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HomeMy WebLinkAboutCM City Council Goals FY2015-16orrvoF Agenda Item No: C, Meeting Date: May 18, 2015 SAN RAFAEL CITY COUNCIL AGENDA REPORT Department: CITY MANAGER Prepared by: Nancy Mackie, City Manager SUBJECT: City Council Goals for Fiscal Year 2015-2016 RECOMMENDATION: Adopt the proposed goals and strategies for Fiscal Year 15-16. DISCUSSION: On May 4, 2015, the City Council held a special study session to discuss the proposed goals and strategies for Fiscal Year 15-16. Staff proposed a list of goals and the City Council revised them to add additional items as well as discussed priorities among the list. The goals resulting from this study session are included as Attachment A. FISCAL IMPACT: Citywide goals are linked to the operating and capital resources available to accomplish them. Therefore adoption of the final Fiscal Year 15-16 budget will need to reflect the adopted goals. OPTIONS: 1. Adopt goals as presented. 2. Direct staff to make amendments to goals to meet the desires of the City Council. RECOMMENDATION: Accept report and adopt by motion the recommended goals for FY15-16 ATTACHMENT: A. FY15-16 Goals FOR CITY CLERK ONLY File No.: - l Council Meeting: 1 r f Disposition: 0 c CITY OF SAN RAFAEL GOALS AND STRATEGIES Fiscal Year 15-16 MISSION The Mission of the City of San Rafael is to enhance the quality of life and to provide for a safe, healthy, prosperous and livable environment in partnership with the community. VISION Our vision for San Rafael is to be a vibrant economic and cultural center reflective of our diversity, with unique and distinct neighborhoods in a beautiful natural environment, sustained by active and informed residents and a responsible innovative local government. May 18, 2015 ATTACHMENT A 2014/15 Major Accomplishments ■ Strategic Plan process for new public safety facilities ■ Completed Housing Element update ■ Coordinated a three -county collaborative procurement for the installation of solar on public facilities, resulting in contracts for solar on six San Rafael facilities ■ Revitalized Boyd Park with new family-oriented activities and events ■ Created a City Council liaison program for all Boards and Commissions ■ Approved a new Community Engagement Action Plan ■ Completed business retention interviews with the Chamber of Commerce ■ implemented massage ordinance, resulting in the closure of 10 massage establishments ■ Drafted 10 -year Report Card on General Plan progress ■ Streamlined processes and procedures through code revisions and zoning amendments ■ Hired new Emergency Services Coordinator and commenced Hazard Mitigation Plan ■ Purchased and implemented body -worn cameras for all police officers ■ Approved new 3 -year Capital Improvement Program ■ Created Assessment District Policy ■ Constructed new bike and pedestrian pathway on Boyd Park Grand Reopening Celebration on April 26, 2015 Netherton Ave Rendering of solar installation on City Hall ■ Conducted speed surveys and adjusted speed limits on "D" Street of ■ Held community meetings and obtained City Council proceed direction to p ed with establishing a Quiet Zone for SMART train service ■ Provided direction to SMART regarding Downtown station design aesthetic and color,,p ■ Adopted the City Council's first Legislative Platform ■ Conducted customer service training for permitting and regulatory staff 1 y0ri% ■ Received grants and commenced studies on potential transit center relocation and parking utilization/wayfinding station Ir, Q platform for the Downtown SMART Station area ■ Commenced visioning and early planning efforts related to Rendering of Downtown SMART building a new Downtown Library ■ Completed an I.T. Roadmap and began implementation ■ Hired new City Manager effective August 1 ■ Downtown beautification improvements including new banners and landscaping ■ Completed "Safe Routes to School" sidewalk improvements to Davidson Middle School ■ Resurfaced over 18 roadway segments, including working with County of Marin to resurface 4.5 miles of Point San Pedro Road *represents new initiatives 2 GOAL A: STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEES & LEAD DEPARTMENTS NEIGHBORHOOD 1. Sustain a vibrant Downtown and other business Economic Development AND ECONOMIC areas Subcommittee VITALITY a) Implement recommendations from Economic Development Downtown retail recruitment strategy* Create and b) Support development of key sites such as 999 Economic Development Third Street and 1001 Fourth Street Preserve a c) Continue business retention interviews with Economic Development Healthy Economy Chamber and Downtown Business and Improvement District Neighborhoods d) Pursue code enforcement of massage Community Development establishments 2. Facilitate affordable housing opportunities and Economic Development & reduce the number of homeless Homelessness Subcommittees a) Implement Homeless Action Plan Homelessness Subcommittee b) Assist Ritter Center with relocation process Econ. & Community Development c) Identify Shelter/Transitional Housing Options Homelessness Subcommittee d) Work with regional partners to enhance Economic Development affordable housing programs and opportunities* e) Develop "Junior Second Unit" zoning Community Development amendments* 3. Reduce Greenhouse Gases a) Implement Climate Change Action Plan City Manager's Office including solar on city facilities, bike and pedestrian infrastructure and other high priority items b) Study overall greenhouse gas emissions City Manager's Office community wide and begin work on the 5 - year inventory* c) Develop standards and permit process for Community Development community gardens* *represents new initiatives GOAL B: STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEES & LEAD DEPARTMENTS QUALITY OF LIFE 1. Create community through programs and spaces offering enrichment opportunities Serve and a) Analyze and report on structure and viability Community Services Strengthen of City's Childcare Program Community and b) Plan for Great Race 2016 Economic Development Regional c) Support existing special events program and Economic Development plan for new