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HomeMy WebLinkAboutCM City Goals & Objectives 2009-2011cirrav Agenda Item No: 19 w+"� i+ Meeting Date: August 17, 2009 SAN RAFAEL CITY COUNCIL AGENDA REPORT Department: CITY MANAGER - Prepared by: Ken Nordhof , City Manager Approval: Citv Manaaer SUBJECT: Resolution adopting Goals and Objectives for 2009- 2011 RECOMMENDATION: Receive presentation, provide feedback and adopt Resolution accepting City's proposed two year goals and objectives for 2009-2011 BACKGROUND: As you are fully aware, the City must adopt a balanced budget for all funds for this coming fiscal year. This report provides the City Council and community with an update on our budget goals and objectives, which were first presented to the City Council at your May 18, 2009 meeting. At that time, the City was in the process of solving a projected budget deficit, related to a recession impacting the local economy, and the uncertainly of how State actions would further impact our 2009-10 financial picture. You took action to adopt a balanced budget on July 6, 2009. The State Legislature and Governor did not act on a California budget until the end of July. The staff and I have provided you some early impacts, and intend to return to discuss the full situation at your September 21 City Council meeting once more details (coming from legislative clean up bills, etc.) is made known. For many years, the principles applied to our budget process had much less to do with input (e.g. the cost of paper, supplies, etc.) and much more to do with outputs (what services, programs, projects are being provided). As a matter of practice to help further this strategy, the Council sets five year areas of emphasis and priority. The last five year look was set two years ago. This past spring you offered suggested changes, and agreed to a reformatting of important service emphasis areas for our City. The final Five Year Areas of Priority and Emphasis chart is presented as Exhibit A in this report. Emphasis areas and priority goals assist all departments in developing objectives and work programs to guide the City and reflect neighborhood and community priorities. Two years ago, City staff created a 'house' design to better illustrate our rooms for key effort areas - Neighborhood and Economic Vitality; Public Safety; Quality of Life; and Public Assets. All of these rooms were supported by the Foundation (the administrative functions of our City structure). You finalized the Emphasis Areas at your May 18`h City Council meeting. Staff will be rolling up the highlights of your actions this evening into the 2009-10 "Budget in Brief', which should be published by the end of August. FOR CITY CLERK ONLY File No.: Council Meeting: Disposition: SAN RAFAEL CITY COUNCIL AGENDA REPORT / Pau: 2 ANALYSIS: Now that we have adopted our budget, and taken prudent steps to make sure our projected expenditures are in line with revenues, it is time to focus on what can be accomplished by the 417 talented, well trained and professional staff who are committed to serving our community. As has been the case for the last several goal setting cycles, these performance objectives were prepared based upon approved staffing levels and resources. Dating back to the nineties, we set goals during periods of time when our financial situation was tied to economic euphoria (dot corn boom) to real economic hardship (dot bomb). Along the way, we have addressed several series of local revenue grabs by Sacramento, and still been able to accomplish much for our residents, businesses and others who weave together as our community. You can see by the volume of information that all operations and Departments have a full schedule of programs, ideas and projects for the coming year. Many are already under way. Our current budget, with reduced resources and staffing, will have impacts across many services areas. I would refer to these as many of the day to day activities which take place in our community. As the City's elected officials, you and City staff must be in alignment about where we reset priorities, restructure functions and understand the economy has required changes in our business practices, both now and for the foreseeable future. Not only will Department presentations focus on the major 2009-2011 higher profile initiatives, but we need your direction as we continue to deliver these daily services in a very unique economic climate. Let me emphasize core services of greatest importance to our community remain in place. Each and every day, we have twenty two firefighters on duty, staffing six stations to handle fire suppression and emergency medical calls. Assigned police beats are also fully staffed 24/7, plus long standing community services in the areas of school resources, mental health, open space and downtown foot beat compliment the patrol function. We are capable of processing planning application and building permits, all the while trying to juggle expected activity with smaller staffs. Maintaining our parks and streets will have an emphasis on safety related tasks. All of our community centers and library facilities remain open, with current hours of operations unchanged. Staff recommends you hear final work plans from all Departments, ask questions and provide feedback. The community and Council should expect to be fully informed and discuss various Department objectives and tasks planned for this upcoming budget period. Adoption of the Resolution formalizes our work plan. Doing so also allows us to communicate regularly and clearly with our community about expected work goals and daily service priorities. FISCAL IMPACT: No fiscal impact is occurring with the adoption of this Resolution. The City Council established revenue projections and expenditure limits with your budget adoption action of July 6, 2009. Staff plans to bring budget modification forward in September. ACTION REQUIRED: Adopt Resolution. SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3 OPTIONS: 1. Adopt Resolution and approve goals and objectives as presented 2. After discussion, adopt Resolution and approve modified goals and objectives. 3. Do not act on Resolution; direct staff to modify goals and objectives and return for formal action at a later date. ATTACHMENTS WACity Managers- WorkFile\Council Material\Staff Reports\09\budget report - goals presentation.doc RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL ADOPTING GOALS AND OBJECTIVES FOR 2009-2011 WHEREAS, the City Manager has submitted to the San Rafael City Council a draft set of 2009-2011 Budget Goals and Objectives, as part of the budget preparations process for fiscal year July 1, 2009 - June 30, 2010; and WHEREAS, after examination, deliberation and due consideration, the San Rafael City Council has reviewed and modified the City's 2009-2011 Goals and Objectives; and WHEREAS, the City Council held public meetings on the Preliminary Goals and Objectives on May 18, where all interested persons were heard; and WHEREAS, it is the intention of this Council to establish two year goals and objectives, as submitted by the City Manager and as modified or amended by the City Council. NOW, THEREFORE, BE IT RESOLVED by the San Rafael City Council that the proposed two-year budget goals and objectives for the City of San Rafael for the fiscal years ending June 30, 2010 and June 30, 2011 are hereby adopted. I, ESTHER C. BEIRNE, Clerk of the City of San Rafael, hereby certify that the foregoing resolution was duly and regularly introduced and adopted at a regular meeting of the Council of said City on Monday, the 6th day of July 2009, by the following vote, to wit: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: ESTHER C. BEIRNE, City Clerk W:\City Managers- WorkFile\Council Matenal\Resolutions\2009\goals 09-11 reso.doc W M ri N Y o 0 0 0 o � ,0w 0 0 3 o > N .d > U bbD > U 0 o '20b ti o N � U v1 w � bn U o W _ o p U q 7:1 p N' 'd m aw U aOr�ZwUOFG pAl o > w o v p a_ W 0 o d '� _ U r-+ •ry w o i -I bb v U r aU o b 3 - i O U bn N u bN H t b 0 N 0 a 7� bn �w UWw a4 b i •1�Ni u W r� P. V� ✓� O ri10 .N 4),o _ "' N G', p bycd M �. i ^UN o °o al 40.) .n s." Wow mo o N m 0o mo U au bl)oOK -40 Goals and Objectives j i Department Summaries Police Department 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. f 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. 2007-09 Accomplishments i • Expand our community outreach with the development and publication of a quarterly electronic newsletter. Utilized web -based services to share neighborhood crime information k and monitor sex offenders. Collaborated with local school groups and neighborhood group to improve community relations and communication in how we provide services and addressing their concerns. i • Obtained several Office of Traffic Safety grants that have allowed us to increase our traffic education and enforcement programs in an effort to lower our injury accident rate. Signed a contract for a Red Light Photo Enforcement Program. • Proactively identified and addressed crime trends, including gangs and narcotics. Reduced part one crimes by a total of 14.2% (2007 — 2008). Established a close working relationship with the Marin County Task Force and other law enforcement agencies to successfully reduce city-wide gang violence by 10%(2007 —2008): • Enhanced our efforts to haven positive impact on the youth in our community through providing over 1050 counseling sessions for juveniles and their families. 