HomeMy WebLinkAboutFIN Citywide Budget, CIP and Legal Spending Limit FY 2019-20____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: 07/15/2019
Disposition: Resolutions 14713 x 14714
Agenda Item No: 7.c
Meeting Date: July 15, 2019
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Finance
Prepared by: Nadine Hade,
Finance Director
Bill Guerin,
Director of Public Works
Shibani Nag,
Director of Human Resources
City Manager Approval: ___________
TOPIC: FINAL CITYWIDE PROPOSED BUDGET FOR FISCAL YEAR 2019-20 AND LEGAL
SPENDING LIMIT
SUBJECT: 1. RESOLUTION APPROVING THE CITY-WIDE BUDGET AND CAPITAL
IMPROVEMENT PROGRAM FOR THE FISCAL YEAR 2019-2020 AND
PROVIDING FOR THE APPROPRIATIONS AND EXPENDITURE OF ALL
SUMS SET FORTH IN THE BUDGET IN THE AMOUNT OF $134,848,772;
2. RESOLUTION APPROVING FISCAL YEAR 2019-2020 GANN
APPROPRIATIONS LIMIT AT $138,889,447
RECOMMENDATION:
1. Adopt a resolution approving the FY 2019-20 operating budget and Three-Year Capital Improvement
Program.
2. Adopt a resolution approving the FY 2019-20 Gann Appropriations limit.
SUMMARY : This report presents the final proposed citywide budget for Fiscal Year (FY) 2019-20,
beginning July 1, 2019 and ending June 30, 2020. This item is the culmination of a process that included
a public discussion of the assumptions underlying the Operating Budget at the City Council Finance
Subcommittee meeting of April 9, 2019, and consideration of the City’s goals and strategies at the City
Council Study Session held on June 17, 2019. In addition, the preliminary Capital Improvement Program
was presented to the City Council Finance Subcommittee on June 11, 2019, and subsequently to the
City Council on June 17, 2019 for feedback and discussion. The final draft budget and proposed staffing
changes were presented and discussed at the City Council Finance Committee meeting of July 9, 2019.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
In the FY 2019-20 budget, ongoing General Fund operational expenditures are supported by current
period revenues, and the spending plans of all other funds are supported by projected revenues and
accumulated resources in their respective funds. Proposed appropriations citywide total $134,848,772
and are within the legal spending limit.
BACKGROUND:
BUDGET ACTION
The purpose of this report is to provide the City Council and community with the final proposed citywide
budget for FY 2019-20 which has been prepared for adoption based on the direction provided at earlier
public meetings of the City Council Finance Subcommittee.
The budget is both a spending plan for the City’s available financial resources and the legal authority for
City departments to spend these resources for public purposes. Through these resources, services are
provided to meet the needs of city residents. The City Council and City staff respond to the community’s
needs in part through the budget, which is intended to balance not only revenues and costs, but also
community priorities.
Consistent with the direction provided by the City Council in May 2014, the additional one-quarter percent
sales tax revenues provided by Measure E, effective April 1, 2014 through March 31, 2034, are dedicated
to funding major construction and improvements to public safety facilities (also referred to as the San
Rafael Essential Facilities project).
“GANN” APPROPRIATIONS LIMIT
Article XIIIB of the California Constitution (enacted with the passage of Proposition 4 in 1979 – the Gann
initiative – with modifications under Proposition 111 passed in June 1990, and implemented by California
Government Code sections 7900, and following) provides the basis for the Gann appropriation limitation.
The City’s appropriation growth rate is limited to changes in population and either the change in California
per capita income or the change in the local assessment roll due to new, non-residential construction.
This report will focus on the following:
1. Brief status of Fiscal Year 2018-19 budget performance
2. Proposed Goals and Strategies for Fiscal Year 2019-20
3. Proposed operating and capital budget presented for all City funds for Fiscal Year 2019-20
4. Fiscal Year 2019-20 Appropriations Limit
ANALYSIS:
FISCAL YEAR 2018-19 - UPDATE
General Fund
Revenues: The original FY 2018-19 budget, adopted on June 18, 2018, projected $78,503,000 in
revenues. The latest projections, based on activity through May, anticipate revenues of $78,996,639,
which is $493,639, or 0.6% greater than the original budget. The additional revenues are primarily due
to greater than expected sales tax revenues and planning-related charges for services. Sales tax
revenues were projected to experience a year-over-year decline of $372,000, or 1.7%, but are now
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
projected to increase by $59,000, or 0.3%, from $21,566,000 to $21,625,000. The favorable results are
the outcome of a strong one-time surge in auto sales and building and construction. Current projections
for future years indicate an overall downward trend for both auto sales and building and construction.
Expenditures: The General Fund-supported activities are performing within their respective budgets as
amended by the City Council throughout the year. Based on analysis conducted through May 2019, staff
is projecting that the actual year-end results will not deviate significantly from the budget.
Other Funds
The evaluation of other funds will continue with the year-end close. Any required adjustments will be
presented to the City Council as part of the year-end update. At this time, no major adjustments are
anticipated.
GOALS AND STRATEGIES
Each year, the City Council establishes a set of goals, strategies, and key implementation tasks (Goals
and Strategies) that guide decision-making. The City has five core goals:
1. Neighborhood and Economic Vitality: Create and preserve a healthy economy and
neighborhoods.
2. Quality of Life: Serve and strengthen community and regional relationships.
3. Public Safety: Prevent and respond to emergencies.
4. Public Assets: Improve and preserve public assets.
5. Foundational Services: Sustain organizational viability and exemplary service.
Every goal has a set of strategies, each of which, in turn, has a subset of key implementation tasks.
These goals provide a basis for making resource allocation decisions during the budget process and
serve as a focal point for assessing and coordinating the City’s various short and long-term strategic
planning. Additionally, they address the community’s needs and priorities, as well as reflect an evaluation
of community condition and the government’s operating environment.
After a collaborative process that included all City departments, City staff presented the draft Goals and
Strategies for FY 2019-20 to the City Council at its study session on June 17, 2019. The results of that
discussion were incorporated into the Goals and Strategies document attached to this staff report
(Attachment 1) for the consideration of and acceptance by the City Council.
FISCAL YEAR 2019-20 CITYWIDE BUDGET
The Goals and Strategies document serves as a work plan for City staff for the upcoming fiscal year.
Resources with which to accomplish the goals are incorporated into the proposed annual citywide budget.
HIGHLIGHTS
Citywide Budget: The total proposed FY2019-20 expenditure budget for the City is $134,848,772
(Exhibit I to the Budget Resolution). This sum reflects all funds and operations for the City,
including active capital projects. In addition to $25.0 million projected to be spent on the San
Rafael Essential Public Safety Facilities project, the Capital Improvement Program has planned
expenditures of $35.2 million for the year in which formal appropriations for major projects will be
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
made at the time of contract approval. Appropriations are supported by FY2019-20 revenue and
other sources projected at $113,262,003 as well as by fund balances retained from previous
periods for capital projects, notably accumulated funds from prior years for the Public Safety
Facilities.
General Fund Budget: The proposed General Fund expenditure budget comprises $80,881,189
for operations and $4,077,000 for capital transfers. These $84,958,189 in uses are supported by
revenues and transfers in, projected at $84,984,262, resulting in net results before allocations of
$26,073. The increase in expenditures over the previous year are projected to require an
additional allocation of $130,000 to the Emergency and Cashflow Reserve in order to maintain
the minimum reserve level. There are projected remaining unassigned funds as of June 30, 2019
to support this allocation. (Exhibit II to the Budget Resolution)
Program funding: Included in the expenditure budgets are provisions for the following:
o Employee retirement obligations are fully-funded in accordance with actuarially-
determined contribution levels and funding policies
o The Homeless Initiative Program is incorporated into the General Fund operating budget
o Major Crimes Task Force participation continues
o Massage Ordinance Enforcement continues at a scaled-back level
State Budget Impacts: On June 27, 2019, Governor Gavin Newsom signed the FY 2019-20
state budget, which totals approximately $215 billion. While staff does not anticipate that the state
budget will have an adverse impact on the City’s General Fund budget, there are some notable
components of the budget that are outlined below. City staff will look for any opportunities to
pursue additional assistance and available funding.
o Housing: The state budget includes $1.75 billion for various housing-related programs,
such as funding to assist renters, and repurposes housing production incentive grants to
provide infill infrastructure funding for housing projects. The Governor has taken measures
to hold local jurisdictions accountable to meet housing demand, which includes imposing
fines of up to $600,000 per month for cities and counties that violate state law that sets
housing targets. To assist renters, the budget includes $20 million to provide legal aid for
renters and assist with landlord-tenant disputes, including legal assistance for counseling,
renter education programs, and preventing evictions.
o Homelessness: The budget includes $1 billion in funding to combat homelessness. This
includes the following: $650 million to local governments for homeless emergency aid (the
most populous 13 cities receive $275 million, counties receive $275 million, and
Continuums of Care receive $100 million); $120 million for mental health; $25 million for
Supplemental Security Income advocacy; $40 million for student rapid rehousing and
services for the University of California (UC) and California State University (CSU) system;
and $20 million in legal aid for eviction prevention.
o Transportation: SB 1 will provide the following funding for transportation on an annual
basis: $1.2 billion for local streets and roads, including $600 million for cities (based on
population) and $600 million for counties; $458 million for local transit operations; $386
million for transit, commuter and intercity rail; $200 million for the State-Local Partnership
Program; $100 million for the Active Transportation Program; $36 million for Commuter
Rail and Intercity Rail; and $25 million for Local Planning Grants.
o Emergency Preparedness and Response: The budget includes $800 million to enhance
the state’s capacity to respond to natural disasters, including wildfires. The budget also
includes $15 million in one-time funds to Cal FIRE to enhance fire protection capabilities.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5
o Environmental Quality: The budget also includes $1.25 billion in cap-and-trade program’s
Green House Gas Reduction Fund expenditure plan.
o Community Services: The state budget includes increased funding to support subsidized
childcare, funding to address a shortage of mental health professionals in local
communities, as well as funding for public libraries.
o Public Safety: The budget includes $6.2 million for the Standards and Training for
Corrections Program, $112.8 million General Fund for the Community Corrections
Performance Incentive Grant, and $14.8 million for county probation departments to
supervise the temporary increase in the average daily population of offenders on Post
Release Community Supervision.
o Cannabis Tax Fund Allocations: The state budget includes a $15 million for the Cannabis
Tax Fund to provide grants to local governments to assist in the creation and
administration of equity programs and to support equitable access to the regulated market
for individuals through financial and technical assistance.
General Fund
The City’s General Fund accounts for most of the major services to residents and businesses (such as
police, fire suppression and prevention, planning, building, library, parks, streets, engineering, traffic
enforcement and management, and cultural programs). The General Fund operating-related
appropriations for FY 2019-20 total approximately $80.9 million. These appropriations comprise $78.9
million of operating expenditures and $2.0 million of transfers to Community Services in support of the
Recreation Fund.
Supplementing the operating activity, $4.1 million in capital transfers are anticipated for the San Rafael
Essential Facilities project, funded by Measure E Transactions and Use Tax (TUT) revenues. An
allocation of $130,000 is estimated to maintain the Emergency and cashflow reserve at its target level,
or 10% of total General Fund expenditures.
The appropriations are supported by $80.3 million in projected revenues and $4.7 million of transfers
from other funds. The transfers include $2.2 million from the 2018 Lease Revenue Bond proceeds that
will be used to pay capitalized interest on the Bonds from the General Fund; $0.9 million reimbursement
from Gas Tax for support of street maintenance; $0.7 million from the Employee Retirement internal
service fund for debt service on the outstanding pension obligation bonds; $0.5 million from the Parking
Services Enterprise Fund for administrative support; and $0.4 million to reclassify revenues collected for
map fees.
The following table (Figure 1) summarizes the detailed information provided in Exhibit II of the
Resolution (Attachment 2) and presents the proposed FY 2019-20 budget with a comparison to the
projected ending performance for FY 2018-19. Resources available for operations are projected to be
$1.7 million, or 2.0% higher than those of the FY 2018-19 year while operating uses are projected to
grow by $1.2 million, or 1.5% over those of the FY 2018-19 year. Although revenues are only projected
to achieve moderate growth, a combination of reductions of non-personnel expenditures and a stable
environment for pension contributions have enabled the City to achieve a balanced budget. City-wide,
departments actively worked to reduce expenses for the FY 2019-20 budget, while creatively working
towards redesigning services to be able to deliver them more efficiently. While the City was able to
achieve a balanced budget, there were several City goals that remained unfunded. Most notably,
building maintenance for non-public safety owned property, compensation levels, below ground
infrastructure, general unfunded liability for pension and health, and new initiatives.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 6
In order to maintain the current level of services, in particular for Public Safety services, the City needs
to consider other sources of general revenue funding for the next 10 years. By then, the retirement
reforms that City Council implemented in prior years will start to significantly decrease retirement
related contributions, resulting in an increase in available General Fund sources.
Figure 1
Revenue Trends and Assumptions:
Sales Tax:
After realizing consistently strong growth from 2011 through mid-2016, local sales tax receipts have
plateaued during the past few years. Prior to 2016, healthy new auto sales, recovery from the recession
and one-time catch-up payments provided for vigorous growth. More recently, we have watched major
retail outlets close with limited prospects for their being replaced with equivalent taxable sales activity
contributing to a modest sales tax forecast.
With the assistance of the City’s sales tax consultants, recurring sales tax revenues are estimated to
remain flat at $21.6 million in FY 2019-20. Sales taxes account for 27% of General Fund revenues.
Projected Proposed $ Change
from
% Change
from
General Fund FY 2018-19 FY 2019-20 previous
year
previous
year
Revenues $ 78,996,639 $ 80,282,912 $ 1,286,273 1.6%
Transfers in 4,321,361 4,701,350
Total Resources $ 83,318,000 $ 84,984,262 $ 1,666,262 2.0%
Expenditures $ 77,609,790 $ 78,881,189 $ 1,271,399 1.6%
Transfers out – operating 2,102,210 2,000,000
Total Operating Uses $ 79,712,000 $ 80,881,189 $ 1,169,189 1.5%
Capital Transfers (Measure E for
Essential Public Facilities) $ 4,145,000 $ 4,077,000
Net Results before Allocations $ (539,000) $ 26,073
(Allocations) / Use of reserved funds
Emergency reserve (450,000) (130,000)
Purchase Order rollover 38,538
Total Results $ (950,462) $ (103,927)
Allocation of unassigned funds 1,133,725 103,927
Net After Allocations $ 183,263 $ -
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 7
Property Tax:
The City’s second largest tax generator is property tax making up 26% of General Fund revenues.
Growth in Property tax revenues has begun to taper off. Based on the most recent County property tax
roll information and property transfer tax trends, the City is projecting an increase of 4.03% over prior
year which equates to $20.9 million in FY 2019-20.
Transaction & Use Tax (Measure E):
Revenues from this tax, which applies to most local retail sales, are projected to generate $12.2 million
in FY 2019-20. One-third of these funds are allocated to public safety facilities construction and
improvements. Measure E revenues account for 15% of General Fund revenues.
Other General Fund Revenues:
Other revenues (including business tax, transient occupancy tax, development fees, Vehicle License Fee
backfill, permits, and charges for services) are expected to experience moderate growth (i.e., 1-3%) over
the next year. These revenues account for 32% of General Fund revenues.
Expenditure Trends and Assumptions:
Expenditures are projected to grow by 1.6% in FY 2019-20. The annual expenditure plan includes
provisions for continued support of the Homeless Initiative (detailed below), participation in the Major
Crimes Task Force, and routine massage enforcement. The growth in expenditures incorporates
increases in personnel costs, including step increases, and increases in compensation based on
collective bargaining contract commitments. An organization-wide expenditure review contained the
growth of expenditures as operational budget allocations were reduced across all departments, without
which the General Fund would be experiencing a deficit. General Fund budgeted contributions to the
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 8
Marin County Employees Retirement Association (MCERA) are projected to decline by $724,000, or 4%
when compared to the previous year. While the base upon which contributions are made is growing in
FY 2019-20 as a result of contractual salary increases, this factor is being offset by a decrease in
contribution rates. At the direction of the City Council Finance Committee, the City has allocated the
amount attributable to the decline in MCERA rates for future pension-related obligations.
Pension expenses represent approximately 17% of total citywide expenditures, and approximately
$17.3 million, or 20%, of an $85.0 million general fund budget.
The Homeless Initiative was established in 2013 to fund homeless-related programs and activities
recommended by the City Council’s Homeless Subcommittee and approved by the City Council. Since
the initiative was created, it has supported a variety of successful initiatives, including Downtown Streets
Team, the Homeless Outreach Team (HOT) program, and increased police patrols in downtown. FY
2019-20 marks the seventh full year of operations for this program. Funding provisions of approximately
$470,000 include the Director of Homeless Policy and Outreach, ongoing mental health outreach,
continued police patrols, post office boxes at the United States Postal Service, and a commitment of
$36,091 annually to the Marin County Council of Mayors and Councilmembers Community Homeless
Fund.
The following chart summarizes the fiscal year allocation of planned General Fund Expenditures by major
function. Additional detail is provided in Exhibit II to the Resolution.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 9
Capital Spending and Other Funds
Capital Improvement Program (CIP)
The CIP is a multi-year planning tool used to identify and implement the City’s capital needs over the
upcoming 3-year period: FY 2019-20 through FY 2021-22. The CIP document summarizes the City’s
planned capital and infrastructure improvement projects, including their funding sources, and prioritizes
projects after analysis and coordination with other City departments in order to ensure that all department
needs are represented. Project selection and priority is based on recommendations by the Department
Directors to accommodate high priority needs, which focused on life/safety, maintenance and repair,
public and Council input, and other factors. The CIP is intended to provide a comprehensive three-year
project list for the City’s known capital and infrastructure needs.
The general categories within the CIP are as follows:
• City-Owned Properties (C): City facilities including buildings, parking garages and lots
• Drainage (D): Stormwater systems including roadway drainage and the City’s 12 stormwater
pump stations
• Parks (P): Park infrastructure and facilities including playgrounds, recreation equipment, and
restrooms
• Right-of-Way (R): Roadway improvements including construction, resurfacing, and maintenance
of existing bicycle and pedestrian facilities including sidewalk s and bike lanes.
• Transportation (T): New this year, Transportation projects are separated out from Right-of-Way
projects. Transportation projects include traffic and signal improvements that increase traffic flow
and capacity, as well as any circulation improvements that expand bicycle/pedestrian
thoroughfare beyond the existing facilities in place. For example, new multi-use pathways and the
expansion of existing sidewalk.
On June 17, 2019, Public Works presented the preliminary three-year CIP for Fiscal Year (FY) 2019-20
through FY 2021-22 for discussion and review by the City Council. The purpose of this presentation was
to provide the community members and the City Council an opportunity to participate in reviewing and
sharing feedback relating to the CIP.
CIP Active Projects: Active projects are separated from the rest of the CIP project list since they are
fully funded with prior year funds, and construction or design may be fully underway. A total of 15
projects are listed as Active in the CIP, including:
• Essential Facilities: Fire Station 57
• Essential Facilities: Public Safety Center
• Sea level rise vulnerability study
• San Quentin pump station reconstruction (design)
• Pickleweed Park and Schoen Park improvements
• Shoreline Park restroom
• Street resurfacing FY 2018-19
• NB 101 offramp-second right turn lane (design)
• Second and Third Street queue cutters
Major new projects identified in the FY 2019-20 to FY 2021-22 CIP include:
• Francisco Blvd. East Sidewalk Widening (Active)
• Third Street Rehabilitation Project – Grand to Miracle Mile. (Active)
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 10
• Third & Hetherton Intersection Improvements (Active)
• Albert Park ADA Restroom (Identified by the Facility Assessment Study)
• B Street Community Center Repairs (Identified by the Facility Assessment Study)
• Sun Valley Park, Peacock Gap Park, Bernard Hoffman Park Play Structure Replacement
• Lincoln Avenue Curb Ramps
• Smith Ranch Road Resurfacing
• Crosswalk Improvements
• Street Resurfacing
There are currently eleven major annual funding sources for the CIP:
Figure 2
Fund
#
Fund Name
(CIP Category)
Description
205 Stormwater
Fund
(Drainage)
Established to fund Stormwater maintenance, programs, and
improvements throughout the City—including maintenance and
repair of the City’s 12 storm water pump stations. This fund receives
annual revenues of approximately $850,000 from the City’s
Stormwater Activity fee (Municipal Code Chapter 9.40).
