Description
Marin Literacy Program provides Marin County adults with free student -centered instruction in reading,
writing and speaking to help them reach their full potential at work, at home and in the community.
Program Emphasis
• Professionally train and retain a cadre of committed volunteers.
• Provide professional support for volunteer tutors and their students.
• Provide adequate resource and instructional materials to students and tutors.
• Reach adults who need literacy services regardless of their location within the City.
• Break the cycle of low literacy within families, as well as the incarcerated population.
• Introduce Literacy students to Library services
• Maintain a diversified funding base of government and private foundation grants, plus private
donations.
2011-13 Objectives
• Collaborate with other City and On-going: Measure C funds will
Continue to collaborate
County agencies to promote continue to secure materials for
with the new Marin
literacy. promoting literacy each fiscal year.
Literacy Program Board
of Directors on their
reengineered program.
• Communicate with volunteer tutors
Dropped: Due to restructuring of
through paperless media, such as
the Marin Literacy Program.
email and Internet, in order to
decrease use of paper products and
costs of mailing materials.
• Improve and develop the Marin
Dropped: Due to restructuring of
Literacy Program website for the
the Marin Literacy Program.
purpose of raising awareness of the
need for literacy services in Marin
County.
• Improve and increase database
Dropped: Due to restructuring of
accuracy for the purpose of
the Marin Literacy Program.
tracking and measuring student
success.
• Increase visibility and fundraising
Dropped: Due to restructuring of
opportunities for the Literacy
the Marin Literacy Program.
Program and Libra
Budget Objectives 11-13 6 -Month Status Report
Budget Objectives I1-13
6 -Month Status Report
San Rafael Public Library
Pickleweed Library
Program Description
To meet the educational, informational, recreational and cultural needs of all residents in the Canal
neighborhood by providing excellent customer service in circulation services, outstanding reference
services, superior adult and children's programming and high quality, unique collections of books, audio-
visual materials, periodicals and electronic information resources in English, Spanish and Vietnamese for
adults and children.
Program Emphasis
• Maintain an appealing, well-publicized presence in the Canal neighborhood and continue to
improve services provided to the Spanish-speaking community.
2011-13 Objectives
In progress: Evaluated library
Review possible use of
• Explore ways to expand storytime
capacity in order to comfortably
furniture to make it more modular
Community Center
accommodate more children and
to create more space on demand.
facilities for storytimes.
their adults.
(target spring 2012)
• Provide meaningful work
On-going: Continued utilizing teen
Continue to recruit
opportunities to local teens and
and college student volunteers.
additional volunteers to
college students by recruiting,
provide library services.
training and supervising teen and
college student volunteers to assist
library staff and patrons.
• Investigate ways to improve
In progress: Reviewed use
Create IT/Library
children's access to computer
statistics for existing computer lab
taskforce to evaluate
technology including, but not
and determined capacity is maxed
options. (target summer
limited to, computers designated
out.
2012)
solely for children's use.
• Create partnerships among
On-going: Projects completed with
Continue to foster good
community organizations to
Canal Alliance and local
relationships with our
increase the visibility and
businesses.
current partners.
awareness of library services
within the Canal area community.
• With the help of library staff,
Completed: Entire Library website
No further action.
redesign the Pickleweed Library
translatable into Spanish (and other
web pages to increase our online
languages) now.
presence.
• Seek outreach opportunities to
On-going: Completed numerous
Continue to expand and
expand library services outside the
programs and tours for local
diversify outreach efforts.
library building.
schools and other institutions about
library resources and services.
• Keep promoting community
On-going: Participated in Day of
Continue participation in
engagement through the
the Dead celebration; Offered
existing events.
Budget Objectives 11-13
6 -Month Status Report
'. Bffi
participation in community events
holiday Fiesta attended by 120
such as the annual Day of the Dead
people.
celebration.
• Redistribute and reorganize the
In progress: Purchased and
Assess need for additional
different materials collections
installed DVD spinning circular
spinner shelving to house
currently existing in the library to
shelves to replace less efficient
audio visual materials.
make them more "user friendly"
linear shelving.
(target spring 2012)
and browsable.
• Maximize the current space as well
Completed: Installed new seating
No further action.
as create new working spaces for
for laptop users and in children's
library users.
area.
• Continue to offer meaningful and
On-going: Offered multiple weekly
Continue to offer events
culturally relevant bilingual
bilingual storytimes; Offered
based on community
programs and events.
monthly book club; Offered
input.
monthly craft programs; Began a
S anish conversation club.
• Seek patron input regarding the
In progress: Collected anecdotal
Continue to offer
appropriateness and effectiveness
feedback from library users about
collections and programs
of materials collections and collect
desired programs and materials.
based on community
ideas for new library programs.
input.
• Create a campaign to promote the
In progress: Offered multiple
Continue to offer school
use of electronic resources useful
programs and classes to local
events and library tours
to the immigrant community in the
school students about eResources
highlighting these
Canal neighborhood such as are
available through the library.
resources.
Mango Languages and Tutor.com
• Promote the creation of programs
In progress: Offered multiple
Continue to offer ESL
aimed to support ESL parents'
weekly bilingual storytimes,
programs for parents
efforts to help their children
based on community
succeed in school.
input.
• Keep providing a high-level of
On-going: Staffing library with
Continue to promote
customer service in both Spanish
bilingual staff at all times.
Pickleweed to our
and English
Spanish-speaking
customers.
NEW INITIATIVES:
Evaluate current workspaces, and
Evaluate library budget,
explore possible solutions for better
priority, and possible
use of available space. Seek
external funding sources
recommendations for and equip the
for improving all staff
Pickleweed Library with
workspaces. (target
ergonomically correct office furniture,
summer 2012)
work stations, and efficient lighting.
Budget Objectives 11-13
6 -Month Status Report
San Rafael Public Library
Administrative and Technical Services
Program Description
Library Administration provides for the basic budgeting, scheduling, project management, and overall
supervision of the Library and its staff.
Technical Services is responsible for ordering, receiving, processing, and cataloging all Library materials,
to insure the best access by the public, and the longest life for the materials. Technical Services also
oversees the Interlibrary Loan functions of the Library.
Program Emphasis
• Order, pay for, receive, process, and catalog library materials.
• Respond to internal customers to improve all aspects of library services.
• Maintain a stable and well-trained staff skilled in the use of library resources, information
technology, and other relevant skills.
2011-13 Objectives
• Continue to work with our On-going: Met with relevant city
Evaluate immediate needs
community support groups and departments to discuss facilities
for flooring and furniture
other City departments towards challenges.
replacement. (target autumn
laying the groundwork for a
2012)
solution to our facilities needs.
• Collaborate with other Marin
On-going: Continued
Continue to monitor the
libraries and regional library
membership in MARINet and
changes with MARINet and
systems to develop the best
North Bay Consortium.
the North Bay Consortium
possible services for our residents,
for effects on services to
including the use of new
San Rafael Public Library
technologies on a regional basis.
customers. (target
winter/spring 2012)
• Create a new library website as a
Completed: New website
No further action.
base for the library's expanded
launched October 2011.
digital branch services.
• Increase use of social media and
Completed: Increased frequency
No further action.
multimedia to provide an increased
of posting to Twitter and
offering of online services to users.
Facebook; Set up new Google+
page for the library.
• Create a skills training program for
In progress: Assess staff training
Formulate a formal skills
all staff.
interests and needs; Complete
training program checklist
half-day team -building workshop
for all staff based on
for all staff
completed skills
assessments and feedback
from supervisors. (target
summer 2012
Budget Objectives 11-13
6-Month Status Report
Mp
NEW INITIATIVES:
Evaluate current workspaces, and
Evaluate library budget,
explore possible solutions for better
priority, and possible
use of available space. Seek
external funding sources for
recommendations for and equip the
improving all staff
Administration and Technical Services
workspaces. (target summer
Departments with ergonomically
2012)
correct office furniture, work stations,
and efficient lighting.
Public Safety
Budget Objectives 11-13 6 -Month Status Report
Police Department
Department Summary
Department Goal
The mission of the San Rafael Police Department is to reduce crime and disorder and the fear of crime
throughout the community, through commitment to community policing, responsible use of resources,
diversification of the department, and the fair and equitable enforcement of the law.
Areas of Service
These areas of public safety service include Operations and Support Services, which provide community
outreach and education, emergency response to major criminal incidents, traffic enforcement and accident
investigation, and proactively address city wide quality of life issues.
1'ii • •I M1=9
• Expanded our community outreach with the development and publication of a quarterly electronic
newsletter. Utilized web -based services to share neighborhood crime information and monitor
sex offenders. Collaborated with local school groups and neighborhood group to improve
community relations and communication.
• Obtained several Office of Traffic Safety grants to increase our traffic education and enforcement
programs in an effort to lower our injury accident rate. Implemented Red Light Photo
Enforcement Program and installed two of the planned approaches, which has resulted in a 12%
reduction in accidents within the enforcement area.
• Proactively identified and addressed crime trends, including gangs and narcotics. Reduced part
one crimes. Established a close working relationship with the Marin County Task Force and
other law enforcement agencies to successfully reduce city-wide gang violence.
• Provided youth counseling sessions for juveniles and their families. Hosted Camp Chance, in
partnership with the Marin County Sheriffs Office and the Marin Board of Education, provided
counseling, services and learning opportunities for fifty youth at Walker Creek.
• Actively participating with the Critical Facilities Committee by attending meetings, providing
tours of our facilities, and helping produce a public video showing the actual state of our
facilities.
• Identified open space encampments and worked with other city departments to remove garbage
and debris from campsites and reduce the threat of wild -land fires.
• Continued training between Fire, Police, OES and Public Works for multi -discipline response to
major incidents and provided Incident Command System training to department personnel.
• Conducted public outreach clinics to provide traffic safety education to our communities.
• Collaborated with Public Works to update speed limits based state policy and completed five
speed enforcement surveys.
Budget Objectives 11-13 6 -Month Status Report
Police Department
Department Summary
Police Budget Summary
Performance Measurements
Workload Measure:
• Number of Special Traffic Enforcement 15 20 25
Operations
• Citizen Police Academy classes/attendees 50 60 65
• Expansion of Police Volunteers 5 10 15
Actual
Target
Target
10-11
11-12
12-13
Effectiveness Measure:
• Reduction in Part One Crimes (i.e.
homicide, robbery, rapes, burglaries, etc)
0.25%
.03%
.035%
by 0.03% each year
• % of employees in compliance with POST
98%
99%
100%
training requirements
Workload Measure:
• Number of Special Traffic Enforcement 15 20 25
Operations
• Citizen Police Academy classes/attendees 50 60 65
• Expansion of Police Volunteers 5 10 15
Budget Objectives 11-13 6 -Month Status Report
Police Department
Operations
Program Description
The Operations Division provides uniformed police services 24 hours a day. The Operations Division
includes Patrol, Traffic, Foot Beat, Marine Auxiliary, SWAT and Hostage Negotiations. The Operations
Division is primarily engaged in emergency response and initial criminal investigation, crime
suppression, traffic enforcement, parks/open space and waterways patrols, managing special events within
the City, and a commitment to community policing. The Support Services Division includes Dispatch,
Records, Evidence and Property, Business Office, Investigations, Personnel and Training, Community
Policing, and Youth Services. The Support Services Division answers 911 calls for service and citizen
inquiries, processes records, maintains evidence and property, develops proactive strategies to address
community concerns, investigates major crimes, coordinates mandated in-service training, and provides
youth and family counseling services.
Program Emphasis
• Respond to emergency calls for service and provide protection of life and property
• Effectively investigate serious crimes for successful prosecution
• Reduction of part one crimes (i.e. homicide, robbery, rapes, burglaries, etc)
• Reduction of injury accidents, pedestrian accidents, and driving under the influence
• Provide police records and information to allied agencies and the public
• Maintain strong community partnerships and collaborate to resolve issues
• Reduce juvenile crime through school security, education and proactive enforcement
• Comply with POST requirements for the selection, retention and training
• Provide counseling for youth and their families referred for minor criminal violations
• Maximize workforce efficiency and effectiveness to reduce personnel costs
2011-13 Objectives
ULAm
• Establish partnerships with local
ti '11
�
21
On-going: We started our partnership
'161 Van
Continue with our
allied agencies, county probation,
between our Street Crimes Unit and the
efforts to decrease high -
and state parole, and the FBI task
FBI task force to help us address our
risk and violent
force to conduct targeted
gang issues. We have also participated
offenders.
enforcement operations to
in county wide gang enforcement
monitor and arrest high-risk and
efforts. We obtained an additional DOJ
violent offenders.
grant for Gang Enforcement Operations.
