HomeMy WebLinkAboutCM Budget Discussion 2009-11Agenda Item No: 17
Meeting Date: May 18, 2009
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: CITY MANAGER
Prepared by: Ken Nordhoff, City Manager Approval:
City Manager
SUBJECT: Discussion regarding City's Budget for 2009- 2011; Presentation of
Two -Year Objectives and Financial Status
RECOMMENDATION: Receive presentation and provide feedback on City's proposed two
year objectives for 2009-2011; here a report on the City's proposed budget and
provide direction for closing our General Fund budget deficit
BACKGROUND:
As you are fully aware, the City must adopt a balanced budget for all funds for this coming fiscal
year. This report will provide the City Council and community with an update on our budget
picture, steps in progress to close a multi-million dollar gap, and a presentation regarding our
two year objectives for the coming two year period.
For many years, the principles applied to our budget process have 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 as an update for the 2006-2011 periods. This past spring you offered some suggested
changes, and agreed to a reformatting of important service emphasis areas for our City. The
latest Five Year Areas of Priority and Emphasis chart is presented as Exhibit A in this report.
These emphasis and priority goals assist each department in developing objectives and work
programs to guide the City and reflect neighborhood and community priorities. Two years ago,
staff went one step further to establish more specific key effort areas. We developed 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). Based upon your feedback and
deliberation over these past few months, we are presenting the final draft of Five Year Areas of
Emphasis for 2009-2011. Input received tonight will help shape the final outcome of our key
efforts and objectives.
FOR CITY CLERK ONLY
File No.:
Council Meeting: _
Disposition: _
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
ANALYSIS:
The City Council has reviewed the proposed 2009-2010 budget information on several
occasions. At the April 291h special City Council meeting, the Finance Director and I presented
our current financial picture, and a projected budget gap remaining of over $3 million. This
looming gap calculation included recommendations regarding 5% pay losses (and work
furloughs) for non -safety employees, eliminating 9.11 FTE vacant positions from the next two
year projected expenditures, and not including any compensation increases for bargaining units
currently in contract negotiations. At this session, staff spent considerable time presenting a
variety of service reduction options, from which each of you provided a priority ranking for each
service denoted. As recently as the May 4th meeting, you saw the summary results of your
prioritization work (refer to Exhibit B). At your last meeting, it was clear more information was
needed prior to making formal decisions on service reductions and staff losses. Your staff is
working feverishly to put forth a broad variety of options for your formal consideration at your
June 1St meeting.
As has become our established budget practice, each Department is providing a preview of
their goals and objectives for fiscal year 2009-2011. As you should expect, these objectives
were prepared based upon current staffing levels and resources. Some effort has been made
to anticipate impacts of a smaller budget, and reduced resources. Staff is recommending you
hear of our work plans from all Departments, ask questions and provide feedback. Given our
large General Fund deficit, we are proposing to bring back final goals for adoption later this
summer. We will do so after having adopted a balanced budget in July, which will define
specific services losses, Departmental reorganizations and staffing reductions. Knowing the
State is poised to grab another $2 million under Proposition 1A (the older one protecting local
taxes — not the May 19th version regarding sales tax extensions) only further complicates our
budget balancing work. The community and Council at this meeting can become informed and
discuss various Department objectives and tasks planned for this upcoming budget period.
FISCAL IMPACT:
No fiscal impact is occurring with the presentation of objectives and updates financial review.
Budget recommendations of a formal nature will happen at the June 1St meeting. Staff will be
returning with formal 2008-2009 and 2009-2010 budget amendments and adoptions packages
over the next few City Council meetings.
ACTION REQUIRED:
Adopt Resolution.
ATTACHMENTS
WACity Managers- WorkFile\Council Material\Staff Reports\09\budget report- goals presentation.doc
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Public Safety
PREVENTING AND RESPONDING TO EMERGENCIES
City public safety and emergency personnel carry out ongoing police operations, fire suppression,
paramedic services, and emergency preparedness.