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. • Provided countywide elder abuse training to law enforcement, probation and social services personnel from 20 different government agencies under a federal grant. E • 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: Police Department Budget Summary FY 2009 - 2011 Budget Page 2 Police Department Performance Measurements Actual Estimated Target Target 07-08 08-09 09-10 10-11 Effectiveness Measure: • Reduction in Part One Crimes (i.e. homicide, robbery, rapes, burglaries, etc) -14.2% 0.03% 0.03% 0.03% by 0.03% each year • % of employees in compliance with POST 95% 95% 98% 98% training requirements Workload Measure: • Number of Special Traffic Enforcement Operations 15 15 18 22 • Citizen Police Academy classes/attendees 0 0 25 50 • Parent Project classes/attendees 0 0 20 40 t I i FY 2009 - 2011 Budget Page 3 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. Program Emphasis • Reduction of part one crimes (i.e. homicide, robbery, rapes, burglaries, etc) • Reduction of potential open space encampment hazards • Enhanced Incident Command Training for city departments • Reduction of injury accidents, pedestrian accidents, and DUI enforcement (public outreach and enforcement with new speed limit guidelines) • Increase public outreach • City-wide safety awareness and response to general safety concerns and crisis incidents 2009-11 Objectives • In partnership with patrol and Auto -Theft Task Force, responsed to auto theft and auto burglaries in an effort to reduce the number of auto related crimes • Implement Open space (homeless encampment) live -map tracking system to monitor potentially dangerous campsites and reduce potential for wild -land fires • Continue and enhance training between Fire, Police, OES and Public Works for multi- discipline response to major incidents using the Incident Command System (unified command) • Completion of all 10 approaches of red light camera enforcementsystem which should result in a reduction of injury collisions • Establish quarterly public outreach clinics to educate our communities to cover a variety of traffic related topics, i.e. accident prevention (bike, pedestrian, etc.) FY 2009 — 2011 Budget Page 4 Police Department Support Services Program Description The Support Services Division provides resources in support of the Operations Division. The Support Services Division includes Dispatch, Records, Evidence and Property, Business Office, Mental Health, Community Policing (COPS), Investigations, Personnel and Training, and Youth Services. The Dispatch Unit is the initial clearinghouse for all city wide 911 calls for service. The Records Unit is responsible for receiving citizen inquiries and processing records. The Evidence and Property Unit maintains evidence and releases property according to departmental guidelines. The COPS Unit develops proactive strategies to unique community concerns and collaborates with various civic groups and neighborhood organizations. The Investigations Unit investigates major crimes, including serious assaults, child abuse, domestic violence, property crimes and juvenile related crimes. The Personnel and Training Unit is responsible for compliance with Departmental and POST training directives, conducts background investigations, and maintains internal investigation reports. The Youth Services Bureau provides youth and family counseling services. Program Emphasis • Provide police records and information to allied agencies and the public • Produce statistical crime reports for our department in order to identify emerging crime trends and adjust department resources to address those trends • Record and store evidence and maintain property purge program • Develop and maintain strong community partnerships and collaborate to resolve issues • Effectively investigate serious crimes (i.e. gang -related crimes & monitor sex offenders, etc. ) for successful prosecution • Reduce juvenile crime through school security, education and proactive enforcement • Comply with POST requirements for the selection, retention and training of peace officers • Provide counseling for youth and their families referred for minor criminal violations 2009-11 Objectives • Establish a revised Citizen Police Academy to enhance and expand community partnerships • Develop and implement the Parent Project to enhance youth and family support services for at risk youth • Broaden community outreach through the use of technology and social networking sites to increase awareness of and responsiveness to community concerns • New business orientation class/academy to provide education of available resources from all city departments (i.e. fire, code enforcement, PD, etc.) which will enhance their interaction with city hall • Continue to participate in a citywide critical facilities committee which will focus on funding for a new public safety • Collaborate with allied agencies to share law enforcement services in an effort to reduce costs (Dispatching, Youth Services, School Resource Officers, etc) • Work in conjunction with the City Attorney and the Community Development Departments to revise and enhance our existing massage ordinance FY 2009 - 2011 Budget Page 5 Fire Department Department Goals The Department is committed to effective high quality customer service, excellence in our professional workforce, and the maintenance of an effective organization for the purposes of increased public safety, improved community relations and cost-effective 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; vegetation management and fire investigation. Range of Service Emergency Operations, Emergency Medical Services (EMS), Household Hazardous Waste, Training and Safety, Wildland-Urban Interface, and Public Education. 2007-09 Accomplishments • Transition of dispatch services to Marin County Sheriffs Communication Center (Fire Dispatch) at reduction in costs to City. • Established an approved Duty Chief Agreement with the Larkspur Fire Department; began "boundary dropping" between San Rafael and Larkspur to ensure that nearest appropriate available unit in either department is designated to make emergency responses. • Modified medical emergency operations procedures to increase number of hospital transports provided by department Paramedic Units at increased revenue to the City. • Significantly reduced fire hazards to property in Wildland Urban Interface (WUI) regions by creating defensible space in the majority of City -owned land in WUI areas and the administration of code enforcement for private properties through public education, inspection, and citation. • Completed remodel efforts to provide for a public -use restroom at Station #2: • Installed energy saving, and emergency response efficient Solar Panels on two fire engines and two medic units with continuing provisions to so equip all apparatus in the fleet. • Continued to participate on the Critical Facilities committee. • Working extensively with Marinwood Fire Department and consultant contractor to study the Marinwood-San Rafael Fire mutual aid agreement and evaluate what modifications can be beneficial to the enhancement of emergency service for both communities. • Working with County of Marin in the development of a future County Emergency Center to potentially include replacement of Fire Station V. • Created a monthly newsletter and expanded web based department/community information. Fire Department Budget Summary FY 2009 - 2011 Budget Page 6 Fire Department Performance Measurements Actual Estimated Target Target 07-08 08-09 09-10 10-11 Effectiveness Measure: • Customer Satisfaction Rating 90%+ 90%+ 93% 95% • % of responses, on scene < 5 minutes of 65% 67% 706/, 70% dispatch • Number of pounds of all Household 1,400,000 1,700;000 1,500,000 f 1,700,000 Hazardous Waste disposed of Workload Measure: i • Total number of responses 6,300 6,300 6,400 6,450 • Total hours in Training 5,500 6,300 6,500 6,500 i i I j I FY 2009 - 2011 Budget i E f Page 7 Fire Department Operations Program Description 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. • Participate in events within respective Response District Communities. • Perform facility, apparatus and equipment maintenance. • Provide Outstanding Public Service. 