• Continue with the red light
On-going: Two approaches have been
We will be holding a
camera enforcement system to
installed and activated. We were
council study session in
reduce injury and pedestrian
recently awarded two new traffic grants
the third quarter to
collisions; identify traffic "hot
totaling nearly $300,000 that will
update the council on
spots" for collisions and enforce
provide additional traffic safety through
the results of the
serious safety violations; provide I
September 2012. We have 5 speed
program and obtain
Budget Objectives 11-13
6 -Month Status Report
surveys from the City Traffic Engineer
direction for possible
additional traffic enforcement and
investigation training to
and await more as they are completed.
expansion of the Red
department personnel; obtain new
When staffing allows, motor trained
Light Camera Program.
Office of Traffic Safety Grants,
officers are riding motorcycles and
collaborate with the City Traffic
working traffic complaint areas.
Engineer to expand speed
enforcement surveys.
• Continue the Citizen Police
On-going: Due to low interest in the
Continue with our plans
Academy to enhance and expand
community we had to cancel the
for an academy in the
community partnerships; research
scheduled fall academy.
spring.
recording and airing the classes
on public access television.
• Broaden community outreach
On-going: Currently using social
Continue to use
through the continued use of
network sites to communicate with the
technology to broaden
technology and social networking
public. We are on Twitter, have a
our message to a cross
sites; expanded use of media to
YouTube video site to post crime
section of the
educate and inform our
videos, and have a blog entitled
community.
communities; continue public
"Protecting the Mission City"
outreach clinics to educate our
communities to cover a variety of
traffic related topics.
• Refine community policing
On-going: We have continued to
Chief Bishop will
message; develop and implement
solicit public input in an effort to
conduct a complete
a program to ensure all
provide the services that they feel are
review of the program
employees are trained on
most important, including our
and make adjustments
Community Oriented Policing
participation in neighborhood meetings,
as needed. She will
and Problem Solving (COPPS)
local events, and federation meetings.
also identify COPPS
and problem solving techniques;
Conducted briefing training with Ritter
strategies that can be
work with other city departments
Center Director and developed a
sued to address our
to resolve identified community-
partnership with Ritter Center to review
homeless issue.
based issues.
case management procedures. We have
been awarded a two and a half year,
$180,000 Alcohol Tobacco and other
drug prevention grant from the Dept. of
Health and Human Services from the
County of Marin to create a multi -
agency and community coalition.
Program has now been in progress since
March of 2011. The coalition will
monitor and evaluate the effectiveness
of existing programs as they directly
affect the City of San Rafael.
• Maintain compliance with POST
On-going: We passed our last POST
Continue to expand our
training requirements; expand in-
audit with flying colors. We have
internal training and
house training, including
increased our briefing training to
maintain our required
domestic violence, gang
expand the level of training in all area's
POST training levels.
enforcement; automated
provided to our officers.
Budget Objectives 11-13
6 -Month Status Report
fingerprinting, information
systems, and report writing,
• Revise and update standards for
In -progress: We are continually
Continue to work
personnel performance
revising our succession plan and
towards an improved
evaluations; refine career
mentoring programs. We completed
system. Chief Bishop
development plan; continue
our annual Career Development
will be promoting one
succession planning program to
Surveys and meetings with individual
Sergeant and one
develop qualified candidates for
employees are currently in -progress.
Corporal off of the
projected promotional and
We established a promotional eligibility
eligibility lists.
specialty opportunities.
list for Police Sergeant and Police
Corporal.
• Implement Parent Project
In -progress: No classes were
We will schedule a
training to enhance youth and
scheduled due to Camp Chance
class in the third
family support services for at
activities.
quarter.
risk youth; establish relationships
with local schools, faith -based
organizations, and non-
government organizations to
provide anti -gang curriculum for
at -risk youth.
• Collaborate with allied agencies
In -progress: We have started
Continue with our
and city departments to share law
preliminary discussions with San
discussions to identify
enforcement services in an effort
Anselmo and Twin Cities PD.
the feasibility of
to reduce costs; research
sharing services.
opportunities for civilianization
of non -safety duties within the
department, consolidation of
services with other city
departments, and regionalization
with other county agencies.
• Expand the use of civilian
On-going: We have added four new
Continue to expand the
volunteers to provide non -safety
volunteers. One is dedicated to graffiti
program as identified
related services; enhance
removal. Three are newly retired Marin
needs and developed.
recruitment and retention of
County District Attorney's who will be
volunteers, provide training
assisting us with our Cold Case reviews.
opportunities for existing
volunteers.
• Identify and implement
In -progress: We have been successful
Continue to research
appropriate hardware and
in obtaining grant money to purchase
grant opportunities to
software to advance the
emergency equipment for our Marine
fund our computer and
operational effectiveness and
Safety Program, and a vehicle license
equipment needs.
efficiency; provide additional
plate reader to help us address our
department training on existing
stolen vehicle issues. We have also
technologies
purchased some specialized camera
equipment to assist the fire department,
county USAR, and our SWAT team.
We obtained a $65,000 grant to
purchase an immediate response patrol
boat for the canal waterways.
Budget Objectives 11-13
6 -Month Status Report
Budget Objectives 11-13 6 -Month Status Report
Fire Department
Department Summary
Department Goals
The Department is committed to effective high quality customer service, excellence in our professional
workforce maintenance of an effective organization for the purposes of increased public safety, positive
community relations and cost-efficient operations. The Department continues to strive to ensure the highest
possible well-being of all residents, visitors, property and the environment within the City and Contract Areas
by providing effective emergency response to fire, rescue, medical and other types of emergencies and to
minimize the potential for catastrophic Loss through public education, prevention, vegetation management and
fire investigation.
Emergency Operations, Emergency Medical Services (EMS): Training and Safety; Fire Prevention, including
Household Hazardous Waste, Wildland-Urban Interface and Public Education.
• Completed the promotion and appointment of one Battalion Chief (reallocation of Division Chief),
Four Fire Captains and the recruitment, academy training and hiring ten new Firefighter/Paramedics.
• Assigned Paramedics to serve on all San Rafael Companies improving response of Advanced Life
Support service and patient outcomes.
• Improved medical responses to maximize use of all San Rafael resources prior to requesting outside
assistance producing lower response times, better patient care and cost benefits.
• Appointed a new EMS Administrative Fire Captain for oversight of Paramedics and medical services.
• Appointed a new Medical Director continuing our long standing relationship with Kaiser.
• Completed transition of EMS Billing responsibility from Novato to San Rafael that has resulted in
improved collection capability and financial control.
• Completed a "no cost" automatic aid agreement with Marinwood CSD and continue to explore other
regional options.
• Prepared to reopen Fire Station #53 on Joseph Ct. and relocate Medic Unit 56 from Station #56 to
provide enhanced emergency medical service delivery to the north San Rafael area.
• Initiated a Basic Life Support service on a part-time basis (Ambulance 56) using Emergency Medical
Technicians to assist with an increased number of medical responses.
• Developed and initiated a new Continuous Quality Improvement program (CQI) for all medical
incidents that evaluates and provides feedback to paramedics on performance.
• Initiating monthly EMS training to improve skills and enhance abilities.
• Improved emergency medical response time compliance of all calls within 99% of target representing
an improvement of more than 25% in 30 months.
Budget Objectives 11-13
6 -Month Status Report
• Completed one year of successful operation of the Central Marin Training Consortium (CMTC)
representing the following Fire Departments: San Rafael, Marinwood, Larkspur, Corte Madera and
Kentfield to provide unified training to all responding agencies within Central Marin. Over 150
training sessions have been conducted in the past 18 months.
• Completed enrollment of our four other Central Marin Training Consortium (CMTC) partner
agencies in the California Fire Fighter Joint Apprenticeship Council (CFFJAC) improving
consistency among agencies.
• Reduced fire hazards to public property in our Wildland Urban Interface (WUI) regions by creating
20 acres of defensible space in 2010/11 where vegetation was newly cut and maintenance on 15 acres
where vegetation was previously cut was completed despite limited funding through a combination of
creativity, hard work and the increased use of State and County resources.
• The Fire Prevention Bureau successfully transitioned from Community Development to Fire.
• Completed Fire Prevention Company Inspection training and have initiated the Engine Company
Inspection Program by Fire Company personnel in commercial businesses and apartment/lodging
facilities.
• In the final phases of updating the agreements for Household Hazardous Waste program with Marin
Recycling & Resource Recovery Association, the JPA and also updating the Fee Table for
Conditionally Exempt Small Quantity Generator (CESQG) businesses.
• Completing the recruitment for a new Environmental Management Coordinator funded through the
Marin County Hazardous and Solid Waste JPA.
• Continued effort of working to enhance dispatch and communication services with the Marin County
Sheriff s Communication Center. A grant was received to provide installation of automatic vehicle
location (AVL) capability to assist dispatch of the closest available appropriate unit. Enhancement of
our mobile data computers communication ability is also underway.
• Completed a major upgrade to our VISION Incident Management System along with training of
personnel. Effort will lead to improvement of performance related statistics.
• Duty Chief Agreement with the Larkspur Fire Department has been in place for over (24) months and
has produced greater efficiency and service for both agencies.
• Continued with "Green Initiatives" installing energy saving fixtures, solar panels and eliminated the
use of petrochemical solvents. Installed recycling containers at facilities and water filtration systems.
• Completed transferring utility vehicle maintenance to Public Works improving efficiency.
• Completed a fire personnel and community volunteer based landscape and exterior painting project at
Fire Station #2.
• Initiated discussion and initial development of a regional five city fire service provider: Marin Fire
and Rescue.
Budget Objectives 11-13 6 -Month Status Report
Fire Department
Department Summary
Fire Budget Summary
Performance Measurements
Effectiveness Measure:
• Customer Satisfaction Rating
• % of responses, on scene < 5 minutes
of dispatch
• Number of pounds of all Household
Hazardous Waste disposed
Workload Measure:
• Total number of responses
• Total hours in Training
Actual
Target
Target
10-11
11-12
12-13
95%
95%
95%
75%
80%
80%
1,238,123
1,100,000
1,000,000
6906 7000 7250
6700 6750 6800
Budget Objectives 11-13
Program Description
6 -Month Status Report
Fire Department
Operations
This program includes service to County Service Area (CSA) 19 and Marinwood Community Services
District. The goal of this essential service is to maximize the performance of the Emergency Operations
personnel to prevent, respond and mitigate emergency incidents as an individual unit, as a team and/or as an
integral part of an area -wide response group. Operations personnel effectively balance emergency responses
with operational training and other non -emergency work such as fire prevention projects, facility and
equipment maintenance, and public education. Support staff personnel provide assistance in program delivery
and training, as well as have responsibilities for financial management, human resources, database and other
recordkeeping, and pubic/internal communications.
Program Emphasis
• Provide a safe and productive work environment for all employees.
• Provide Emergency Response and Training.
• Provide Prevention Inspections and Loss Control Activity.
• Participate in events within respective Response District Communities.
• Perform facility, apparatus and equipment maintenance.
• Provide Outstanding Public Service.
2011-13 Objectives
a Training/Safety Coordinator
"Not Started" due to budgetary
Continue to pursue
n to manage required training,
7theish
limitations. Fundamental priority to
funding opportunities
ment, evaluations and to serve asmaintain
compliance with training
through various
partmental Safety Officer.
and safety mandates.
sources.
• Initiate a multi -agency Training/Safety
"Completed" establishment of the
"Ongoing" effort to
Group to facilitate developing and
Five City Central Marin Training
improve efficiency and
delivery of trainings.
Consortium (CMTC). San Rafael
effectiveness of mutual
subsidizing operation to sustain effort.
aid responses. Shared
services opportunities.
• Ensure full fire department staffing to
"In Progress" Hired 14 new
"Ongoing" effort and
provide for public safety and reduce FF
Firefighter/Paramedics and have
commitment needed.
injuries and lower fatigue with a
retained 10 positions in the past 30
reduction in overtime by hiring and
months. Attrition has outpaced hiring
training new FF/Paramedics to fill
by over 2-1 (24 to 10).
vacancies and conduct promotions.
• Continue efforts to recruit and retain a
"In Progress" Some results obtained
"Ongoing" work
workforce reflecting the diverse
with sworn and civilian hiring in the
needed with localized
racial/ethnic/gender makeup of San
past 24 months. Opportunity through
recruitment, internship,
Rafael.
current Firefighter recruitment effort.
Cadet and EMT's.
• Conduct Fire Prevention and Life
"Completed" Initiated and
"Ongoing" effort
Safety Inspections with Engine
implemented service at a lower cost
needed to maintain loss
Company Personnel.
to City with improved loss reduction
reduction and control.
and business preservation.
Budget Objectives 11-13
6 -Month Status Report
r ..
e ,
r F
• Evaluate personnel needs for the next 5-
"Not Started" Attrition occurred
Work with new HR
year period and create a succession plan
rapidly and will continue over the
Director. To complete
to ensure highly qualified personnel in
next 24 months with expected loss of
in 1't quarter of 2012
leadership roles.