Areas of Emphasis
i Emergency Preparedness
i Regionalization Efforts
i Proactive Community Policing
2O09-11 Objectives
r€
• Enhance training between Fire, Police, Om
for a coordinated multi -discipline response to
• Further develop existing community policing
jurisdictions.
• Implement Open space live map trackm}gsysl
campsites and reduce potential for wild land sl
• Establish a revised Citizen Police Academy c
Emergency Services to ;maintain commW' *b`1
• Develop emergency readtuess of City staff an
training and e,Cise prograirts.
FY 2009 — 2011 Budget
;y Services, and PdI blic Works
tits.
with neighboring agencies and
Police, Fire & Office of
members through disaster
Police Department DRAFT
Department Goal
The mission of the San Rafael Police Department is to reduce crime and disorder and the fear of crime
throughout the community, through commitment to community policing, responsible use of resources,
diversification of the department, and the fair and equitable enforcement of the law.
Areas of Service
These areas of public safety service include Operations and Support Services, which provide community
outreach and education, emergency response to major criminal incidents, traffic enforcement and accident
investigation, and proactively address city wide quality of life issues.
2007-09 Accomplishments
• Expand our community outreach with the development and publication of a quarterly
electronic newsletter distributed through the city's webpage and community email list
featuring key accomplishments and noteworthy information related to the police department.
Utilized web -based services to share neighborhood crime information and monitor sex
offenders. Collaborated with local school groups and neighborhood group to improve
community relations and communication in how we provide services and addressing their
concerns.
• 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 which is now being constructed.
• 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 have a positive impact on the youth in our community through
providing over 1050 counseling sessions for juveniles and their families. Camp Chance was
very successful again by providing counseling, services and learning opportunities for fifty of
our challenged youth at Walker Creek. This was accomplished with our partnership with the
Marin County Sheriffs Office and the Marin Board of Education.
• Provided countywide elder abuse training to law enforcement, probation and social services
personnel from 20 different government agencies under a federal grant.
• Actively participating with the Critical Facilities Committee by attending the meetings and
providing tours of our facilities and helped them produce a public video showing the actual
state of our facilities.
Police Department Budget Summary
FY 2009 — 2011 Budget
Police Department DRAFT
Performance Measurements
FY 2009 — 2011 Budget
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
15
15
18
22
Operations
• Citizen Police Academy classes/attendees
0
0
25
50
• Parent Project classes/attendees
0
0
20
40
• Website visits & social network responses
0
0
200
300
FY 2009 — 2011 Budget
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, response 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 enforcement system 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
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 our
need for a new public safety building through public education and by identifying funding
sources
• 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 department to
revise and enhance our existing massage ordinance
FY 2009 — 2011 Budget
Fire Department DRAFT
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 Sheriff s Communication Center (Fire
Dispatch) at reduction in costs to City.
• Established an approved Duty Chief Agreement with the Larkspur Fire Department that will
provide some revenue to the City. At the same time we 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 (WUl) 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 the Diesel Exhaust Cleaning Project for all six currently operational fire stations.
• Completed remodel efforts to provide for a public -use restroom at Station #2 that is readily
available for anyone utilizing the classroom area.
• 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.
• Continue 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. The existing
agreement expires June 30, 2009. We are in the process of extending the agreement for one
year to complete the study and provide time to evaluate options/recommendations.
• Working with County of Marin in the development of a future County Emergency Center to
potentially include replacement of Fire Station #7.
• Created a monthly newsletter and expanded web based department/community information.
FY 2009 — 2011 Budget
Fire Department
Fire Department Budget Summary
Performance Measurements
Effectiveness Measure:
• Customer Satisfaction Rating
• % of responses, on scene < 5 minutes of
dispatch
• Number of pounds of all Household
Hazardous Waste disposed of
Workload Measure:
• Total number of responses
• Total hours in Training
Actual
Estimated
Target
Target
07-08
08-09
09-10
10-11
90%+
90%+
93%
95%
65%
67%
70%
70%
1,400,000
1,700,000
1,500,000
1,700,000
6300 6300 6400 6450
5500 6300 6500 6500
FY 2009 — 2011 Budget
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 record-keeping, 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.