206 Gas Tax +
Measure A (Right
of Way,
Transportation)
The Gas Tax is a revenue distributed from the state based on a
percentage tax on each gallon of gas purchased in San Rafael.
Gasoline tax is collected and distributed to jurisdictions by the State
on an annual basis and may be used for capital projects and
maintenance to local streets, roads, traffic, and bicycle pedestrian
facilities. In April 2017, Governor Jerry Brown signed Senate Bill 1:
The Road Repair and Accountability Act to address the need for
additional funding for transportation and infrastructure in California.
Senate Bill 1 increased per gallon fuel excise taxes, diesel fuel sales
taxes and vehicle registration fees. The effect was a doubling of
Gas Tax revenues received for San Rafael, from roughly $1.1m to
$2.2m.
Fund #206 also collects annual Measure A Transportation Sales
Tax dollars (distributed by Transportation Authority of Marin). A ½-
cent sales tax approved initially by voters in 2004 and reapproved in
November 2018, Measure A provides roughly $700,000 annually to
San Rafael towards local streets and road improvements.
208 Childcare Fund Projects identified in the CIP as utilizing the Childcare Fund are
strictly for the facility improvements as related to the City’s childcare
centers.
235 Baypoint Lagoon
Assessment
District
The Baypoint Lagoons Lighting and Landscape District was formed
to protect and enhance wildlife habitat and water quality
in Baypoint (Spinnaker) Lagoon and the adjacent diked salt marsh.
236 Loch Lomond
Assessment
District
The Loch Lomond (Melo-Roos) Assessment District was
established in 1992 to pay for the repair and maintenance of Storm
Water system infrastructure in the district’s defined area
240 Parkland
Dedication
This fund was established to account for long-term developer
deposits used to enhance and maintain City park infrastructure.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 11
241 Measure
A (Parks)
Measure A is a nine-year ¼ percent transactions and use tax that
was passed in 2012 and is managed by the County of Marin. The
purpose of the tax is to care for existing parks and open spaces,
support regional community parks, projects, and programs and to
further farmland restoration. Community Services and the Parks
Commission provides input each year as to which Parks projects
should be prioritized to receive Measure A funding.
246 Traffic Mitigation
Fee
(Transportation)
Traffic Mitigation Fees are charged by to a developer in connection
with the approval of a development project – in order to generate
revenues for increasing street capacity to accommodate additional
traffic generated by the new development. The City utilizes its
Traffic Mitigation Fees for circulation identified in Exhibit 21 of Policy
6A of General Plan 2020 and similar projects that further the
General Plan.
420 Measure E Measure E was passed by the voters of San Rafael in November
2013 extending an existing 0.5% sales tax for 20 years and adding
0.25% (25 cents on a $100 purchase). On February 3, 2014, the
San Rafael City Council directed staff to set aside the revenues
from the added quarter percent to begin to address our aging
essential facilities, including making critical improvements to our
public safety facilities in San Rafael. In July 2015 the City Council
approved a strategic plan for essential public safety facilities in San
Rafael. The plan recommends seven projects including a new public
safety center across from City Hall that will house both the police
and fire departments. In addition, the plan recommends upgrades to
the other fire stations for seismic safety and operational
improvements.
501 Parking
Services
Projects identified in the CIP as utilizing the Parking Services Fund
are strictly for the facility improvements as related to the City’s
parking facilities.
603 Building
Maintenance
(City Owned
Property, Parks)
The Building Maintenance Fund supports capital projects associated
with the City’s buildings, parks and other facilities. The Building
Fund is an internal revenue fund, which means General Fund
monies are the sole source of revenue for the fund. Historically,
$500,000 in General Fund monies has been contributed annually to
the Building Fund.
Projects in the CIP are funded through a combination of these annual funding sources, and Project
specific funding sources such as Grants, Donations, and special funds. These “Project specific funding
sources” are restricted to certain projects based on the nature of the funding source. For example, the
Traffic Mitigation Fund may only be used to finance Right-of-Way projects that are pre-identified in the
General Plan or similarly qualifying projects that address traffic congestion, and a grant received may
only be used for the project for which the grant was applied for.
Unfunded projects in City-Owned Property and Parks total approximately $8 million, with immediate
project needs exceeding the $1 million in funding available from FY 2018-19 and FY 2019-20.
Therefore, staff is recommending that the annual $400,000 Gas Tax transfer to the General Fund be
increased to $800,000 for the current FY 2018-19 and for FY 2019-20. The annual transfer is designed
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 12
to cover a portion of the Public Works salaries and benefits related to streets and roads maintenance
(estimated at $2 million/year). The General Fund transfer to the Building Maintenance Fund (to support
City-owned property and parks projects) will then be increased by $400,000 for FY 2018-19 and FY
2019-20. The effect will be net neutral on the General Fund, and the result will be an additional infusion
of $800,000 to support City-owned property and parks projects in FY 2019-20.
The department is actively seeking better long-term funding strategies for these projects, including:
• Pursuing bond financing for major capital projects, such as San Quentin Pump Station
• More aggressive pursuance of grant funding for non-right-of-way capital projects
• Pursuance of ballot measure to raise current per-parcel stormwater assessment
• Exploring alternative funding mechanisms, such as assessment districts or public-private
partnerships (Community Services has taken a lead on this for some of the rental facilities)
The complete, final draft of the CIP is attached to this report (Attachment 3).
Capital Project Funds
These funds are dedicated to the tracking and reporting of capital projects. The most significant capital
project activity is the Public Safety Facilities project, for which there are active projects associated with
the construction of the new Public Safety Center and the construction of Fire Station 57. This project has
been funded from the following sources: (1) direct use of designated Measure E general tax funds; (2)
Lease Revenue Bonds, Series 2018, which will be repaid from designated Measure E general tax funds;
and (3) reimbursements from the County of Marin for a portion of improvements to Fire Station 57 that
benefit the County. In FY 2019-20, the City expects to spend approximately $25 million in construction
costs in support of this project, most of which will be provided by the proceeds of the Lease Revenue
Bonds.
Special Revenue and Grant Funds
These funds have restricted uses, based on their respective sources. One significant fund in this group
is the Emergency Medical Services/Paramedic Fund (EMS), which was presented to the City Council on
March 18, 2019. The fund has planned expenditures of $7.8 million for the upcoming fiscal year, of which
$4.9 million, or 63%, comes from the Paramedic Tax. The balance of the funding of this activity comes
primarily from third-party recovery for emergency medical response and transport services. The spending
plan requires no change in the level of support from taxpayers in San Rafael, County Services Area #13,
and County Services Area #19, who are paying $95 per residential living unit and 13.2 cents per non-
residential building square foot. In the other area served, Marinwood Community Services District, rates
will remain at the tax rate cap of $85 per residential living unit and 11 cents per non-residential building
square foot.
The EMS fund is projected to retain $781,210 in unallocated fund balance on June 30, 2020. This balance
serves as an operations reserve equal to ten percent of expenditures. Funds not needed for the
operations reserve are used to fund capital improvements that directly support the delivery of emergency
medical transport services (e.g., Phase Two essential public facilities projects).
The City’s new Cannabis Business Tax is also reported in a special revenue fund. San Rafael has several
licensees in active commerce, while several are still working through the State of California’s application
backlog or are finding a location and conducting tenant improvement buildout. There are currently five
delivery companies and two small-scale manufacturers paying into the cannabis business tax
program. San Rafael’s cannabis business tax program collected 1 partial 4th quarter 2018 (November –
December) and 1 full quarter, 1st Quarter 2019 (January-March) totaling $78,000 in cannabis business
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 13
tax revenue. The tax revenues collected are before businesses had authorization to conduct adult-use
sales. In July 2019, an additional licensing round for a smaller number of licenses will open. Those
licenses include testing laboratories, infused product manufacturing and distribution wholesale. The City
anticipates the receipt of $120,000 in revenues for the FY2019-20 year.
The Measure A Open Space Program is in its seventh year. Funding for this activity is primarily provided
by a nine-year, county-wide sales tax that is managed by the County of Marin, with the City providing
discretionary contributions as needed. The focus for FY 2019-20, for which $487 thousand in revenues
is projected, remains on recreational facility improvements and open-space enjoyment and safety. The
FY 2019-20 Measure A – Open Space Workplan was presented and approved separately at the City
Council meeting of June 17, 2019.
Measure D, the successor Library parcel tax to Measure C, is entering its third year. This special revenue
source has successfully expanded service levels, relative to those established under Measure C. The
purpose of the tax is to “augment the capacity of the City of San Rafael to provide quality library services
to its residents.” Measure D provides for expanded book and periodical purchases, including ebooks;
funds events and classes for all ages, and provides for supplementary technology supplies. Capital
reserves were established under Measure C for facility-related uses. Of the $541,000 set aside,
approximately $188,000 has been committed to the new library costing study with Noll and Tam
architects. The allocation of these special tax proceeds is consistent with best practices in the library field
and the terms of the tax measures.
The Recreation and Childcare Funds, operated by Community Services, are anticipating spending plans
of $4.8 million and $3.6 million, respectively. Fee income and earnings on reserves cover approximately
63% of the Recreation budget, 100% of the Childcare budget, and 72% of the Preschool program.
Community Services has recommended the consolidation of three obsolete accounts into the Recreation
Fund. The three funds are: Falkirk Revolving Fund, with a balance of $25,799, used to track Falkirk
expenses before these activities were managed and tracked under Recreation; Falkirk Arts Program
Fund, with a balance of $11,011, which has not been used for several years; and the Recreation Fiduciary
Fund, with a balance of $23,850, which was created for tracking Community Center programs that have
since been discontinued.
Other significant funds in this category include Gas Tax and Storm Water Funds. The spending plans for
these funds were developed in conjunction with the Capital Improvement Program described previously.
Parking Fund
The Parking Fund is a self-sustaining enterprise fund whose revenues are dedicated to parking services.
Currently, parking operations are funded via parking fees and fines, and fund balance is the only resource
with which to cover capital improvements. The parking structures and lots have deferred maintenance
issues that will need to be addressed over the next few years. In 2014, Public Works engaged an
engineering firm to evaluate current conditions of the garage structures and provide recommendations
for repair and maintenance items. The study determined that the four city-owned structures (3rd/Lootens,
3rd/A, 3rd/C, 5th/C parking structures) require significant structural repairs due to deferred maintenance.
For example, it is estimated that one of the locations to be repaired, 3rd/Lootens, will cost approximately
$525,000. The FY 2019-20 operating budget for this fund is $5.2 million, inclusive of operating transfers.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 14
Internal Service Funds and Capital Replacement Funds
These funds are used to manage services that are delivered within the organization. For example,
computer replacement, employee benefits, workers compensation, general liability and vehicle
replacement are funded via internal charges to the funds that utilize these respective services. These
funds have sufficient resources to support services for FY 2019-20. The technology internal service fund
and capital replacement funds (vehicles, City facilities) remain underfunded with respect to the City’s
anticipated long-term needs.
Successor Agency
Prior to the state-initiated dissolution of the Redevelopment Agency in January 2012, the City Council
met as the Redevelopment Agency and approved its annual budget as part of the citywide budget
process. Under the current legislation, the Successor Agency is not required to prepare an annual budget.
Funding for the Successor Agency follows a different process specified in the new law: funding must be
approved by the Successor Agency’s Oversight Board and the California Department of Finance for six-
month periods. The economic development-related functions of the former Redevelopment Agency have
been fully transferred to the City Manager’s Office. The San Rafael Successor Agency Oversight Board
has approved allowable administrative expenses of $143,500 in FY 2019-20 for City staff time and other
costs associated with the dissolution of the former Redevelopment Agency, although this amount is
expected to be reduced, and eventually eliminated, in future years. The Successor Agency reimburses
the General Fund $190,443 per year under a repayment plan for the unfunded pension obligations of
former Redevelopment Agency employees.
Status of Pension Funding
The City’s Pension Funding Policy requires that the Finance Director and City Manager report on the
status of pension funding as part of the annual budget adoption process.
The most recent pension actuarial valuation was prepared as of June 30, 2018 and approved by the
MCERA Board on February 13, 2019. This valuation was used to determine the contribution rates for
FY 2019-20. The composite rate for the City of San Rafael will be 57.67 percent, a 4.09 percent decrease
from the current rate of 61.76 percent. The budgeted pension contribution for FY 2019-20 provides full
funding for the required contribution. The valuation also reported an unfunded actuarial liability of $134.1
million for the City, representing a funded ratio of 77.0%.
MCERA’s investment target (discount rate) is 7.00%. The City has dedicated a portion of its employee
retirement reserve to buffer the impact of unexpected increases. This reserve, which currently totals
$1.3 million, is also used to accumulate payments for debt service on the $4.5 million pension obligation
bonds issued in 2010; and for optional, supplementary payments to MCERA.
Status of Other Postemployment Benefit (OPEB) Funding (Retiree Healthcare)
The City’s OPEB Funding Policy was adopted on September 18, 2017. The Policy cites the City’s goal
of fully funding the Actuarially Determined Contribution (ADC) each year. The budgeted OPEB
contribution for FY 2018-19 provides full funding for the required contribution. The contribution is based
on an investment target (discount rate) of 6.75%. The most recent actuarial valuation, as of June 30,
2017, reports $18.1 million in plan assets offset by $51.6 million in actuarially accrued liabilities, leaving
an unfunded actuarial liability of $33.5 million. The City’s ADC for FY 2019-20 is $3.7 million.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 15
Citywide Summary
The following table summarizes the appropriations found in Exhibit II of the Resolution (Attachment 2),
which provides the schedule of consolidated fund activities for FY 2019-20:
Figure 3
Fund Balances and Reserves
Under the proposed FY 2019-20 budget, all funds are projected to have a positive fund balance as of
July 1, 2019, as well as at June 30, 2020. The General Fund is projected to have sufficient funds at July
1, 2019 and June 30, 2020. The balance shown in Figure 3 above incorporates the Emergency Reserve.
The other funds listed in the Figure 3 are all restricted in nature based on the explanations provided on
page 9 of this report.
General Fund Emergency Reserves are projected to increase from $7.5 million to $7.9 million, or 10% of
General Fund expenditures, maintaining the minimum target reserve levels. There are sufficient funds
retained in the general liability and workers compensation reserves to fund projected claims in those
respective areas.
GANN APPROPRIATIONS LIMIT
The Appropriations Limit for each year is based on the prior year Appropriations Limit, adjusted by factors
that incorporate changes in cost of living and population. For FY 2019-20, the City is using a 3.85 percent
increase in California’s per capita personal income from January 1, 2018 to January 1, 2019 (this figure
is provided by the California Department of Finance). For the change in population, the City is using 0.04
percent – representing the change in population for San Rafael, which is higher than Marin County’s
figure of negative 0.01 percent for the period January 1, 2018 to January 1, 2019 (provided by the State
of California Department of Finance).
The attached resolution (Attachment 4) establishes the new Appropriations Limit for FY 2019-20, which
has been calculated to be $138,889,447 (Exhibit A to the resolution). The actual budget subject to the
limitation excludes self-supporting funds, capital improvement funds, capital outlay grant funds, and
specific exclusions such as the Gas Tax Fund. The FY 2019-20 appropriations subject to the GANN Limit
Fund
Projected Balance
July 1, 2019
Sources
(Revenues and
Transfers)
Uses
(Expenditures
and Transfers)
Projected
Balance June 30,
2020
General Fund 151,794$ 84,984,262$ 84,958,189$ 177,867$
General Plan 2,073,008 393,110 1,405,333 1,060,785
Special Revenue/Grant/Trust 17,001,094 25,373,790 24,054,074 18,320,810
Enterprise (Parking)4,060,216 5,238,406 5,165,257 4,133,365
Internal Service/Capital Replacement 6,995,868 18,148,574 17,057,307 8,087,135
Assessment Districts 470,833 1,377 - 472,210
Misc Capital Project Funds 27,854,267 4,149,072 27,235,200 4,768,139
Adj for ISF Charges/Transfers - (25,026,588) (25,026,588) -
Total City-Wide Totals 58,607,080$ 113,262,003$ 134,848,772$ 37,020,311$
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 16
is $82,867,376 (Exhibit B to the resolution). Therefore, the portion of the City’s budget appropriation that
is restricted by the GANN limit is $56,022,071 under the legal limit.
STAFFING
The City’s current approved level of staffing, 412.58 FTE (full-time equivalent) is 7.9 percent below the
peak of 445 FTE that was supported in FY 2007-08. The erosion of staffing levels has significantly
reduced the City’s organizational capacity and impedes the City’s ability to proactively manage emerging
issues, or to ensure smooth and consistent continuity of services. The management team has considered
the impact of the severe restructuring on the City’s ability to effectively and sustainably deliver services
upon which the residents depend and continues to explore and implement strategies to fulfill the
community’s expectations.
For the FY19/20 fiscal year, all departments are focused on finding ways to maximize current employee
capacity and potential by re-examining the way that our teams are currently organized, and by
creatively implementing process improvements cross departmentally. As a result, the following changes
are being proposed:
Digital Service and Open Government
The Department of Digital Service and Open Government (DSOG) is proposing a new classification of
the GIS Analyst to a Data Analyst. This is in support of the department’s recently launched strategic
framework that will broaden the department’s service offerings beyond basic technology support,
reflecting the evolution of the department’s anticipated analytical needs. This new classification will
include a three-step series for the Data Analyst to grow in to over time through the performance
management process. There is no current fiscal impact related to this proposed change.
Police
The Police Department is proposing a reclassification of the Mental Health Outreach Provider to a
Mental Health Liaison, in acknowledgement of how this single classification role has grown and
developed into a more hands-on clinical liaison role. The Human Resources department recently
partnered with a third-party vendor (RGS Consulting) to conduct a job classification study of the current
responsibilities and found that there has been a significant change in the role’s scope and depth of
work. The total fiscal impact of this proposed change is $12,911/annually.
City Manager
The City Manager’s Department is proposing a reclassification of the Sustainability and Volunteer
Program Coordinator to a Sustainability Program Manager. HR recently partnered with a third-party
vendor (RGS Consulting) to conduct a classification study of the responsibilities (single position
classification) and found that there has been a significant increase in the role’s responsibilities and level
of self-directed work more closely aligned with a management position. As such, this reclassification
reflects how this work is developing in to a broader program, requiring a higher level of strategic
leadership. The total annual cost of this change is $12,745/annually.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 17
Public Works
In order to ensure continuity of capacity to manage Capital Improvement Program projects, the Public
Works Department is recommending the creation of a Senior Project Manager classification, and
authorization to add 1.00 FTE in this job class effective April 1, 2019. The majority of the funding for this
position, all but $38,000, will come from funds that have been used to fund this position on a fixed-term
basis.
The Department is also requesting the addition of 1.00 FTE Sweeper Operator to supplement the existing
part-time sweeper operator position. The additional sweeper is necessary to keep pace with the
increasing requirements of the Marin County Stormwater Pollution Prevention Program. Gas Tax Funds
will be used to reimburse the General Fund for the $95,0000 cost of the new position.
These proposed changes have been discussed with the labor representatives for the affected bargaining
units. They have a combined impact of adding 2.00 FTE and result in a $38,000 annual cost to the
General Fund, and a $95,000 annual cost to the Gas Tax Fund.