2009-11 Objectives • Establish a Training/Safety Coordinator position to manage required training, recruitment, evaluations and to serve as the departmental Safety Officer. • Initiate a multi -agency Training/Safety Group to facilitate developing and delivery of training. • Ensure fire response personnel are continuously available to provide for public safety and at reduction in overtime expenses by hiring and training new Firefighter -Paramedics to fill existing vacancies, pursuing plans for at least one joint training academy in Marin, and conducting promotion training. • Ensure the full staffing adequate to provide for public safety with enhanced efforts to establish a workforce reflecting the diverse racial/ethnic/gender makeup of the greater San Rafael community. • Evaluate personnel needs for the ensuing 5 -year period and create an effective management succession plan to ensure highly qualified personnel in leadership roles. • Develop and implement annual personal, company and platoon evaluations. • Participate as a member in the California Fire Joint Apprenticeship committee. • Work to enhance training and capabilities of the Marin County Communications Center personnel to improve the Fire Dispatch system in San Rafael and, as possible, throughout the County. • Expand our joint operations with and commitment to the Larkspur Fire Department by combined trainings and incident coverage by SRFD Duty Chiefs to the Larkspur areas. • Complete study of SRFD-Marinwood mutual aid contract and, as directed by the City Council, renegotiate contract with Marinwood. • Develop additional regional opportunities with Marin County fire agencies. • Continue and enhance training between Fire, Police, OES and Public Works for multi -discipline response to major incidents using the Incident Command System (unified command) • Improve cost effectiveness opportunities for future spending practices by reviewing and comparing methods for saving; continue to improve cost savings in fuel consumption by: installing solar panels on the Type III Engine, revising policy on fuel monitoring, and ensuring vehicle procurement has fuel reduction goal -in process. • Evaluate current practices and work toward a higher integration of fire prevention services into the fire departments operations to improve services to the community. FY 2009 — 2011 Budget Page 8 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 B (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. Program Emphasis • 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 2009-11 Objectives • To continue to evaluate EMS operations procedures to improve, wherever possible, competency of patient care, response times, revenue generation and cost savings. • Improve ambulance billing/collections by continued evaluation of the third party billing contract; negotiate to improve this relationship as required. • Improve purchasing methods to take advantage of economies of scale, as available, with other Health Care providers such as Kaiser Hospital. • Establish an EMS Coordinator position to handle oversight of training and service delivery. FY 2009 - 2011 Budget Page 9 Fire Department Public Safety and Education Program Description Department personnel provide ongoing 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 is the management oversight agency for the privately operated, county -wide Household Hazardous Waste Disposal program. The City's Vegetation Management program is fully staffed by department personnel who provide 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. Program Emphasis • 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. 2009-11 Objectives • Integrate the City's Office of Emergency Services more closely into the Fire Department and expand the CERT and "Get Ready" opportunities to include businesses and schools. • Enhance partnership with Red Cross and Salvation Army to offer advanced training opportunities and to improve coordination of services delivery to the community. • Work to obtain increased grant funding for the City and neighborhood groups to assist in all clean-up efforts. FY 2009 — 2011 Budget Page 10 Management Services Emergency Services Program Description 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 [ prepares City staff through specialized training and simulated disaster scenarios. A comprehensive community emergency preparedness program is also provided for residents through the Get Ready and Community Emergency Response Team (CERT) training programs. Program Emphasis • Lead the enhancement of the City's operational readiness. • Ensure coordination with other emergency 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. [ 1 2009-11 Objectives • Systematically train and prepare City employees to respond to disasters and emergency while filling their roles as disaster service workers. • Provide emergency management services to the City of Larkspur through an established agreement. • Build new and further develop existing partnerships with neighboring agencies and jurisdictions. • Implement alternative public disaster education classes to include Get Ready 5'" Grade, Get Ready Spanish, and Get Ready Businesses. • Identify and develop available public and private facilities to support a variety of emergency uses. • Revise the Community Emergency Response Team (CERT) program to provide a more streamlined and effective training program for the community. • Revise the City's Emergency Operations Plan and supporting emergency management documents. • Maintain proactive information sharing with the community and partner agencies in an on-going fashion and during emergency events: • Develop the City's Disaster Council to include a broad spectrum of agencies and organizations with a role in disaster response and recovery operations: • Combine and enhance training between fire, police, OES, and Public Works for multi -discipline response to major incidents using the Incident Command System (unified command). • Assist the Fire Department with public education, communications, and other things as requested. Emergency Services Summary FY 2009 - 2011 Budget Page 11 Emergency Services Performance Measurements Actual Estimated Target Target 07-08 08-09 09-10 10-11 Effectiveness Measure: • % of employees in compliance with State and Federal emergency training 75 85 98 98 requirements. Workload Measure: • Number of Get Ready trainings 39 30 20 20 • Number of Get Ready students trained 890 600 300 300 • Number of Get Ready 5h Grade trainings 0 0 5 7 • Number of Get Ready 5`s Grade students f trained 0 0 100 140 • Number of Get Ready Spanish trainings 0 0 4 4 • Number of Get Ready Spanish students 0 0 100 100 trained • Number of Get Ready Business trainings 0 1 3 3 • Number of Get Ready Business students 0 10 50 50 trained • Number of CERT Basic Classes : 4 4 3 3 • Number of CERT Basic graduates 90 92 80 80 • Number of CERT Refresher Classes 0 1 2 2 • Number of CERT Refresher students 0 10 40 40 trained • Number of EOC trainings 2 5 7: 7 • Number of EOC exercises 0 3 4 4 FY 2009 - 2011 Budget E ! Page 12 San Rafael Public Library Department Goal 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. 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.' 2007-09 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 2008-2009. We expect this trend to continue. • Worked closely with the City's Critical Facilities Committee as they define a path to improving 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. San Rafael Public Library Budget Summary FY 2009 - 2011 Budget Page 14 San Rafael Public Library Performance Measurements Effectiveness Measure: • Adult Program Attendance • Children's Program Attendance • Library attendance • Number of active tutoring pairs in Literacy Program Workload Measure: • Circulation • Number of children's programs • New Library Cards issued • Reference Questions • Items added to the collection Actual Estimated Target 07-08 08-09 09-10 1,610 2,900 2,000 15,568 16,000 16,000 235,512 259,728 260,000 263 240 240 Target 10-11 2,000 16,000 260,000 240 331,433 350,000 360,000 360,000 185 185 185 185 1,889 2,880 2,000 2,000 42,224 78,000 60,000 60,000 9,108 9,500 3,000 3,000 FY 2009 - 2011 Budget page" San Rafael Public Library Adult, Teen & Outreach Services Program Description The Adult Services division serves adults and young adults using a core collection of library materials, indexes, the Internet, and other electronic resources and 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 Internet and Wi-Fi users. 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. 2009-11 Objectives • Work within the MARINet library consortium to acquire online resources, providing greater information access to our patrons at a reduced cost. • Cooperate with historical, arts, and community organizations to provide meaningful . enrichment programs. • Highlight library resources for adults through improved marketing and promotion. • Provide volunteer and learning opportunities for San Rafael teens. Strengthen relationships and develop programs with local organizations and schools serving teens. • Recruit additional volunteers to provide computer education and outreach services to adults. • Improve public access to existing library resources. FY 2009. — 2011 Budget Page 16 San Rafael Public Library Children's Services Program Description 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, and continue outreach efforts to elementary schools and pre-school and school-age programs. 2009-11 Objectives • Utilize talents of local crafts persons, musicians, artists and writers to enhance children's programming and promote inclusiveness within the community. • Seek patron input regarding the appropriateness and effectiveness of programming and the materials collections. • Beyond the San Rafael Public Library advocate in support of other library and literacy programs in San Rafael • Collaborate with local preschools and elementary schools to promote literacy, the love of reading and use of the library. • Provide volunteer opportunities to middle, high school and college students to extend our, ability to serve the community. FY 2009 — 2011 Budget Page 17 San Rafael Public Library Administrative and Technical Services Program Description Library Administration provides for the basic budgeting, scheduling, 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 MARINet online system and cataloging and ordering utilities. 2009-11 Objectives • Given shrinking resources, cross -train and coordinate with Circulation Services to enable Technical Services and Administrative staff to best assist with staffing needs. Evaluate workflow adjustments quarterly. • Catalog paperback and board books to add to the online database of materials. • Continue to work with our community support groups and other City departments towards laying the groundwork for a solution to our facilities needs. • Collaborate with other Marin libraries and regional library systems to develop the best possible services for our residents, including the use of new technologies on a regional basis. FY 2009 - 2011 Budget Page 18 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. 