• To ensure number of 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 to operate 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.
• Enhance general availability of future firefighter applicants by: providing Fire Internships
through partnership with Santa Rosa Junior College; initiating an SRFD Fire Explorer Post;
creating a new hourly position of Fire Cadet to serve as an Apprentice.
• Participate as a member in the California Fire Joint Apprenticeship committee.
• Work to enhance training and capabilities of the Marin Co. Communication 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.
FY 2009 — 2011 Budget
Operations Services - 2009-11 Objectives (continued) DRAFT
• 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 reviewing and
comparing methods for saving.
• To 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.
• Study the design of current emergency response districts and locations of fire stations to
provide for optimum response times based on the transition to the Marin Co. Sheriff's
Communications Center CAD system data.
• Provide emergency generators for all fire stations.
• 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
Fire Department
Emergency Medical Services DRAFT
Program Description
Advanced (ALS/Paramedic) Emergency Medical Services is provided by the San Rafael Fire Department
to Paramedic Service Area B which includes: San Rafael, Community Service Area (CSA) 19,
Marinwood, and CSA 13 (Upper Lucas Valley). Basic Life Support (BLS) services are provided by all
six San Rafael Fire Stations and Marinwood. The department currently has 25 Licensed Paramedics
providing excellent ALS services and emergency medical transport; all of the fire department response
personnel are trained Emergency Medical Technicians -Defibrillator (EMT -D) providing a high level of
Basic Life Support.
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.
• Develop alternative (BLS) ambulance service delivery plan.
FY 2009 — 2011 Budget
Fire Department
Public Safety and Education
Program Description
0
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
• Evaluate and implement at fire/emergency civilian volunteer program (Fire Corps/Citizen
Corps)
• 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.
• Ensure continuing the highest possible level of participation by citizens in the WUI areas as
Vegetation Management program begins third year of operations. Provide for ordinance
compliance, as needed, in a step -wise level of enforcement procedures the endeavor to
encourage voluntary compliance wherever possible, and citations when necessary.
• Work to obtain increased grant funding for the City and neighborhood groups to assist in all
clean-up efforts.
• Complete clearing of all City open space areas in WUI areas and provide on-going
maintenance to areas cleaned in previous years.
• Evaluate the current public-private partnership arrangement that provides for the county
household hazardous waste disposal facility and make recommendations to improved services
at reduction in cost to the City wherever possible; assist with the completion of the facility
renovation / expansion.
• Evaluate and work toward a curbside collections program for hazardous wastes to strive for
100% participation by business and homeowners.
FY 2009 — 2011 Budget
Administration
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.
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.
• Continue to provide emergency and disaster public education classes.
• Implement alternative public disaster education classes to include Get Ready 5`h 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).
FY 2009 — 2011 Budget
Emergency Services
Performance Measurements
Effectiveness Measure:
• % of employees in compliance with State
and Federal emergency training
requirements.
Workload Measure:
• Number of Get Ready trainings
• Number of Get Ready students trained
• Number of Get Ready 5b Grade trainings
• Number of Get Ready 5b Grade students
trained
• Number of Get Ready Spanish trainings
• Number of Get Ready Spanish students
trained
• Number of Get Ready Business trainings
• Number of Get Ready Business students
trained
• Number of CERT Basic Classes
• Number of CERT Basic graduates
• Number of CERT Refresher Classes
• Number of CERT Refresher students
trained
• Number of EOC trainings
• Number of EOC exercises
Actual
Estimated
Target
Target
07-08
08-09
09-10
10-11
75
85
98
98
39
30
20
20
890
600
300
300
0
0
5
7
0
0
100
140
0
0
4
4
0
0
100
100
0
1
3
3
0
10
50
50
4
4
2
2
90
92
54
54
0
1
2
2
0
10
40
40
2
5
7
7
0
3
4
4
FY 2009 — 2011 Budget
Neighborhood and Economic Vitality
CREATING AND (PRESERVING HEALTHY NEIGHBORHOODS
Every day, City staff work to improve Neighborhood & Economic Vitality in the areas of city planning,
affordable housing, economic development, code enforcement, and parking services.