Community Development
The Community Development Department has continued its review of how its staffing supports a positive
customer experience. The Department would like to build on some of the recent adjustments by adding
a Permit Services Coordinator position that would provide cross-divisional support to ensure that those
who rely on the department for approvals and permits have a skilled point of contact at the customer
service counter. In order to avoid raising fees, the Planning Technician position is being proposed to be
eliminated and the Building Technician I position is proposed to be reduced from 1.00 Full-Time
Equivalent (FTE) to 0.75 FTE. The resulting net change in staffing level is a reduction of 0.25 FTE and
the net fiscal impact of these proposed changes is approximately $8,000 per year. In order to ensure that
the classification of the Permit Services Coordinator is compatible with the vision for the new role, the
department worked with Human Resources and labor representatives to make the appropriate
modifications to the classification. No changes are being proposed for the compensation for this position.
Community Services
The Childcare Program is experiencing a drop in demand since San Rafael schools transitioned to a full
day kindergarten. In response to this decrease in demand, the department is recommending the
elimination of 1.00 Childcare Director and 5.00 Childcare Instructors. These proposed changes have
been discussed with the labor representatives for the Childcare unit. The net impact on staffing is a
reduction of 6.00 FTE, and the savings from the eliminated positions is projected to offset the loss in
revenues.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 18
Summary of Staffing Changes
Department Regular FTE Change Funding
Source
Fiscal Impact
Increases
Digital Services
and Open
Government
GIS Analyst -1.00
Data Analyst +1.00
No funding
impact
$0
Police Mental Health Outreach Provider -1.00
Mental Health Liaison +1.00
General Fund $12,911/year
City Manager Sustainability and Volunteer Program
Coordinator -1.00
Sustainability Program Manager +1.00
General Fund $12,745/year
Public Works Sweeper Operator +1.00
Senior Project Manager +1.00
2.00
Gas Tax Fund
General Fund*
*offset by
discontinuing
fixed-term
project
manager
$95,000
$38,000
Community
Development
Permit Services Coordinator +1.00
Planning Technician -1.00
Building Technician I -0.25
- 0.25
General Fund
$8,000/year
Community
Services
(Childcare
Division)
Childcare Director -1.00
Childcare Instructor -5.00
-6.00
Childcare Fund
Negligible
after taking
into account
revenue
losses.
Total proposed
changes
requiring City
Council
Approval:
-4.25
General
Fund $71,656
Gas Tax
Fund
$95,000
Fixed term
position changes
(no City Council
approval
required)
Public Works Project Manager -1.00
Fire Administrative Specialist -0.60
Fire Management Analyst 1.00
-0.60
Total Proposed
Changes:
-4.85
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 19
The history and detail for all authorized positions are presented in Exhibit III of the resolution
(Attachment 2). Accompanying Exhibit III are job class specifications for the Data Analyst, Mental Health
Liaison, Sustainability Program Manager, Senior Project Manager, Sweeper Operator and Permit
Services Coordinator. Also included are the salary schedules for SEIU, SRPA and Mid-Management
Resolution, which have been updated to reflect the new positions in their respective units.
In summary, the FY2019-20 personnel proposal ends with 407.73 full-time employees (from 412.58 as
of June 30, 2019) which is a decrease in 4.85 FTE. The General Fund increases of $71,656 are being
funded by department budget reductions in other expenses.
In addition to these aforementioned staffing changes, the City leadership team is proposing additional
support and career investment in our Police Department’s Mid Management group. The Educational
Incentive for Police Captains and Police Lieutenants who have received their post Management
Certificate is being proposed to be paid a flat dollar in the amount of $264.50 bi-monthly. Details of this
incentive program are outlined in a side letter attached.
Community Services and Library Integration
Over the past several months, staff has been working on an effort to combine the Community Services
Department with the Library Department from an internal, organizational standpoint. For purposes of
the City’s organizational structure, it would be the “Library, Recreation, and Childcare Department” and
begin as such immediately with this new fiscal year. Susan Andrade-Wax, currently the Community
Services Director, will be the Director of the newly merged department. Staff will continue to track
separately the budget of these functions as we have in the past in order to maintain transparency into
the various costs by function and restricted uses by Measure D. Therefore, there are no budgetary
recommendations in this staff report regarding the reorganization. However, at a later date, staff
anticipates returning to the City Council with a new organizational chart for the Department and any
reclassifications or compensation adjustments that are recommended at that time. Staff will work with
any affected labor groups as those changes are considered. Staff will not be making any recommended
changes to how the current boards, commissions, and affiliate groups function as they relate to the
Library and Community Services. Those will continue as they have in the past.
The two Departments are proposed to be integrated in order to create new possibilities for collaboration
and innovation in programming and services for the community, as well as to create efficiencies
through eliminating duplication, combining resources, and leveraging diverse skill sets. Another goal is
to create more shared professional development, shared training, and more opportunities for growth
and advancement of employees. Workshops were held with all affected staff to create a new
departmental vision, mission, set of values and initial goals. The identified vision is, “Connect and
flourish” and the mission is, “Enriching our community through discovery, learning, and play.” Some
minor examples of new opportunities include: unified promotion of activities, classes, and events;
sharing of resources such as vehicles and equipment; optimization of building space/land usage; and
greater opportunities for staff to excel/promote in the larger organization.
Included in the draft City Council Goals and Strategies for Fiscal Year 2019-2020 is, “Complete the
integration, policies/procedures, and team development of the new ‘Library, Recreation, and Childcare’
Department. The Council’s approval of the Citywide Budget for Fiscal Year 2019-2020 will put this effort
into motion.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 20
FISCAL IMPACT: By approving the resolutions as presented, the City Council is authorizing the levels
of expenditures, within funds, for FY 2019-20. The proposed budgets reflect all assumptions outlined and
incorporate direction received from the City Council and City Council Finance Subcommittee. The City is
also adopting the GANN Appropriations Limit which confirms that the budgeted expenditures are within
the legal limit.
The FY 2019-20 Budget Resolution also provides for the “roll-over” of unspent capital project funds from
FY 2018-19 for projects that will not be completed by June 30, 2019. Capital project spending occurs
each year by appropriating accumulated funds (e.g., gas tax, traffic mitigation, etc.), in addition to new
revenue sources. By carrying over the unspent portion of a project’s budget into the subsequent year,
capital project budget performance is easier to track because the same budget authority is not duplicated
for unspent funds. This also makes it easier to match budgeted and actual expenditures.
Similarly, the budget resolution (Attachment 2) provides for the “roll-over” of active purchase orders that
will not be completed by year-end. This provides for operational continuity and avoids having to re-budget
expenditures that were previously authorized.
OPTIONS: The City Council can choose to either:
(1) Accept the report, recommendations and resolutions as presented; or
(2) Make modifications to the recommendations and/or resolutions.
RECOMMENDATION: Accept the report and:
1. Adopt the Resolution Approving the City-Wide Budget and Capital Improvement Program for
the Fiscal Year 2019-2020 and Providing for the Appropriations and Expenditure of All Sums
Set Forth in the Budget
2. Adopt the Resolution Approving Fiscal Year 2019-2020 Gann Appropriations
ATTACHMENTS:
1. FY 2019-20 City Council Goals & Strategies
2. Resolution Approving the City-Wide Budget and Capital Improvement Program for the Fiscal
Year 2019-2020 and Providing for the Appropriations and Expenditure of All Sums Set Forth in
the Budget, and Exhibits I, II, III (Budget and Personnel Actions)
3. Capital Improvement Program: FY 2019-20 through 2021-22
4. Resolution Approving Fiscal Year 2019-2020 Gann Appropriations Limit, and Exhibits A and B
Cover Page
Attachment 1. - FY 2019-20 City Council Goals & Strategies
FY 2019-20
City Council Goals and Strategies
Fiscal Year 2019-20
This document is not a comprehensive list of all City goals and strategies but rather a
snapshot of the key, new initiatives for the fiscal year.
MISSION
The Mission of the City of San Rafael is to enhance the quality of life and to provide for
a safe, healthy, prosperous and livable environment in partnership with the community.
VISION
Our vision for San Rafael is to be a vibrant economic and cultural center reflective of
our diversity, with unique and distinct neighborhoods in a beautiful natural
environment, sustained by active and informed residents and a responsible innovative
local government.
FY 2019-20
HIGHLIGHTS OF ACCOMPLISHMENTS FOR FY 2018-19
● Completed the construction of Fire Station 52, nearing completion of Station 57, and substantial progress on
the Public Safety Center.
● Completed the West Francisco Boulevard “Flip” with the SMART tracks, completion of the Andersen Drive
new intersection, and completion of Phase I of the Multi-Use Path.
● Achieved a 28% reduction in chronic homelessness from 2017 to 2019, a 54% decline in EMS transports and
an 86% decline in Police calls for service for people who have been housed through Housing First.
● With Coordinated Entry, worked with partners to house (now 150+) people who were chronically homeless.
● Assisted Downtown Streets Team secure Marin Mobile Care mobile shower sites in San Rafael, County of
Marin, Sausalito, Corte Madera/Larkspur, and Fairfax.
● Approved “Wildfire Prevention and Protection Action Plan” to set implementation framework/strategy.
● Installed the Grand Avenue Pedestrian Bridge for access between Canal neighborhood and Downtown.
● Completed first year of the new Sidewalk Repair Program, a public-private partnership to improve walkability
that allows residents to apply for partial funding from the City to repair existing sidewalks.
● Completed the construction of a new playground at Albert Park, with the support of community partners
such as The B Team and the Gerstle Park Neighborhood Association.
● Implemented Renter/Landlord programs including Source of Income Discrimination, Mandatory Mediation,
and Just Cause Evictions to improve the renter/landlord relationship.
● Adopted the Climate Change Action Plan 2030 to reduce greenhouse gas (GHG) emissions.
● Entered into a countywide public-private partnership entitled “Opening Doors Marin”, whose goal is to create
housing for chronic and veteran homelessness in Marin County.
● Adopted the Bicycle and Pedestrian Master Plan.
● Adopted small cell/5G wireless communication facility regulations, which includes permit requirements,
permitting deadlines, and design standards/requirements to comply with federal law.
● Further developed the Cannabis Program, including developing an appeals process, expanding the number
and types of cannabis licenses, and updating the City’s regulations to comply with state law.
● Implemented a six-month pilot parking program in East San Rafael regarding time-limited parking to increase
on-street parking in residential and commercial areas.
● Entered into an agreement with the Marinwood Community Services District for shared fire chief officer
services to improve service delivery and improve efficiency.
● Established the Library Pop-Up at Northgate Mall, with the Marin County Free Library.
● Launched the New Library Facilities Planning Project to engage community members in assessing options for
improving library facilities.
● Implemented Text-to-911 program so wireless customers can send text messages to 911 in an emergency.
● Upgraded all police body-worn cameras to an unlimited cloud-based digital evidence management system
that allows managing and sharing digital evidence with the DA’s Office.
● Reorganized “IT” Division into the Department of Digital Service and Open Government to better assist
departments with service design, open data, and community engagement in addition to traditional tech.
● Completed Phase One of a wayfinding installation project in Downtown San Rafael to direct community
members to landmarks, popular locations, and parking.
● Hosted a successful 30th annual Día de los Muertos event.
● Hosted the second annual Marin County Community Job Fair, in partnership with the Chamber.
● Completed second Spanish speaking Citizens’ Police Academy.
● Partnered with Canal Alliance and other partners to form a chapter of the New Americans Campaign and
assist eligible community members with the naturalization process.
FY 2019-20
GOAL A: STRATEGIES AND KEY IMPLEMENTATION TASKS SUBCOMMITTEES/
DEPARTMENTS
NEIGHBORHOOD
AND ECONOMIC
VITALITY
Create and preserve a
healthy economy and
neighborhoods
1. Sustain vibrant neighborhoods, Downtown and other
business areas.
a. Work with the General Plan 2040 Steering
Committee to complete GP2040 and Downtown
Precise Plan.
b. Continue programming with the Chamber and BID.
Assist vitality of East San Rafael such as through a
PBID. Explore dynamic parking pricing in downtown.
c. Review new cannabis license types, create non-San
Rafael delivery company process and fee, launch
license renewal process, monitor tax collection, and
build out compliance program.
d. Create marketing material, including launching a
website, to brand San Rafael.
e. Begin digital inclusion initiative that increases
internet connectivity in East San Rafael.
f. Evaluate East San Rafael pilot parking program and
implement next steps.
Economic Development
Subcommittee
Community Development
Economic Development
Parking Services
Economic Development
Economic Development
Digital Service
Parking Services
2. Facilitate Housing Opportunities
a. Encourage housing development by incentivizing the
private sector (e.g. regulatory changes).
b. Implement new Mandatory Mediation and Just
Cause ordinances; evaluate other programs to create
an equitable rental/landlord relationship.
c. Update a new accessory dwelling Ordinance.
Community Development
City Manager’s Office
Community Development
3. Reduce the number of people experiencing
homelessness.
a. Continue partnerships to end chronic and veteran
homelessness in Marin by the end of 2022, such as
through Coordinated Entry program.
b. Facilitate housing production through “Opening
Doors Marin,”
c. Continue to facilitate an integrated multi-service
center that accommodates current downtown
service providers as sites become available.
d. Develop policy response to Martin v. Boise and
other direction through the courts.
Homelessness Subcm.
City Manager’s Office
City Manager’s Office
Community Development
City Manager’s Office,
Community Development
City Manager’s Office,
Police, others
4. Reduce greenhouse gas emissions.
a. Complete a Sea Level Rise Adaptation Report to be
attached to General Plan 2040.
b. Implement the Climate Change Action Plan 2030
(CCAP2030), including enacting new state green
building codes and a community-wide process to
deal with the impacts of climate change.
c. Develop an online community engagement platform
for the CCAP2030 that helps residents to learn
about activities that reduce greenhouse gas
emissions.
Sustainability Liaison
City Manager’s Office
Community Development
City Manager’s Office
City Manager’s Office,
Digital Service
FY 2019-20
GOAL B: STRATEGIES AND KEY IMPLEMENTATION TASKS SUBCOMMITTEES/
DEPARTMENTS
QUALITY OF LIFE
Serve and strengthen
community and
regional relationships
1. Work to provide literary, artistic, recreational and
cultural experiences for all residents and embrace our
diversity.
a. Develop Cultural District awareness campaigns and
coordinate with County on Arts Master Plan
execution, implement municipal public art projects
with partners.
b. Implement new programming and beautification
opportunities; expand West End lighting project and
on-street dining.
c. Update the City’s Special Event and Film Permit
process to increase organizational efficiency and
economic vitality.
d. Activate our libraries by implementing programs
such as One Thousand Books before Kindergarten,
Parent Involvement Project, and Healthy Eating
Active Living Initiative.
e. Complete the integration, policies/procedures, and
team development of the new “Library, Recreation,
and Childcare” Department.
Economic Development
Subcommittee
Economic Development,
Public Works, Parking,
others
Economic Development
Public Works
Economic Development
Library, Recreation, and
Childcare
Library, Recreation, and
Childcare
Library, Recreation, and
Childcare
2. Collaborate with community partners and utilize the
expertise of Boards and Commissions, agencies, and
associations.
a. Further develop community partnerships that
promote inclusivity, safety, belonging, and vitality for
the entire community.
b. Increase Council exchanges/communication with the
appointed Boards and Commissions
City Manager’s Office
City Manager’s Office
3. Improve resident engagement and governmental
transparency.
a. Implement the World Health Organization’s Age
Friendly Cities – San Rafael initiative.
b. Build on the Latinx engagement strategy, as started
in the Resident Engagement Plan, to increase civic
participation and feedback from Spanish-speaking
residents.
c. Co-lead in local planning and participate in U.S.
Census 2020 outreach to ensure an accurate, fair,
and complete count.
d. Embrace principles of open government by
improving financial transparency and using digital
transparency portals to share key budget
information with community.
e. Conduct community outreach to discuss police
activities/priorities and engage the public in the
problem-solving process.
Library, Recreation, and
Childcare
City Clerk’s Office
Digital Service
City Manager’s Office
Finance
Digital Service
Police Department
FY 2019-20
GOAL C: STRATEGIES AND KEY IMPLEMENTATION TASKS SUBCOMMITTEES/
DEPARTMENTS
PUBLIC SAFETY
Prevent and respond
to emergencies
1. Plan for essential public facility improvements with ¼
cent additional Measure E funds.
a. Complete the design, bid, and begin construction of
Fire Stations 54 and 55 as Phase II of the Essential
Facilities program.
b. Complete the construction of the Public Safety
Center (and achieve LEED Gold certification) and
Station 57.
Facilities Subcommittee
Public Works
Public Works
2. Provide a safe and secure environment for people,
businesses and property in the community.
a. Work with community members, Wildfire Advisory
Committee, Marin Ready Together, and all Marin
jurisdictions to implement the Wildfire Prevention
and Protection Action Plan (e.g. defensible space,
fuel reduction, evacuation, Firewise communities)
and develop funding options.
b. Evaluate short-term housing rentals and recommend
regulations relating to permitting, use, and
enforcement.
c. Update City policies and procedures relating to
alarm responses and billing.
Fire, Police, Public Works
Community Development
Police
3. Further develop community and organizational
emergency readiness.
a. Update the Emergency Operations Plan to reflect
risks, response capabilities, statutory requirements,
and best practices.
b. Update the Emergency Volunteer Intake Center Plan
to be better prepared to utilize disaster volunteers.
c. Begin a multi-year disaster recovery project with the
goals of increasing network survivability in a disaster
event and reducing the network outage window.
d. Reimagine emergency medical service delivery to
ensure highest quality “out of hospital” care is
provided to meet the changing needs of the
community.
e. Expand CERT, Firewise, other neighborhood
response programs in San Rafael.
Fire
City Manager’s Office and
Fire
Digital Service
Fire
Fire
4. Pursue cost saving and efficiency measures for
emergency services.
a. Continue to implement current (e.g. Marinwood
Chief Officer, Novato pool, San Anselmo meters)
and seek new partnerships with other agencies to
share services e.g. additional with Marinwood.
b. Work with County’s Whole Person Care program
which benefits frequent users of emergency services
and develop successful and cost-effective
approaches.
City Manager’s Office, All
City Manager’s Office, Fire,
Police
FY 2019-20
GOAL D: STRATEGIES AND KEY IMPLEMENTATION TASKS SUBCOMMITTEES/
DEPARTMENTS
PUBLIC ASSETS
Improve and preserve
public assets
1. Plan use of Measure A funds for park and open space.
a. Replace the playground at Sun Valley Park.
b. Enhance vegetation management services in open
space areas to reduce the risk of highly flammable
vegetation.
c. Implement community process and updated design
for Pickleweed Park field conversion project to
apply for CA Prop. 68/other grants.
Public Works
Public Works, Fire, others
Library, Recreation, and
Childcare
2. Sustain effective level of core infrastructure.
a. Implement the City’s Capital Improvement Program
(CIP) projects, which including the Southern Heights
Bridge (multi-year), Smith Ranch Road resurfacing,
Lincoln Avenue curb ramps, and many other projects.
b. Continue to work with residents and stakeholders to
identify federal funding to dredge the San Rafael
Canal.
c. Determine preferred site and cost analysis for new
library facilities; seek synergies with existing
buildings.
Facilities and New Library
Public Works
Public Works
Library, Recreation, and
Childcare
3. Improve mobility by reducing traffic congestion and
expanding bicycle, pedestrian and transit.
a. Work with partners to select Permanent Transit
Center final alternatives to be studied in EIR
b. Implement the design phase of the Third Street
Rehab. Project, including roadway reconstruction,
signal and bike/ped improvements, access ramp
updates.
c. Begin the sidewalk widening project along East
Francisco Boulevard to provide needed access and
connectivity between Downtown and East San
Rafael.
d. Implement intersection and crosswalk improvements
such as at Third and Hetherton and a new signalized
crosswalk in front of San Rafael High School.
Public Works
Public Works
Public Works
Public Works
4. Support SMART operations and prepare for extension to
Larkspur.
a. Seek funding to complete construction of Phase 2 of
the Multi-Use Path from Rice Drive to Second Street.
b. Implement the multi-year traffic signal improvement
program to establish a fiber network, new compliant
signal equipment, and more effective interface with
SMART in the downtown.