12 personnel most at Capt. rank.
• Develop and implement annual training
"Not Started" due to lack of Training
Continue to pursue.
exercises to measure individual,
Officer
company and platoon capability.
• Participate as a member in the
"Completed" All new hires and
"OnaoinC effort and
California Fire Fighter Joint
promotions participate in CFFJAC
State funding based on
Apprenticeship Committee (CFFJAC).
providing State training funds.
hiring and promotions.
• Work to enhance training and
"Completed" Liaison established
"Ongoing"effort
capabilities of the Marin County
(BC) with ongoing training and
needed to maintain
Comm. Center personnel to improve
familiarization provided.
optimum service.
Fire Dispatch in San Rafael and, as
possible, throughout the County.
• Expand operations with Larkspur with
"Completed" Successful operation
"Ongoing" pursue
training and incident coverage by SRFD
over the past three years.
other shared service
Duty Chiefs to the Larkspur areas.
opportunities.
• Completed study of the SRFD-
"Completed" Completed and
"Ongoing" evaluation
Marinwood mutual aid contract and, as
executed a new "no cost" agreement
and pursuit in pursuit of
directed by the City Council,
between San Rafael and Marinwood.
regional opportunities.
renegotiate contract with Marinwood.
• Develop additional regional
"In Progress" Ongoing effort needed
"Ongoing"Continue
opportunities with Marin County fire
between labor and fire management.
pursuit and evaluation
agencies.
City Managers effort.
with fire agencies and
City Managers.
• Continue to enhance training between
"Ongoing" cooperation day to day
"Ongoing"Continue
Fire, Police, OES, Public Works and
and specific effort with completion of
effort and priority of
other City Dept's. for multi -discipline
at least one drill annually. Have
training and advanced
response to major incidents using the
taken steps to engage other dept's in
preparation for "All
Incident Command System
moderate emergency activity.
Risk" type incidents.
• Pursue cost effective opportunities for
"Completed" solar power projects on
"Ongoing" Lower
future spending practices by reviewing
engines and ambulances; alt. to
utility rates through
and comparing methods for saving,
solvents; recycling and LED lighting.
increased conservation.
• Evaluate current practices and work
"Completed" successful integration
"Ongoing" effort and
toward a higher integration of fire
of fire prevention bureau from
focus on coordinating
prevention services into the fire
Community Development to the Fire
with other City Dept's.
departments operations to improve
Department.
and the community.
services to the community,
• Initiating a Fire Explorer Program.
"Not Started" Continue effort on
Evaluate results to date
Fire Internships with Santa Rosa
and continue pursuit of
College; recruit through new part-
local candidates,
time BLS/EMT service.
NEW INITIATIVES:
Complete a Fire Facility and Operational
"Not Started"
Conduct during first half
Strategic Plan.
of 2012.
Replace Fire Station 457 in partnership
"In Progress" Meeting with County
Meet with City Council
with Marin County.
in December.
in January.
Pursue renovation and replacement of Fire
"Not Started" Need to update
Conduct during first half
Facilities.
"Standards of Cover" and integrate
of 2012.
ectives 11-13
Increase pursuit of operation, prevention
and facility grant opportunities.
6 -Month Status
into new Facility Plan
"In Progress" Applied for Federal First round results
grant in the amount of $350,000.00 to negative. 2nd round
purchase self contained breathing announced in early 2012.
Budget Objectives 11-13 6 -Month Status Report
Fire Department
Emergency Medical Services
Program Description
Advanced (ALS/Paramedic) Emergency Medical Services is provided by the San Rafael Fire Department to
Paramedic Service Area B which includes: San Rafael, Community Service Area (CSA) 19, Marinwood, and
CSA 13 (Upper Lucas Valley). Basic Life Support (BLS) services are provided by all six San Rafael Fire
Stations and Marinwood. The department currently has 25 Licensed Paramedics providing excellent ALS
services and emergency medical transport; all of the fire department response personnel are trained
Emergency Medical Technicians -Defibrillator (EMT -D) providing a high level of Basic Life Support.
• Emergency Medical Services Training.
• Emergency Medical Services Response.
• High Quality Patient Care at best available standards of care.
• Coordination of EMS/Fire/Rescue deployment and action.
2011-13 Objectives
• Continue to evaluate EMS
"Completed" Paramedics now
"Ongoing" priority and effort
operations procedures to improve,
responding from all fire stations
needed. Community expects
wherever possible, competency of
due to hiring, staffing changes,
a high level of Paramedic
patient care, response times,
recertifying (Engineers and
service.
revenue generation and cost
Capt's). Less reliance on private
savings.
ambulances. Changes have
resulted in lowered response
times and improved patient.
Increased medical training has
also been provided.
• Improve ambulance
"Completed" transition from
"Ongoing" Continue to
billing/collections by continued
outside billing agent. Service and
eliminate backlog, improve
evaluation of the third party billing
collection activity is improving.
quality of service, cost
contract; negotiate to improve this
Back log reduced from 120 to 90
recovery.
relationship as required.
days.
• Prepare and implement a
"Completed" drafting and
"Ongoing" commitment and
Continuous Quality Improvement
implementing a comprehensive
effort necessary to achieve
Plan for Emergency Medical
written CQI Plan to evaluate all
results established by the
Services.
EMS calls and performance by
plan.
Paramedics.
• Establish an EMS Coordinator
"Completed" Position
"Ongoing" monitoring and
position to handle oversight of
temporarily reassigned to
evaluation of position and its
training and service delivery.
Operations due to staffing
effectiveness.
shortage.
• Renew Paramedic Tax in CSA 19,
"Completed" renewal of tax for
"In Progress" Effort needed
CSA 13 and Marinwood based on
CSA 13 and CSA 19 increasing
to obtain funding from
lack of passage in Nov 2010.
rate maximum from $85 to $95.
Marinwood based upon lack
of passing Paramedic tax.
Obiectives 11-13 6 -Month Status
• Hire new Nurse Educator and "Completed" Medical Director No further action needed.
assign new Medical Director. and Nurse Educator onboard.
Working at least everyTuesday.
NEW INITIATIVES:
Initiated a Basic Life Support service "Completed" implementation of Six month evaluation to be
part-time to compliment Paramedic new service in July 2012 for a conducted in January 2012.
services and assist with an increase in one year trial. 90 day review
medical calls. completed with positive results.
Budget Objectives I1-13
Program Description
6 -Month Status Report
Fire Department
Fire Prevention
Department personnel provide on-going educational opportunities to children and adults through classroom
visitations, station site tours and presentations, fire extinguisher and other safety trainings, coordinated
instruction in conjunction with OES programs (CERT, Get Ready), and hazard abatement instruction and
inspection. The department provides management oversight for the privately operated, county -wide
Household Hazardous Waste program. The Vegetation Management program provides resources to
neighborhood areas in the Wildland Urban Interface (WUI) areas to create defensible spaces on private
properties as well as to manage the City's clearing and maintenance of City -owned open space areas in WUI
portions of the community.
The Fire Prevention Bureau issues three different types of Fire Permits; construction permits, operational
permits and SFM permits. All of the fire permits issued require plan review and at least one inspection
depending upon the permitted activity. To compliment the Engine Company inspections, Prevention staff
performs fire and life safety inspections for all new business license applications. We routinely handle
referrals from the Engine Company inspections where unusual fire hazards are discovered, for unsafe
construction, or for hazardous operations upon premises and for follow-up on 2nd re -inspection. We also
assist the Engine Companies when questions arise during an inspection or about the proper application of the
fire code.
Program Emphasis
• To prevent unwanted fires through education, engineering and enforcement.
• Effective public education to reduce the incidence and severity of emergency occurrences.
• The provision of high quality citizen training to permit broader base of individuals available to
provide effective emergency responses.
• Enhanced cooperative efforts with other local emergency response organizations.
• Establishment of adequate defensible parameters are established around all structures that border
wildland areas to maximize protection of human life and property.
• Highest possible efforts by the community to properly dispose of potentially hazardous materials in a
safe manner.
2011-13 Objectives
• Work to obtain increased grant
"Completed" volunteers are assisting
Continue to pursue and
funding for City and neighborhood
Fire in Admin and are in the process of
support volunteer
groups to assist in vegetation
seeking grant opportunities.
activity and alternative
management clean-up efforts.
funding sources.
• Submit grant application to FM
"Initiating" by writing the grant
Submit the grant
Global to provide 2000 combination
application, which is nearly complete.
application to FM
smoke & carbon monoxide warning
Global.
alarms for homes in the community.
• Ensure high quality fire plan review
"On-going" as a daily activity performed
Continue to provide
for all permit applications, while
throughout the year. 217 fire plan
quality permit service
maintaining two week turnaround.
reviews were performed to date.
in a timely manner.
• Ensure all Building Permit and
"On-going" we have maintained our
Continue to meet our
Budget Ob'ectiives 11-13
6 -Month Status
Re ort
UM
turnaround times. 97 building permit
turnaround times.
Planning Applications are reviewed
within turnaround times established
applications and 29 planning cases were
by Community Development Dept.
reviewed to date.
• Provide quality fire prevention
"On-going" as a daily activity performed
Continue to provide
inspections of all work performed
throughout the year. 523 construction, 41
quality inspection
under fire permits, at the time
operational and SFM permit inspections
service.
requested by our customers.
were performed to date.
• Ensure each new business receives
"On-going" one of our two inspectors has
With the return of
a fire prevention inspection as part
been off duty since 9/2/11. Due to short
inspector on 12/20/11,
of the new Business License
staffing we are behind in completing new
we are focusing on
application process.
business license inspections. 182
eliminating the backlog
ins ections were performed to date.
of inspections.
• Provide vegetation management site
"On -Going" we respond to numerous
Continue to reduce the
evaluations and inspections of
requests for assistance, and for
combustible fuel loads
property in the Wildland Urban
complaints, regarding vegetation
in the WUI.
Interface (WUI) areas, including
management in the WUI areas.
complaint investigations.
• Ensure each preschool and K-12
"In progress" with annual inspections
Finalize re -inspections
grade school receives a thorough
performed; where corrections are required
and begin new
fire prevention inspection annually.
we have re -inspections scheduled.
inspections by 6/2012.
• Provide fire safety and household
"On-going" Fire provided fire safety
Coordinate with
hazardous material public education
public education to the Kindergarten
schools to provide
information to the children of the
students at Venetia Valley School only.
additional public
community at the schools.
education and HHW.
• Provide inspection support to the
"On-going" Fire supports the Code
Continue to support
Code Enforcement Division as
Enforcement Division by assisting with
Code Enforcement
requested for Housing Inspection,
inspections upon request.
Officers as needed.
public complaints and omeless
encampments.
• Provide training to Engine
"Completed" Fire Prevention staff
Continue to support the
Companies to support the Engine
routinely answers questions and assist the
Engine Companies with
Company Fire & Life Safety
Engine Companies with their inspection
training as needed.
Inspection Program.
concerns.
• Provide leadership and coordination
"Initiating" activity with hiring of
Monitor the activities at
of the HHW program throughout
Environmental Management Coordinator.
the HHW facility and
Marin County.
begin networking.
NEW INITIATIVES:
• Increase public awareness and
"Initiating" activity with hiring of
Schedule an event and
participation in one day Collection
Environmental Management Coordinator.
distribute flyers in the
of Household Hazardous Waste
Post Office and local
Events in West Marin.
businesses.
• Begin education campaign for the
"Initiating" activity with hiring of
Schedule meetings with
residential Door to Door Universal
Environmental Management Coordinator.
MR&RRA staff to
Waste Pick-up Program beginning
begin planning for the
7/1/12.
new service.
• Re -start neighborhood vegetation
"Initiating" activity with hiring of part
Provide public
management reduction program in
time temporary/seasonal vegetation
education and onsite
high risk WUI areas.
management employee.
evaluations for WUI
residents.
Budget Objectives 11-13
Management Services
Emergency Services
Program Description
6 -Month Status Report
The City's emergency management program involves all City Departments as well as other local, public,
private, and non-profit organizations in preparation for major emergencies and disasters. This program
emphasizes three areas of focus:
1. Developing internal City preparedness through resource and system development as well as
specialized staff training and exercises.
2. Providing a comprehensive community emergency preparedness program for residents and
business owners.
3. Establishing and developing relationships and coordinating disaster response and recovery
systems with partner organizations and agencies.
Program Emphasis
• Lead the enhancement of the City's operational readiness for major emergencies and disasters
and ensure State and Federal emergency management compliance.
• Ensure coordination with other disaster response and recovery agencies.
• Provide emergency and disaster education and training in the community.
• Schedule and support emergency preparedness efforts that meet State and Federal
requirements.