2009-11 Objectives • Explore, study, and recommend the implementation of new technologies for circulation functions, upon request of Library Administration. FY 2009 — 2011 Budget Page 19 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. 2009-11 Objectives • Explore ways to expand storytime capacity in order to comfortably accommodate more children and their adults. • Provide meaningful work opportunities to local teens by recruiting, training and supervising teen volunteers to assist library staff and patrons. • Investigate ways to improve children's access to computer technology including, but not limited to, computers designated solely for children's use. FY 2009 — 2011 Budget Page 20 n 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. • Improve and increase staff and patron skills in the use of the MARINet system and other electronic resources. • Maintain a diversified funding base of government and private foundation grants, plus private donations. 2009-11 Objectives • Collaborate with other City and County agencies to promote literacy. • Communicate with volunteer tutors through paperless media, such as email and Internet, in order to decrease use of paper products and costs of mailing materials. • Improve and develop the Marin Literacy Program website for the purpose of raising awareness of the need for literacy services in Marin County. • Improve and increase database accuracy for the purpose of tracking and measuring student success. • Increase visibility and fundraising opportunities for the Literacy Program (and Library).. FY 2009 — 201t Budget Page 21 i Community Services Department Goal The Community Services Department sustains and enhances the quality of life in San Rafael through customer responsive programs, facilities and services. Areas of Service These areas of city service include Community Service Programs, Facility Management, Falkirk Cultural Center, Park and Facility Development and Youth & Family Services. 2007-09 Accomplishments • Developed an Arts and Culture Plan strategy through community outreach and established a Saturday Family Arts program • Established new attendance records, 5,000 in 2008 for theater performances • Increased after school programming to eight campuses • Established new sports league at Pickleweed Park Community Center and Library • Completed master plan for Victor Jones Park, Starkweather Shoreline Park Parkway Segment • Completed Pickleweed Park Community Center and Library Enterprise Plan and Fund ' Development Plan • Establish a multi cultural senior program through a grant from Marin County division on Aging j • Established senior programming for Canal Neighborhood residents • Received $20,000 to support senior services from Marin Council on Aging t • Upgraded tennis courts at Peacock Park, Freitas and Albert Parks • Enhanced opportunities for Child Development education for Child Care Directors • Launched Child Care marketing program targeted to in coming kindergarten families • Received highest customer satisfaction rating for Child Care services from 88% of families served. • Increased art education program to serve 500 students • Launched a partnership program of monthly family art activities • Instituted bar code admission system for Terra Linda Community Pool • Contracted for Aquatics Management services utilizing pool revenue: Community Services Budget Summary All Funds FY 2008/09 2009 /10 2008/09 ee• e StaffingStaffing I- Budget Budget Levels Levels FY 2009 - 2011 Budget Page 22 Community Services 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 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 Actual Estimated Target Target 07-08 08-09 09-10 10-11 6,600 6,750 6,850 6,900 23 35 40 48 1011 1018 1000 1000 16,550 16,725 17,050 17,200 10,000 9,500 10,500 10,700 5,000 5,000 5,500 6,000 398 473 490 522 9 9 9 8 162 179 157 157 5,970 7,095 7,470 7,830 85 132 146 155 800 774 800 825 14 14 18 24 6 7 5 8 3 2 2 2 29 29 29 29 FY 2009 - 2011 Budget Page 23 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 increase in revenue recovery through a diversified financial base that supplements City funding with rental revenue and public and private grants and donations. • Continue to preserve the Falkirk house and grounds as an historic site in active use by the community. • Effective outreach to increase collaborations and partnerships with community-based organizations and maintain strong volunteer involvement. 2009-11 Objectives • To develop a collaborative partnership with Whistlestop for increased programs and services to senior citizens. • Expand the Pickleweed park Multi cultural Senior Program and increase participation from 2009 levels • Create a Healthy Activity component to the traditional sports program incorporating new sports leagues and activities at the Pickleweed Community Center, promoting personal health and wellness activity opportunities. • Increase rental volumes from 2008 levels • Achieve 100% self support for art exhibits • Increase Falkirk membership support from 2009 levels • Direct market to customers FY 2009 — 2011 Budget 24 Community Services Facilities Operations and Development Program Description Conduct community outreach, planning, funding and design for new and renovated park and recreation facilities. Manage the San Rafael, Pickleweed Park, and Terra Linda Community Centers, Falkirk Cultural Center the Tena 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 • 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 community 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. 2009-11 Objectives • Improve technology services to provide "quick search" of facilities to rental inquiries. • Create additional opportunities at each Center for community building experiences. • Initiate replacement of worn furnishings through budget sinking fund. • Complete master plans for Freitas • Pursue conversion of the Pickleweed Park Fields to an all-weather surface. • Install basketball court at Pickleweed Park. Reorganize operations of Falkirk to downsize to two part time staff positions • Increase Falkirk revenues to cover cost of one part time, fixed term position • Achieve fundraising goals for Pickleweed Community Center through Development Director efforts and strategies established by volunteer leadership team. FY 2009 — 2011 Budget Page 25 Community Services Youth & Family Services Program Description This Division of the Community Services Department operates Preschool, Before- and After -School Child Care, Vacation Camps, After School 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. • Maximize program resources efficiently and effectively and provide programs that are accessible, appropriate and affordable. • Provide services to a population that reflects the entire community. 2009-11 Objectives • Serve 100% of children in need of afterschool and child care programs at each elementary school campus in the San Rafael City and Dixie School districts. • Provide qualified students with scholarships for up to 50% of program fees. • Teach job skills and leadership training for youth 14-18 years of age • Improve purchasing practices to significantly impact the use of recycled, reusable materials and supplies FY 2009 — 2011 Budget Page 26 Page 27 Public Works 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 The areas of City service include Engineering, Facility Repair, Fleet Vehicles, Parks Maintenance, Sewers Maintenance, Street Maintenance, Traffic Operations and development impact analysis: 2007-09 Accomplishments • Completed or designed the following major capital projects: 0 4b St:/Street West End Village Improvements'($5,232,500, 96% grant funded) o Medway/Canal Undergrounding & Streetscape Enhancements ($3,870,000,91% giant [ funded) o Street Resurfacing 07-08/Terra Linda Street Resurfacing ($3,360,460, 62% grant funded) o Americans With Disabilities Act Curb Ramps 08-09 ($400,000, 75% grant funded) o D St. conversion to a two-way street between I' and 2°d • Secured grants for the following capital projects, currently under design: o Non -Motorized Transportation Pilot Program (NTPP): 5 projects to fund bicycle and Pedestrian improvements throughout San Rafael ($2,800,000, 100% grant funded) o Canal St. Pedestrian Access & Safety Improvements ($451,000, 75% grant funded) o Safe Pathways to School -Woodland Ave. ($340,400, 73% grant funded) o Safe Routes to School -Sun Valley Elementary School ($363,179, 100% grant funded) Public Works Budget Summary FY 2009 - 2011 Budget page 28 Public Works Engineering Program Description The Engineering Division is responsible for the design, 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 and make recommendations for land development issues and issue encroachment permits. Program Emphasis • Assure that all capital improvement projects are completed on time and within budget, • Minimize flooding in San Rafael by replacing, improving and/or maintaining storm drain infrastructure components. • Coordinate regional transit projects with Caltrans, Transportation Authority of Marin (TAM), Marin County 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 requirements with Community Development. 