Public Works
Public Works
FY 2019-20
GOAL E: STRATEGIES AND KEY IMPLEMENTATION TASKS SUBCOMMITTEES/
DEPARTMENTS
FOUNDATIONAL
SERVICES
Sustain organizational
viability and
exemplary service
1. Achieve short- and long-term financial viability and
continue to seek financial resources for City priorities.
a. Complete a citywide fee study and consider updates
to the Master Fee Schedule.
b. Identify opportunities to stabilize long term financial
projections.
c. Identify and market underutilized properties, both
City and non-City owned. Improve revenue
performance of commercial assets such as
Northgate and Marin Square.
Economic Development and
Finance Subcommittees
Finance
City Manager’s Office
Finance
Economic Development
2. Continue organizational excellence and succession
planning.
a. Enhance workplace culture and improve the
employee lifecycle experience.
b. Develop an all-employee Diversity and Inclusion
training program to integrate with the Together San
Rafael initiative.
c. Update critical HR policies and procedures; provide
employees with accountability policies that reflect
best practices, compliance and innovative thinking.
d. Succession planning and knowledge transfer; create
initial proposal to capture institutional and legacy
knowledge; create business continuity opportunities.
e. Update administrative technology systems and
processes to streamline and connect cross-
departmental workflow.
Human Resources, others
Human Resources, others
Human Resources
Human Resources
Human Resources,
Finance, Digital Service,
others
3. Employ technology to improve efficiency and service
level ability.
a. Begin the implementation of a new citywide
enterprise resource planning (ERP) system.
b. Develop a performance management program to
make data-informed decisions and provide critical
operating information to assess and improve service
delivery.
c. Leverage technology and process improvements in
the City Clerk’s Office to deploy a citywide records
management program.
d. Launch a community engagement initiative with on-
line tools to inform residents about District Elections
and what it means to them.
e. Implement an improved process for processing
business license renewals.
f. Create a digital permit guide to simplify the building
permit process, and track all the permits, documents,
plan reviews, and outside agency clearances.
Finance
Digital Service
City Clerk’s Office
City Clerk’s Office
Finance
Community Development
Digital Service
Cover Page
Attachment 2. - Resolution Approving the City-Wide Budget and
Capital Improvement Program for the Fiscal Year 2019-2020 and
Providing for the Appropriations and Expenditure of All Sums Set
Forth in the Budget, and Exhibits I, II, III (Budget and Personnel
Actions)
Exhibit I - City Consolidated Funds FY19-20
Exhibit II - FY19-20 Gen Fund Proposed Budget
Exhibit III - Authorized Positions FY19-20
• 2019 Mid-Management Salary Schedule
• 2019 SEIU Salary Schedule
• 2019 SRPA Salary Schedule
• 2019 Data Analyst DRAFT
• 2019 Mental Health Liaison DRAFT
• 2019 Permit Services Coordinator DRAFT
• 2019 Senior Project Manager DRAFT
• 2019 Sustainability Program Manager DRAFT
• 2019 Sweeper Operator DRAFT
• 2019 SRPMMA Ed Incentive Side Letter (signed)
1
RESOLUTION NO. 14713
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL
APPROVING THE CITY-WIDE BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR THE FISCAL YEAR 2019-2020 AND PROVIDING FOR
THE APPROPRIATIONS AND EXPENDITURE OF ALL SUMS SET FORTH
IN THE BUDGET IN THE AMOUNT OF $134,848,772
WHEREAS, on April 9, 2019, the City Council Finance Committee
discussed the proposed City-wide Operating budget for the fiscal year July 1, 2019 –
June 30, 2020; and
WHEREAS, on June 17, 2019, the San Rafael City Council conducted a
Study Session with public discussion of Goals and Strategies for the fiscal year
July 1, 2019 - June 30, 2020; and
WHEREAS, on June 17, 2019, the City Manager and Director of Public
Works submitted to the San Rafael City Council at its regular meeting a Preliminary
Capital Improvement Program for the fiscal year July 1, 2019 – June 30, 2020; and
WHEREAS, after examination, deliberation and due consideration of the
Goals and Strategies, Capital Improvement Program, City-wide Operating Budget and
corresponding staff recommendations, the San Rafael City Council and City Council
Finance Committee provided direction to the City Manager, and the City Manager has
submitted a Final, Proposed Budget; and
WHEREAS, it is the intention of this Council to adopt the Proposed Budget
submitted by the City Manager as the approved budget for the fiscal year 2019-2020; and
WHEREAS, it is the intention of this Council to carry forward unspent capital
projects resources funded in fiscal year 2018-2019 to complete the balance of these
projects in the 2019-2020 fiscal year; and
WHEREAS, it is the intention of this Council to carry forward unspent
operational funds from fiscal year 2018-2019 encumbered through approved, active
purchase orders to complete the balance of these purchases in the 2019-2020 fiscal
year;
NOW, THEREFORE, BE IT RESOLVED by the San Rafael City Council
that:
1. The City Manager’s proposed one-year budget for the City of San Rafael for the fiscal
year July 1, 2019 through June 30, 2020, is hereby adopted, with net appropriations of
$134,848,772. General Fund operational uses total $84,958,189 as presented in
Exhibit II attached hereto and incorporated herein. A total of $1,405,333 is
2
appropriated for General Plan support, $24,054,074 is appropriated for special
revenue and grant activities, $5,165,257 for the parking enterprise, $27,235,200 for
capital projects, and $17,057,307 for internal service funds and asset replacement as
presented in Exhibit I attached hereto and incorporated herein.
2. The sums of money therein set forth are hereby appropriated from the revenues of the
City to the departments, functions, programs and funds therein set forth for
expenditure during the fiscal year 2019-2020.
3. The Capital Improvement Program and projects presented for implementation in fiscal
year 2019-2020 are hereby approved.
4. The budget provides for a decrease of 4.85 Full Time Equivalent positions, of which
4.25 represents a decrease in regular positions; resulting in 407.73 full-time
equivalent, authorized positions, as presented in Exhibit III, attached hereto and
incorporated herein.
5. The following personnel actions will be implemented July 1, 2019 unless otherwise
stated:
A. Approve the reclassification of a 1.0 FTE GIS Analyst position to a 1.0 FTE Data
Analyst position, with a three-step series salary range of $6,090 to $8,957 monthly,
in the SEIU bargaining group; and
B. Approve the reclassification of a 1.0 FTE Mental Health Outreach Provider position
to a 1.0 FTE Mental Health Liaison position, with a salary range of $6,807 to
$8,687 monthly, in the SRPA bargaining group; and
C. Approve the reclassification of a 1.0 FTE Sustainability and Volunteer Coordinator
position to a 1.0 FTE Sustainability Program Manager position, with a salary range
of $6,916 to $8,406 monthly, in the mid-management unrepresented group; and
D. Add the classification of a 1.0 FTE Senior Project Manager, Effective April 1, 2019,
with a salary range of $8,644 to $10,507, in the mid-management unrepresented
group; and
E. Add the classification of a 1.0 FTE Sweeper Operator position, with a salary range
of $4,915 to $5,975, in the SEIU bargaining group; and
F. Eliminate a 1.0 FTE Planning Technician position; reduce the 1.0 FTE Building
Technician I position to a 0.75 FTE Building Technician I position; add the
classification of a 1.0 FTE Permit Services Coordinator, with a salary range of
$6,435 to $7,822, in the SEIU bargaining group; and
G. Eliminate 1.0 FTE Childcare Director position from the Authorized Positions
Budget; and
H. Eliminate 5.0 FTE Childcare Instructor positions from the Authorized Positions
Budget.
6. The City of San Rafael will carry forward unspent operational funds from fiscal year
2018-2019 encumbered through approved, active purchase orders, and reappropriate
these funds in fiscal year 2019-2020 to be used solely to pay for the remaining portion
of City Council authorized expenditures in the originating funds.
3
7. The City of San Rafael will carry forward unspent capital project funds from fiscal year
2018-2019 and reappropriate these funds in fiscal year 2019-2020 to be used solely
to pay for the remaining portion of City Council authorized expenditures for street,
facility, storm drain, traffic mitigation, park and other long-term capital projects started
in the 2018-2019 or prior fiscal years.
8. Transfers are authorized from the General Fund to the San Rafael Essential Facilities
capital project from Measure E revenues for the purpose of funding the San Rafael
Essential Facilities projects.
9. Drawdowns are authorized from the Lease Revenue Bonds, Series 2018 for the sole
purpose of funding the San Rafael Essential Facilities projects as necessitated by
actual authorized capital expenditures, including capitalized interest.
10. The following obsolete funds are hereby terminated as of June 30, 2019, with their
remaining, residual balances to be transferred to the Recreation Fund:
A. Falkirk Revolving Fund;
B. Falkirk Arts Program Fund;
C. Recreation Fiduciary Fund.
11. Funds set aside in the Emergency Medical Services Fund balance for the purpose of
funding future capital expenditures necessary to support the facilities used to deliver
emergency medical transportation and related paramedic services will be made
available to qualifying capital projects.
I, LINDSAY LARA, Clerk of the City of San Rafael, hereby certify that the foregoing
resolution was duly and regularly introduced and adopted at a regular meeting of the
Council of said City on Monday, the 15th day of July 2019, by the following vote, to wit:
AYES: COUNCILMEMBERS: Bushey, Colin, Gamblin, McCullough & Mayor Phillips
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
LINDSAY LARA, City Clerk
EXHIBIT I
CITY OF SAN RAFAEL
Total Total
and Capital and Capital
FY 2019-2020 PROJECTED BUDGET Projected Operating Operating June 30, 2020
FUND FUND June 30, 2019 and Capital Transfers Total and Capital Transfers to Total Projected
#NAME Balance Revenue In Resources Budget Other Funds Appropriations Balance
GENERAL OPERATING FUNDS:
001 General Fund Available Balance $151,794 $80,282,912 $4,701,350 $84,984,262 $78,881,189 $6,077,000 $84,958,189 $177,867
218 General Plan Special Revenue Fund 2,073,008 393,110 393,110 1,405,333 1,405,333 1,060,785
SPECIAL REVENUE & GRANT FUNDS:
205 Storm Water Fund 478,023 842,615 842,615 707,526 707,526 613,112
206 Gas Tax 442,281 4,915,907 4,915,907 1,385,000 900,000 2,285,000 3,073,188
207 Development Services 395,384 5,616 5,616 - 401,000 401,000 0
208 Child Care 1,605,842 3,424,116 3,424,116 3,631,668 3,631,668 1,398,290
210 Paramedic/EMS 733,632 7,927,157 7,927,157 7,808,579 71,000 7,879,579 781,210
216 Cannabis 50,000 120,000 120,000 122,380 122,380 47,620
217 State Lands Fund 221,839 38,707 38,707 1,000 1,000 259,546
222 Recreation Revolving 106,933 2,728,058 2,000,000 4,728,058 4,806,080 4,806,080 28,911
223 Household Haz. Waste Fund 267,102 176,577 176,577 182,491 182,491 261,188
228 Hazardous Materials Fund 55,251 - - 55,251
234 Pt. San Pedro A.D. Maintenance Portion 66,738 90,000 90,000 144,195 144,195 12,543
235 Baypoint Lagoons L & L Assessment District 279,517 27,896 27,896 146,400 146,400 161,013
236 Loch Lomond CFD #10 666,537 27,454 27,454 15,633 15,633 678,358
237 Loch Lomond Marina CFD #2 270,567 81,967 81,967 137,200 137,200 215,334
240 Parkland Dedication 255,440 5,416 5,416 100,000 100,000 160,856
241 Measure A Open Space (0) 501,487 501,487 487,180 487,180 14,307
495 Low and moderate Income Housing Fund 856,935 5,380 5,380 95,000 95,000 767,315
LIBRARY AND FALKIRK:
214 Library Revolving 177,431 17,120 17,120 60,000 60,000 134,551
215 Library Special Assessment Fund 598,704 1,082,648 1,082,648 1,123,928 1,123,928 557,424
Library Fund 776,134 1,099,768 - 1,099,768 1,183,928 - 1,183,928 691,974
PUBLIC SAFETY:-
200 Abandoned Vehicle 49,338 90,000 100,000 190,000 185,678 185,678 53,660
202 Asset Seizure 0 356 356 - 356
204 Crime Prevention 4,473 - - 4,473
230 Youth Services - Police 29,168 75,000 75,000 96,710 96,710 7,458
Public Safety Fund 82,979 165,356 100,000 265,356 282,388 - 282,388 65,947
TRAFFIC AND HOUSING:-
243 Affordable Housing in lieu 1,270,818 11,735 11,735 25,000 25,000 1,257,553
245 Housing & Parking In-lieu 349,906 2,829 2,829 - - 352,735
246 East S.R. Traffic Mitigation 4,628,850 145,097 145,097 100,000 100,000 4,673,947
Traffic & Housing Mitigation Funds 6,249,574 159,661 - 159,661 125,000 - 125,000 6,284,235
GRANT:-
201 A.D.A.. Access Projects - - - -
260 Pickleweed Childcare Grant 140,744 357,009 357,009 427,852 427,852 69,901
281 Public Safety Grants 793,888 422,791 422,791 761,569 761,569 455,110
283 Grant-Other 49,508 131,000 131,000 131,005 131,005 49,503
Grant Funds 984,140 910,800 - 910,800 1,320,426 - 1,320,426 574,514
SPECIAL REVENUE & GRANT FUND TOTAL 14,844,849 23,253,938 2,100,000 25,353,938 22,682,074 1,372,000 24,054,074 16,144,713
CONSOLIDATED FUNDS
W:\Accounting and Budgeting\Budget\18-19\Fund Sums FY18-19\Fund Sums FY19
I I
EXHIBIT I
CITY OF SAN RAFAEL
Total Total
and Capital and Capital
FY 2019-2020 PROJECTED BUDGET Projected Operating Operating June 30, 2020
FUND FUND June 30, 2019 and Capital Transfers Total and Capital Transfers to Total Projected
#NAME Balance Revenue In Resources Budget Other Funds Appropriations Balance
CONSOLIDATED FUNDS
ASSESSMENT DISTRICTS:
302 Financing Authority 1997 Bonds 149,874 1,377 1,377 - 151,251
304 Peacock Gap Assessment District 2,875 - - 2,875
306 Mariposa Assessment District 16,573 - - 16,573
Var.Assessment District Projects 301,511 - - 301,511
ASSESSMENT DISTRICT TOTAL 470,833 1,377 - 1,377 - - - 472,210
CAPITAL PROJECT FUNDS:
401 Capital Improvement 1,023,452 - - 1,023,452
405 Open Space Acquisition 116,642 1,072 1,072 - 117,714
406 Bedroom Tax 81,535 - - 81,535
407 Parks Capital Projects 10,764 - - - 10,764
420 Measure E - Pulbic Safety Facilities 26,621,874 4,148,000 4,148,000 25,000,000 2,235,200 27,235,200 3,534,674
CAPITAL PROJECT FUND TOTAL 27,854,267 1,072 4,148,000 4,149,072 25,000,000 2,235,200 27,235,200 4,768,139
ENTERPRISE FUND:
501 Parking Services 4,060,216 5,238,406 5,238,406 4,578,870 586,387 5,165,257 4,133,365
ENTERPRISE FUND TOTAL 4,060,216 5,238,406 - 5,238,406 4,578,870 586,387 5,165,257 4,133,365
INTERNAL SERVICE FUNDS:
227 Sewer Maintenance - 2,822,448 2,822,448 2,822,448 2,822,448 -
600 Vehicle Replacement 937,203 1,213,439 1,213,439 420,000 420,000 1,730,642
601 P.C. Replacement 956,900 1,593,220 1,593,220 2,505,215 2,505,215 44,905
602 Fire Equipment Replacement 1,186,812 222,327 222,327 285,000 285,000 1,124,139
603 Building Improvement 452,585 900,000 900,000 280,000 280,000 1,072,585
604 Employee Benefits 301,369 714,988 714,988 950,000 950,000 66,357
605 Liability Insurance 40,961 1,687,077 1,687,077 1,687,898 1,687,898 40,140
606 Workers Compensation Insurance 439,014 2,217,825 2,217,825 2,000,000 2,000,000 656,839
607 Dental Insurance 152,263 511,413 511,413 495,000 495,000 168,676
608 Radio Replacement 97,864 648,660 648,660 688,083 688,083 58,441
609 Telephone/Internet 257,373 439,486 439,486 437,900 437,900 258,959
611 Employee Retirement 1,267,366 1,307,305 1,307,305 4,000 678,763 682,763 1,891,908
612 Retiree Health Benefit OPEB 539,953 3,827,200 3,827,200 3,763,000 3,763,000 604,153
613 Police Equipment Replacement Fund 366,205 43,186 43,186 40,000 40,000 369,391
INTERNAL SERVICE FUND TOTAL 6,995,868 18,148,574 - 18,148,574 16,378,544 678,763 17,057,307 8,087,135
TRUST AND AGENCY FUNDS:
712 Library Fiduciary 2,156,245 19,852 19,852 2,176,097
TRUST & AGENCY FUND TOTAL 2,156,245 19,852 - 19,852 - - - 2,176,097
-
COMBINED FUNDS TOTAL 58,607,080 127,339,241 10,949,350 138,288,591 148,926,010 10,949,350 159,875,360 37,020,311
LESS:INTERFUND TRANSFER (10,949,350) (10,949,350) (10,949,350) (10,949,350)
LESS:INTERNAL SERVICE CHARGES (14,077,238) (14,077,238) (14,077,238) (14,077,238)
NET TOTALS FY2019-2020 58,607,080 113,262,003 - 113,262,003 134,848,772 - 134,848,772 37,020,311
W:\Accounting and Budgeting\Budget\18-19\Fund Sums FY18-19\Fund Sums FY19
GENERAL FUND
PROPOSED BUDGET FY 2019-2020
EXHIBIT II
REVENUES & OTHER OPERATIONAL SOURCES
Taxes
Property Tax and related 20,913,000$
Sales Tax 21,589,000
Sales Tax -Measure E 12,233,000
Franchise Tax 3,967,000
Business Tax 2,904,000
Transient Occupancy Tax 3,273,000
Other Agencies
CSA #19 Fire Service 2,112,000
VLF Backfill 6,059,000
Other Agencies (Prop 172, Owner Prop Tax, State Mandate, Other agencies) 1,279,000
Other Revenues
Permits & Licenses (building, electrical, encroachment, use, alarm)2,629,170
Fine & Forfeitures (traffic, vehicle, etc.)383,000
Interest & Rents (investment earnings, rents, etc.)176,742
Charges for Services (includes dev't fees and plan review)2,150,000
Other Revenue (damage reimbursements, misc income)615,000
Sub-total: Revenues 80,282,912$
TRANSFERS IN
from Gas Tax 900,000
from Map Fund 401,000
from Parking Services Fund - Admin. cost 486,387
from Measure E for 2018 Lease Revenue Bond 2,235,200
from Employee Retirement Fund - POB debt payment 678,763
Sub-total: Transfers In 4,701,350$
TOTAL SOURCES 84,984,262$
EXPENDITURES AND OTHER OPERATIONAL USES
Expenditures by Department
Finance 4,686,176
Non-Departmental 4,144,204
City Manager/City Council 2,692,216
City Clerk 482,646
Digital Services 1,785,913
Mgt Serv: Adm,HR 500,223
City Attorney 1,184,857
Community Development 4,144,195
Police 24,194,338
Fire 18,925,306
Public Works 12,021,259
Library 3,334,075
Economic Development 785,781
Sub-total: Expenditures 78,881,189$
OPERATIONAL TRANSFERS OUT
to Recreation Fund - Operating support 2,000,000
Sub-total: Transfers Out 2,000,000$
Non-Operating Transfers (Measure E / San Rafael Essential Facilities) 4,077,000
Allocation to Emergency and Cash Flow Reserve 130,000
TOTAL USES 85,088,189$
NET RESULTS (103,927)$
W:\Accounting and Budgeting\Budget\19-20\Council\Council 7-15-19\FY19-20 Gen Fund Proposed Budget-Exhibit II 7-15-19.xls
CITY OF SAN RAFAEL
Authorized Positions EXHIBIT III
Midyear Proposed
Final Final Final Final Final Final Final Final Final Final Adopted Changes Final Changes Proposed
Staffing by Departments 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2018-2019 2018-2019 2019-2020 2019-2020
Community Development 27.50 21.75 20.75 18.25 18.25 17.80 17.80 19.80 20.00 21.00 21.00 1.00 22.00 (0.25) 21.75
Community Services 64.20 61.40 61.83 59.82 59.02 60.25 60.82 60.84 60.94 60.94 60.94 1.47 62.41 (6.00) 56.41
City Attorney 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 - 3.50 - 3.50
City Clerk 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - 2.00 - 2.00
City Manager/Council 8.70 7.70 7.70 8.50 8.50 9.56 9.56 11.56 13.56 13.56 13.56 (1.00) 12.56 - 12.56
Economic Development ( includes former RDA) 6.00 6.00 6.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 (1.00) 2.00 - 2.00
Finance 11.00 10.00 10.00 10.00 10.72 10.72 11.72 12.72 12.72 11.72 11.72 - 11.72 - 11.72
Fire 77.00 75.00 76.00 75.00 76.00 79.00 81.75 81.75 81.75 82.35 82.35 - 82.35 0.40 82.75
Library 24.20 22.09 27.99 21.74 21.74 23.41 23.41 23.41 23.41 23.41 23.41 - 23.41 - 23.41
Management Services 33.68 31.68 31.15 28.23 26.23 26.33 27.33 27.83 27.33 29.33 29.33 2.00 31.33 - 31.33
Police 104.00 90.00 90.00 87.00 87.00 89.00 90.00 92.00 92.80 92.00 92.00 1.30 93.30 93.30
Public Works 75.80 60.80 62.80 62.00 60.00 61.00 62.00 62.00 63.00 66.67 66.67 (0.67) 66.00 1.00 67.00
Total Budgeted Positions 437.58 391.92 399.72 379.04 375.96 385.57 392.89 400.41 404.01 409.48 409.48 3.10 412.58 (4.85) 407.73
Change from previous year (7.50) (45.66) 7.80 (20.68) (3.08) 9.61 7.32 7.52 3.60 5.47 - 3.10 (4.85)
Authorized, unbudgeted - extended absence/no cost 1.00 2.00 2.00 1.00 1.00 (1.00) - -
Total Authorized Positions 437.58 391.92 399.72 379.04 375.96 385.57 393.89 402.41 406.01 410.48 410.48 2.10 412.58 (4.85) 407.73
437.58 391.92 399.72 379.04 375.96 385.57 393.89 402.41 406.01 410.48 410.48
General Notes:
2019-2020 Proposed changes (from above)
2018-2019 Mid-Year changes (from above)
CDD - Added 1.00 FTE Fixed-Term Professional Analyst
CS - Eliminate 1.00 FTE Office Assistant & 1.00 FTE Administrative Assistant; Increased Program Coordinator by 0.4667 FTE & Added 1.00 FTE Program Coordinator; Added 1.00 FTE Events Coordinator & 1.00
FTE Fixed-Term Advanced Professional Temp
CM - Eliminated 1.00 FTE Senior Mgmt Analyst
ED - Moved 1.00 FTE Events Coordinator to Community Services
MS - Added 1.00 each Director of DSOG, GIS Analyst, Civic Design Manager; Eliminated 1.00 FTE Fixed-Term Business Systems Analyst
PD - Added 0.80 FTE Property & Evidence Technician for FY 18/19 & 19/20; Add 0.50 FTE Police Dispatcher through 6/30/19 (both Fixed-Term)
PW - Increased Fixed-Term Junior Engineer from 0.67 FTE to 1.00 FTE. Transfered 1.00 GIS Analyst to DSOG.