2411-13 Objectives
• Train and prepare City
On -Going
Currently recruiting staff
employees to respond to
Currently reviewing and updating EOC
for participation in several
disasters and major
organizational structure and identifying
trainings, including two
emergencies while filling
new staff to fill vacated roles. Just
CSTI Earthquake courses to
their roles as disaster
completed City disaster workshop.
be held in Marin. Have
service workers.
Worked with Bay Area UASI to secure
scheduled EOC tabletop
nearly $300,000 in grant funds to support
exercise for March 2012.
EOC type trainings in Marin County.
have EOC functional
exercise scheduled for May
2012. Need to review and
update SEMS and NIMS
training requirements for
City staff.
• Build new and further
On-Goinc
Planning for 4t Annual
develop existing
Continue to serve as Chair of the Marin
Marin Disaster Readiness
partnerships with
Interagency Disaster Coalition. Recently
Conference which will
neighboring agencies and
hosted Emergency Volunteer Workshop.
focus on persons with
jurisdictions through
Working on developing Disaster
access and functional needs.
organizations like the
Resources Directory comprised of MIDC
Will not seek new term as
Marin Interagency Disaster
Partner resources, which are comprised of
Chair in 2012 due to limited
Coalition and the San
faith -based, community-based, and other
staffing and workload.
Budget Objectives 11-13
6 -Month Status Report
1 140
Rafael Disaster Council.
non-governmental organizations.
• Continue to explore and
Dropped
All requests for alternative
implement alternative
This item dropped due to staffing
education classes forwarded
public disaster education
reduction
to American Red Cross
classes to include Get
Ready 5th Grade, Get Ready
Spanish, and Get Ready
Businesses.
• Identify and develop
Dropped
Will incorporate into 2012 -
available public and private
This item dropped for the time being due
2015 OES Strategic Pian.
facilities to support a
to staff reduction and workload.
variety of emergency uses.
• Continue to participate in
On -Going
Utilize grant funds to
the development and
Continue to provide oversight and
combine Get Ready and
implementation of the
guidance to Marin County CERT
CERT into one marketing
Marin County CERT
Coordinator. Represent San Rafael
stream. Explore other
Program to provide a more
training zone on Marin County CERT
funding opportunities to
streamlined and effective
Steering Committee. Received $30,000
continue providing Marin
training program for the
grant to support Marin County CERT
County CERT classes to the
community.
program.
community.
• Revise the City's
In -Progress
Directory to be completed
Emergency Operations Plan
Working with various City departments to
in early 2012. Update to
and supporting emergency
create City of San Rafael specific
City's Emergency
management documents, to
emergency resources directory.
Operations Plan and EOC
include City's policies and
Operations Manual to begin
procedures to ensure
2012.
FEMA compliance.
• Maintain proactive
On -Going
Continue efforts as planned.
information sharing with
Continue to work with all cities, towns, as
the community and partner
well as the County to improve emergency
agencies in an on-going
manager and disaster response
fashion and during
organization. Continue to work with
emergency/disaster events.
numerous community based and non-
profit organizations through MIDC. Also
continue to formally sit on the Marin
County Disaster & Citizens Corps
Council.
• Implement the City's
Not Started
Implementation to be
recently expanded Disaster
This was not started due to limited
determined after discussion
Council to enhance multi-
staffing and workload.
with Mayor.
agency, multi -discipline
coordination for major
emergency and disaster
related issues and projects.
• Combine and enhance
On -Going
Working with PD and Fire
training between fire,
Continuing to explore ways in which a
to develop more refined
police, OES, and Public
unified approach to emergency and
unified incident command
Works for multi -discipline
disaster operations can be enhanced.
structure.
Budget Objectives 11-13
6 -Month Status Report
response to major
Recently conducted evacuation drill at
incidents using the
Pickleweed Community Center and
Incident Command System
incorporated PD and Fire into planning
(unified command).
and exercise efforts.
NEW INITIATIVES:
Get Ready 5`h Grade Bay
Received $200,000 UASI grant to take
Develop and implement Get
Area
the Marin specific Get Ready 5`h grade
Ready 5`h grade program for
program and develop and implement
the Bay Area.
throughout Bay Area. Grant funds used to
support project manager working in OES.
Care & Shelter Strategic
Working with the Red Cross and County
Enhance our shared Mass
Planning
Health & Human Services to evaluate in a
Care and Shelter system.
strategic way mass care and shelter
facilities, supplies, andstaffing.
Common Operating Protocol
Assist in development of fire based
This system, when online,
common operating protocol providing
will provide field and EOC
real-time map interface during emergency
units easy to access map
and disaster events. This is a FEMA grant
based emergency
funded project and staff have been
information.
assigned as the emergency management
representative to this countywide task
force.
Medical Countermeasures
Participating on county work group to
Work expected to be
Planning
update Mass Chemoprophylaxis plans.
completed 2012.
This plan guides our collective response
to public health outbreaks and pandemics.
San Rafael will ultimately become a
dispensing artner as part of this program.
Mass Fatality Planning
Working with the Sheriff's Office of
Work expected to
Emergency Services and Sheriff's
completed 2012.
Coroner's Office to develop Mass Fatality
response plan. This plan will provide
guiding principles for us to use when we
are in mass fatality events.
OES Strategic Plan
The current 2007-2012 OES Strategic
New 2012-2015 OES
Plan will expire June 2012. An updated
Strategic Plan will be
strategic planning process will begin mid-
completed June 2012.
June.
Emergency Volunteer Center
Working with Volunteer program and
Work continuing into 2012.
Coordination
Center for Volunteer & Nonprofit
Leadership to review and update
emergency volunteer center coordination.
Canal Ready Neighborhoods
Partnering with Red Cross to implement
Work continuing into 2012.
Program
targeted disaster resilience measures in
the Canal neighborhood.
Budget Objectives 11-13
Emergency Services
Emergency Services Budget Summary
6 -Month Status Report
Performance Measurements
Effectiveness Measure:
• % of employees in compliance with State
and Federal emergency training
requirements.
Workload Measure:
• Number of Get Ready trainings
• Number of Get Ready students trained
• Number of Get Ready 5th Grade trainings
• Number of Get Ready 5th Grade students
trained
• Number of Get Ready Spanish trainings
• Number of Get Ready Spanish students
trained
• Number of CERT Basic Classes
• Number of CERT Basic graduates
• Number of CERT Refresher/Light Classes
• Number of CERT Refresher students
trained
• Number of EOC trainings
• Number of EOC exercises
Actual
Target
Target
10-11
11-12
12-13
80
90
90
19
5
5
641
75
75
8
4
8
400
200
400
9
0
0
182
0
0
2
2
2
60
54
54
4
2
2
100
50
50
6
6
6
0
2
2
Public Assets
Budget Objectives I1-13 6 -Month Status Report
Public Works
Department Summary
Department Goal
To manage the design and construction of all capital projects, manage traffic operations, and to maintain
San Rafael's streets, parks, vehicles, sanitation system and public buildings, in accordance with City
Council and community priorities.
Areas of Service
These divisions and functions serve the public and other City departments: Engineering, Administration,
Facility Repair, Fleet Maintenance, Parks Maintenance, Sewers Maintenance, Street Maintenance, Traffic
Operations and Development Impact Analysis.
2009-11 Accomplishments
Completed the following capital projects:
0 4th St./Street West End Village Improvements
o Medway/Canal Undergrounding & Streetscape Project
o Street Resurfacing FY 09-10 & FY 10-11
o Americans With Disabilities Act Curb Ramp projects: FY 08-09 & FY 10-11
o D St. 2 -Way Conversion Between I" & 2nd
0 3`d & Union St. Intersection Improvements
o #5 Fair Dr. Retaining Wall
o #60 Hillside Ave. Retaining Wail
o Freitas -Las Gallinas Resurfacing
o Street Resurfacing Curb Ramps 10-11
• Secured grants for the following capital projects, currently under design or completed:
o Non -Motorized Transportation Pilot Program (NTPP)-6 projects
o Canal St. Pedestrian Access & Safety Improvements -Phase I & Phase II
o Safe Routes/Safe Pathways to School -Davidson Middle School, Woodland Ave., Sun
Valley Elementary, Coleman School
o Grand Ave. Pedestrian and Bicycle Bridge Design & Environmental Study
• Additional accomplishments:
o Collaborating with SMART on rail design, implementation and operations.
o Provided traffic control and crowd assistance for the October 2010 gubernatorial debate
at Dominican University
o Collaborated with Caltrans and TAM on the Highway 101 /580 connector project and the
Bellam Blvd. and Francisco Blvd. East sidewalk widening projects.
o Completed update of San Rafael Bicycle and Pedestrian Master Plan
• Pt. San Pedro Road Median Landscaping Assessment District (under design)—new
e Secured agreement with PG&E to convert 600 street lights to Light Emitting Diode
(LED) technology -new
o Securing agreement with PG&E to convert lighting in 4 parking garages to low energy
florescent lights; utilize energy savings to address City Hall HVAC system construction
shortage -new
Budget Objectives 11-13 6 -Month Status Report
Public Works
Department Summary
Public Works Budget Summary
Performance Measurements
Target Target
11-12
12-13
Effectiveness Measure:
• Maximize capital project grant funding opportunities for
major pedestrian, bicyclist and roadway rehabilitation projects
85%
85%
(% of overall budget)
• Percentage of capital projects completed in accordance with
100%
100%
City Council -approved 5 -year CIP plan
• Traffic Coordinating Committee items analyzed
120
120
• Prepare upgrades and new traffic control device work orders
30
30
• % of Facilities Division Work Orders completed within 14
80%
80%
days of receipt
• Increase frequency of preventive inspection of City facilities
1X
1X
to at 2 times per year
• Reduce % of fleet unleaded fuel consumption
5%
5%
• Maximize % of water use within MMWD tier 1
93%
93%
• Respond to public inquiries within 72 hours
90%
90%
• Respond immediately to malfunctioning storm water pump
100%
100%
stations
Target
Target
11-12
12-13
Workload Measure:
• # of capital projects completed/to be completed
35
30
• Update intersection data citywide
77
25
• Update roadway traffic data citywide
45
40
• # of scenarios -collect data and run major traffic model
scenarios for major development projects and Environmental
20
20
Impact Reports.
• Analyze planning/development applications and development
75
75
project feasibility studies.
• Frequency of roadway, intersection volume and travel time
15
15
data collection and analysis.
Budget Objectives 11-13
Public Works
Engineering
Program Description
6 -Month Status Report
The Engineering Division is responsible for the design, bidding, construction management and inspection
of all City Capital Improvement Projects. Division personnel also manage the citywide Geographic
Information System (GIS) and frequently respond to citizen requests about mapping, city facilities and
parcel information. Employees also manage San Rafael's Pavement Management System to assure that
our street maintenance program is as cost-effective as possible. Division personnel review land
development issues and make recommendations, and issue encroachment permits for work in the public
right-of-way.
Program Emphasis
• Assure that all capital improvement projects are completed on time and within budget.
• Minimize flooding in San Rafael by replacing, upgrading and/or maintaining storm drain
infrastructure components.
• Coordinate regional transit projects with Caltrans, Transportation Authority of Marin (TAM),
County of Marin and Sonoma Marin Area Rail Transit (SMART).
• Expand utilization of Geographic Information System (GIS) and integrate with maintenance
programs. Share maps and documents via scanned images on the Intranet.
• Coordinate all Land Development private property reviews with Community Development.
• Issue encroachment, grading and tidal permits, and conduct field inspections.
• Secure grant, design and
Completed.: Woodland Ave., Canal
Canal St. Phase Il & Coleman
construct pedestrian safety
St. Phase I
School projects under design.
improvement projects for
Woodland Ave., Canal St.
(phases I & II), Coleman School.
Budget Objectives 11-13
6 -Month Status Report
• Continue to implement
Oni!oin: Submitted 7`" annual
Major focus going forward
Department of Justice -City of San
report in October; most projects
will be on 400 remaining curb
Rafael Settlement Agreement
complete or scheduled for
ramps.
projects and assure that all
completion in the near future
projects meet federal and state
accessibility requirements.
• Initiate storm drainage system
Ongoing: Initiated ongoing
Active projects: San Quentin
improvements in accordance with
program to repair and/or upgrade
Marsh, 400 Canal St.
CIP priority list.
major storm water system
Stormwater Pump Stations, H
infrastructure.
St. Drainage Repairs.
• Utilize federal Energy Efficiency
In Progress: Working with PG&E
Goal is to complete
and Conservation Block Grant
to secure zero -interest loan to
installation by Spring 2012.
funds to upgrade 45 year-old City
finalize construction budget.
Hall Heat, Ventilation and Air
Conditioning system.
• Collaborate with Community
In Progress
Active/recently completed
Services on Park development
projects: Freitas Park Phase II
and improvement projects.