2009-11 Objectives • Formulate a two year Capital Improvement Project (CIP) list based on City Council priorities and available funding, and initiate process of compiling a five year CIP list. • Maximize grant funding to augment annual street resurfacing program, e.g., American Recovery and Reinvestment Act (ARRA), Surface Transportation Improvement Program (STIP), Transportation Enhancement Act (TEA 21), Local and Regional Measure A, Proposition 1B, Proposition 42, Surface Transportation Program (STP), etc. • Collaborate with Caltrans and TAM on the Highway 580/101 connector project and the Bellam Blvd. and Francisco Blvd. East sidewalk widening projects. • Secure grant, design and construct pedestrian safety improvement projects for Woodland Ave., Canal St. (phases I & II), Coleman School. • Complete Department of Justice -City of San Rafael Settlement projects and assure that all projects meet federal and state accessibility requirements. • Initiate critical storm drainage system improvements in accordance with CIP priority list. • Utilize federal Energy Efficiency and Conservation Block Grant funds to upgrade efficiency of City Hall or other City facilities. • Collaborate with Community Services on Park development and improvement projects. • Update Pavement Management System to optimize the number of streets to be paved annually, in accordance with Metropolitan Transportation Commission mandates. • Initiate capital projects in accordance with Critical Facility Committee recommendations, pending the availability of funding. • Respond to public inquiries regarding property improvements, flood zone information, land development, City infrastructure repairs/upgrades, etc. FY 2009 — 2011 Budget Page 29 Performance Measurements - Engineering Actual Estimated Target Target 07-08 08-09 09-10 10-11 Effectiveness Measure: • Maximize capital project grant funding opportunities — major pedestrian, bicyclist and % 88% 88% 80% roadway rehabilitation projects (%o of overall budget) • Percentage of future capital projects completed in accordance with City Council- ' N/A N/A 100% 100% approved budget Workload Measure: • # of capital projects completed/to be 6 completed 22 28 : 15 FY 2009 — 2011 Budget Page 30 Public Works Traffic Operations Program Description 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 improvements and for traffic and pedestrian safety programs. Program Emphasis • Study, design and construct traffic system improvements. • Effectively maintain the traffic signal and street lighting system. • Obtain 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. 2009-11 Objectives • Monitor, analyze and make final recommendations to the City Council for the D St. conversion to a two-way street. • Complete design and construction of Safe Pathways to School for Woodland Ave. • Complete design and construction of various grant funded, non -motorized pedestrian safety projects. • Upgrade traffic signal equipment at 10 intersections. • Analyze SMART rail crossing at Andersen Dr. alternatives; work with design teams to recommend a final option to SMART board, City Council and Public Utilities Commission. • Work with Police Dept. to implement red light camera enforcement system. • Establish City-wide speed limits based on most recent Caltrans policy recommendations. Performance Measurements - Traffic Operations Actual Estimated Target Target 07-08 08-09 09-10 10-11 Effectiveness Measure: • Traffic Coordinating Committee items analyzed 126 120 120 120 • Prepare upgrades and new traffic control device 46 65 50 50 work orders Workload Measure: • Update intersection data citywide 130 10 40 160 • Update roadway traffic data citywide 51 138 50 130 • # of traffic capital projects designed and constructed 3 5 4 4 • # of traffic operation studies performed 5 6 6 6 FY 2009 — 2011 Budget Page 31 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. • Complete new Average Daily Traffic (ADT) model to expand citywide traffic model system. • 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. 2009-11 Objectives • Utilize the traffic model to evaluate the Gerstle Park Traffic Operation Study final impact analysis and make improvement recommendations. • Finalize the Target Store Environmental Impact Report traffic impact modeling and analysis. • Develop model for the Sutter Health facility, and perform project alternative impact studies. • Complete Gary Place relocation feasibility study. • Assist in General Plan 2020 five-year update program. • Collect data, make observations and recalibrate the traffic model upon completion of the Highway 101 HOV gap closure project, Northgate Mall access reconfiguration. Performance Measurements - Traffic Impact Analysis FY 2009 — 2011 Budget Page 32 Actual Estimated Target Target 07-08 08-09 09-10 10-11 Workload Measure: • # of scenarios -collect data and run major traffic model scenarios for major development projects 84 60 80 80 and Environmental Impact Reports. • Analyze planning/development applications and 125 70 75 75 development project feasibility studies. • Frequency of roadway, intersection volume and 40 55 40 40 travel time data collection and analysis. FY 2009 — 2011 Budget Page 32 Public Works Facility Maintenance Program Description Facility Repair personnel provide routine maintenance of all City -owned buildings and facilities. In addition, the Division manages contracts for such specialized functions as janitorial service, elevator maintenance, HVAC maintenance, fire safety and security, and electrical repairs. Division personnel 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. 2009-11 Objectives • Initiate and maintain regular cooperative work projects involving employees from other Public Works divisions with the goal of increasing preventive/scheduled work and inspection frequency of City facilities. • Increase frequency of preventive inspection of all City facilities to at least two times per year. • Complete survey of facilities and recommend/implement energy saving lighting upgrades and other energy reduction measures. • Develop a facility inventory/condition rating system and rate the current condition of all City facilities. Performance Measurements — Facility Maintenance Actual Estimated Target Target 07-08 08-09 09-10 10-11 Performance Measure: • % of Work Orders completed within 14 days of receipt 75% 75% 80%80% o • Increase preventive/scheduled Work N/A N/A 80% 80% Orders to represent 80% of total work load • Increase frequency of preventive inspection of City facilities to at 2 times N/A N/A 2X 2X per year FY 2009 — 2011 Budget Page 33 Public Works Fleet Maintenance Program Description The Fleet Maintenance Division supports the vehicle and mobile (e.g., trailers, generators) equipment needs of all City departments (except for Fire Department) by maintaining a fleet of 148 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. 2009-11 Objectives • Perform a fleet vehicle evaluation by City department with the goal of reducing the overall size of the City fleet to match existing staffing levels and the operational needs of each department. • Work cooperatively with the Fire Department to incorporate Fire fleet data into City fleet data (e.g., fuel consumption per vehicle, maintenance and repair costs, etc.). • Explore reimbursable service opportunities with other jurisdictions. • Establish a customer satisfaction data collection program with reporting to the Fleet Manager. • Establish an Operational Efficiency Report to document and monitor routine operations with the goal of establishing maximum efficiencies (e.g., shuttle service, carwash invoices, work flow management, etc.). • Investigate and implement fleet lease options as an alternative to purchasing vehicles scheduled for replacement • Investigate and implement opportunities of providing fleet maintenance service to other public agencies Performance Measurements — Fleet Maintenance FY 2009 — 2011 Budget Page 34 Actual Estimated Target Target 07-08 08-09 09-10 10-11 Performance Measure: • Reduce fleet unleaded fuel consumption 2.7% 5% 5% 5% • Increase preventive/scheduled work to N/A N/A 80% 80% represent 80% of total work load FY 2009 — 2011 Budget Page 34 Public Works Park Maintenance Program Description Park Maintenance personnel maintain City -owned parks, athletic fields and the Terra Linda pool, as well as the 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 also provides landscape maintenance of City -owned roadway medians (24 acres), roadsides (16 acres), and thousands of trees. In addition, a private tree contractor provides emergency response, hazard reduction and pruning services. Division personnel also manage a landscape maintenance contract, support City events, and maintain landscape improvements in the downtown area. Program Emphasis • 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. • Abate graffiti efficiently on City and private property. 