The above-authorized positions are presented as full-time equivalent employees (FTE's) based on various workweek hours as negotiated in employee agreements. The totals by department reflect a combination of
full-time or permanent part-time, or fixed term positions that are entitled to all or pro-rated benefits in accordance with the negotiated agreements for employees or individuals who are under contract. The totals
reflected above, or in the detail department program sections, do not include temporary or seasonal employees that are utilized for short-term or specific reasons during the year.
CDD - Eliminate 1.00 FTE Planning Tech; Add 1.00 FTE Permit Services Coordinator; Reduce Building Tech I from 1.00 to 0.75 FTE.
CS - Eliminate 1.00 FTE Childcare Director & 5.00 FTE Childcare Instructors
Fire - Delete Fixed-Term Admin Specialist (0.60); Add Fixed-Term Management Analyst (1.00)
PW - Add 1.00 FTE regular Sweeper Operator; Add 1.00 FTE Senior Project Manager; Delete 1.00 Fixed-term Project Manager
W:\Accounting and Budgeting\Budget\19-20\1-Personnel\Authorized Positions FY19-20\Budgeted Positions FY19-20
Grade Position A B C D E
7315 Accounting Manager 8,700$ 9,135$ 9,591$ 10,071$ 10,575$
8106 Assistant Director of Community Services 9,470$ 9,943$ 10,440$ 10,962$ 11,510$
2125 Assistant Library Director 9,470$ 9,943$ 10,440$ 10,962$ 11,510$
2202 Assistant Public Works Director / City Engineer 11,284$ 11,848$ 12,440$ 13,062$ 13,716$
2302 Chief Building Official 10,486$ 11,011$ 11,561$ 12,139$ 12,746$
4203 Civic Design Manager 9,470$ 9,943$ 10,440$ 10,962$ 11,510$
2122 Code Enforcement Supervisor 7,217$ 7,578$ 7,957$ 8,355$ 8,773$
4204 Data & Infrastructure Manager 10,486$ 11,011$ 11,561$ 12,139$ 12,746$
1105 Deputy City Attorney I 9,503$ 9,978$ 10,477$ 11,001$ 11,551$
1109 Deputy City Attorney II 10,478$ 11,002$ 11,552$ 12,129$ 12,736$
2120 Deputy Fire Marshall 8,925$ 9,372$ 9,840$ 10,332$ 10,849$
2135 Deputy Public Works Director 10,251$ 10,764$ 11,302$ 11,867$ 12,461$
7313 Economic Development Coordinator 8,612$ 9,042$ 9,494$ 9,969$ 10,468$
2128 Economic Development Manager 9,470$ 9,943$ 10,440$ 10,962$ 11,510$
7117 Emergency Services Manager 8,402$ 8,822$ 9,263$ 9,727$ 10,213$
9005 Events Coordinator*7,318$ 7,684$ 8,068$ 8,471$ 8,895$
2208 Operations and Maintenance Manager 9,201$ 9,661$ 10,144$ 10,652$ 11,184$
2703 Parking Services Manager 8,612$ 9,042$ 9,494$ 9,969$ 10,468$
7312 Parks Superintendent 8,402$ 8,822$ 9,263$ 9,727$ 10,213$
2116 Planning Manager 9,644$ 10,126$ 10,632$ 11,164$ 11,722$
9453 Principal Planner 8,612$ 9,042$ 9,494$ 9,969$ 10,468$
1202 Public Works Administrative Manager 8,611$ 9,042$ 9,494$ 9,969$ 10,467$
8103 Recreation Supervisor 7,218$ 7,578$ 7,957$ 8,355$ 8,773$
2206 Senior Civil Engineer (SRSD)9,980$ 10,479$ 11,003$ 11,553$ 12,130$
7317 Senior Code Enforcement Supervisor 7,966$ 8,365$ 8,783$ 9,222$ 9,683$
2105 Senior Management Analyst 8,205$ 8,615$ 9,046$ 9,498$ 9,973$
TBD Senior Project Manager**8,644$ 9,076$ 9,530$ 10,007$ 10,507$
8102 Senior Recreation Supervisor 7,966$ 8,364$ 8,783$ 9,222$ 9,683$
7310 Sewer Maintenance Superintendent 8,402$ 8,822$ 9,263$ 9,727$ 10,213$
7311 Street Maintenance Superintendent 8,402$ 8,822$ 9,263$ 9,727$ 10,213$
TBD Sustainability Program Manager**6,916$ 7,261$ 7,624$ 8,006$ 8,406$
4202 Technology Operations Manager*11,063$ 11,616$ 12,197$ 12,806$ 13,447$
*Events Coordinator Y-rated effective 6/1/18; Technology Operations Manager Y-rated effective 12/17/18
**New position effective FY19/20 Budget
SAN RAFAEL UNREPRESENTED MID-MANAGEMENT
SALARY SCHEDULE
Effective July 1, 2019
Grade Position A B C D E
7241 Accountant I 5,671$ 5,955$ 6,253$ 6,565$ 6,894$
7240 Accountant II 5,955$ 6,253$ 6,566$ 6,894$ 7,239$
7200 Accounting Assistant I 4,131$ 4,337$ 4,554$ 4,782$ 5,021$
7201 Accounting Assistant II 4,550$ 4,777$ 5,016$ 5,267$ 5,531$
7299 Accounting Technician 5,673$ 5,957$ 6,255$ 6,567$ 6,896$
7205 Administrative Analyst 5,271$ 5,534$ 5,811$ 6,102$ 6,407$
7211 Administrative Assistant I 4,282$ 4,496$ 4,720$ 4,956$ 5,204$
7212 Administrative Assistant II 4,721$ 4,957$ 5,205$ 5,465$ 5,738$
7295 Senior Administrative Assistant 5,083$ 5,337$ 5,604$ 5,884$ 6,179$
7216 Administrative Assistant to the City Clerk 5,083$ 5,337$ 5,604$ 5,884$ 6,179$
7210 Assistant Planner 5,962$ 6,260$ 6,573$ 6,901$ 7,246$
7208 Associate Planner 6,579$ 6,908$ 7,254$ 7,616$ 7,997$
7217 Building Inspector I 5,402$ 5,672$ 5,956$ 6,254$ 6,567$
7218 Building Inspector II 5,962$ 6,260$ 6,573$ 6,901$ 7,247$
7475 Building Technician I 4,659$ 4,892$ 5,136$ 5,393$ 5,663$
7220 Business License Examiner 4,777$ 5,016$ 5,266$ 5,530$ 5,806$
7221 Child Care Bookkeeper I 4,131$ 4,337$ 4,554$ 4,782$ 5,021$
7262 Child Care Bookkeeper II 4,550$ 4,777$ 5,016$ 5,267$ 5,531$
7222 Code Enforcement Official I 4,328$ 4,544$ 4,771$ 5,010$ 5,261$
7223 Code Enforcement Official II 4,775$ 5,014$ 5,265$ 5,528$ 5,804$
7380 Code Enforcement Official III 5,671$ 5,955$ 6,253$ 6,565$ 6,894$
2119 Construction Inspector - SRSD 5,872$ 6,166$ 6,474$ 6,798$ 7,137$
7224 Custodian 4,042$ 4,244$ 4,457$ 4,679$ 4,913$
TBD Data Analyst I*6,090$ 6,394$ 6,714$ 7,050$ 7,402$
TBD Data Analyst II*6,699$ 7,034$ 7,385$ 7,755$ 8,142$
TBD Data Analyst III*7,369$ 7,737$ 8,124$ 8,530$ 8,957$
7226 Deputy City Clerk 5,211$ 5,471$ 5,745$ 6,032$ 6,334$
7120 Emergency Management Coordinator 4,896$ 5,141$ 5,398$ 5,667$ 5,951$
7121 Environmental Management Coordinator 4,896$ 5,141$ 5,398$ 5,667$ 5,951$
7232 Facility Repair Supervisor 6,435$ 6,757$ 7,095$ 7,450$ 7,822$
7291 Facility Repair Worker I 4,567$ 4,795$ 5,035$ 5,286$ 5,551$
7233 Facility Repair Worker II 5,036$ 5,288$ 5,552$ 5,830$ 6,122$
7294 Facility Repair Worker III 5,420$ 5,691$ 5,976$ 6,274$ 6,588$
7108 Fire Prevention Inspector I 6,826$ 7,168$ 7,526$ 7,902$ 8,298$
7107 Fire Prevention Inspector II 7,525$ 7,902$ 8,297$ 8,712$ 9,147$
7298 IT Help Desk Supervisor 6,699$ 7,034$ 7,385$ 7,755$ 8,142$
7243 Librarian I 5,225$ 5,486$ 5,760$ 6,048$ 6,351$
7244 Librarian II 5,488$ 5,763$ 6,051$ 6,353$ 6,671$
2404 Library Aide 2,504$ 2,630$ 2,761$ 2,899$ 3,044$
7246 Library Assistant I 3,440$ 3,612$ 3,793$ 3,982$ 4,181$
7247 Library Assistant II 3,890$ 4,085$ 4,289$ 4,504$ 4,729$
7248 Library Circulation Supervisor 4,974$ 5,223$ 5,484$ 5,758$ 6,046$
2405 Library Tech Services Supervisor 4,974$ 5,223$ 5,484$ 5,758$ 6,046$
City of San Rafael
SEIU - SALARY SCHEDULE
July 1, 2019
7292 Literacy Program Supervisor 6,055$ 6,358$ 6,676$ 7,009$ 7,360$
7249 Mail and Stores Clerk 3,700$ 3,885$ 4,079$ 4,283$ 4,497$
7255 Network Analyst 6,091$ 6,395$ 6,715$ 7,051$ 7,403$
7274 Network Support Technician 4,659$ 4,892$ 5,136$ 5,393$ 5,663$
7285 Office Assistant I 3,523$ 3,699$ 3,884$ 4,079$ 4,283$
7284 Office Assistant II 3,980$ 4,179$ 4,388$ 4,607$ 4,838$
7256 Park Equipment Mechanic 5,290$ 5,554$ 5,832$ 6,124$ 6,430$
7257 Parking Attendant I 2,017$ 2,118$ 2,224$ 2,335$ 2,452$
7275 Parking Attendant II 2,221$ 2,332$ 2,449$ 2,572$ 2,700$
6208 Parking Enforcement Officer 4,921$ 5,167$ 5,425$ 5,696$ 5,981$
6212 Parking Equipment Technician 4,681$ 4,915$ 5,161$ 5,419$ 5,690$
6209 Parking Maintenance & Collections 4,681$ 4,915$ 5,161$ 5,419$ 5,690$
6211 Parking Operations Supervisor 6,435$ 6,757$ 7,095$ 7,449$ 7,822$
7258 Parks & Graffitti Worker 4,246$ 4,458$ 4,681$ 4,915$ 5,161$
2123 Parks Lead Maintenance Worker 5,420$ 5,691$ 5,976$ 6,274$ 6,588$
7271 Parks Maintenance Supervisor 6,435$ 6,757$ 7,095$ 7,450$ 7,822$
7236 Parks Maintenance Worker I 4,458$ 4,681$ 4,915$ 5,161$ 5,419$
7238 Parks Maintenance Worker II 4,681$ 4,915$ 5,161$ 5,419$ 5,690$
7296 Permit Services Coordinator 6,435$ 6,757$ 7,095$ 7,450$ 7,822$
7261 Planning Technician 4,659$ 4,892$ 5,136$ 5,393$ 5,663$
7234 Printing Press Operator 4,607$ 4,837$ 5,079$ 5,333$ 5,600$
1201 Program Coordinator 4,896$ 5,141$ 5,398$ 5,667$ 5,951$
7290 Public Works Dispatcher 4,681$ 4,915$ 5,161$ 5,419$ 5,690$
7263 Revenue Supervisor 7,236$ 7,598$ 7,978$ 8,377$ 8,795$
2309 Senior Building Inspector 7,077$ 7,431$ 7,802$ 8,193$ 8,602$
7219 Senior Building Technician 5,403$ 5,673$ 5,956$ 6,254$ 6,567$
7265 Senior Library Assistant 4,086$ 4,290$ 4,504$ 4,730$ 4,966$
7264 Senior Planner 7,445$ 7,818$ 8,208$ 8,619$ 9,050$
2204 Sewer Lead Maintenance Worker 5,977$ 6,275$ 6,589$ 6,919$ 7,265$
7266 Sewer Maintenance Worker I 4,797$ 5,037$ 5,288$ 5,553$ 5,830$
7267 Sewer Maintenance Worker II 5,162$ 5,420$ 5,691$ 5,976$ 6,274$
7281 Sewers Supervisor 6,756$ 7,094$ 7,449$ 7,821$ 8,212$
7269 Shop & Equipment Supervisor 6,435$ 6,757$ 7,095$ 7,450$ 7,822$
7280 Street Lead Maintenance Worker 5,420$ 5,691$ 5,976$ 6,274$ 6,588$
7209 Street Maintenance Supervisor 6,435$ 6,757$ 7,095$ 7,450$ 7,822$
7250 Street Maintenance Worker I 4,458$ 4,681$ 4,915$ 5,161$ 5,419$
7251 Street Maintenance Worker II 4,681$ 4,915$ 5,161$ 5,419$ 5,690$
TBD Street Sweeper Operator*4,915$ 5,161$ 5,419$ 5,690$ 5,975$
7245 Supervising Librarian 6,055$ 6,358$ 6,676$ 7,009$ 7,360$
8523 Supervising Parking Enforcement Officer 5,534$ 5,810$ 6,101$ 6,406$ 6,726$
7288 Supervising Vehicle/Equipment Mechanic 5,693$ 5,977$ 6,276$ 6,590$ 6,920$
2129 Sustainability & Volunteer Program Coordinator*5,797$ 6,087$ 6,391$ 6,711$ 7,046$
7286 Vehicle/Equipment Mechanic I 4,797$ 5,037$ 5,288$ 5,553$ 5,831$
7287 Vehicle/Equipment Mechanic II 5,290$ 5,554$ 5,832$ 6,123$ 6,430$
2131 Volunteer Program Assistant 4,721$ 4,957$ 5,205$ 5,465$ 5,738$
*Changes per FY 19/20 Budget: Reclass GIS Analyst series to Data Analyst series; New Street Sweeper Classification; Eliminate
Sustainability & Volunteer Program Corodinator.