Areas of Emphasis
+ Sustainable Economy
i Short -Term General Plan 2020 Goals
i New Strategies, Programs and Policies
FY 2009 — 2011 Budget
Community Development DRAFT
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 radio frequency (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
FY 2009 — 2011 Budget
URAFT
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 1350 1400 1120(2) 1456(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
DRAFT
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 post 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
Community Development DRAFT
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.
• To coordinate with the Police Department in developing a quarterly report that summarizes
the activities of the Health & Safety Committee.
FY 2009 — 2011 Budget
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 Canalfront Conceptual Design Plan and pursue implementation grants.
• To update the City's Zoning Ordinance (Title 14) as resources permit.
• 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 neighborhoodihomeowner 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
(DCC).
• 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 develop Citywide Design Guidelines (replacing the interim Design Guidelines), as resources permit.
• 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 for 2010 and 2011.
FY 2009 — 2011 Budget
Economic Development
Department Goal
E
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 FIR, 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.
Economic Development Budget Summary
FY 2009 — 2011 Budget
Economic Development DRAFT
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
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.
• Complete the Economic Opportunities Report, and utilizing intern staffing, pursue
implementation of recommendations.
• 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.
• In 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
Administration
Parking Services
Program Description
t
� E
This program is responsible for the planning, management, and administration of parking services
throughout San Rafael. Major emphasis is placed on Downtown, as this is the City's central business
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 met.
• 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.
FY 2009 — 2011 Budget
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:
• Parking Fee Revenues
• # 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
$1,587,328
$2,012,510
$1,897,138
$1,845,333
42,478
46,000
48,000
48,000
0
1023
2046
2046
FY 2009 — 2011 Budget
Quality of Life
SERVING AND STRENGTHENING THE COMMUNITY
The Quality of Life area includes library services, recreation and enrichment services, cultural programs
and events at Falkirk, park and facility development, community center management, and childcare.
Areas of Emphasis
c ,
• Create Community through programs and spaces promoting personal development and
enrichment
• Provide literary, artistic, recreational, enrichment and cultural expetknees for all residents
• Collaborate with community partners, and utilize the expgrtse of our Boards and
Commissions
2009-11 Objectives
• Collaborate with Marin libraries, regional library
providers to expand and extend services.
• Create additional opportunities at each Communi
experiences, such as social events, aprmrturrity or
• Convert the Pickleweed Park Fields to, an all se
• Serve 100% of elementary school chrlftn in nee
at each elementary School 34rn.pus in the SaqRafael
• Promote health,ffid fitness yy th innovative„comn
t
• Develop a Libtaty Technology Plan and Colu
assist with service regrstratron ,,
Quality q dget,�
and local senior service
zing and'cultural activities.
urface�
Aft erschool and childcare programs
fFd Dixie School districts.
y sports programs.
Center technology improvements to
FY 2009 — 2011 Budget
Community Services DRAFT
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
• Established senior programming for Canal Neighborhood residents
• Received $20,000 to support senior services from Marin Council on Aging
• 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
FY 2009 — 2011 Budget
Community Services
Performance Measurements
FY 2009 — 2011 Budget
Actual
Estimated
Target
Target
07-08
08-09
09-10
10-11
Effectiveness Measure:
• Number of Facility room rentals/use
6600
6750
6850
6900
• Number of Community Collaborative
23
35
40
48
Proj ects
• Number of Child Care Families Served
1011
1018
1018
1018
• Number of Aquatics Patrons Served
16,550
16,725
17,050
17,200
• Number of Senior Services Participants
10,000
9,500
10,500
10,700
• Number of Theater patrons
5,000
5,000
5,500
6,000
Workload Measure:
• Number of Youth Programs
398
473
490
522
• Number of Child Care Programs
9
9
9
8
• Number of subsidized children served
162
179
185
190
• Number of Youth Program Participants
5970
7095
7470
7830
• Number of Aquatic Programs
85
132
146
155
• Number of Senior Programs/Events
800
774
800
825
• Number of Health and Wellness
14
14
18
24
Programs
• Number of Events
6
7
5
8
• Number of Park Projects
3
2
2
2
• Number of Facilities for Rentals/Use
29
29
29
29
FY 2009 — 2011 Budget
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
• Expand educational programs to underserved students
• Achieve 100% self support for art exhibits
• Increase Falkirk membership support from 2009 levels
• Direct market to patrons
FY 2009 — 2011 Budget
Community Services DRAFT
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 Tena Linda Community Centers, the Terra
Linda Swim Center, 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.