(completed); Santa Margarita
Park ADA Improvements.
• Update Pavement Management
Ongoing: secured MTC grant to
Analyzing data to finalize
System to optimize the number of
hire a consultant to evaluate
street overlay projects for FY
streets to be paved annually, in
condition of 177 miles of City
12-13 and FY 13-14.
accordance with Metropolitan
streets.
Transportation Commission
mandates.
• Respond to public inquiries
Ongoing: added graffiti reporting
Goal is to develop database to
regarding property improvements,
capability to website.
accurately track public
flood zone information, land
inquiries and staff responses.
development, City infrastructure
repairs/upgrades, etc.
NEW INITIATIVES:
Budget Objectives 11-13
Public Works
Traffic Operations
Program Description
6 -Month Status Report
The Traffic Division coordinates and directs the operation and maintenance of San Rafael's traffic signal
and street lighting system. Division personnel collect and analyze traffic model data, oversee signing and
striping, establish speed limits, conduct and analyze private/public project development traffic impact,
and formulate mitigation strategies. Division personnel seek federal, state and local grants for citywide
traffic system improvement projects and for traffic and pedestrian safety programs.
Program Emphasis
• Study, design and construct traffic system improvements.
• Effectively maintain traffic signal and street lighting system.
• Secure grants to upgrade traffic control devices and implement safety programs.
• Model, analyze, calculate and optimize remaining traffic capacity citywide.
• Review, analyze and recommend mitigation strategies for traffic impact of private and public
development.
2011-13 Objectives
• Complete design and
Completed: Construction
Finalizing reimbursement
construction of Safe Pathways
completed.
documentation.
to School for Woodland Ave.
• Complete design and
Completed: Francisco Blvd. East
Active NTPP Projects:
construction of various grant
(design); Northgate Gap Closure
Francisco Blvd. East
funded, non -motorized
(design & construction); Terra
(construction); Mahon Creek
pedestrian safety projects
Linda North San Rafael
Path Transit Center Connector
Improvements (design &
(design); NTPP-Puerto Suello
construction)
Transit Center Connector
(design)
• Upgrade traffic signal
In Progress: design completed, 9
Bids due 7anuary3, 2012.
equipment at 9 intersections.
cabinets secured.
• Analyze SMART rail crossing
In Progress: Meeting with
Additional staff resources
at Andersen Dr. alternatives;
SMART engineers and
needed to address issues and
work with design teams to
operational staff to analyze
meet imminent deadlines.
recommend a final option to
problems and formulate design
SMART board, City Council
solutions.
and Public Utilities
Commission.
• Work with Police Dept. to
Completed, Ongoing: conducted
Securing Caltrans encroachment
implement red light camera
initial studies for 5 intersections;
permits to install system at 3
enforcement system.
completed design for 3
intersections.
intersections.
Budget Objectives 11-13
6 -Month Status Report
• Establish City-wide speed
In Progress: Data studies
Initiate residential street speed
limits based on current Caltrans
completed, some arterial speed
surveys.
policy recommendations.
limits changed.
• Update City-wide traffic signal
In Progress: Data collected,
MTC grant project is due Spring
timing based on current traffic
model runs in progress.
2012. Will implement new
counts and future grant -funded
signal timings in Spring and
projects.
Summer 2012.
• Continue proactive inspection
Ongoing: Staff inspect twice per
Ongoing initiative.
of traffic signals to minimize
month.
maintenance costs and
emergency repairs.
NEW INITIATIVES:
Albert Park Baseball parking and
Completed: traffic and parking
No further action required.
Traffic Impact Analysis I
impact studies finalized.
Budget Objectives 11-13 6 -Month Status Report
Public Works
Development Impact Analysis
Program Description
Model, analyze, calculate, and optimize remaining traffic capacity citywide. Review, analyze and
recommend mitigation strategies for traffic impact of private and public development.
Program Emphasis
• Monitor, update and calculate remaining capacity for development citywide.
• Update/calibrate AM and PM peak traffic models; perform level of service analysis for intersections
and arterials.
• Continue expansion of database system linking land use, traffic data, traffic model results and
analysis to GIS system.
• Analyze development project impacts and recommend traffic mitigation strategies.
2011-13 Objectives
• Utilize the traffic model to evaluate Complete: Completed modeling Will present final report
the Gerstle Park Traffic Operation and analysis. to Council in early
Study final impact analysis and make 2012.
improvement recommendations.
• Finalize Target infrastructure
In Progress: Completed FIR traffic
Awaiting applicant
improvements.
operations section; reviewed plans,
response.
submitted requirements.
• Assist with General Plan 2020 5 -year
Complete
No further action
update program.
required.
• Assist in developing model scenarios
In Progress: Conducted significant
Preparing final report.
to address future impact of SMART
traffic modeling and analysis.
operations.
NEW INITIATIVES:
Budget Objectives 11-13
Public Works
6 -Month Status Report
Facility Maintenance
Program Description
Facility Repair personnel maintain all City -owned buildings and facilities. The Division also manages
contracts for such specialized functions as janitorial service, elevator maintenance, HVAC maintenance,
fire safety and security and electrical repairs. Employees assist with minor remodeling and alterations to
existing structures, and provide assistance to the Parks, Streets, and Fleet Maintenance Divisions.
Program Emphasis
• Routine inspection of all facilities for proactive maintenance efforts.
• Efficient review, prioritization and scheduling of Work Orders.
• Timely, effective response to emergency service calls.
• Effective contract administration.
2011-13 Objectives
• Initiate and maintain regular
Not Started: Eliminate due to staff
cooperative work projects involving
reductions.
employees from other Public Works
divisions with the goal of increasing
preventive/scheduled work and
inspection frequency of City facilities
• Increase frequency of preventive
Ongoing: unable to increase
Revised goal is to
inspection of all City facilities to at
inspections due to staff reduction
inspect 1 time per year.
least two times per year.
from 3.0 FTE to 2.0 FTE.
• Complete survey of facilities and
Completed/Not Started:
Survey of remaining
recommend/implement energy saving
Completed retrofit of all City Hall
facilities on hold due to
lighting upgrades and other energy
lighting fixtures.
staff reductions.
reduction measures.
• Develop a facility inventory/condition
Not Started on hold due to staff
rating system and rate the current
reductions.
condition of all City facilities.
NEW INITIATIVES:
• Develop on-line work order system
Ongoing
Modify system as
for work requests and tracking
project progresses.
purposes.
Budget Objectives 11-13
Public Works
Fleet Maintenance
Program Description
6 -Month Status Report
The Fleet Maintenance Division supports the vehicle and mobile (e.g., trailers, generators) equipment
needs of all City departments by maintaining a fleet of 178 vehicles. Fleet Maintenance operations are
governed by the management policies and practices established by the Fleet Advisory Board.
Program Emphasis
• Ensure vehicle safety and reliability through routine inspection and maintenance.
• Ensure maximum fuel efficiency of City fleet.
• Reduce carbon footprint of City fleet operations.
• Conduct smog tests for City, Police, Fire and Sanitation District vehicles.
2011-13 Objectives
• Conduct ongoing evaluation of the In Progress: Revising City City Manager to review and
City fleet to match existing staffing Fleet/Vehicle Use Policies, approve new policies.
levels and the operational needs of analyzing departmental responses
each department. to vehicle use survey, conducting
analysis of City's 178 vehicle
fleet.
• Collaborate with the Fire
In Progress: All FD equipment
Garage staff maintains 10
Department to incorporate Fire fleet
information entered into system.
FD non -diesel vehicles
data into City fleet data (e.g., fuel
(e.g., SUV's).
consumption per vehicle,
maintenance and repair costs, etc.).
• Investigate opportunities to market
In Progress
Limited opportunities
fleet maintenance services to other
despite outreach to Fairfax,
public agencies to generate revenue.
Ross; Division personnel
maintain Fairfax sweeper;
will contact San Rafael City
Schools to offer services.
NEW INITIATIVES:
• Retrofit 13 vehicles with Diesel
Completed: Retrofits of 3
Particulate Filters, as mandated by
remaining vehicles finalized.
the California Air Resources Board
Budget Objectives 11-13
Public Works
Park Maintenance
:. •-
6 -Month Status Report
Park Maintenance personnel maintain City -owned parks, athletic fields and the Terra Linda pool, as well
as landscaping at several facilities such as the Falkirk Cultural Center, the San Rafael Public Library and
City Hall. Also maintained are 3 community centers, 10 neighborhood parks, and 10 mini parks totaling
149 acres. This Division provides landscape maintenance of City -owned roadway medians (24 acres),
roadsides (17 acres) and thousands of trees. A private tree contractor supplements City resources by
providing emergency response, hazard reduction and pruning services. Division personnel also support
City events, and maintain landscape improvements in the downtown area.
• Efficient execution of division maintenance schedules.
• Timely and efficient response to public and other department/division service requests.
• Provide landscape design review and maintenance input for City projects.
• Maintain Terra Linda Pool to the highest standards.
• Maintain City playgrounds in safe and functional condition.
• Maintain City trees to maximize safety and health of the urban forest.
• Graffiti abatement in collaboration with Street Maintenance Division.
Man-
• Create an inventory of park assets
Not Started: Unable to initiate due
Operational emphasis
with service levels and maintenance
to staff reductions.
on core maintenance
requirements, including landscaping
responsibilities.
irrigation systems, buildings,
structures, drainage facilities and
related infrastructure.
• Implement maintenance management
Ongoing: develop, test database.
Continue data analysis
software to increase operational
to improve efficiency
efficiencies and track division
and maximize cost
activity/performance
recovery.
• Establish estimated park and facility
Ongoing: Resources are assigned to
Consider further
user rates to assign resources for
high use areas; maintenance levels
maintenance reductions
greater community benefit. Report on
are at a minimum due to staff
of less used parks.
feasibility of establishing different
reductions
maintenance levels for different park
assets.
• Identify and implement strategies to
Ongoing: Staff has identified
Implement as needed
reduce water consumption by 1)
Evapotransporation technologies
for existing systems and
updating irrigation technologies, and
for all irrigation system
when initiating new
2) reducing water consumptive
replacements and new capital
projects.
landscaping.
projects.
• Consolidate chemical vegetation
Ongoing: All vegetation control
Staff reductions may
control programs of Parks Division
programs now managed by Parks,
limit impact.
Budget Objectives 11-13
6 -Month Status Report
19111�MM0
and Streets Division to create
utilizing combined maintenance
operational efficiencies and reduce
division personnel.
total quantity of chemicals applied;
identify and pursue alternative means
of weed suppression.
• Continue collaboration with Tree
Ongoing: completed initial analysis
Will utilize outside
Advisory Committee to develop and
of Advisory Committee report.
contractor as issues
implement realistic street tree and
arise.
urban forestry maintenance strategies.
• Abate graffiti in all public spaces and
Ongoing: Created Graffiti hot line
right-of-way areas in a timely,
and web site database; DPW
efficient way; develop and publicize
maintenance personnel will
abatement procedures in conjunction
continue to respond to public
with other City departments.
property graffiti removal requests.
• Collaborate with Streets Division to
Ongoing: Contractor has finalized
DPW staff
maintain Puerto SuellolHighway 101
installation of all security cameras.
collaborating with PD
multi -use path.
to finalize security and
ongoing maintenance
procedures.
NEW INITIATIVES:
Budget Objectives 11-13
Public Works
Street Maintenance
6 -Month Status Report
The Street Maintenance Division is responsible for San Rafael's 176 miles of streets and 260 -mile storm
water system. Street Maintenance employees are responsible for asphalt repair, replacing traffic signs and
guard rails, temporary and permanent sidewalk hazard repairs, curb and gutter repair and related tasks.
Division personnel sweep all city streets with curbs and gutters with one mechanical sweeper. In the fall,
staff operate a leaf vacuum machine supplement leaf pickup to avoid clogging the storm drain system.
Street Maintenance Division personnel maintain San Rafael's storm and flood control system, which
consists of 101 miles of storm drain pipes, 12 pump stations, 29 pumps, and 8 generators. Employees
inspect and clean over 3,600 catch basins annually, maintain the City's system of drainage ditches and
channels and provide ongoing maintenance of the new Puerto SuellolHighway 101 multi -use pathway.
Program Emphasis
• Augment in-house pavement maintenance efforts with contractual programs.
• Maximize preventive maintenance of City streets.
• Provide timely response to reports of public safety deficiencies and City service requests.
• Maximize the number of streets swept daily, collect leaves before they enter the storm drain system.
• Maximize functionality of all storm water pump stations, storm water channels and drainage
structures.
• Abate graffiti incidents in collaboration with Parks Division.
2011-13 Objectives
D5W;
.
• Implement maintenance
Ongoing
Database design finalized
management software to increase
and generating information
operational efficiencies and track
that assists with the
division activity/performance.
prioritization of
maintenance tasks and
development of reports.