Grade*Position
Entry Level
Step A1*ABCDE
Annually 60,976$ 64,022$ 67,218$ 70,589$ 74,110$ 77,818$
Monthly 5,081$ 5,335$ 5,602$ 5,882$ 6,176$ 6,485$
Hourly 29.3153$ 30.7798$ 32.3164$ 33.9370$ 35.6297$ 37.4124$
Annually 81,682$ 85,758$ 90,055$ 94,557$ 99,290$ 104,250$
Monthly 6,807$ 7,147$ 7,505$ 7,880$ 8,274$ 8,687$
Hourly 39.2700$ 41.2300$ 43.2900$ 45.4600$ 47.7300$ 50.1200$
Annually 62,461$ 65,583$ 68,866$ 72,299$ 75,920$ 79,715$
Monthly 5,205$ 5,465$ 5,739$ 6,025$ 6,327$ 6,643$
Hourly 30.0295$ 31.5301$ 33.1087$ 34.7594$ 36.5000$ 38.3247$
Annually 28,503$ 29,926$ 31,424$ 32,997$ 34,645$ 36,381$
Monthly 2,375$ 2,494$ 2,619$ 2,750$ 2,887$ 3,032$
Hourly 13.7033$ 14.3875$ 15.1078$ 15.8641$ 16.6564$ 17.4907$
Annually 58,691$ 61,625$ 64,709$ 67,942$ 71,338$ 74,909$
Monthly 4,891$ 5,135$ 5,392$ 5,662$ 5,945$ 6,242$
Hourly 28.2168$ 29.6274$ 31.1100$ 32.6646$ 34.2972$ 36.0138$
Annually N/A 92,775$ 97,419$ 102,288$ 107,407$ 112,775$
Monthly N/A 7,731$ 8,118$ 8,524$ 8,951$ 9,398$
Hourly N/A 44.6031$ 46.8360$ 49.1769$ 51.6379$ 54.2188$
Annually 51,213$ 53,785$ 56,469$ 59,290$ 62,262$ 65,370$
Monthly 4,268$ 4,482$ 4,706$ 4,941$ 5,188$ 5,448$
Hourly 24.6215$ 25.8579$ 27.1484$ 28.5050$ 29.9335$ 31.4281$
Annually 64,035$ 67,231$ 70,602$ 74,122$ 77,830$ 81,726$
Monthly 5,336$ 5,603$ 5,883$ 6,177$ 6,486$ 6,810$
Hourly 30.7858$ 32.3224$ 33.9431$ 35.6357$ 37.4184$ 39.2911$
Annually N/A 72,275$ 75,895$ 79,690$ 83,673$ 87,856$
Monthly N/A 6,023$ 6,325$ 6,641$ 6,973$ 7,321$
Hourly N/A 34.7474$ 36.4880$ 38.3127$ 40.2275$ 42.2382$
Annually N/A N/A N/A 99,616$ 104,598$ 109,829$
Monthly N/A N/A N/A 8,301$ 8,716$ 9,152$
Hourly N/A N/A N/A 47.8924$ 50.2873$ 52.8023$
Annually 64,035$ 67,231$ 70,602$ 74,122$ 77,830$ 81,726$
Monthly 5,336$ 5,603$ 5,883$ 6,177$ 6,486$ 6,810$
Hourly 30.7858$ 32.3224$ 33.9431$ 35.6357$ 37.4184$ 39.2911$
Annually 81,963$ 86,070$ 90,365$ 94,884$ 99,629$ 104,610$
Monthly 6,830$ 7,173$ 7,530$ 7,907$ 8,302$ 8,718$
Hourly 39.4052$ 41.3799$ 43.4447$ 45.6175$ 47.8984$ 50.2933$
Annually 74,509$ 78,242$ 82,150$ 86,257$ 90,577$ 95,097$
Monthly 6,209$ 6,520$ 6,846$ 7,188$ 7,548$ 7,925$
Hourly 35.8218$ 37.6165$ 39.4952$ 41.4699$ 43.5467$ 45.7196$
Annually 64,035$ 67,231$ 70,602$ 74,122$ 77,830$ 81,726$
Monthly 5,336$ 5,603$ 5,883$ 6,177$ 6,486$ 6,810$
Hourly 30.7858$ 32.3224$ 33.9431$ 35.6357$ 37.4184$ 39.2911$
Annually 59,977$ 62,973$ 66,120$ 69,428$ 72,899$ 76,544$
Monthly 4,998$ 5,248$ 5,510$ 5,786$ 6,075$ 6,379$
Hourly 28.8351$ 30.2756$ 31.7882$ 33.3788$ 35.0475$ 36.8001$
Annually N/A N/A N/A 113,911$ 119,604$ 125,585$
Monthly N/A N/A N/A 9,493$ 9,967$ 10,465$
Hourly N/A N/A N/A 54.7651$ 57.5021$ 60.3772$
Annually 91,539$ 96,108$ 100,915$ 105,971$ 111,265$ 116,820$
Monthly 7,628$ 8,009$ 8,410$ 8,831$ 9,272$ 9,735$
Hourly 44.0089$ 46.2058$ 48.5167$ 50.9476$ 53.4926$ 56.1636$
*Entry Level Pay Grade is 1XXXX (e.g., Entry Level Police Officer grade code is 16107)
**Reclassification from Mental Health Outreach Coordinator effective 7/1/19
9525 YOUTH SERVICES PROGRAM SUPERVISOR
6111 POLICE REGULATORY OFFICER
4524 POLICE SECURITY OFFICER
6104 POLICE SERGEANT
6206 POLICE EVIDENCE & PROPERTY TECHNICIAN
6107 POLICE OFFICER
6109 POLICE RECRUIT
6205 POLICE COMMUNICATIONS DISPATCHER
6215 POLICE LEAD COMMUNICATIONS DISPATCHER
6106 POLICE CORPORAL
2121 POLICE CALL TAKER & RECORDS SPECIALIST
6201 POLICE SUPPORT SERVICES SUPERVISOR
9622 POLICE COMMUNICATIONS DISPATCH TRAINE
6207 MENTAL HEALTH LIAISON**
6202 POLICE ADMINISTRATIVE TECHNICIAN
9420 POLICE CADET
SAN RAFAEL POLICE ASSOCIATION
SALARY SCHEDULE
Effective July 1, 2019
6203 COMMUNITY SERVICE OFFICER
W:\City Council Related\Meeting Reports\2019\7-2019\FY19-20 Budget Personnel Changes\7-2019 SRPA salary schedule.xls
Page 1 of 3
City of San Rafael
Job Class Specification
Job Title: Data Analyst I/II/III
SUMMARY:
Reporting to the Infrastructure and Data Manager, the Data Analyst plays a key role in creating,
managing and maintaining city-wide data sources, including the city geographic information system
(GIS). The Data Analyst will work to formalize the process for releasing data to the public, build
dashboards that track progress toward city-wide performance metrics, and assist on other data and
analytics projects. Work assigned may be with a specific project, City departments, program area
and/or to support City achieves its goals and objectives.
DISTINGUISHING CHARACTERISTICS:
Data Analyst I:
This is the entry level class in the Data Analyst series. This class is distinguished from the journey
level by the performance of the more routine tasks and duties assigned to positions within this series.
Employees at this level are not expected to perform with the same independence of direction and
judgment on matters allocated to the journey level. Since this class is typically used as a training
class, employees may have only limited or no directly related work experience. Employees work
under immediate supervision while learning job tasks.
Data Analyst II:
This is the journey level class within the Data Analyst series. This class is distinguished from the Data
Analyst I by the assignment of the full range of duties. Employees at this level receive only occasional
instruction or assistance as new or unusual situations arise.
Data Analyst III:
This is the most skilled level of the series, competent to work independently without direct supervision
while performing the full scope of database design and management, advanced analysis, and acting
as lead on major projects and initiatives.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
Data Analyst I:
• Identify, analyze, and interpret trends or patterns in complex data sets, and provide
ongoing reports data to relevant stakeholders
• Create data dashboards, graphs and visualizations
• Attends training sessions and staff meetings
• Communicate clearly and concisely, orally and in writing
• Makes presentations
• Trains and assists other staff with their interaction with data sources, e.g. GIS software and
databases
• Other duties as assigned
Data Analyst II:
• In addition to duties and responsibilities outlined in Data Analyst I above,
• Identify new sources of data and methods to improve data collection, analysis, and reporting
• Plans, develops, coordinates and modifies systems to create and maintain a geographic and
land information program
• Supports the design, implementation, and maintenance of Citywide performance measures
Page 2 of 3
• Locate and define new process improvement opportunities
• Providing technical expertise on data storage structures, data mining, and data cleansing
• Maintain information about the City’s data including the data definitions and structures, data
security, storage and use requirements
• Work alongside city teams and/or management to establish business and information needs
• Commissioning and decommissioning of data programs
• Provide quality assurance of imported data, exported data
• Analyze quantitative and qualitative data to determine selected program effectiveness
• Engage data producers (city departments) and other internal stakeholders to convey the
strategic importance of sharing open data, both internally and externally
• Engage with external consumers of open data to ensure awareness of available data, solicit
feedback on data quality and obtain new ideas for future data releases.
Data Analyst III:
• In addition to duties and responsibilities outlined in Data Analyst I & II above,
• Establish standards and procedures to provide optimum data response, access, integrity and
security
• Develop and implement databases, data collection systems, data analytics and other
strategies that optimize statistical efficiency and quality
• Develop standards for implementing websites, public facing APIs, applications and other
technology projects by city agencies in a way that supports open data
• Develop policies and practices for departments to use to identify, review, publish and maintain
open data sets for external consumers
• Anticipate future data needs and provide data base administration resources to foster
innovation and growth
EDUCATION AND EXPERIENCE:
• Bachelor’s degree in mathematics, statistics, information technology, public policy, public
administration, or related field
• Strong analytical capabilities
• Understanding of data gathering, inspecting, cleansing, transforming,
and modeling techniques
• Experience with data structures, data sets, databases, and SQL
• Communication skills with the ability to distill complex subjects to a wider audience
• Keen attention to detail
• Willingness to solve problems
Data Analyst I:
• At least 1 year of experience in a data, analytics or related function involving quantitative data
analysis to solve problems
Data Analyst II:
• At least 2 years of experience in a data, analytics or related function involving quantitative data
analysis to solve problems
Data Analyst III:
• At least 4 years of experience in a data, analytics or related function involving quantitative data
analysis to solve problems
Page 3 of 3
KNOWLEDGE OF:
• Ability to translate business requirements into non-technical, lay terms
• Handling large datasets and relational databases
• High-level written and verbal communication skills
• Project management practices
• Applicable laws, codes and regulations
• Record keeping principles and practices
• Strong analytic, strategic, and problem-solving skills
ABILITY TO:
Identify useful information and suggest conclusions that support decision making; coordinate and
implement programs to respond to customer requests; prepare written procedures and policies; work
independently and make sound judgments; analyze current and future network and
telecommunication technologies and needs; provide technical assistance and leadership to other
support staff and contractors as required, work as a team player within the department.
LANGUAGE SKILLS:
Ability to read and interpret documents such as safety rules, operating and maintenance
instructions, and procedure manuals. Ability to write routine reports and correspondence. Ability to
speak effectively before groups of customers or employees of organization.
REASONING SKILLS:
Ability to solve practical problems and deal with a variety of concrete variables in situations
where only limited standardization exists. Ability to interpret a variety of instructions furnished in
written, oral, diagram, or schedule form.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee
to successfully perform the essential function of this job. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee is regularly required to sit and talk or hear.
The employee frequently is required to use hands to finger, handle, or feel and reach with hands
and arms. The employee is occasionally required to stand and walk. The employee must regularly
lift and/or move up to 10 pounds and occasionally lift and/or move up to 25 pounds. Specific
vision abilities required by this job include close vision, distance vision, color vision, peripheral
vision, depth perception, and ability to adjust focus.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an
employee encounters while performing the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
While performing the duties of this job, the employee is regularly exposed to video displays
and moving mechanical parts. The employee frequently works in evenings or
weekends; typically, in inside environmental conditions. The employee occasionally may travel
between worksites. The noise level in the work environment is usually moderate.
FLSA Status: Non-Exempt
Prepared By: Regional Government Services
Prepared Date: June 2019
Approved By:
Approved Date:
Page 1 of 3
City of San Rafael
Job Class Specification
Job Title: Mental Health Liaison
SUMMARY
The Mental Health Liaison will, under general direction of an assigned member of the Police
management team, serve as liaison between the City’s street population, social service providers, law
enforcement agencies, and the community at large; and will facilitate the coordination of services,
clinical programming, and community problem-solving; as well as perform other duties as assigned.
This position is distinguished by the significant level of responsibility assumed, the complexity of
duties, and the level of independence expected. This position may exercise clinical and functional
supervision over mental health interns.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
This list is intended to be illustrative and does not represent an exhaustive list of duties and
responsibilities. Incumbents may not perform all duties and responsibilities listed. Other duties may
be assigned.
• Provides clinical supervision to interns who are performing mental health assessment,
counseling, and case management services;
• Provide direct crisis intervention and case management services to homeless individuals;
• Identifies emerging trends related to homelessness;
• Serves as a liaison between law enforcement agencies, school administrations, County health
and human services, and other social service providers;
• Provides counseling to homeless individuals; assesses, develops and implements intervention
plans; prepares and reviews case reports;
• Responds to emergency call-outs from operations personnel to provide services; identifies
high risk clients and utilizes community service resources; develops and implements
prevention and intervention program approaches;
• Provides support and guidance to law enforcement and other City staff concerning relevant
issues; gathers and analyzes statistical data; may assist with budget development;
• Coordinates community service resources and clinical activities with those of other City
departments, public agencies and non-profit organizations; prepares case reports and makes
recommendations as appropriate; investigates and resolve complaints;
• Prepares and presents reports and other documents; participates on community boards;
facilitates community education on current procedures and practices involving prevention and
intervention strategies; serves as a resource to specialized community service functions.
• Participates in the development and implementation of goals, objectives, policies and
procedures for assigned functions; coordinates the work plan for assigned programs and
functions; works with assigned staff to identify and resolve problems;
• Attends and participates in professional group meetings to stay abreast of new trends and
innovations in assigned areas;
• Develops and maintains working relationships with peers, subordinates, civic groups, social
service agencies, the general public and other agencies; represents the Police department
and City effectively.
Page 2 of 3
Knowledge of:
• Current clinical methods of diagnosis and treatment;
• Principles and practices of advocacy, community oriented policing and intervention
methods;
• A range of community social services;
• Principles and practices of clinical supervision;
• Appropriate techniques for safe-keeping and using confidential and sensitive information;
• Methods of case management and documentation;
• Techniques of outreach and engagement with street populations;
• Pertinent Federal, State and local laws, rules, codes, policies and procedures;
• Principles and practices of leadership and motivation.
Ability to:
• Establish effective working relationships with street populations;
• Analyze situations accurately and take appropriate action;
• Be innovative and creative in addressing community issues;
• Communicate clearly and concisely, both orally and in writing;
• Provide appropriate referrals to social service agencies;
• Interview a variety of people in often-stressful situations involving clients with diverse socio-
economic backgrounds, temperaments, and mental capabilities;
• Respond appropriately in crisis situations; work in a law enforcement team/unit;
• Use standard office automation tools and data systems.
• Work effectively in a team environment; negotiate and resolve disagreements;
• Ability to work as part of a collaborative team.
EDUCATION AND EXPERIENCE REQUIREMENTS:
Equivalent to a Master's degree from an accredited college or university with major course work in
social work, psychology, counseling or a closely related field AND Three (3) years of professional
experience in mental health or social work, one (1) year of which should involve experience focused
on homeless populations and services. Experience working with a law enforcement agency is
desirable. Supervisory experience is also desirable.
CERTIFICATES, LICENSES, REGISTRATIONS:
Special Requirement: Valid CA driver’s license. Possession of a Marriage Family Therapist (MFT)
License, Licensed Clinical Social Worker (LCSW) credential, or equivalent California State License is
required.
LANGUAGE SKILLS:
Ability to read and interpret documents such as rules, operating and maintenance instructions and
procedure manuals. Ability to prepare clear and comprehensive written reports and correspondence.
Ability to communicate effectively, both verbally and in writing. Bi-Lingual (Spanish) capability is
desirable.
Page 3 of 3
MATHEMATICAL SKILLS:
Ability to calculate figures and basic statistics such as ratios and percentages.
REASONING ABILITY:
Ability to deal with problems involving several variables in a given situations. Ability to interpret,
integrate and effectively apply a variety of instructions and knowledge.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee
to successfully perform the essential functions of this job. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions. While performing the duties of
this job, the employee is regularly required to stand; walk; use hands to finger, handle, or feel; reach
with hands and arms; and talk or hear. The employee is occasionally required to sit; climb or balance;
stoop, kneel or crouch; intermittently twist to reach equipment surrounding desk; perform simple
grasping and fine manipulation. The employee may regularly lift and/or move up to 25 pounds and
occasionally lift and/or move up to 50 pounds. Specific vision abilities required by this job include
close vision, distance vision, color vision, peripheral vision, depth perception, and ability to adjust
focus. Employee must possess sufficient hearing to hear conversations in person and on the
telephone; and ability to speak in an understandable voice with sufficient volume to be heard in
normal conversation and on the telephone, and in addressing groups; must possess the ability to
maintain attentiveness and concentration and to respond to urgent matters and emergency situations.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee is regularly exposed to outdoor weather
conditions and regularly works in inside environmental conditions. The employee may occasionally
work odd and irregular hours, including nights, weekends, and holidays; and is required to travel
within the community to schools, meetings, and related events. The employee is occasionally
exposed to pathogens and biohazards in environments such as homeless encampments and may
encounter potentially dangerous areas accompanying sworn personnel; offensive odors and
occasional high noise levels may also be encountered
Successful completion of a comprehensive background prior to appointment is required.
FLSA Status: Non-Exempt
Prepared By: Regional Government Services
Prepared Date: June 2019
Approved By:
Approved Date:
City of San Rafael
Job Class Specification
Job Title: Permit Services Coordinator
SUMMARY
The primary role of the Permit Services Coordinator is to ensure an efficient and effective customer
service experience. Under the direction of the Chief Building Official and/or the Planning Manager or
their designee, this cross-divisional class plans, organizes, coordinates and implements the public service
counter for the Planning and Building Divisions and over-the-counter permit service program/operations;
provides expertise in program elements for the organization; performs a variety of professional and technical
level tasks relative to assigned area of responsibility; and performs, as needed, a variety of paraprofessional
to professional technical assignments in current and/or advanced planning for the Planning Division..
DISTINGUISHING CHARACTERISTICS:
This class is distinguished from the Building Technician, Building Inspector, and Planning Technician
positions by performing more elevated tasks and duties assigned to these positions, which include the
supervision of the acceptance, routing, and tracking of building, planning and land development
applications, computer data entry and administration, data monitoring, quality control, preparation of
statistical reports, and assisting and directing customers in a cohesive and holistic manner.
ESSENTIAL AND IMPORTANT DUTIES:
• Recommend and assist in the implementation of goals and objectives; establish schedules and
methods for building division front counter services; implement policies and procedures.
• Plan, organizes and facilitates the daily functions and operations of the City’s front counter
general customer area and Permit Center.
• Evaluate operations and activities of assigned responsibilities; recommend improvements and
modifications; prepare various reports on operations and activities.
• Prepare cost estimates for budget recommendations; submit justifications for fee adjustments;
monitor and audit and report on permit revenues.
• Research, compile and prepare reports and documentation on program activities; analyze program
and recommend corrective action, prepare periodic status reports.
• Provide assistance, direction and/or confirmation to Permit Technician and Planning Technician
on building permit application review, processing, distribution and policy interpretations.
• May issue building permits; determine and collect fees.
• Ensure permit quality assurance and proper tracking and coordination of permit applications.
• Respond to a variety of customer feedback, including complaints from applicants and the general
public, redirecting and assisting problematic customers that require additional staff time and
assistance.
• Review building permit fees for completeness and accuracy; apply penalties or adjustments per
department policy.
• Provide troubleshooting for Permit Technician and Planning Technician on awkward and unusual
permit requests
• Interpret information for customers about basic construction design requirements, land-use
related procedures, zoning and development standards and process information, permit costs,
and other procedural issues.
• Provide information to the public regarding the General Plan, zoning, application procedures and
current projects at the public counter, on the telephone or via e-mail.
• Process minor planning applications; review business licenses and building permit applications
for compliance with planning and zoning regulations.
• Read and interpret blueprints, maps, planning applications, etc. while assisting professional
planners and/or responding to general inquiries.
• Serve as permit tracking software administrator for technical staff to unlock files or correct and
update data as needed.
• Coordinate with the Chief Building Official and code enforcement staff regarding issuing and
monitoring of Notice & Orders for resale inspections and un-permitted construction; coordinate
and meet with customers to explain corrections and assist in correction process in conjunction
with the Senior Building Inspector.
• Oversee management and update of forms and informational handouts and maintain the
Community Development Department website.
• Assist in administering the residential resale reporting and inspection program.
• Assist in records management program, including oversight of expiring permits.
• Operate blueprint, digital plotter and other office equipment.
• Prepare maps, sketches, renderings and elevations for presentations.
• Assist in the tabulation and completion of survey data and other statistical data in written and
graphic form.
• Develop and maintain reports on permit timelines, activities, hours, fees, and other data which
tracks statistics and performance.
• Receive and process requests for permit extensions and permit refunds with the assistance of the
department administrative assistant.
• Represent function on committees, outside organizations, and at staff subcommittees as necessary;
coordinate building construction related activities with other divisions and outside agencies.
• Answer questions and provide information to the public; investigate complaints and recommend
corrective action as necessary to resolve complaints.
• Build and maintain positive working relationships with co-workers, other City employees and the
public using principles of good customer service.
• Perform related duties as assigned.
KNOWLEDGE OF:
• Basic municipal administration including the functions and regulatory authority of municipal
zoning, building and engineering departments.
• Simple accounting procedures.
• Industry related terminology and technology.
• Basic applied mathematics.