• Provide kiosks with interactive technology for access to Department services.
• Create additional opportunities at each Center for community building experiences.
• Research, fund and install systems to provide AV compatible meeting spaces to increase
attraction to business oriented rental market.
• Initiate replacement of wom furnishings through budget sinking fund.
• Complete master plans for Freitas and Oleander Parks.
• Pursue conversion of the Pickleweed Park Fields to all weather surface.
• Install basketball court at Pickleweed Park.
FY 2009 — 2011 Budget
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 50% of program fees.
• Teach job skills and leadership training for youth 14-18 years of age
• Develop and fund incentives for continuing education for Child Care employees
• Improve purchasing practices to significantly impact the use of recycled, reusable materials
and supplies
FY 2009 — 2011 Budget
San Rafael Public Library DRAFT
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
San Rafael Public Library DRAFT
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
Target
07-08
08-09
09-10
10-11
1,610
2,900
2,000
2,000
15,568
16,000
16,000
16,000
235,512
259,728
260,000
260,000
263
240
240
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
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
San Rafael Public Library DRAFT
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
San Rafael Public Library DRAFT
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.
• Catalog paperback and board books to add to the online database of materials.
• Work with our community support groups and other City departments towards a solution for
our facilities needs.
• Collaborate with other Marin libraries and regional library systems to develop the best
possible services for our residents.
• Develop a Library Technology Plan to guide us into the second decade of the 21st Century.
FY 2009 — 2011 Budget
San Rafael Public Library DRAFT
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.
FY 2009 — 2011 Budget
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
San Rafael Public Library
Literacy Services
Program Description
1 e.
Mann 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 — 2011 Budget
Public Assets
IMPROVING AND PRESERVING OUR PUBLIC ASSETS
The Public Works Department is at work year-round overseeing parks and landscaping, street
maintenance and cleaning, storm drainage, building and vehicle maintenance, and civil and traffic
engineering.
Areas of Emphasis
• Essential Facilities Strategy
• Two-year Capital Improvements projects
• Infrastructure improvements projects
• Regional transportation projects
2000-11 Objectives
• Implement a Critical Facilities education E
City police, fire and library facility needs.
• Formulate a two year Capital Im ,cpvemer
priorities and available funding
• Maximize federal, state and regional,rat(
safety improvements and street relm #itat
• Collaborate with Caltrans and the Tran§
Marin Area Rail Transit (SMART) on protect
• Coordinate with other agencies for constr
Sonoma Ma. m Area Rail Transit.
• Complete constructio„n of $ve.,federally fu
Program (NTPP) projects;; `
LZ
Department Expenditures
TOTAL Service Area
GI $14,290,720.00
...�..... J:L........
informing the public about
consistent with City Council
and bicycle
I Ajg1hopty of Marin (TAM) and Sonoma
u
mpactm'e°gional and local traffic patterns.
w.and area plans for train stations for
FY 2009 — 2011 Budget
Transportation Pilot
77.80
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 4t` St./Street West End Village Improvements ($5,232,500, 96% grant funded)
o Medway/Canal Undergrounding & Streetscape Enhancements ($3,870,000, 91% grant
funded)
0 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 1" and 2nd
• Complete
0
• Secured grants for the following capital projects, currently under design:
o Non -Motorized Transportation Pilot Program (NPPP): 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
Public Works DRAFT
Engineering
Program Description
The Engineering Division is responsible for the design, construction management and inspection of all
City Capital Irnprovement 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
FY 2009 — 2011 Budget
DRAFT
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
%
88%88
/o /0 0 0
80
and roadway rehabilitation projects (% of
overall budget)
• Percentage of future capital projects
completed in accordance with City
N/A
N/A
100% 100%
Council -approved budget
Workload Measure:
• # of capital projects completed/to be
6
22
28 15
completed
FY 2009 — 2011 Budget
Public Works I RAFT
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.