2009-11 Objectives • Create an inventory of park assets with service levels and maintenance requirements, including not only landscaping irrigation systems, but also buildings, structures, drainage facilities and related infrastructure. • Implement maintenance management software to increase operational efficiencies and track division activity/performance. • Establish estimated park and facility user rates to assign resources for greater community benefit. Report on feasibility of establishing different maintenance levels for different park assets. • Identify and implement strategies to reduce water consumption by 1) updating irrigation technologies, and 2) reducing water consumptive landscaping (e.g., turf). • Identify and implement strategies to reduce Parks Division resource allocation to the Terra Linda Pool, Albert Park playing field, and the graffiti abatement program. • Consolidate chemical vegetation control programs of Parks Division and Streets Division with the goal of creating operational efficiency and reducing total quantity of chemicals applied. • Implement street tree urban forestry strategies as identified by the Tree Advisory Committee. • Collaborate with TAM and SMART to define new Lincoln Avenue multi -use pathway maintenance contract. FY 2009 — 2011 Budget Page 36 Performance Measurements - Parks Maintenance FY 2009 — 2011 Budget Page 36 Actual Estimated Target Target 07-08 08-09 09-10 10-11 Performance Measure: • Increase scheduled versus demand -based/ unscheduled maintenance tasks N/A N/A 80% 80% • Maximize % water use under MMWD tier 1 allocations 90% 90% 93% 93% FY 2009 — 2011 Budget Page 36 Public Works Street Maintenance Program Description 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. Street Maintenance Division personnel sweep all city streets with curbs and gutters with one mechanical sweeper. In the fall, the leaf vacuum machine is used to 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 6 generators. Employees inspect and clean over 3,600 catch basins annually and maintain the City's system of drainage ditches and channels Program Emphasis • Augment in-house pavement maintenance efforts with contractual programs. • Maximize preventive maintenance of City streets. • Enhance sidewalk safety program. • Provide timely response to reports of public safety deficiencies and City service requests. • Maximize the number of streets swept per day and collect leaves before they enter the storm drain system. • Maximize effectiveness of all storm water pump stations. • Maximize functionality of all storm water channels and drainage structures. • Enhance preventive maintenance programs for storm drain infrastructure. 2009-11 Objectives • Implement maintenance management software to increase operational efficiencies and track division activity/performance. • Monitor and report on scheduled versus demand-based/unscheduled maintenance with the goal of providing 80% scheduled maintenance. • Consolidate chemical vegetation control programs of Streets Division and Parks Division. Performance Measurements - Street Maintenance FY 2009 — 2011 Budget page 37 Actual Estimated Target Target 07-08 08-09 09-10 10-11 Performance Measure: • Increase scheduled versus demand- N/A N/A 80% 80% based/unscheduled maintenance tasks • Respond to public inquiries within 48 hours 90% 90% 90% 90% • Respond to malfunctioning storm water pump 100% 100% 100% 100% stations within 8 hours FY 2009 — 2011 Budget page 37 San Rafael Sanitation District Department Goal 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 incompliance 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 District personnel. 2007-09 Accomplishments • Revised the Organizational structure of the District to be separate from Public Works and managed by its own District Manager/District Engineer. • Updated the Sewer System Management Plan. • Implemented a Fats, Oils and Grease, FOG program. • Transferred financial accounting services from the County of Marin to Maher Accountancy to improve efficiency and accountability. • Initiated work activity tracking into the GIS. • Increased preventive maintenance of sewer lines with outside contractors. • Started written procedures for maintenance activities and emergency response. Capital Projects Completed • Riviera Pump Station replacement $1,400,000 • Fourth Street Sewer Main replacement (D St to Miracle Mile) $ 2,400,000 • W. Railroad Pump Station fuel tank replacement, $ 110,000 • Loch Lomond Pump Station reconstruction (90%), $ 2,100,000 • Medway, Belvedere, Tiburon Sewer Main Replacement, $ 1,600,000 • CMP Sewer Main replacement in the Canal Area, $ 1,600,000 • Courtright Road sewer main replacement, $100,000 San Rafael Sanitation District Budget Summary Page 38 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 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 • Implementation of the 80 year life cycle program • Updating and implementation of the District's Sewer System Management Plan. • Oversee the District's Fats, Oil and Grease, FOG program. • Reduction of 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. 2009-11 Objectives • Develop a program for Condition Assessment of 10% of the sewer lines as part of the 80 year lifecycle program. • Calculate trunk sewer capacities of: (a) Fifth Ave/Sun Valley, (b) Lincoln Ave, (c) Grand Ave/Dominican. • Prepare a "Backflow Prevention" Ordinance. • Develop a District website. • Update the Sewer System Management Plan. • Update GIS maintenance activity tracking input to field "Tough Books". • Develop SCADA and telemetering program to add telemetering to all major pump stations and monitoring by crews and CMSA. • Review and update 5 year CIP program. Design and or construct the following CIP projects: • Pt. San Pedro Road CMP replacement • Fifth Ave, Eye St. to J St. sewer main replacement • Magnolia and Acacia sewer main replacement • Peacock no.2 pump station • Irwin St, Lynn Ct to Woodland sewer main • Alpine St sewer main • Bret Harte easement sewer improvements • El Cerrito sewer improvements • Valley View sewer improvements Page 39 San Rafael Sanitation District Administration and Engineering Performance Measurements - Administration and Engineering: Actual Estimated Target Target 07-08 08-09 09-10 10-11 • Replace miles of sewer mains under the 80 year lifecycle 0.6 miles 1 mile 1.6 miles 1.6 miles program • Replace/upgrade Sewer Pump 1 1 Stations 1 1 • Implement all capital projects 100% 100% 100% 100% within budget and on time • CCTV sewer lines 0 1 5 5 • Install SCADA telemetering 0 0 2 4 at major pump stations • Map sewer easements on 500 500 500 500 master sewer map Page 40 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 written procedures manuals. • Develop emergency response plan. • Activity tracking in Websoft GIS 2009-11 Objectives • Increase crew size* and add additional equipment* to provide a minimum 6 month cleaning schedule for all problem areas and a 3 year cycle for all other sewers. • Prepare written procedures for routine maintenance of all sewer lines, pump stations and air release valves. • Develop pump station failure plan for all major pump stations and by-pass pumping procedures. • Review and update "On call" and emergency call out procedures. • Simplify maintenance activity entry in Websoft by use of field entry with "Tough Books". • Develop SCADA and implement Telemetering program at all major pump stations • Review and improve Cathodic protection to force mains. • Assess condition of Interceptor force main in Andersen Drive. * Subject to Board approval Page 41 San Rafael Sanitation District Operations and Maintenance Performance Measurements - Operations and Maintenance: Actual Estimated Target Target 07-08 08-09 09-10 10-11 • Miles of problem sewers 62 64 65 65 cleaned at least twice year • Miles of non problem sewers 0 15 25 25 cleaned • Reduce Sanitary Sewer 62 54 49 44 Overflows Page 42 Economic Development Department Goal Renew and create economic stimulus within the City and Redevelopment Project Area and support affordable housing opportunities. Capitalize on the characteristics and resources unique to San Rafael and maintain and enhance the image and awareness of commercial areas as the vital center of Marin. Areas of Service These areas of city service include Affordable Housing, Economic Development and Special Events. 2007-09 Accomplishments • Published Economic Vitality Work Plan to improve the economic health of the City, • Pursued and processed applications for four Auto Dealerships (new facilities and remodels) to help increase sales tax. • Participated in City team and community efforts for Target EK Northgate Mall remodel, and construction of San Rafael Corporate Center, and Marin Community Clinic. • Provided business outreach and advocacy for capital improvement projects at the West End of Fourth St, West Francisco Blvd. and Francisco Blvd East. • Negotiated new and resale -related Below Market Rate (BMR) Agreements for 19 ownership and rental units. • Completed analysis of the BMR Ownership Housing Program and identified future program modifications. I Economic Development Budget Summary FY 2009 - 2011 Budget Page 44 FY 2 FY 2 FY 2008/09 FY 2009/10 All Funds Staffing Staffing fling Staffing Budget Budget Levels Levels FY 2009 - 2011 Budget Page 44 Economic Development Performance Measurements Workload Measure: 07-08 08-09 09-10 10-11 • Number of Farmers' Markets 26 26 26 26 • Number of Signature Events 5 5 5 5 • Number of New Events 1 2 4 4 FY 2009 — 2011 Budget Page 45 Economic Development Program Description Enhance the economic health of the City. Coordinate special events to promote the community. Create and maintain affordable housing opportunities. Program Emphasis • Serve as City's affordable housing resource providing information, analysis, financing assistance, and implementation of housing programs and projects. • 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 and coordinate events to promote the City and enhance business activity. 