• Monitor and report on scheduled
Ongoing: All work currently
Benefits negatively
versus demand-based/unscheduled
scheduled.
impacted by staff
maintenance with the goal of
reductions.
providing 80% scheduled
maintenance.
• Consolidate chemical vegetation
Ongoing: All divisional
Staff reductions may limit
control programs of Streets and
vegetation control programs now
effectiveness.
Parks divisions -ongoing.
managed by Parks, utilizing
combined maintenance division
personnel.
• Collaborate with Parks Division on
Ongoing: Contractor has installed
DPW staff collaborating
maintenance of Puerto
security cameras.
with PD to finalize security
Suello/Highway 101 multi -use path.
and ongoing maintenance
procedures,
Budget Objectives 11-13 6 -Month Status Report
San Rafael Sanitation District
Department Summary
To manage the design and construction of all Capital Projects and manage the maintenance and
operations of the sanitation district facilities in order to collect and transport waste water from properties
within the District to the treatment plant in compliance with the District's Sewer System Management
Plan.
Areas of Service
The San Rafael Sanitation District is a Sanitation District of the County of Marin formed in 1947 under
Section 4700 of the California Health & Safety Code. It serves the southern two-thirds of the City of San
Rafael and adjacent unincorporated areas. The District is administered by a three person Board of
Directors comprising two members of the San Rafael City Council and one member from the Marin
County Board of Supervisors. The District provides waste water collection and transportation service
over the entire service area. Waste water treatment is performed at the Central Marin Sanitation Agency
treatment plant located on Andersen Drive under a Joint Powers Agreement with neighboring Sanitary
Districts. The District contracts with the City of San Rafael for all personnel to oversee operations and
perform maintenance services for District infrastructure.
2009-11 Accomplishments
• Developed a Strategic Business Plan.
• Reduced the amount of sanitary sewer overflows.
• Increased preventive maintenance of sewer lines.
• Established a maintenance tracking system into the GIS.
• Developed sewer emergency response procedures and maintenance activities.
• Initiated public outreach program with newsletters and magnets.
• Completed Capacity Assessment Report for several trunk sewers.
Capital Projects Completed
• Pt. San Pedro Road Sewer Improvement Project $ 3,800,000
• Fifth Avenue Sewer Improvement Project $ 1,280,000
• Magnolia and Acacia Sewer Improvement Project $ 1,270,000
San Rafael Sanitation District Budget Summary
Budget Objectives 11-13 6 -Month Status Report
San Rafael Sanitation District
Department Summary
Performance Measurements
• Replace miles of sewer main
pipe.
• Replace miles of lower sewer
lateral pipe.
• Replace/upgrade Sewer Pump
Stations
• Percentage of capital projects
completed in accordance with
the 2000 CIP plan.
• Miles of CCTV sewer lines
• Install SCADA telemetering
at major pump stations
• Miles of problem sewers
cleaned at least twice year
• Miles of non problem sewers
cleaned
• Number of Sanitary Sewer
Overflows
Actual
Target
Target
10-11
11-12
12-13
1.8
1.3
1.5
0.5
0.2
0.8
0
1
0
73%
77%
77%
3
9
16
0
3
5
55
55
55
38
25
25
23
20
18
Budget Objectives 11-13 6 -Month Status Report
San Rafael Sanitation District
Administration and Engineering
Program Description
Administration and Engineering functions are the responsibility of the District Manager/District Engineer
with support from one Senior Civil Engineer, one Assistant Civil Engineer, one Administrative Assistant
III and one Construction Inspector. Responsibilities include developing and implementing the Districts
80 year life cycle sewer main replacement program, design, construction management and inspection of
the District's extensive CIP program, complying with increasing Federal and State regulations and
managing the day to day operations of the District. Staff also works with the city GIS staff to continually
update District's facilities and track work maintenance activities.
Program Emphasis
• Implement the 80 year life cycle program
• Update and implement the District's Sewer System Management Plan.
• Oversee the District's Fats, Oil and Grease (FOG) program.
• Reduce Inflow and Infiltration into the District's sewer lines.
• Ensure capacity of the District's sewer system
• Expand coordination and cooperation with the JPA member agencies.
• Review and comment on plans submitted through the Planning Dept. and Building Dept.
2011-13 Objectives
• Continue to implement the Closed
In progess. Drafting contract bid
Bid in March 2012.
Circuit Televising Program.
document.
• Develop and adopt a "Backflow
In progress. Reviewing ordinances
Draft ordinance for
Prevention" Ordinance.
from other jurisdictions.
Board review July 2012
• Develop and adopt a Sewer Lateral
In progress. Drafting conceptual
Meet with Real Estate
Program.
program.
Association to discuss.
• Develop a District website.
On Hold. Working with City's IT
Continue to work with
to develop page on City's website.
IT for updates.
• Update the Sewer System
On going.
N/A
Management Plan.
Design and or construct the following
CIP projects:
• Magnolia and Acacia Sewer
Completed.
Completed.
Improvement
• Peacock Pump Station Improvements
In progress. 95% Complete.
Complete at end of
and Force Main Replacement
January 2012.
• Warner Court and Woodland Place
Not started. Begin design in FY
Design in FY 2012-13.
Sewer Improvement
2012-13
• Irwin St, Lynn Ct to Woodland sewer
In progress. Consultant drafting
Board approval for
main
proposal for design.
design in Feb. 2012.
• Alpine St sewer main
In progress. Consultant drafting
Board approval for
proposal for design.
design in Feb. 2012.
Budget Objectives 11-13
6 -Month Status Report
NEW INITIATIVES (CIP projects):
• B St, Fourth St. to Fifth Ave
In progress. Bidding process.
Informal bid open
1/6/12
• G St. and Forbes
In progress. Consultant drafted
Construction in spring.
preliminary report.
• Upper Fremont
In progress. In design by staff.
Construction in spring.
• Miramar and Miraflores
In progress. Staff evaluate and
Schedule project.
noritize.
• El Cerrito to Stewart
In progress. Staff evaluate and
Schedule project.
rioritize.
• #34 Valley View Easement
In progress. In design by staff.
Construction in spring.
• Lincoln Ave., Mission to Ritter
In progress. Consultant drafted
Construction in FY 12 -
preliminary report.
13.
Budget Objectives 11-13 6 -Month Status Report
San Rafael Sanitation District
Operations and Maintenance
Program Description
Operations and Maintenance activities are the responsibility of the Sewer Maintenance Superintendent.
This includes the operation and maintenance of 134 miles of sewer mains, 11.5 miles of force mains and
32 pump stations to ensure that all systems are operating at peak efficiency in order to reduce sanitary
sewer overflows.
Program Emphasis
• Increase sewer line cleaning to prevent sanitary sewer overflows
• Increase pump station preventative maintenance
• Improve and update written procedures manuals and emergency response plan.
• Improve activity tracking in Websoft GIS
2011-13 Objectives
• Improve and update written procedures On going. On going.
for routine maintenance of all sewer
lines, pump stations and air release
valves.
• Continue to develop pump station
On going.
On going.
failure plan for all major pump
stations and by-pass pumping
procedures.
• Improve and update "On call" and
On going.
On going.
emergency call out procedures.
• Update GIS maintenance activity
On going. Received 2 laptops.
IT has 2 more laptops to
tracking input to field "Tough Books"
Ongoing improvements for data
setup. Improvements are
laptops.
entry and reports.
on going.
• Develop SCADA and telemetering
In progress. Working with
If successful, we will
program to all major pump stations.
consultant to install SCADA at 3
install additional systems
pump stations.
next FY.
• Review and improve Cathodic
In progress. Staff is preparing an
Plan to be completed by
protection to force mains.
improvement plan.
June 2012.
• Assess condition of Interceptor force
Not started. Assessment to begin
Begin in FY 2012-13.
main in Andersen Drive.
in FY 2012-13.
NEW INITIATIVES:
iV M-FdolMmtont o
Im
Budget Objectives 11-13 6 -Month Status Report
Administration
Department Summary
Department Goal
To enhance the quality of life and to provide for a safe, healthy, prosperous and livable environment in
partnership with the community.
Areas of Service
These areas of city service include the Offices of the City Manager, City Attorney, City Clerk, as well as
Human Resources, and Information Technology.
2009-11 Accomplishments
• Developed and implemented a Recession Action Plan and Economic Vitality Plan to address the
General Fund deficit. Provided regular six-month updates to the Council.
• Implemented employee -related actions from the Recession Action Plan including a Voluntary
Retirement Separation Program, Layoff Severance Program, Furlough and other cost saving
measures.
• Implemented online video streaming of City Council and other public meetings, including access to
staff reports and documents, which improved transparency of City business and reduced costs.
• Provided legal oversight in processing of development applications, Elk Club development,
Target project, Clean & Sober Homes (Urgency Ordinance), BMR ownership, housing, land use,
zoning, planning and CEQA issues.
• Created and implemented an employee training program to improve safety measures, reduce
liability, and increase employee health and wellness as well as effectiveness.
Administration Budget Summary
Budget Objectives 11-13
Administration
City Manager's Office
6 -Month Status Report
The City Manager's office advises the City Council on policy matters and manages the operations of the
City of San Rafael with economy, efficiency, equity and effectiveness. This office oversees City Hall
Coordination, Intergovernmental Relations, Public Information, Sustainability Programs, and the City's
Volunteer Program.
Program Emphasis
• Pursue City Council's FY2011-13 Budget Emphasis/Priorities, including:
o Providing Financial Viability to Preserve Critical Services
o Enhancing Community Safety
o Fostering Community Partnerships and Volunteerism
o Improvements in Economic Vitality
o Improvements in Sustainability
o Investment in Infrastructure/Transportation.
2011-13 Objectives
s
z
• Continue to implement strategies to
On-going, Fiscal Year 2011-12 budget
Further strategies would be
reduce General Fund budget
approved including layoffs, other position
presented as part of the mid -
shortfalls as outlined in the
eliminations, furloughs/reduced work
year budget update and the
Recession Action Plan.
week, new revenues, and other savings
Fiscal Year 2012-13 budget.
identified below.
• Complete negotiations to approve
Completed. In this six-month period, new
Labor/management meetings
labor agreements for all bargaining
2 -year contracts were completed for all
will continue throughout this
units.
employees which included significant
period to discuss City and
short term (e.g. compensation reductions)
bargaining unit issues.
and long term (e.g. new pension tiers)
savings.
• Move forward with the Economic
On-going. Plan continues to be
Continue to implement Plan.
Vitality Plan to foster business
implemented with regular six-month
expansion and attraction as well as
updates. Most recent successes include
job development.
BioMarin and Terrapin Crossroads. Also,
Target, Marin Honda, George's,
North ate, and auto dealer expansions.
• Implement sustainability goals
On-going. Partnered to launch "Resilient
Council to consider garbage
incorporated in the Climate Change
Neighborhoods" program and also
franchise rates on January
Action Plan, Solid Waste JPA and
"Greening for Profit" program. Council
17. Council's Sustainability
Zero Waste Initiatives, Garbage
adopted Zero Waste Resolution,
Subcommittee will provide
Franchise Agreement and other
Construction and Demolition Ordinance,
direction for CCAP
"green initiatives".
and the Sustainability Element of the
implementation.
General Plan. Green House Gas emission
update underway. Finished new Green
Initiatives web page.
Budget Objectives 11-13
6 -Month Status Report
• Pursue consolidation /
On-going. Many of these sorts of efforts
Continue to pursue such
regionalization efforts and shared
are on-going (e.g. fire staffing sharing
arrangements as available.
services agreements with other
with Larkspur, Hamilton pool partnership
agencies to create efficiency and
with Novato, MERA, MarinNet) and
save costs.
others are currently being explored.
• Communicate with residents,
On-going. Staff organizes and/or attends
In addition to the normal
businesses, neighborhoods and
numerous meetings on all issues of
means of communication,
schools through community
interest to the community. These include
the new Council
outreach, public meetings, e-
on-going such as a neighborhood
subcommittees will provide
newsletter, new media, San Rafael
association or project specific such as the
still another means for
Connects and direct mailings.
Albert Park baseball proposal. Snapshot
community interaction on
continues to be a valuable method.
key issues.
• Implement Volunteer Program
On -Going. Recruited two new high
Continue to develop high
Strategic Plan, including increases
impact volunteers in Fire Department, and
impact opportunities and
in high impact volunteerism, staff
trained Department staff on volunteer
recruit new volunteers;
training in volunteer coordination,
management.
continue to train staff in
and cross -training of public safety
volunteer management;
volunteers.
begin work on cross -training
of public safety volunteers
for disaster services.