• Basic office and clerical procedures.
• Basic CEQA (State environmental review) procedures and regulations.
• Computer proficiency, including basic office software and permit tracking software.
ABILITY TO:
• Read, analyze and interpret building plans.
• Interact and communicate clearly and concisely, both orally and in writing with customers
involved with building construction, particularly contractors, architects, developers, engineers and
property owners
• Read maps and construction plans accurately to determine the appropriate review process and
plan distribution to City departments, services and utilities
• Prepare reports and data in written and graphic form.
• Organize, track and monitor work in an efficient manner
• Elicit cooperation, mediate conflicts and engage in considerable amount of public contact in
explaining the permit process, department policy, and enforcement procedures in a calm, tactful
and courteous manner.
• Demonstrate a strong sense of personal ethics along with good professional judgment and
discretion.
• Maintain confidentiality.
• Perform calculations quickly and accurately.
EDUCATION AND EXPERIENCE REQUIREMENTS:
Any combination of education and experience that would provide the required knowledge and abilities is
qualifying. A typical way to obtain the required knowledge and abilities would be: Equivalent to completion
of an Associate-level degree in applied science such as construction technology, engineering, planning
or closely related field and four (4) years of increasingly responsible administrative experience in a public
sector development-permitting environment.
CERTIFICATES, LICENSES AND REGISTRATIONS:
Possession of a valid CA driver’s license.
Possession of a Permit Technician certificate from ICC.
Possession of other ICC certificates is desirable.
LANGUAGE SKILLS:
Ability to read and comprehend both simple and complex instructions, prepare accurate, detailed, and
clear correspondence and reports. Ability to effectively present information, in a one-on-one or group
situation, to customers, clients, and other employees of the organization. Ability to speak Spanish is
desirable.
MATHMATICAL SKILLS:
Ability to calculate figures and amounts such as ratios, formulas, proportions, and percentages.
REASONING ABILITY:
Ability to apply common sense understanding to carry out detailed instructions and procedures. Ability to
deal with problems involving a variety of variables in situations where state regulations and
standardization exists.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee to
successfully perform the essential functions of the job. Reasonable accommodations may be made to
enable individuals with disabilities to perform the essential functions. The employee must frequently lift
and/or move up to 25 pounds and occasionally lift and/or move up to 50 pounds. Specific vision abilities
required by this job include close vision, distance vision, color vision, peripheral vision, depth perception,
and ability to adjust focus.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions. While performing the
duties of this job, the employee regularly works in indoor conditions and regularly works near video
display. The employee is occasionally exposed to moving mechanical parts and outside weather
conditions. The noise level in the work environment is usually moderate.
FLSA Status: Non-Exempt
Prepared Date: May 2, 2015
Approved By: City of San Rafael
Revised: March 1, 2019
City of San Rafael
Job Class Specification
Job Title: Senior Project Manager
SUMMARY
The Senior Project Manager will, under general direction of the Director of Public Works, plan,
organize, and supervise activities for design and construction of projects within the City of San
Rafael, focused on facility construction, modernization, maintenance, and repair. This position will
act as liaison between the City, stakeholders, architects, engineers, and contractors to assure the
authorized projects are accomplished in accordance with approved policies and procedures;
ensures that projects stay within budget, conform to established schedules and project
modifications are carried out without delay.
DISTINGUISHING CHARACTERISTICS:
This position exercises substantial initiative, independent judgement and expertise in overseeing
the design and construction of City projects. This is an exempt mid-management position reporting
to the Director of Public Works and has supervisory/management responsibilities.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
This list is intended to be illustrative and does not represent an exhaustive list of duties and
responsibilities. Incumbents may not perform all duties and responsibilities listed. Other duties
may be assigned.
• Plans, organizes, directs and controls all parts of projects from concept through design and
construction to the closeout of project contracts.
• Prepares and monitors project budgets, including support for obtaining funding.
• Coordinates work of a multi-disciplinary development team across organizational
boundaries, including design architects and construction professionals.
• Controls project cost and schedule. Reviews change orders.
• Makes presentations to the City Council, public, and other stakeholders to inform them of
the project progress.
• Ensures that contractors are maintaining safe work sites and that the needs of the staff at
each project are being protected.
• Ensures timely closeout of projects by working with the architects, contractors, construction
managers, inspectors, regulating authorities, and others to resolve punch list items and
other final activities
Knowledge of:
• Technical aspects of architectural, civil, mechanical, electrical, structural and geotechnical
engineering design and specifications.
• Financing, estimating and budgeting, including planning and estimating, calculating
overhead, design and construction costs. General knowledge of various funding sources
and restrictions.
• Regulations and regulatory agencies and commissions affecting planning, zoning, design
and construction.
• Requirements of final bid packages.
• Construction management techniques and practices.
T:\CITY COUNCIL AGENDA ITEMS\Agenda Item Approval Process\2019-07-15\Fin - Adopted FY20 Budget_DPW CIP_FY20 GANN\5_Exh 3 attachment
Senior Project Manager_2-2019.docx Page 2 of 3
• Knowledge of move management and purchase of furniture, fixtures and equipment.
• Americans with Disabilities Act Accessibilities Guidelines (ADAAG), and California
accessibility requirements that are in Title 24 of California Code of Regulations.
Ability to:
• Schedule and budget capital projects; monitor and track project progress and expenditures
and implement cost controls.
• Use computer-based project management systems.
• Work effectively in a team environment; negotiate and resolve contract disputes; maintain
client contractor relationships; and communicate effectively with the public, community
groups, other City departments, agencies, and private contractors.
• Supervise, prepare, or participate in the design and production of final architectural contract
documents for a wide variety of small construction and maintenance projects.
• Plan and organize; analyze and solve problems; make judgment on all decisions; and deal
effectively with government officials.
• Strong verbal and written communication skills.
• Ability to work as part of a City-wide team.
EDUCATION AND EXPERIENCE REQUIREMENTS:
Baccalaureate degree (B.A. / B.S.), with major coursework in architecture, engineering, or project
management AND ten years of responsible experience in design and construction of public
facilities greater than $10 million. Working understanding of, and experience in, AutoCAD
computer drafting; scheduling software (Suretrak and/or P3).
CERTIFICATES, LICENSES, REGISTRATIONS:
Valid CA driver’s license required. Registration as a licensed architect or engineer in the State of
California is desirable.
LANGUAGE SKILLS:
Ability to read and interpret documents such as rules, operating and maintenance instructions and
procedure manuals. Ability to prepare clear and comprehensive written reports and
correspondence. Ability to communicate effectively, both verbally and in writing.
MATHEMATICAL SKILLS:
Ability to calculate figures and amounts such as discounts, interest, proportions, and percentages.
REASONING ABILITY:
Ability to deal with problems involving several variables in construction related situations. Ability to
interpret a variety of instructions and reports furnished in written, oral, diagram, or schedule form.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable accommodations
may be made to enable individuals with disabilities to perform the essential functions. While
performing the duties of this job, the employee is regularly required to stand; walk; use hands to
finger, handle, or feel; reach with hands and arms; and talk or hear. The employee is occasionally
required to sit; climb or balance; walk on uneven surfaces; stoop, kneel or crouch. The employee
may regularly lift and/or move up to 25 pounds and Shelton5413occasionally lift and/or move up to
T:\CITY COUNCIL AGENDA ITEMS\Agenda Item Approval Process\2019-07-15\Fin - Adopted FY20 Budget_DPW CIP_FY20 GANN\5_Exh 3 attachment
Senior Project Manager_2-2019.docx Page 3 of 3
50 pounds. Specific vision abilities required by this job include close vision, distance vision, color
vision, peripheral vision, depth perception, and ability to adjust focus.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may
be made to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee is regularly exposed to outdoor weather
conditions and regularly works in inside environmental conditions. The employee is occasionally
exposed to moving mechanical parts. The noise level in the work environment is usually moderate
but occasionally loud.
FLSA Status: Exempt
Prepared By: Bill Guerin, Director of Public Works
Prepared Date: February 2019
Approved By: City of San Rafael
Approved Date:
Page 1 of 3
City of San Rafael
Job Class Specification
Job Title: Sustainability Program Manager
SUMMARY
Under general direction of the Assistant City Manager, the Sustainability Program Manager
will be responsible for the development and implementation of the City’s sustainability strategy which
will involve all aspects of City government as well as perform other duties as assigned.
This position is distinguished by the significant level of responsibility o communicate with a wide
variety of City Staff, community leaders, business executives and residents, the complexity of duties
which combine technical expertise and organizational skill, and the level of independent decision-
making in developing programs anticipated to achieve the City’s sustainability objectives. This
position exercises supervision over assigned staff.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
This list is intended to be illustrative and does not represent an exhaustive list of duties and
responsibilities. Incumbents may not perform all duties and responsibilities listed. Other duties may
be assigned.
Develop a strategy to achieve sustainability by developing staff and regional community
involvement, buy-in, and active participation
Utilize and improve the governance structure for achieving sustainability which has been
developed to date
Develop mechanisms to insure that the City’s management team is fully engaged in the
sustainability strategy and that their programs are fully aligned with it
Identify and develop responses to challenges and emerging issues faced by the organization.
Recognize internal and external communications opportunities and solutions, and define and
execute appropriate strategies to support them
Oversee implementation of all aspects of the sustainability strategy
Serve as the City's principal spokesperson on sustainability in dealing with the media and
community leaders
Actively engage and cultivate relationships with regional, state and national leaders in the
sustainability movement. Utilize their ideas and experiences to refine and improve the City’s
programs
Manage the sustainability program budget of the Sustainability Office and leverage the budgets of
the City's departments and other offices to achieve sustainability.
Oversee day-to-day administrative and operational activities of the sustainability program,
including staff and volunteer supervision and development
Page 2 of 3
Knowledge of:
Current sustainability issues and methods;
Principles and practices of advocacy, community engagement and consensus-building methods;
Principles and practices of supervision;
Pertinent Federal, State and local laws, rules, codes, policies and procedures;
Principles and practices of leadership and motivation.
Skill in:
Proactively building relationships with community leaders
Entrepreneurship, taking initiative and working independently
Managing a variety of key initiatives concurrently
Translating strategic thinking into actions plans and output
Mentoring, and coaching others
Exercising excellent judgment and creative problem-solving skills, including negotiation and
conflict resolution skills
Ability to:
Gain the credibility and respect of high-performing leadership team and elected City Council and
establish effective working relationships with a range of people and organizations;
Analyze situations accurately and take appropriate action; make decisions in a changing
environment and anticipate future needs
Operate as an effective tactical as well as strategic thinker
Be innovative and creative in addressing community issues;
Communicate clearly and concisely, both orally and in writing;
Use standard office automation tools and data systems.
EDUCATION AND EXPERIENCE REQUIREMENTS:
Requires equivalent to a Bachelor's Degree in a related field and five years of professional experience
related the essential duties of the job such as those listed above. Supervisory experience is also
desirable.
CERTIFICATES, LICENSES, REGISTRATIONS:
Special Requirement: Valid CA driver’s license.
LANGUAGE SKILLS:
Ability to read and interpret documents such as rules, operating and maintenance instructions and
procedure manuals. Ability to prepare clear and comprehensive written reports and correspondence.
Ability to communicate effectively, both orally and in writing.
MATHEMATICAL SKILLS:
Ability to calculate figures and basic statistics such as ratios and percentages.
REASONING ABILITY:
Ability to deal with problems involving several variables in a given situations. Ability to interpret,
integrate and effectively apply a variety of instructions and knowledge.
Page 3 of 3
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee
to successfully perform the essential functions of this job. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions. While performing the duties of
this job, the employee is regularly required to stand; walk; use hands to finger, handle, or feel; reach
with hands and arms; and talk or hear. The employee is occasionally required to sit; climb or balance;
stoop, kneel or crouch; intermittently twist to reach equipment surrounding desk; perform simple
grasping and fine manipulation. The employee may lift and/or move up to 25 pounds. Specific vision
abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth
perception, and ability to adjust focus. Employee must possess sufficient hearing to hear
conversations in person and on the telephone; and ability to speak in an understandable voice with
sufficient volume to be heard in normal conversation and on the telephone, and in addressing groups.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee regularly works in inside environmental
conditions. The employee may occasionally work odd and irregular hours, including nights,
weekends, and holidays; and is required to travel within the community to meetings, and events.
FLSA Status: Exempt
Prepared By: Regional Government Services
Prepared Date: June 2019
Approved By:
Approved Date:
City of San Rafael
Job Class Specification
Job Title: Sweeper Operator
SUMMARY
Under general supervision, operates heavy motorized street sweeping equipment to clean residential
and commercial streets of trash and other accumulations. Performs related street maintenance duties
as required.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
• Safely operates a motorized sweeper and other motorized maintenance/construction equipment
on an assigned route.
• Clean streets, gutters, and reports large debris on streets and rights of way; respond to traffic
accidents; clean debris and hazardous materials spills.
• Report illegally parked vehicles, hazardous conditions, road damage, damaged curbs and
sidewalks, downed signage and signal malfunctions.
• Perform daily equipment inspections and preventative maintenance; make minor adjustments and
repairs.
• Perform equipment repairs such as: remove and replace conveyors, rollers and bearings; drag
shoes, brooms, skirts, curtains, belts, tensioners and related parts; complete parts requests; and
report the need for major and minor mechanical repairs.
• Interact with the public; respond to service requests; complete and submit mileage forms, daily
work report, and weekly plan.
• Performs other duties as assigned.
• Incumbent must be willing to work an irregular schedule, which may include weekends, holidays,
evenings, and/or varying shifts.
KNOWLEDGE OF:
• Construction and maintenance equipment.
• City streets, California Vehicle Code, and traffic laws.
• Safe work practices; safe operation of street sweepers and heavy equipment and vehicles.
• Street sweeper/heavy equipment maintenance and repair methods and practices.
ABILITY TO:
• Operate power/hand tools, motorized equipment and vehicles.
• Detect minor mechanical defects and minor repairing.
• Thoroughly carry out oral and written instructions.
• Establish and maintain effective and cooperative working relationships with managers,
supervisors, employees and the general public.
• Use initiative, discretion and judgment within established procedures, guidelines and rules.
• Define problems, establish facts and draw valid conclusions.
• Manage situations requiring diplomacy, fairness, firmness and sound judgment.
• Manage time and attention to detail.
• Provide efficient customer service.
• Communicate effectively, both verbally and in writing.
• Operate a personal computer and various software applications.
T:\CITY COUNCIL AGENDA ITEMS\Agenda Item Approval Process\2019-07-15\Fin - Adopted FY20 Budget_DPW CIP_FY20 GANN\5_Exh 3 attachment
Sweeper Operator_5-2019.docx Page 2 of 2
EDUCATION AND EXPERIENCE:
• High School Diploma or GED equivalent AND
• Two (2) years of experience operating a motorized sweeper or other heavy
equipment/construction vehicles, OR
• An equivalent combination of training and experience.
Special Requirement:
Must possess a valid California Class “B” Commercial Driver’s License with air-brake and tanker
endorsement at time of appointment. The Class B license and satisfactory driving record must be
maintained throughout employment.
LANGUAGE SKILLS:
Ability to read a limited number of two- and three-syllable words and to recognize similarities and
differences between words and between series of numbers. Ability to print and speak simple
sentences.
MATHEMATICAL SKILLS:
Ability to add and subtract two-digit numbers and to multiply and divide with 10's and 100's. Ability to
perform these operations using units of American money and weight measurement, volume, and
distance.
REASONING ABILITY:
Ability to apply common sense understanding to carry out instructions furnished in written, oral, or
diagram form. Ability to deal with problems involving several concrete variables in standardized
situations.
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an employee
to successfully perform the essential functions of this job. Reasonable accommodations may be made
to enable individuals with disabilities to perform the essential functions. Moderate exposure to dust,
wide temperature range, noise, vibrations, fumes, harsh chemicals, odors, pollens and grasses,
grease, machinery and moving parts, sitting and driving for long periods, bending, stooping, on knees,
both indoors and outdoors, and inclement weather, with occasional exposure to hazardous work
conditions. Must be able to see and hear in the normal range, with or without correction, and
communicate verbally and in written form with great facility and must be able to be understood. Some
heavy lifting, up to 80 pounds, and other physical exertion required. Incumbent must possess the
stamina to work possible long hours and possible overtime. Responds to non-duty hour emergencies.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential functions. While performing the
duties of this job, the employee is regularly exposed to moving mechanical parts and outdoors
weather conditions and regularly works in evenings or weekends. The noise level in the work
environment is usually loud.
Hazards: Hazards are moderate, fairly predictable and protected against.
FLSA Status: Non-Exempt
Prepared Date: May 2019
Approved By: City of San Rafael
Approved Date:
Cover Page
Attachment 3. – Capital Improvement Program: FY 2019-20
through 2021-22
3 -Year Capital Improvement Program
FY 2019-20 to FY 2021-22
July 15, 2019
Capital Improvement Program
FY 2019-20 to FY 2021-22
2 | Page
This page intentionally left blank.