FY 2009 — 2011 Budget
Performance Measurements - Traffic Operations
Effectiveness Measure:
• Traffic Coordinating Committee items
analyzed
• Prepare upgrades and new traffic control
device work orders
Workload Measure:
• Update intersection data citywide
• Update roadway traffic data citywide
• # of traffic capital projects designed and
constructed
• # of traffic operation studies performed
126
120
120
120
46
65
50
50
130
10
40
160
51
138
50
130
3
5
4
4
5
6
6
6
FY 2009 — 2011 Budget
Public Works DRAFT
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 hnpact 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
Actual
Estimated
Target
Target
07-08
08-09
09-10
10-11
Workload Measure:
• # of scenarios -collect data and ran major
traffic model scenarios for major
84
60
80
80
development projects and Environmental
Impact Reports.
• Analyze planning/development
applications and development project
125
70
75
75
feasibility studies.
• Frequency of roadway, intersection
volume and travel time data collection and
40
55
40
40
analysis.
FY 2009 — 2011 Budget
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 DPW
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
75%
75%
80%
80%
days of receipt
• 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
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.).
• Create and maintain cooperative operational working arrangements with Parks Equipment
Mechanic.
• 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
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
Public Works DRAFT
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. hi 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.
• hnplement urban forestry strategies as identified by the Tree Advisory Committee.
• Collaborate with TAM and SMART to define new pathway maintenance contract parameters
and responsibilities.
FY 2009 — 2011 Budget
Performance Measurements - Parks Maintenance DRAFT
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
• Maximize % water use under MMWD tier 90% 90% 93% 93%
1 allocations
FY 2009 — 2011 Budget
Public Works DRAFT
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.
• Create and maintain cooperative working projects with other DPW divisions, especially the
Parks Division.
Consolidate chemical vegetation control programs of Streets Division and Parks Division.
Performance Measurements - Street Maintenance
FY 2009 — 2011 Budget
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
90%
90%
90%
90%
hours
• Respond to malfunctioning storm water
100%
100%
100%
100%
pump stations within 8 hours
FY 2009 — 2011 Budget
San Rafael Sanitation District DRAFT
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 in compliance with the District's Sewer
System Management Plan.
Areas of Service
The San Rafael Sanitation District is a Sanitation District of the County of Marin formed in 1947
under Section 4700 of the California Health & Safety Code. It serves the southern two-thirds of
the City of San Rafael and adjacent unincorporated areas. The District is administered by a three
person Board of Directors comprising two members of the San Rafael City Council and one
member from the Marin County Board of Supervisors. The District provides waste water
collection and transportation service over the entire service area. Waste water treatment is
performed at the Central Marin Sanitation Agency treatment plant located on Andersen Drive
under a Joint Powers Agreement with neighboring Sanitary Districts. The District contracts with
the City of San Rafael for all 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
* Includes one additional maintenance worker subject to
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
San Rafael Sanitation
District
10
DRAFT
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 0.6 miles 1 mile
1.6 miles
1.6 miles
the 80 year lifecycle
program
• Replace/upgrade
Sewer Pump Stations 1 1
1
1
• Implement all capital
projects within 100% 100%
100%
100%
budget and on time
• CCTV sewer lines 0 1
5
5
• Install SCADA
telemetering at major 0 0
2
4
pump stations
• Map sewer easements
on master sewer map 500 500
500
500
San Rafael Sanitation District
Legal and Financial
Program Description
The District Manager/District Engineer has overall responsibility and oversight of the legal and
financial aspects of the District. Legal advice is handled through a contract with the Marin
County Counsel. The Assistant County Counsel acts as legal counsel to the District in all its legal
matters. Financial accounting is handled through a contract with an independent accounting firm
of Maher Accountancy, who deal with fund balance reports, accounts payable and check writing.