2009-11 Objectives • Implement the Economic Vitality Work Plan to increase the City's economic base. • Prepare the next 5 year, State mandated, Implementation Plan for the Redevelopment Agency. • Pursue implementation of recommendations in the Economic Opportunities Report and incorporate them into the Economic Vitality Workplan, . • Support tenant and homebuyer counseling with local financial institutions and non-profit agencies. • Prepare a plan to reorganize the administration of the Below Market Rate housing program. • hi coordination with Building and Planning staff, implement programs to better explain the City's permitting process and requirements to property owners and potential business tenants. • Participate in the 5 year General Plan Housing update. • Prepare a financial plan for the Redevelopment Agency, including issuing new debt or restructuring current Agency debt. • Continue to coordinate events and promote the new event "A Taste of Downtown and a Movie" FY 2009 - 2011 Budget Page 46 Department Goal 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, 2007-09 Accomplishments • Adopted the Green Building Ordinance (for new construction) to reduce the impact of new development on natural resources. • Completed the Climate Change Action Plan with adoption by City Council • Completed radiofrequency (RF) testing for all approved antennas, as required by the City's Wireless Communication Facilities Ordinance • Integrated Fire Prevention into building inspection and code enforcement programs • 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 Community Development Budget Summary Community Development Performance Measurements Actual Estimated Target Target 07-08 08-09 09-10 10-11 Workload Measures: • Planning applications filed 394 386 298(1) 350(1) and processed • Number of residential resale 575 625 650(2) 675(2) inspections • Number of building permits 1,350 1,400 1,120(2) 1,456(2) issued (1) Projected 25% decrease in planning applications during 2009-2010 with rebound by 25-30% in 2010-2011 (2) Projected 20% decrease in building permits during 2009-2010 with rebound by 30% in 2010- 2011 FY 2009 — 2011 Budget Page 48 Community Development Building & Fire Prevention Program Description The Building and Fire Prevention Division provides a comprehensive system of construction and life/safety code enforcement, plan review, and inspection. Program Emphasis • 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. 2009-11 Objectives • To investigate and implement field technology to improve efficiency and customer service. • To investigate options for posting building permit history on the internet for access to the public. • To implement a Green Building Ordinance (for remodeling). • To develop an Emergency Operation Center critical facility field inspection list. • To continue the "Coffee and Codes" educational program for clients. FY 2009 — 2011 Budget Page 49 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. Program Emphasis • 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. 2009-11 Objectives • To complete the first inspection cycle of the Apartment Inspection Program and commence a new three-year inspection cycle. FY 2009 — 2011 Budget Page 50 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. 2009-11 Objectives • To begin implementing the short-term programs of the Climate Change Action Plan. • To complete the General Plan 2020 five-year review and Housing Element Update. • To complete the Canalfrom Conceptual Design Plan and pursue implementation grants. • To update the City's Zoning Ordinance (Title 14) as resources permit, in priority phases. • To implement a model to assess and track greenhouse gas emissions, which is required to comply with AB32. • To amend the City's Environmental Review Procedures and environmental review templates to respond to recommended changes in CEQA addressing climate change. • To complete the update of the Current Planning Procedures Manual and associated staff training. • To update neighborhood/homeowner association area maps and contacts and to provide representatives with training on the planning permit and review process. • To implement improvements (training and coordination) to the Development Review Committee. • To initiate and complete the Mello -Roos Assessment District and Final Map process for the approved Village at Loch Lomond Marina development. • To process planning applications for the Sutter Health Medical Center development at Marin Square (if filed) and redevelopment of the Elk's Club property. • To obtain a grant for and initiate land use planning and access around the Civic Center Sonoma -Marin Area Rail Transit (SMART) Station, in coordination with and involvement from other City departments and agencies (SMART and County of Marin). • To conduct the Planning Academy in 2011. FY 2009 - 2011 Budget Page 51 Management Services Parking Services Program Description 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. All funds collected are used to provide continuing parking services. Program Emphasis • 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 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. 2009-11 Objectives • Develop long-term parking strategy, in coordination with other City departments and the community that increases parking capacity. Collaborate with SMART, TAM and other agencies in the formation of parking strategies. • Establish comprehensive parking enforcement guidelines to ensure that enforcement is conducted consistently and fairly. • Implement more efficient parking usage program in the West 4`h Street business corridor so that existing parking capacity is more efficiently used and parking access needs of residents, businesses, and retail customers are better meta • Design transition plan to replace on -street parking meters with more advanced revenue collection systems that communicate with the parking enforcement handheld system, identifies & reports overtime parking violations, and accepts coin; currency, and credit card payment of parking fees. • Acquire citation issuance handheld system with data processing and report generating software that includes lighter citation issuance devices that are compatible with VenTek revenue machines and that have integrated camera, GPS, and remote communication capabilities. • Regularly update long term financial planning models to inform decision making such as project implementation and rate adjustments: • Collaborate regularly with the Business Improvement District, Chamber of Commerce, and other groups and organizations. Parking Services Budget Summary FY 2009 = 2011 Budget Page 52 Parking Services Performance Measurements Effectiveness Measure: • Average Parking Garage 2PM Occupancy Count • # of active monthly parking permits • # Parking citations dismissed due to faulty parking meter • # of Frequent Parker Cards sold Workload Measure: • # of citations & warnings issued • # Parking Meters receiving preventative maintenance Actual Estimated Target Target 07-08 08-09 09-10 10-11 437 453 500 500 563 548 563 578 n/a 84 50 50 162 122 175 200 42,478 46,000 48,000 48,000 0 1023 2046 2046 FY 2009 2011 Budget Page 53 Page 54 Administration Department Goal To enhance the quality of life and to provide for 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, and City Clerk as well as Human Resources, Information Technology, Parking Services and the Office of Emergency Services. 2007-09 Accomplishments • Developed a Recession Action Plan and Economia Vitality Plan to address the General Fund deficit. • 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 San Rafael Connects, to foster meetings with neighborhood groups, business organizations, and other community partners. • Published a new Budget in Brief and created a new on-line newsletter, Snapshot, to improve communication about City services and programs. • Implemented electronic mailings to the public, elected and appointed officials, and staff for reports, forms and other material related to City business, to reduce costs and impact to the environment. S • Provided legal oversight and completion of three significant new City regulations: Encroachment Permit Ordinance, Social Host Ordinance, and Green Building Ordinance. Obtained greater compliance with Municipal'Code enforcement through administrative hearings for the community. • Completed first phase of education and surveying on Critical Facilities including tours, video and website development. Administration Budget Summary FY 2009 - 2011 Budget Page 55 Administration City Manager's Office Program Description 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 and the City's Volunteer Program. Program Emphasis • Pursue City Council's Five -Year Priorities and Areas of Emphasis • Collaborate with neighborhoods, schools and the business community on new initiatives, City issues and community projects: • Pursue and provide written analysis and positions on local, regional, State and Federal legislation and policies which affect local government. • Maintain active media relations and provide up-to-date information about City services, projects and events. • Provide meaningful volunteer opportunities for individuals and groups to assist the City in improving the quality of life in San Rafael. i 2009-11 Objectives • Implement strategies to reduce budget shortfall as outlined in the Recession Action Plan. • Move forward with Economic Vitality Plan to foster business expansion and attraction as ° well as job development. • Secure additional sources of revenue through fundraising; grants and federal stimulus dollars. • Oversee Climate Change Action Plan in order to meet the City and community's sustainability goals. •: Implement Critical Facilities Committee recommendations to resolve long-standing police, fire and library facility needs; obtain voter approval of Public Safety Bond Measure. • Pursue consolidation/regionalization efforts with other agencies to create efficiency and save costs. • Communicate with residents, businesses, neighborhoods and schools through community, outreach, public meetings, e -newsletter, new media, San Rafael Connects and direct mailings. • Complete a plan for prioritization of volunteer efforts, to enhance City services and to support the Climate Change Action Plan. x • Work closely with the League of California Cities to take action on the behalf of the City and MCCMC on key legislation. • Put in place a city-wide Communication's Plan. F FY 2009 - 2011 Budget Page 56 Administration City Manager's Office Performance Measurements Workload Measure: • # of meetings with neighborhood groups (e.g., HOAs), business community (e.g. Chamber of Commerce) and School District officials Actual Estimated Target Target 07-08 08-09 09-10 10-11 65 65 70 70 FY 2009 - 2011 Budget Page 57 Administration City Attorney's Office Program Description The City Attorney's office provides prompt and effective legal assistance to the City Council, officials and all departments of San Rafael City government. Program Emphasis • Provide quality, reliable and efficient delivery of legal services 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. 