• Implement a comprehensive graffiti
On -Going. Worked with Public Works to
Finalize web site design for
program focused on volunteer
establish a graffiti volunteer program
graffiti programs with a
efforts in accordance with the
(including training and supplies).
volunteer focus; continue to
Graffiti Action Plan.
Conducted two large community graffiti
recruit and train new graffiti
cleanup efforts. Established a private
volunteers.
property graffiti protocol. Convened
ongoing staff Graffiti Team to address
issues across departments.
• Work closely with the League of
On-going. Staff continues to work with
Continue to monitor
California Cities to take action on
the League and the Legislative Committee
potential legislation for
the behalf of the City and MCCMC
to bring key legislative issues to the
potential action.
on key legislation.
Council.
NEW INITIATIVES:
• Create strategy for continuation of
On-going. Staff continues to work with
Continuation of some/all
economic development activities
legal counsel, the League of California
economic development
given that under AB1X 26,
Cities, the California Redevelopment
activities will be discussed
redevelopment agencies are
Association, and others to implement
with the Council in retreat
dissolved and successor agencies
necessary steps regarding Agency
and through the budget
become operative on Feb. 1, 2012.
dissolution.
process.
• Provide staff support to seven new
On-going. Individual subcommittees are
Continue to meet and
City Council Subcommittees
beginning to meet and set their
implement goals of
(Pension, SMART, Downtown,
direction/work-plans for the coming year.
Subcommittees.
Group Homes, Homelessness,
Sustainability, Facilities).
• Explore modifying the smoking
In progress. Staff is researching the topic
Hold a Council study session
ordinance.
and preparing for a study session in
in March.
March.
Budget Objectives 11-13
Administration
City Attorney's Office
Program Description
6 -Month Status Report
The City Attorney's office provides prompt and effective legal assistance to the City Council, officials
and all departments of San Rafael City government.
• Provide quality, reliable and efficient delivery of legal services to the City Council and City
departments to assure compliance with applicable laws and to minimize exposure to legal
liability.
• Provide prompt and effective legal support for Code Enforcement activities that will
ultimately improve the quality of life for neighborhoods.
• Provide legal support for risk management, claims processing, tort litigation management and
excess liability program.
2011-13 Objectives
OR
➢ Plans for a formal
• Training as required for City Council
• Completed. CA met with new
and Board members on meeting
Councilmembers for an informal
training of the Brown Act
procedures, Brown Act, Public
overview of their roles.
and meeting ethics will be
Records Act, and conflicts of interest.
• Completed. Training of hearing
scheduled for the last half
officers for the Campaign Ord. took
of the fiscal year.
lace and a panel is available.
• In cooperation with the Human
• Completed. DCA Davis
➢ DCA Davis will
Resources Department and City
participates as a trainer for the
participate as requested in
Clerk's Office, conduct periodic short
Supervisory Academy.
future Supervisory
trainings to educate supervisory and
Academy Trainings.
other employees regarding the City
➢ Presentation byCJPRMA
Council agenda process, including
General
writing of staff reports, resolutions,
Manager to educate
Council & Dept. Heads re:
contracts and insurance requirements
City's Insurance & Risk
for Council approval.
Management issue in next
6 months.
• To update existing City ordinances as
• Completed. Extension of Large
➢ DCA researching re:
appropriate, and to draft and assist
Group Homes Ord. Moratorium.
Single Use Plastics Ord.,
with the implementation and
• Completed. Implementation of
Construction and Debris
enforcement of new ordinances as
Campaign Finance Ord. and
Ord.
requested or required, such as the
establishment of procedures with
➢ DCA & Planning will
Purchasing Ord, Massage Ord, and
City Clerk & Hearing Officers.
institute public meetings
Campaign Finance Ord.
• In progress. Ordinance to modify
y
re: Large Group Home
Regulations.
Municipal Code Section 2 changing
start time of City Council meetings
to 7 p.m.
Budget Objectives 11-13 6 -Month Status Report
• Review Municipal Code to remove
• Not started.
➢ This is a I term
obsolete Chapters and Sections.
project as time permits.
NEW INITIATIVES:
• Open space encroachment litigation
• Completed. Litigation with owner
➢ 81 McNear litigation
& code enforcement hearings have
of 22 Chula Vista settled with
set for trial on January 3,
required a large part of DCA Davis'
satisfactory removal of
2012.
time as an active participant.
encroachments.
• Ongoing. Litigation with owner of
81 McNear continues.
• Completed. Two code enforcement
hearings completed in 2011.
• Contempo Marin 2012 Petition for
• In proEress.
capital pass-throughs arbitration
pending.
• Analysis of application of the
• In progress.
➢ CA will request Atty.
Mobilehome Rent Stabilization Ord.
Michael von Loewenfeldt
to the remaining City Mobilehome
to analyze issue and
and RV Parks.
provide City with a legal
opinion.
Budget Objectives 11-13
Administration
City Attorney's Office
Performance Measurements
Workload Measure: Actual Target
10-11 11-12
• Formal written Requests for Legal 175 180
Services from City staff.
6 -Month Status Report
Target
12-13
200
EFFECTIVENESS MEASURE:
•
Code Enforcement -- Notice & Orders resulting in prosecution of approximately 5 administrative
hearings and/or negotiation of settlement agreements per fiscal year. Property owners have either
complied, paid their fines, or City has recorded a lien against their properties.
Target: Decisions from hearings have been 90% favorable to the City. This program generates
revenue for the City and assists neighborhoods to maintain a level of safe and healthy living.
•
Legal services -- Open door consultations; review and approval of staff reports; preparation and
drafting of contracts, agreements, resolutions, ordinances and summaries, legal opinions and analysis.
Risk Management and Loss Committee/Claims management.
Target: Oral opinions on routine matters within 3 days, on non -routine matters within 10 days.
Written opinions on routine matters within 10 days, on non -routine matters within 30 to 60 days.
Work on long term projects dependent on time constraints and work load of attorneys. Participation
in Loss Committee and claims management with third -party administrator.
WORKLOAD MEASURE:
•
Litigation -- tort claims, writs, misdemeanor Municipal Code complaints, weapons confiscation
petitions, police Pitchess motions, inspection warrants, open space encroachment actions, and
collection actions.
Target: Average litigation is 10 cases per year. Responsive action by City is mandatory, and time
sensitive. Supervision of contract attorneys defending City in litigation.
•
Review & processing of Public Records Act requests and subpoenas — All Departments.
q>
Target: Records request responses are due within 10 days and subpoena responses normally within
15 days. Responses are given 90% of the time within those time -frames, and longer only where
additional time is needed to collect and reproduce records.
•
Legal oversight in processing of development applications, Elks Club development, Large Group
Homes (Urgency Ord), BMR ownership, housing, land use, zoning, planning and CEQA issues.
Legal oversight of litigation challenging Target Store, and Albert Park Baseball Use.
q>
Target: City Attorney involvement with Community Development Department is from initial
application through completion of projects. Bi -weekly meetings between CA & CDD staff on
current projects and planning projects.
Budget Objectives 11-13
Administration
City Clerk's Office
Program Description
6 -Month Status Report
The City Clerk's office is responsible for maintaining the City's official records and records and produces
City Council and Redevelopment Agency meeting minutes. This department provides accurate, timely
assistance to the public, elected officials, and City staff relating to the duties and responsibilities of the
City Clerk.
Program Emphasis
• Creating, publishing, and distributing City Council/Redevelopment Agency Agendas,
meeting schedules and packets. Publish meeting minutes in a timely manner.
• Process Ordinances, Resolutions, agreements, contracts, and deeds approved by CC/RA.
• Handle public liability (tort) claims and lawsuits in a timely manner.
• Administer City elections including candidates, ballot measures and School District
candidates.
• Research Council and Agency actions for City staff/public
2011-13 Objectives
• Assist in the development of a
Ongoing — Researching with IT,
Engage consultant with
Records Retention Schedule / Records
City Attorney and Human
regard to policies and
Management System and implement
Resources Departments
procedures —
the City Clerk's Office element
January 2012
• Consolidate with Marin County with
Completed — successfully
regard to November 2011 Elections
completed the election process for
the November 8, 2011 election
• Continue to publish Candidates'
Ongoing — Statements published to
Final statement for
Contribution Statements on the City
period ending November 7, 2011
period ending
website
December 31, 2011 due
by January 31, 2012
• Conduct a cost analysis on electronic
In Progress — Awaiting decision
Implement in Spring
filings of FPPC Statements of
from the Secretary of State's Office
2012 if policy permits
Economic Interests and Campaign
Contribution Statements
• Use volunteers as often as possible to
Ongoing — Volunteers used in
Will pursue use of
assist with workload
2011 to assist with San Pedro Rd.
volunteers to assist with
Median Assessment District
records management
Election
implementation, etc.
Budget Objectives 11-13
6 -Month Status Report
Administration
Finance
Program Description
Finance delivers timely and accurate financial information to employees, residents, and
businesses of San Rafael. The Department seeks to deliver quality financial services and prudent
investment strategies for the City's resources.
Program Emphasis
• Provide high levels of financial services for both internal and external customers.
• Provide prudent financial management and practices that enhance the City's long-
term fiscal strength and protect San Rafael's assets.
• Provide professional treasury management of idle cash resources.
• Seek effective methods to inform the public regarding business license requirements.
• Safeguard the City's assets using a comprehensive framework of internal controls.
2011-13 Objectives
• Bring unlicensed businesses into
Onzoin2: Continue to work with
Continue current efforts
compliance with the business license
businesses to be in compliance.
of discovery using field
ordinance.
visits and various
databases, including
State records.
• Pursue collection of delinquent
OnEoing: Appear in small claims
Continue current efforts
licenses, fees, fines and other city debt.
court to collect on delinquent business
as needed.
licenses, code enforcement fines, and
olice and fire fees.
• Search for new revenue opportunities
Completed: Monitored investment
Continue to monitor
that support short-term and long-term
opportunities closely in uncertain
investment
financial strategies in San Rafael.
economy; issued Tax Revenue
opportunities while
Anticipation Note for 2011-12 to assure
protecting city assets
positive cash flow; responded to credit
and cashflow.
rating agency bond evaluations to retain
city's excellent rating.
• Work with departments to provide a
Completed: Conducted a cost study for
Continue to work with
comprehensive billing process to
city fees resulting in updated master fee
departments to ensure
ensure all costs are captured and
schedule to improve cost recovery for
that projects and staff
appropriate fees are collected.
services.
time are captured and
efficientl billed.
• Achieve a standard of excellence in
Completed: Prepared a comprehensive
Continue efforts to
financial reporting.
annual financial report (CAFR) for
prepare a
fiscal year 2010-11 with intention of
comprehensive annual
submitting for award.
financial report for
future years.
• Identify and develop a database of
On Hold: Due to staffing levels, this
vendors and contractors to support a
project has not been started.
variety of emergency uses.
• Update purchasing ordinance to follow
In Progress: Working with HR
Update of purchasing
purchasing best practices and to seek
department to develop an efficient and
ordinance will be
long-term savings in looking at
practical contract form for use in
delayed until 2012-13.
alternatives in contracting services and
departments employing independent
purchasing capital assets.
contractors.
• Update City's Financial Policies with a
Completed: Implemented Government
Continue to evaluate
focus on appropriate reserve
Accounting Standard Board Statement
and update policies and
requirements.
#54 which redefined reserve categories;
procedures as needed
created Unclaimed Money Policy and
for efficiency and
Procedures to recover value of city
effectiveness.
checks remaining uncashed for a period
of 3 years.
• Obtain a highly qualified audit firm
Not Started: Current contract with
Begin RFP process for
for the next four fiscal years.
Maze and Associates runs through fiscal
new auditing contract
year 2011-12 audit process.
in November, 2012.
NEW INITIATIVES:
• Develop budget monitoring tools to
In Progress: Provided City Manager
Improve directors'
assist City Manager and Department
an initial format for a monthly 2 -year
access to information
Directors in budget planning and
comparative General Fund Revenue &
on project accounting
control.
Expenditure Report and current year
and interfund transfers.
Overview of all City Funds.
These tools may
continue to evolve as it
becomes integrated into
various budget
monitoring activities.
• Reorganize finance department records
In Progress: The department is
The department's
storage and physical space to gain
currently working: 1) to reduce
project is scheduled for
efficiency.
unnecessary paper, digitize documents
completion in spring
for storage, and improve retrieval of
2012.
historical information; 2) generally
clean up and reallocate space to
improve service delivery.
Participate in development of city wide
In Progress: As initial planning step,
Actively participate in
digitized record storage system.
met with other admin departments and
developing a system
IT to discuss common objectives in city
under IT's leadership
wide di itized record storage.
and coordination.