Annual sewer user fees are collected by the County of Marin Treasures Department as part of the
bi-annual property tax collection and disbursed to the District. The District contracts with the
City of San Rafael for all personnel who are employees of the City and the District fully
reimburses the City for these payroll costs.
Program Emphasis
Financial
• Prepare vendor checks and monthly financial statements.
• Prepare quarterly financial statements and fund balances.
• Timely collection of accounts receivable through the County of Marin.
• Monitor the financial strength of the Districts incoming resources.
• Improved budget development and monitoring.
Legal
• Provide prompt and effective legal assistance and advice to the Board of Directors of the
District.
• Review public contracts for compliance with appropriate state codes.
• Prepare and review agreements between the Board and other parties.
2009-11 Objectives
• Maintain a Standard and Poor's AAA rating
• Ensure vendors are paid on time.
• Improve the quarterly fund balance reports showing cash flow.
• Review and implement permit fees for connection to District facilities.
• Handle all claims against the District within legal time constraints.
San Rafael Sanitation District
Legal and Financial
Performance Measurements - Legal and Financial:
Target
10-11
A/R
A/R
A/R
A/R
13
4
AAA
Actual
Estimated
Target
07-08
08-09
09-10
• Review claims and
potential litigation
A/R
A/R
A/R
against the District
• Review agreements
A/R
A/R
A/R
• Review contracts
A/R
A/R
A/R
• Provide legal advices
and opinions
A/R
A/R
A/R
• Provide monthly
payment schedules
13
13
13
• Provide quarterly fund
balance reports
0
2
4
• Maintain strong
financial stability (S &
AA
AAA
AAA
P Rating)
Target
10-11
A/R
A/R
A/R
A/R
13
4
AAA
San Rafael Sanitation District DRAFT
Legal and Financial
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
San Rafael Sanitation District
Legal and Financial
Performance Measurements - Operations and Maintenance:
Actual
Estimated
Target
Target
07-08
08-09
09-10
10-11
• Miles of problem
sewers cleaned at least
62
64
65
65
twice year
• Miles of non problem
sewers cleaned
0
15
25
25
• Reduce Sanitary Sewer
Overflows
62
54
49
44
The Foundation
EFFICIENT ADMINISTRATION & MANAGEMENT TO SERVE THE PUBLIC
Employees working in these areas direct and support the day-to-day work of the City. City staff
collaborate with citizens, businesses, schools, non -profits, and other local governments; support the
delivery of services; and provide essential financial, administrative and legal services. The foundation
includes the functions of Human Resources, Information Technology, Finance, City Attorney, City Clerk
and City Manager's office.
Areas of Emphasis gN,
• Continue to produce an annual balanced budget and achieve Tong tern -financial stability.
• Improve communication on key issues with the community
• Implement technologies to improve City services in an efficient and susY' in lei anner.
� ,ave, r ;
• Attract, develop and retain high quality employees t� prodtde excellent ','KS' rvices.
2009-11 Objectives
• Develop a balanced budget through sound fiscal pol6cl
• Implement the Recession Action Plan to reduce the`G.1 ieraI Fund budget shortfall.
• Pursue opportunities to leverage fundraising and grants; including Federal Stimulus
dollars which can secure funds for''Cxiy Sexyces, projects find programs.
• Complete priority projects identifiedd", j"'s Technology "Strategic Plan, including
improvements to automation and ac ce to pr}tblic.ldahon, agenda management, and
document storage ,
• Complete the Mzd Rang@stxtegies of tha Human Resources Strategy Plan, including
initiatives for4i' binprehensry}s training program and risk management improvements.
• Improve City regulations ittajuding Refuse $a cycling Ordinance, Tidelands Ordinance,
Business License Urdinance, Massage Orduiafice and Purchasing Ordinance.
The F®uridat,®n budget uMmary
... a,.