events* Subcommittee Relationships 2. Work to provide literary, artistic, recreational and cultural experiences for all residents and embrace our diversity a) Conduct a needs assessment of facilities and Library Subcommittee plan for potential new Downtown Library* b) Pursue new opportunities for Boyd Gate Community Services House* c) Implement Pickleweed Park synthetic turf Community Services fundraising campaign d) Renovate Terra Linda Pool House Community Services & Public Works 3. Collaborate with community partners and utilize All Departments the expertise of Boards and Commissions, agencies, and associations a) Work with Boards and Commissions regarding All Departments annual work plan presentations to City Council* b) Work with Smoke-Free Marin on regulations City Manager's Office regarding e-cigarettes and tobacco sales in pharmacies* 4. Improve resident engagement and governmental All Departments transparency a) Work with staff Communication Team to City Manager's Office implement Community Engagement Action Plan* *represents new initiatives GOAL C: STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEES & LEAD DEPARTMENTS PUBLIC SAFETY 1. Plan for essential public safety facility upgrades Facilities Subcommittee and improvements with % cent additional Measure E funds Prevent and Respond to a) Prioritize use of additional Measure E funds City Manager's Office, Fire, Police, Emergencies for safety building improvements and begin Finance, Public Works design of selected facilities* 2. Provide a safe and secure environment for people, Fire, Police, Public Works businesses and property in the community a) Target quality of life issues in Downtown and Police, Fire, Public Works open space* b) Strengthen rules and regulations for conduct City Attorney, Police, Community in parks Services c) Work with County, federal and state agencies Police to address human trafficking issues* 3. Further develop community and organizational Fire Department's Office of emergency readiness Emergency Services a) Implement Community Emergency Response Team (CERT) and staff training b) Update Emergency Management Strategic Plan* c) Prepare Hazard Mitigation Plan 4. Pursue cost saving and efficiency measures for Police & Fire Departments emergency services a) Negotiate new County lease and fire services City Manager's Office, Fire agreements* b) Pursue additional shared services with fire and Police, Fire police agencies in Marin c) Monitor and analyze effectiveness of Major Police Crimes Task Force to determine future participation* d) Conduct analysis of crime trends Police *represents new initiatives GOAL D: STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEES & LEAD DEPARTMENTS PUBLIC ASSETS 1. Plan use of Measure A funds for park and open Community Services, Fire, Police, space improvements Public Works Improve and a) Implement plan for use of funds and report Preserve Public out annually Assets..... ........ . ................ 2. Sustain effective level of core infrastructure Public Works maintenance a) Implement Capital Improvement Program and Public Works provide regular updates b) Consider ordinance and/or partnership Public Works, City Attorney program for sidewalk maintenance & liability 3. Improve mobility through reducing traffic Public Works congestion and expanding bicycle, pedestrian, and transit opportunities a) Implement Bicycle and Pedestrian Master Plan Public Works b) Conduct speed surveys and implement / enforce speed limit changes where Public Works, Police appropriate* c) Work with Transportation Authority of Marin City Manager's Office, Public Works and County on reopening the third lane of the Richmond Bridge* 4. Prepare for arrival of Sonoma Marin Area Rail SMART Subcommittee Transit (SMART) a) Design and seek approvals for Andersen Drive Public Works crossing b) Design downtown traffic operations / Public Works improvements (One Bay Area Grant) c) File Notice of Intent for Quiet Zone City Attorney d) Conduct study for Transit Center relocation Econ. Development, Public Works with Bridge District and Marin Transit* e) Conduct study for parking utilization and Parking Services wayfinding* f) Study multi-use pathway "gaps' in the North- Public Works South Greenway* g) Coordinate train safety community education* City Manager's Office h) Work with Chamber and other stakeholders to City Manager's Office plan for station connectivity needs* *represents new initiatives GOAL E: STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEES & LEAD DEPARTMENTS FOUNDATIONAL 1. Achieve short and long term financial viability Finance Subcommittee SERVICES a) Continue to seek pension and Other Post- Pension Subcommittee & Employment Benefits (OPER) reform and cost Human Resources Sustain management Organizational b) Adopt new purchasing policy* Finance, City Attorney Viability and c) Improve online City financial information* Finance Exemplary Service 2• Continue organizational excellence and succession All Departments planning a) Complete contract extensions through labor Human Resources, negotiations and increase openness and City Manager's Office transparency of process b) Pilot electronic performance appraisal system Human Resources 3. Continue to seek financial resources for City All Departments priorities a) Leverage fundraising and grants at local, State All Departments and Federal level b) Sustain existing special revenues (e.g. All Departments paramedic, library) and identify additional as appropriate c) Prepare for 2016 Library tax Library 4. Employ technology to improve efficiency and Information Technology & service level ability All Departments a) Complete I.T. Projects Roadmap and develop Information Technology 5 -year Strategic Plan b) Commence document management, eGov Information Technology, City improvements, and open data initiatives Manager's Office, City Clerk c) Upgrade City's email and phone systems* Information Technology d) Procure new Community Services program Community Services registration software* e) Upgrade remote locations (Public Works, fire Information Technology stations, community centers) with high-speed network infrastructure* *represents new initiatives