• Provide staff development
On Going: During this current year of
Continue to seek ways
opportunities to enhance smooth
transition in which the department is
to develop employees'
transition to new Finance Director
headed by an Interim Director, focus on
knowledge and skills as
assessing staff s potential for
appropriate.
professional growth by encouraging
training, participating in management
meetings, representing the city in credit
Performance Measurements
Actual Target Target
10-11 11-12 12-13
Effectiveness Measure:
• # of unlicensed businesses discovered 347 350 350
Workload Measure:
• # of new Business Licenses processed 1529 1375 1375
• # of Business License renewal notices
7896 7700 7750
issued (2nd fiscal quarter only)
• # of Business License renewal notices 938 800 825
issued (1st, 3rd, and 4th fiscal quarters)
Budget Objectives 11-13 6 -Month Status Report
Administration
Management Services - Human Resources
Program Description
This program provides support to the operating departments in the centralized functions of recruitment
and selection, policies and procedures, training and development, benefits administration and wellness,
risk management and workers' compensation, and labor/employee relations.
Program Emphasis
• Provide quality recruitment services in a timely manner.
• Maintain a classification/compensation plan and quality cost-effective employee benefits
programs.
• Promote human resource policies and practices that create and maintain good labor relations.
• Offer a comprehensive employee development program that includes succession planning.
• Heighten employee awareness of liability issues.
• Comply with all OSHA, State and Federal law requirements.
• Reduce number of workers compensation claims by promoting return to work programs and
safety awareness.
2011-13 Objectives
GENERAL:
• Reach mutual agreement on all
Completed: Eleven (11)
Review other potential
bargaining unit contracts with
employment agreements were
savings opportunities
a focus on cost savings such as
completed resulting in the
including additional pension
pension reform.
achievement of the City's fiscal
reform.
savings target of 4%. In addition,
lower pension tiers were negotiated.
• Issue quarterly HR newsletter
In Progress. Fourth quarter
Continue to create and
to City employees.
newsletter sent out electronically in
disseminate newsletter to
early December.
keep employees informed on
important issues.
• Update Personnel Rules and
Not Started. A brief review has been
Review of Personnel Rules
Regulations.
conducted but a more comprehensive
and Regulations will be
review and revision has been
postponed until late 2012 and
postponed.
will subsequently be
negotiated with the labor
groups as part of the 2013
negotiations.
• Continue to work with the
In Progress. HR has utilized the
Quarterly meetings have been
Employee Benefits Committee
input from the Employee Benefits
scheduled for 2012 with the
to enhance City benefit
Committee to evaluate City benefits
goal of continuing to solicit
programs.
through periodic meetings.
input regarding benefits.
• Offer Supervisory Academy
Completed. A supervisory academy
The program is being
annually.
has been offered to City employees
evaluated and may not be
Budget Objectives 11-13
6 -Month Status Report
with the goal of developing new
offered in 2012 but may be
supervisors and enhancing the skills
offered in 2013 when more
of existing supervisors.
participants may be eligible.
• Administer an annual
In Progress. HR offered a wide
Planning has begun for the
comprehensive training
variety of classes through outside
2012 year. Classes have been
program.
vendors as well as internal resources.
selected to enhance the
knowledge of managers as
well as provide "soft skills"
to employees.
• Promote health and wellness
On-going. HR organizes an annual
HR staff has planned 2012
programs.
wellness and health fair as well as
classes including several
other programs to promote wellness.
designed to promote wellness
In addition, several workshops were
such as stress management.
offered by outside vendors including
in the areas of nutrition, mental
health, etc. The City continues to
have a gym cost reimbursement
program to induce physical wellbeing.
• Offer the Employee
In Progress. HR conducts an
The current PowerPoint and
Orientation Program for new
informative employee orientation
other materials will be
employees; update as
activity to help new employees get
reviewed and updated. A
appropriate.
acquainted with the City, its policies,
minor update is being
and culture.
contemplated for mid -2012.
• Research the possible
Not Started.
Effort will be initiated after
implementation of a Human
funding is confirmed and
Resources/Payroll timekeeping
policies are established.
and record processing software
system.
• Review cafeteria plan for
Not Started: The cafeteria plan is a
HR staff will be evaluating
efficiency.
relatively new program for the City
the cafeteria plan and the
and will need to be evaluated.
findings will be considered
for possible changes during
the 2013 labor negotiations.
• Update and promote use of HR
Not Started: HR staff have been
To become more efficient,
intranet.
reviewing the intranet and will be
provide better service, and
developing ideas for enhancement.
use less paper, HR staff will
be placing forms and
increasing the quantity and
quality of information on the
intranet.
• Review Employee Recognition
Not Started: The city has a long
Effectiveness of the
programs for cost saving
standing employee recognition
recognition program
measures.
program to acknowledge long tenure
(including potential cost
and to recognize high performing
savings) will be on the
employees.
agenda at the January meeting
of the Recognition
Committee.
• Issue the follow-up employee
In Progress: The consultant who
Meetings with an employee
satisfaction survey Summer
worked on the last employee
focus group has been planned
Budget Objectives 11-13
6 -Month Status Report
2011).
satisfaction survey has been brought
to help review the questions
on -board again to redo the survey.
developed by the survey
She will be adding additional
consultant. The group may
questions to elicit more details from
subsequently be requested to
employees.
help implement resulting
ideas.
• Review HR policies to ensure
On-going: A brief review of some
The development of new
they meet current legal
HR policies and practices has
policies and the revision of
regulations; write new policies
occurred resulting in a refinement of
existing policies are planned
as needed.
City practices.
in accordance with the next
five year strategic plan
• Maintain HR procedures
On-going: In 2011 the procedures
The manual will be reviewed
manual and update as needed.
manual was updated to reflect
and updated again in 2012.
changes in the CalPERS computer
In addition, several new tasks
system upgrade as well as changes to
will be documented.
medical reimbursement.
LIABILITY:
• Develop a periodic reporting
In Progress: Upon request the City's
Will obtain standardized data
system of liability claims for
liability administrator has for the first
from Risk Management firms
City Manager, City Council and
time provided data that can be
for analysis and action.
Department Directors.
provided to policy makers and City
leaders. Similar requests have been
made for Worker's Compensation
data.
• Ensure the Loss Committee
On -Going: The loss committee has
A more detailed analysis of
meets regularly to review
met periodically and is currently
the data obtained from the
claims and maintain
being chaired by the City Attorney.
City's claim administrators
accountability of correcting
The committee reviews claims with
will be utilized to implement
identified hazards.
the goal of correcting identified
measures designed to
hazards.
minimize risk and liability.
WORKERS' COMPENSATION:
• Increase use of City's modified
On -Going: The City has begun to
HR staff will be developing a
duty program
expand and experiment with modified
modified duty policy and will
duty with the goal of bringing
collaborate with department
employees back to work quickly and
staff to continue to expand
safely.
the modified duty program.
• Oversee the Employee Safety
In Progress: The safety committee
The four 2012 meetings have
Committee.
has met quarterly to review the
been scheduled and will focus
various safety measures.
on enhancing the various
existing safety programs. One
of the goals for 2012 is the
expansion of online safety
classes.
• Continue to implement the
On-going: HR staff developed the
HR staff will be meeting and
provisions of the Injury Illness
IIPP and has implemented it for the
reviewing the key features of
and Prevention Policy (IIPP).
last couple of years in partnership
the IIPP to plan 2012
with department leaders.
implementation and
Budget Objectives 11-13
6 -Month Status Report
monitoring.
• Work with MCERA on
In Progress: Historically, the role of
HR staff will be conducting
disability retirements; increase
city staff in disability retirements has
interactive discussions during
San Rafael's involvement.
been minimal. Recently, HR has
the disability retirement
begun to respond to MCERA
process when employees are
processes related to disability
declared to be "permanent
retirements.
and stationary".
NEW INITIATIVES:
• Create a retiree health trust and
In Progress: Various consultants
HR staff will provide Bartel
move funds from MCERA
have been interviewed and currently
Associates, an actuarial firm,
401(h) to fund future costs.
research is being conducted in
with the necessary data to
preparation for the transfer of funds
obtain an estimate of the
from MCERA.
OPEB liability. Subsequently,
a vendor will be selected via
an informal RFP process to
help create a trust for future
health costs and transfer the
existing funds from MCERA.
• Develop a five year strategic
Not Started: HR has been operating
The next five year plan will
plan for Human Resources.
under the last five year plan which
be developed in
ends in 2011. Each year including in
collaboratively with input
2011, HR accomplished most of the
from HR staff, City
listed goals and objectives in addition
Department Directors and the
to handling new projects as they
Assistant City Manager.
became necessary.
• Consider the development of
In Progress: HR has had preliminary
A plan will be developed to
an alternate work schedule(s)
discussions with certain Department
address customer service and
to address business/customer
Directors but a more comprehensive
coverage issues.
needs in response to the
review has not been conducted.
furlough schedule.
• Assist with the development of
In Progress: Work on the policy has
Provide input to the policy as
a Vehicle policy
already begun by PW staff
appropriate.
• Provide staff support to the
In Progress: Staff has provided the
Assist the ACM in gathering
Council's sub -committee on
subcommittee with relevant historical
and developing material for
Pensions.
documents.
the committee.
Budget Objectives I1-13 6 -Month Status Report
Administration
Management Services - Information Technology
To provide a full range of technology -related services enabling departments to successfully accomplish
the City's strategic goals. Program services include enterprise network administration, small computer,
and telecommunications support, and operating a central document center and mailroom.
Program Emphasis
• Proactively respond to customer requests and provide technology solutions to improve
department effectiveness and efficiency.
• Maintain high network availability and scheduled preventive maintenance.
• Maintain effective, user-friendly voice and data communications systems.
• Provide efficient and timely mail delivery
• Provide efficient and professional document management services to all City departments.
2011-13 Objectives
• Complete web site migration to new
In progress.
Planned completion Jan
system and design
New web site launch completed.
2012.
Departments migrating pages to
news stem.
• Revise/update the City's IT
Not started.
Technology Team to begin
Strategic Plan for 2011-13
meeting Jan 2012.
• Upgrade/Migrate Class recreation
In proLress.
Upgrade tentatively
registration system for improved
Community Services negotiating
scheduled to begin Jan
credit card security
upgrade contract with vendor.
2012.
Parking Services considering use
of thus stem.
• Update Computer Use Policy to
In progress.
Take draft policy to
cover additional security topics
IT working on first draft of
Technology team Jan 2012.
revised policy.
• Implement IT Customer
In progress.
Introduce survey for
Satisfaction Surveys
IT working on survey format and
department use Jan 2012.
process.
• Begin migration to Windows 7 and
In progress.
Complete plan and schedule
Office 2010
IT planning project to determine
migration start in 2012.
cost and detailed steps.
• Develop plan to procure citywide
Not started.
Technology Committee will
document management system
City Clerk and City Attorney
prioritize as part of
researching document retention
Strategic Plan process.
policies.
Budget Objectives 11-13
6 -Month Status Report
• Develop plan to procure customer
Not started.
Technology Committee will
relationship management system for
prioritize as part of
tracking citizen/business requests
Strategic Plan process.
• Develop plan to procure integrated
Not started.
Technology Committee will
time accounting and billing system
prioritize as part of
Strategic Plan process.
• Evaluate potential for consolidating
Not started.
Technology Committee will
City Hall copiers
prioritize as part of
Strategic Plan process.
• Develop strategy for orderly
Not started.
Begin planning discussions
replacement of databases and
with Technology
network systems used citywide
Committee in 2012.
• Examine transfer of Geographic
Not started.
Technology Committee will
Information Systems (GIS) function
prioritize as part of
to IT
Strategic Plan process.
• Complete network risk analysis and
Not started.
Technology Committee will
business continuity plans
prioritize as part of
Strategic Plan process.
• Implement IT training program to
Not started.
Some training to begin with
educate City employees on basic
Windows 7 / Office 2010
system functions
project.
NEW INITIATIVES:
• Expand use of mobile computing
In progress.
Begin testing Apple and
capabilities
Delivered new rugged laptops for
Android tablets for use by
Public Works, Sanitation, and
City Council in Jan 2012.
Building. Purchased netbooks for
Fire.
• Revamp intranet (in relation to
Not started.
Technology Committee will
other document storage and sharing
prioritize as part of
options) and publicize availability/
Strategic Plan process.
features to all employees
Budget Objectives 11-13
6 -Month Status Report
Administration
Management Services - Information Technology
Performance Measurements
Actual Target Target
10-11 11-12 12-13
Effectiveness Measure:
• % of customers satisfied with results of unk 80%90%
service request
• # of workstations replaced prior to failure 15 40 50
• # of hours of unplanned network outage unk 300 200
Workload Measure:
• # of service requests per year
2240 2100
2100
• # of workstations in inventory
448 450
450
• # of telephone lines
800 780
750
• Pages processed in document center
1.OM
1.0M
• Postage processed by mailroom
$65.OK
$60.OK