Department Expenditures
TOTAL Service Area I $15,343,190.00 I 38.73
FY 2009 — 2011 Budget
Expenditures
DRAFT
Administration
Department Goal
To enhance the quality of life and to provide for a safe, healthy, prosperous and livable environment in
partnership with the community.
Areas of Service
These areas of city service include the Offices of the City Manager, City Attorney and the City Clerk.
2007-09 Accomplishments
• Developed a Recession Action Plan and Economic Vitality Plan to address the City's General
Fund deficit.
• 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.
• 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
Administration
Performance Measurements
Actual Estimated Target Target
07-08 08-09 09-10 10-11
Workload Measure:
• # of meetings with neighborhood groups
(e.g., HOAs), business community (e.g. 65
Chamber of Commerce) and School
District officials
• # of Subpoenas and Public Records 42
Request
FY 2009 — 2011 Budget
65
70
70
50
40
45
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.
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 a Critical Facilities education effort that focuses on funding strategies to resolve
long-standing public, fire and library facility needs.
• 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.
• 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.
FY 2009 — 2011 Budget
DRAFT
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 City staff and Board members on contracts,
Brown Act, and conflicts of interest.
• To 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 Refuse
& Recycling Ordinance, Tidelands Ordinance, Business License Ordinance, Massage
Ordinance, and Purchasing Ordinance. New ordinances being considered include a Green
Building Ordinance.
• To assist staff with the upcoming General Plan amendments, with emphasis on compliance
with State mandates for affordable and emergency housing.
FY 2009 — 2011 Budget
Administration
City Attorney's Office
Performance Measurements
• Provide competent, effective legal assistance to 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.
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.
q>
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.
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.
q>
Target: Records request responses are due within 10 days and subpoena responses normally within
15 days. Responses are given 90% of the time within those time -frames, and longer only where
additional time is needed to collect and reproduce records.
•
Legal oversight in processing of development applications, 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
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
• hnplement audio/video streaming of City Council, Redevelopment Agency and other public
meetings
• hnplement 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
Administration
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
• Implement the employee -related actions from the Recession Action Plan including a
Voluntary Retirement Separation Program, a Furlough Program, a Layoff Severance
Program, and other cost saving measures
• 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 education 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
Human Resources
Performance Measurements
Effectiveness Measure:
• Workers Compensation: Number of new
claims filed
• Workers Compensation: Number of
closed claims
• Workers Compensation: Number of lost -
time days
• Workers Compensation: Average cost of
closed claims
• Liability: Number of new tort claims
• Liability: Number of claims closed
without litigation
• Liability: Number of claims closed with no
paid liability
Workload Measure:
• Increase the number of employee training
courses
• Accomplish HIR Strategy Plan Goals
o Short-term
o Mid- term
o Long- term
• Expand Scope of Recruitments to reach
larger population (# of Recruitments/ # of
Applicants). Report all in summary of
long range goals
Actual
Estimated
Target
Target
07-08
08-09
09-10
10-11
84
83
80
80
100
75
75
75
948
400
400
400
$12,250
$7,129
$9,000
$9,000
60
50
45
45
54
42
40
40
40
35
35
35
5
6
10
13
8
7
5
1
0
6
5
1
0
3
2
3
14/551
37/1515
20/1425
20/1750
FY 2009 — 2011 Budget
Administration
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
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
1.0M
1.2M
—$110.9K
—$60.1K
$62.OK
$64.01C
FY 2009 — 2011 Budget
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.
FY 2009 — 2011 Budget
Finance DRAFT
Performance Measurements
FY 2009 — 2011 Budget
Actual
Estimated
Target
Target
07-08
08-09
09-10
10-11
Effectiveness Measure:
• # of unlicensed businesses discovered by
140
130
135
145
Examiner
Workload Measure:
• # of new Business Licenses processed
1407
1200
1150
1200
• # of Business License renewal notices
8147
8249
8175
8225
issued (2nd fiscal quarter only)
• # of Business License renewal notices
795
600
700
775
issued (1st, 3rd, and 4th fiscal quarters)
FY 2009 — 2011 Budget