2009-11 Objectives • To establish an annual training program for Council and Board members on meeting procedures, Brown Act, Public Records Act, and conflicts of interest. • In cooperation with the City Clerk's Office, establish a program of periodic short trainings to educate employees regarding the City Council agenda process, including writing of staff reports, resolutions, contracts and insurance requirements for Council approval. ' • To update and modernize the City Attorney Office records management system. • To update existing City ordinances as appropriate, and to draft and assist with the implementation of new ordinances. Ordinances being reviewed for revision include the Massage Ordinance, and Purchasing Ordinance. • To assist staff with the upcoming General Plan amendments, with emphasis on compliance with State mandates for affordable and emergency housing. • Review of the San Rafael Municipal Code to remove obsolete Chapters and Sections. FY 2009 — 2011 Budget Page 58 City Attorney's Office Performance Measurements Workload Measure: • # of Subpoenas and Public Records Request Actual Estimated Target Target 07-08 08-09 09-10 10-11 42 50 40 45 EFFECTIVENESS MEASURE: • Code Enforcement -- Review of more than 100 Notice & Orders resulting in approximately 6 administrative hearings and/or settlements per fiscal year. Compliance has been increasing since the beginning of the program. Property owners have complied, paid their fines, or their properties have been liened. Target: Decisions from these 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. 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. WORKLOAD MEASURE: • Litigation -- tort claims, writs, misdemeanor Municipal Code complaints, weapons confiscation petitions, and police Pitchess motions. q> Target: Average litigation is 15 cases per year. Response is mandatory, immediate and time sensitive. • Review & processing of Citywide records requests and subpoenas — fire, community development, finance, public works, and human resources. 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, Northgate Mall Promenade project, Elk Club development, Target project, BMR ownership, housing, land use, planning and CEQA issues. Target: City Attorney involvement with Community Development Department is from initial application through completion of projects. FY 2009 - 2011 Budget Page 69 Administration City Clerk's Office Program Description 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. 2009-11 Objectives • Implement audio/video streaming of City Council, Redevelopment Agency and other public meetings • Implement an Automated Agenda Management System • Assist in the development of a Records Retention Program and implement the City Clerk's Office element • Consolidate with Marin County with regard to November 2009 and 2010 Elections • Make Candidates' Contribution Statements available on the City website FY 2009 - 2011 Budget Page 60 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. 2009-11 Objectives • Bring unlicensed businesses into compliance with the business license ordinance. • Collect on small claims matters for Finance and other departments. • Search for new revenue opportunities that support short-term and long-term financial strategies in San Rafael. • Work with departments to provide a comprehensive billing process to ensure all costs are captured and appropriate fees are collected. • Prepare award-winning comprehensive annual financial reports. • Identify and develop a database of vendors and contractors to support a variety of emergency uses. • Update purchasing ordinance to follow purchasing best practices and to seek long-term savings in looking at alternatives in contracting services and purchasing capital assets. • Update City's Financial Policies FY 2009 — 2011 Budget Page 61 Performance Measurements Effectiveness Measure: • # of unlicensed businesses discovered Workload Measure: • # of new Business Licenses processed • # of Business License renewal notices issued (2nd fiscal quarter only) • # of Business License renewal notices issued (Ist, 3rd, and 4th fiscal quarters) Finance Actual Actual Target Target 07-08 08-09 09-10 10-11 349 300 325 345 1407 1200 1150 1200 8147 8249 8175 8225 795 600 700 775 FY 2009 — 2011 Budget Page 62 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 competitive classification/compensation plan and quality cost-effective employee benefits programs. • Promote human resource polices 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. 2009-11 Objectives • Work with bargaining units to implement changes that create savings in pension/health care costs • Negotiate contracts with bargaining units and to implement the provisions of the revised contracts • Review and update benefit programs in conjunction with the Employee Benefits Committee • Offer Supervisory Academy annually • Conduct a Lead Worker Academy annually • Develop and implement a comprehensive training program for City staff • Finalize the updated Employee Orientation Program and administer accordingly • Ensure educational opportunities for City employee benefit programs Liability: • Develop a periodic reporting system of liability claims for City Manager, City Council and Department Directors • Establish a Loss Prevention Committee to determine if and how claim could have been avoided • Establish procedure for accountability of correcting identified hazards Workers' Compensation: • Increase use of City's modified duty program • Continue to educate employees about Workers' Compensation issues • Oversee the Employee Safety Committee and create Executive Safety Committee • Ensure compliance with the Injury Illness and Prevention Policy FY 2009 — 2011 Budget Page 63 Human Resources Performance Measurements FY 2009 — 2011 Budget Target 09-10 80 75 400 $9,000 45 40 35' 10 5 5 2 20/1425 Target 10-11 80 75 400 $9,000 45 40 35 13 1 1 3 20/1750 Page 64 Actual Estimated 07-08 08-09 Effectiveness Measure: • Workers Compensation: Number of new 84 83 claims filed • Workers Compensation: Number of 100 75 closed claims • Workers Compensation: Number of lost- 948 400 time days • Workers Compensation: Average cost of $12,250 $7,129 closed claims • Liability: Number of new tort claims 60 50 • Liability: Number of claims closed 54 42 without litigation • Liability: Number of claims closed with no 40 35 paid liability Workload Measurer • Increase the number of employee training 5 6 courses • Accomplish HR Strategy Plan Goals 8 7 o Short-term o Mid- term 0 6 o Long- term 0 3 • Expand Scope of Recruitments to reach larger population (# of Recruitments/ # of 14/551 37/1515 Applicants). Report all in summary of long range goals FY 2009 — 2011 Budget Target 09-10 80 75 400 $9,000 45 40 35' 10 5 5 2 20/1425 Target 10-11 80 75 400 $9,000 45 40 35 13 1 1 3 20/1750 Page 64 Administration Management Services - Information Technology Program Description 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. 2009-11 Objectives • Improve web site content and functionality • Upgrade Council Chambers audio/video capabilities, pending available funding • Expand use of interim document management solution • Reinvent central print shop approach with comprehensive print/scan/copy/fax services • Develop plan to procure integrated time accounting and billing system • Develop strategy for orderly replacement of enterprise databases and network systems • Examine transfer of Geographic Information Systems (GIS) function to IT • Complete network risk analysis and business continuity plans • Implement IT training program to educate City employees on basic system functions • Revise/update the City's IT Strategy Plan in mid -2010 FY 2009 - 2011 Budget Page 65 Information Technology Performance Measurements Effectiveness Measure: • % of customers satisfied with results of service request • # of workstations replaced prior to failure • # of hours of unplanned network outage Workload Measure: • # of service requests per year • # of workstations in inventory • # of telephone lines • Pages processed in duplication shop • Postage processed by mailroom Actual Estimated Target Target 07-08 08-09 09-10 10-11 98% N/A 90% 95% 81 41 100 100 UNK 600 400 200 2040 1930 2100 2100 432 440 430 430 464 470 460 460 —1.42M —1.21M 1.OM 1.2M —$110.9K —$60.1K $62.OK $64.OK FY 2009 — 2011 Budget Page 66