Capital Improvement Program
FY 2019-20 to FY 2021-22
3 | Page
Table of Contents
Section I. Overview .............................................................................................................................. 6
Background ............................................................................................................................................... 6
Section II. CIP Process ........................................................................................................................ 12
Section III. FY 2018-19 Completed Projects ......................................................................................... 12
Section IV: Active Projects .................................................................................................................. 17
Active Projects: Project Descriptions and Budget Detail ........................................................................ 17
City Owned Property ........................................................................................................................... 17
C.A B Street Community Center Safety System Upgrade - Stage Area ...................................... 17
C.A Essential Facilities: Fire Station 57 ....................................................................................... 17
C.A Essential Facilities: Public Safety Center .............................................................................. 18
Drainage .............................................................................................................................................. 19
D.A Cayes Pump Station Control System ................................................................................... 19
D.A Los Gamos & Oleander Drainage Improvements (Design) .................................................. 19
D.A San Quentin Pump Station Reconstruction (Design) ........................................................... 20
D.A Sea Level Vulnerability Study .............................................................................................. 20
Parks .................................................................................................................................................... 21
P.A Pickleweed Park Playground Improvements ....................................................................... 21
P.A Shoreline Park Restroom ..................................................................................................... 21
Right-of-Way ....................................................................................................................................... 22
R.A Lincoln Avenue Bridge Repair (Design) ................................................................................ 22
R.A Lincoln Avenue Curb Ramps (Design) .................................................................................. 22
R.A Street Resurfacing FY 2018-19 ............................................................................................. 23
Transportation .................................................................................................................................... 24
T.A Merrydale Pathway – North Connector (Design) ................................................................ 24
T.A – Northbound 101 Offramp - Second Right Turn Lane (Design) ............................................... 24
T.A Second and Third Street Signalization Improvements ......................................................... 25
Section V: New Projects ..................................................................................................................... 26
New Projects: Project Descriptions and Budget Detail .......................................................................... 26
City-Owned Property .......................................................................................................................... 26
C.01 Essential Fire Station 54 & 55 Remodel ............................................................................. 26
C.02 Childcare Portable Building Replacement (Silveria, Dixie, and Pickleweed) ..................... 27
C.03 B Street Community Center Restroom Remodel ............................................................... 27
Capital Improvement Program
FY 2019-20 to FY 2021-22
4 | Page
C.04 Albert Park Ball Field ADA Restrooms ................................................................................ 28
C.05 Albert Park Baseball Stadium – ADA Lift ............................................................................ 28
C.06 City Hall Server Room Upgrade .......................................................................................... 29
C.07 City Hall Accessibility and Security Improvements ............................................................ 29
C.08 B Street Community Center – Miscellaneous Repair ......................................................... 30
C.09 Terra Linda Community Center HVAC Replacement ......................................................... 30
C.10 Microwave Network for Public Safety Center ................................................................... 31
C.11 Albert J. Boro Community Center – Miscellaneous Repair ................................................ 31
C.12 Public Works Corp Yard – Miscellaneous Repair ............................................................... 32
C.13 Fifth Street and C Street Parking Garage Improvements................................................... 32
C.14 Conversion of City Hall Police Station after PSC ................................................................ 33
C.15 Fifth and Garden Parking Lot Resurfacing ......................................................................... 33
C.16 Third and Lootens Parking Structure Repairs .................................................................... 34
C.17 Third and A Street Parking Structure Repairs .................................................................... 34
C.18 Third and C Street Parking Structure Repairs .................................................................... 35
Drainage .............................................................................................................................................. 36
D.01 – D.03 Stormwater System Pump and CMP Replacement, System Upgrades FY 2019-20,
2020-21, & 2021-22 ........................................................................................................................ 36
D.04 First and D Street Drainage Improvements ....................................................................... 36
Parks .................................................................................................................................................... 37
P.01 Gerstle Park Restroom Repair ............................................................................................ 37
P.02 Gerstle Park Playground Structure ..................................................................................... 37
P.03 Sun Valley Park Playground Structure ................................................................................ 38
P.04 Peacock Gap Playground Structure .................................................................................... 38
P.05 Bernard Hoffman Playground Upgrade ............................................................................. 39
P.06 Pickleweed Park Field Synthetic Field Conversion (Design) ............................................... 39
P.07 Gerstle Park, Peacock Gap, and Santa Margarita Tennis Court Resurfacing ..................... 40
P.08 Terra Linda Community Center Basketball Court Repaving and Shade Structure ............. 40
Right-of-Way ....................................................................................................................................... 41
R.01 – R.03 Street Resurfacing FY 2019-20, 2020-21, 2021-22 ................................................. 41
R.04 Smith Ranch Road Resurfacing .......................................................................................... 41
R.05 Andersen Drive Microseal .................................................................................................. 42
R.06 Southern Heights Bridge Replacement .............................................................................. 42
R.07 – R.09 Sidewalk Repair Program FY 2019-20, 2020-21, 2021-22 ....................................... 43
Capital Improvement Program
FY 2019-20 to FY 2021-22
5 | Page
R.10 Southern Heights at Courtright Road Repair ..................................................................... 43
R.11 Francisco Boulevard East Road Resurfacing ...................................................................... 44
R.12 Lincoln Avenue Curb Ramps (Construction) ...................................................................... 44
R.13 76 D Street Hillside Revetment .......................................................................................... 45
R.14 Antonette and D Street Improvements ............................................................................. 45
R.15 Fifth and D Resurfacing – Public Safety Center .................................................................. 46
R.16 First Street at Mahon Creek Wall Repair ........................................................................... 46
R.17 Schoen Park Modifications ................................................................................................ 47
R.18 Bungalow Avenue Reconstruction ..................................................................................... 47
Transportation .................................................................................................................................... 48
T.01 – T.03 Crosswalk Improvements Citywide FY 2019-20, 2020-21, 2021-22 ........................ 48
T.04 Innovative Deployment of Enhanced Arterials (IDEA) ....................................................... 48
T.05 Third Street and Hetherton Intersection Improvements ................................................... 49
T.06 Francisco Boulevard East Sidewalk Widening .................................................................... 49
T.07 Third Street Improvements – Lindaro to Miracle Mile ...................................................... 50
T.08 Freitas and Highway 101 Offramp Improvements ............................................................. 50
T.09 Third Street Intersection Improvements: Grand to Lindaro .............................................. 51
T.10 Second Street Intersection Improvements ........................................................................ 51
T.11 Fifth Street Signal System Improvements: Court to E Streets ........................................... 52
T.12 Fourth Street Signal System Improvements: B Street to Ciaos .......................................... 52
T.13 North San Rafael Traffic Signal Connections ...................................................................... 53
T.14 – T.16 Bicycle and Pedestrian Master Plan Implementation FY 2019-20, 2020-21, 2021-22
........................................................................................................................................................ 53
The following individuals are gratefully acknowledged for their contributions to the production of this document:
Kevin McGowan, Assistant Public Works Director/City Engineer
Talia Smith, Senior Management Analyst
Iman Kayani, Administrative Analyst
Capital Improvement Program
FY 2019-20 to FY 2021-22
6 | Page
Section I. Overview
Background
The CIP is a multi-year planning tool used to identify and implement the City’s capital needs over
the upcoming 3-year period: FY 2019-20 through FY 2021-22. The CIP document summarizes the
City’s planned capital and infrastructure improvement projects, including their funding sources,
and prioritizes projects after analysis and coordination with other City departments in order to
ensure that all department needs are represented. Project selection and priority is based on
recommendations by the Department Directors to accommodate high priority needs, which
focused on life/safety, maintenance and repair, public and Council input, and other factors. The
CIP is intended to provide a comprehensive three-year project list for the City’s known capital
and infrastructure needs.
The five general categories within the CIP are as follows:
• City-Owned Property (C): City facilities including buildings, parking garages and lots
• Drainage (D): Stormwater systems including roadway drainage and the City’s 12
stormwater pump stations
• Parks (P): Park infrastructure and facilities including playgrounds, recreation equipment,
and restrooms
• Right-of-Way (R): Roadway improvements including construction, resurfacing, and
maintenance of existing bicycle and pedestrian facilities including sidewalk and bike lanes.
• Transportation (T): New this year, Transportation projects are separated out from Right
of Way projects. Transportation projects include traffic and signal improvements that
increase traffic flow and capacity, as well as any circulation improvements that expand
bicycle/pedestrian thoroughfare beyond the existing facilities in place. For example, new
multi-use pathways and the expansion of existing sidewalk.
Project List Development: Projects identified for the CIP are recommended by either
Department Directors, studies and reports, such as the Bicycle Pedestrian Master Plan (BPMP)
or the recently completed Facility Assessment Study or may arise from direct community or
Council input. Additionally, projects with specific discreet funding sources are included in the
CIP.
While most Right of Way and Transportation projects are informed by General-Plan related
circulation and traffic improvements and the BPMP; Parks and City Owned Property projects
have historically been heavily informed by Director, the publicly appointed Parks Commission,
and the Facilities Maintenance division. In FY 2018-19, to help better prioritize City Owned
Property projects, Public Works contracted a specialized consultant to complete a
comprehensive Facilities Assessment Study. The study reviewed eighteen City facilities
including parks, recreation facilities and structure such as City Hall. This study identified
deficiencies at each facility and prioritized repairs. Several of these projects are included in the
upcoming 3-year CIP.
Capital Improvement Program
FY 2019-20 to FY 2021-22
7 | Page
All City Owned Property and Parks projects are ranked in a process annually with the Directors
that weighs life/safety, maintenance and repair costs, public and Council input, and other
factors. Public Works staff internally ranks the Drainage, Right-of-Way, and Transportation
projects. All available funding over the 3-year period is allocated to the respective categories,
and projects that are unable to be funded at this time are still listed in the CIP project list,
however as “Unfunded”.
Major new projects identified in the FY 2019-20 to FY 2021-22 CIP include:
• Francisco Blvd. East Sidewalk Widening (Active)
• Third Street Rehabilitation Project – Grand to Miracle Mile. (Active)
• Third & Hetherton Intersection Improvements (Active)
• Albert Park ADA Restroom (Identified by the Facility Assessment Study)
• B Street Community Center Repairs (Identified by the Facility Assessment Study)
• Sun Valley Park, Peacock Gap Park, Bernard Hoffman Park Play Structure
Replacement
• Lincoln Avenue Curb Ramps
• Smith Ranch Road Resurfacing
• Crosswalk Improvements
• Street Resurfacing
In recent years one of the issues in executing all the projects in the CIP has been a general lack
of interest from the construction industry in bidding on smaller projects. Going forward, staff
intends to bundle smaller, similar projects for a better economy of scale. Additionally, some
changes have been made in the approach Public Works has taken in replacement of playground
equipment. Public Works has found it significantly more cost effective, but just as impactful for
the community, to pursue replacing old equipment and installing new ground surface -- without
undergoing a full redesign of the Park. This has allowed the Department to stretch limited
financial resources further and freshen up more playgrounds in the City.
Project Funding: There are currently eleven major annual funding sources for the CIP (Measure
A Parks is included below):
Fund
#
Fund Name
(CIP Category)
Description
205 Stormwater
Fund
(Drainage)
Established to fund Stormwater maintenance, programs, and
improvements throughout the City—including maintenance and
repair of the City’s 12 storm water pump stations. This fund
receives annual revenues of approximately $850,000 from the
City’s Stormwater Activity fee (Municipal Code Chapter 9.40).
206 Gas Tax +
Measure A
The Gas Tax is a revenue distributed from the state based on a
percentage tax on each gallon of gas purchased in San Rafael.
Gasoline tax is collected and distributed to jurisdictions by the
Capital Improvement Program
FY 2019-20 to FY 2021-22
8 | Page
(Right of Way,
Transportation)
State on an annual basis and may be used for capital projects and
maintenance to local streets, roads, traffic, and bicycle pedestrian
facilities. In April 2017, Governor Jerry Brown signed Senate Bill 1:
The Road Repair and Accountability Act to address the need for
additional funding for transportation and infrastructure in
California. Senate Bill 1 increased per gallon fuel excise taxes,
diesel fuel sales taxes and vehicle registration fees. The effect was
a doubling of Gas Tax revenues received for San Rafael, from
roughly $1.1m to $2.2m.
Fund #206 also collects annual Measure A Transportation Sales
Tax dollar (distributed by Transportation Authority of Marin). A ½-
cent sales tax approved initially by voters in 2004 and reapproved
in November 2018, Measure A provides roughly $700,000
annually to San Rafael towards local streets and road
improvements.
208 Childcare Fund Projects identified in the CIP as utilizing the Childcare Fund are strictly
for the facility improvements as related to the City’s childcare centers.
235 Baypoint
Lagoon
Assessment
District
The Baypoint Lagoons Lighting and Landscape District was formed to
protect and enhance wildlife habitat and water quality in Baypoint
(Spinnaker) Lagoon and the adjacent diked salt marsh.
236 Loch Lomond
Assessment
District
The Loch Lomond (Melo-Roos) Assessment District was established in
1992 to pay for the repair and maintenance of Storm Water system
infrastructure in the district’s defined area
240 Parkland
Dedication
This fund was established to account for long-term developer deposits
used to enhance and maintain City park infrastructure.
241 Measure A
(Parks)
Measure A is a nine-year ¼ percent transactions and use tax that
was passed in 2012 and is managed by the County of Marin. The
purpose of the tax is to care for existing parks and open spaces,
support regional community parks, projects, and programs and to
further farmland restoration. Community Services and the Parks
Commission provides input each year as to which Parks projects
should be prioritized to receive Measure A funding.
246 Traffic
Mitigation Fee
(Transportation)
Traffic Mitigation Fees are charged by to a developer in
connection with the approval of a development project – in order
to generate revenues for increasing street capacity to
accommodate additional traffic generated by the new
development. The City utilizes its Traffic Mitigation Fees for
circulation identified in Exhibit 21 of Policy 6A of General Plan
2020 and similar projects that further the General Plan.
Capital Improvement Program
FY 2019-20 to FY 2021-22
9 | Page
420 Measure E Measure E was passed by the voters of San Rafael in November 2013
extending an existing 0.5% sales tax for 20 years and adding 0.25% (25
cents on a $100 purchase). On February 3, 2014, the San Rafael City
Council directed staff to set aside the revenues from the added quarter
percent to begin to address our aging essential facilities, including
making critical improvements to our public safety facilities in San Rafael.
In July 2015 the City Council approved a strategic plan for essential
public safety facilities in San Rafael. The plan recommends seven
projects including a new public safety center across from City Hall that
will house both the police and fire departments. In addition, the plan
recommends upgrades to the other fire stations for seismic safety and
operational improvements.
501 Parking
Services
Projects identified in the CIP as utilizing the Parking Services Fund are
strictly for the facility improvements as related to the City’s parking
facilities.
603 Building
Maintenance
(City Owned
Property, Parks)
The Building Maintenance Fund supports capital projects
associated with the City’s buildings, parks and other facilities. The
Building Fund is an internal revenue fund, which means General
Fund monies are the sole source of revenue for the fund.
Historically, $500,000 in General Fund monies has been
contributed annually to the Building Fund.
Grants (various) The Department has and will continue to aggressively seek grant
funding for major capital projects. Grant funding is most available from
local, State, and Federal agencies for transportation projects, especially
after the recent passage of Senate Bill 1. Emergency grants (such as
Hazard Mitigation funds) is also made available after large natural
disasters such as the North Bay Fires. There are grants that exist for City
facilities and parks, but San Rafael is often less competitive for these
grants compared to other similar sized cities in the Bay Area due to the
demographic and socioeconomic make-up of the City. It is important to
note that often with small projects (>~$75,000), seeking grants is not
always cost beneficial. There can be significant paperwork,
administrative time, and environmental review required with grant
funding (especially federal). For small projects, the cost of
administration and additional review processes required for grant
applications may not be worth the funding received.
Unfunded Projects listed as Unfunded in the CIP are ones where City funding
sources (e.g. Building Fund, Stormwater Fund) cannot cover them, and
grant funding has not been identified or secured. These projects will be
the City’s priority in securing funding in the coming year.
As has been noted in prior year CIPs, the long-term capital and infrastructure improvement
needs for City-owned property, parks, and drainage far exceed the available revenues each
year. Therefore, a considerable number of projects are identified as real capital and
Capital Improvement Program
FY 2019-20 to FY 2021-22
10 | Page
infrastructure needs (and maintained on the CIP project list) but are categorized as
“Unfunded”.
On occasion, staff has recommended a one-time transfer of funds, where allowable, to assist in
funding high-priority and high-need projects. For example, after the 2017 storms, several
stormwater pump stations were in need of serious repair, and the annual $850,000 revenues
could not support the infrastructure and pump repair projects needed. Therefore, in the FY
2017-18 CIP, staff recommended that the $500,000 annual General Fund contribution to the
Building Fund instead be allocated towards the Stormwater Fund on a one-time basis.
In preparing the current year CIP, staff is once again recommending a one-time transfer of
funds to support high-priority and high-need projects. City-owned property and parks’
immediate project needs have continued to exceed the $500,000 in funding available each year
from the annual transfer from General Fund to the Building Maintenance Fund (#603).
Unfunded projects listed in the 3-year CIP in the City-Owned Property and Parks categories
total nearly $7.9 million.
Therefore, in the short term, staff is recommending an additional $800,000 over two years
transferred from the General Fund to the Building Maintenance Fund to support City-Owned
Property and Parks projects. This $800,000 will come in the form of an increase in the annual
transfer from Gas Tax to the General Fund to support a fraction of the Public Works salaries and
benefits related to streets and roads maintenance (estimated at $2million/year). The historical
annual amount transferred from the Gas Tax to the General Fund to support salaries is
$400,000. Staff is recommending increasing this transfer to $800,000 per year for the current
FY 2018-19 and the upcoming FY 2019-20 (a net increase of $400,000 each year, or $800,000
total). Subsequently, the General Fund transfer to the Building Maintenance Fund (to support
City-owned property and Parks projects) will then be increased by $800,000 total over the two
years. The effect will be net neutral to the General Fund over the two-year period: 1) An
additional $800,000 transferred from Gas Tax to General Fund and 2) An additional $800,000
transferred from the General Fund to the Building Maintenance Fund. The result will be an
additional infusion of $800,000 to support City-owned property and parks projects in the
upcoming 3-year CIP.
The department is actively seeking better long-term funding strategies for these projects,
including:
• Pursuing bond financing for major capital projects, such as San Quentin Pump Station
• More aggressive pursuance of grant funding for non-right of way capital projects
• Pursuance of ballot measure to raise current per-parcel stormwater assessment
• Exploring alternative funding mechanisms, such as assessment districts or public private
partnerships (Community Services has taken a lead on this for some of the rental
facilities).
Capital Improvement Program
FY 2019-20 to FY 2021-22
11 | Page
CIP Prior-Year Completed Projects: As a part of the annual CIP, the Department also recaps
major projects completed in the prior fiscal year. While staffing challenges and large-scale
projects, such as the Sonoma-Marin Area Rail Transit (SMART) and the Essential Facilities
program, have impacted the Department’s project management capacity, the department
completed several major projects during this last year, including the following:
• Essential Facilities: Fire Station 52
• Albert Park play area improvements
• Grand Avenue Pedestrian Bridge
• 2017 storm landslide repairs (80 Upper Toyon, 70 Irwin, and 21 San Pablo)
• City Hall switchgear
• D Street and Via Sessi storm drain improvements
• Bret Hart restroom
• Bicycle and Pedestrian Master Plan 2018
• East San Rafael parking signage and stall markings
• Uncontrolled crosswalk ranking study
CIP Active Projects: Active projects are separated from the rest of the CIP project list since they
are fully funded with prior year funds, and construction or design may be fully underway. A
total of 15 projects are listed as Active in the CIP, including:
• Essential Facilities: Fire Station 57
• Essential Facilities: Public Safety Center
• Sea level rise vulnerability study
• San Quentin pump station reconstruction (design)
• Pickleweed Park Playground Improvements
• Shoreline Park restroom
• Street resurfacing FY 2018-19
• NB 101 offramp-second right turn lane (design)
• Second and Third Street queue cutters
Capital Improvement Program
FY 2019-20 to FY 2021-22
12 | Page
Section II. CIP Process
•List includes: past years CIP projects,
projects not completed last fiscal
year, and new projects list provided
by City department directors.
Develop CIP
List
•DPW develops a prioritized list of
projects, rated by five categories:
safety, required by law, will cause
safety issues if not addressed, meets
city goals and aesthetics.
Prioritize CIP
List
•DPW examines the projects lists
and provides a rough estimate
of project costs.
Project
Estimates
•DPW works with Department of
Finance to examine the available
budget for each category.
Budget
Analysis
•DPW examines existing work load
to determine if proposed projects
can be accomplished with current
staffing.
Staffing
Allocation
•DPW develops the Draft CIP
Document reviewed by
department directors and the City
Manager.
Draft CIP
Document
•The Recommended CIP Document is
brought to City Council for review to
be included into next fiscal year's
budget.
Recommended
CIP Document
Capital Improvement Program
FY 2019-20 to FY 2021-22
13 | Page
Section III. FY 2018-19 Completed Projects
2017 Slide Repairs
Albert Park Play Area Improvements
In May 2016, the B Team group was formed by parents and business owners in
the Gerstle Neighborhood who express common concerns for security at Albert
Park. The Parks and Recreation Commission met with the B Team in July 2017 and
agreed to form a partnership for community outreach, design, and fundraising
for the project. Construction kicked off during the summer of 2018 and was
completed with a celebratory ribbon cutting ceremony in April 2018.
2017 Storm Repairs
During the 2016-17 winter season, heavy storms and rainfall contributed to several slides around the City. Three areas were affected including, Upper Toyon, San Pablo Avenue, and Irwin Street. As part of the National
Disaster declared in January 2018, we coordinated with
FEMA for funding efforts to support the repairs of these
projects. Repairs included:
• Installing retaining walls
on hillsides with
drainage system.
• Reconstruct hillsides with proper compaction and slope.
• Install permanent erosion control to prevent future movement on hillside.
Capital Improvement Program
FY 2019-20 to FY 2021-22
14 | Page
Grand Avenue Pedestrian
Bridge
Construction began in late 2018 to make
space for the installation of a 12-foot-wide
bicycle/pedestrian bridge immediately
east of the existing vehicular bridge along
Grand Avenue over the San Rafael Canal
waterway.
Essential Facilities: Fire Station 52
The original station 52 had been in service since
1957. It was torn down in February 2017, and
Alten Construction Inc. of Richmond began
working on the renovation project a month later.
Firefighters moved two blocks to temporary
space at 519 Fourth St. during construction. The
Essential Facilities project is financed by the
Measure E tax passed by voters in 2013.
The new stations include: three drive-through
apparatus bays, apparatus support spaces, a
public lobby, restrooms, private sleeping
quarters, offices, a kitchen, dining room, a
laundry room, staff parking and mechanical,
electrical, and communications rooms. The
adjacent building offers a four-story training
tower and a 1,297 square foot, 24-person,
training classroom.
This new bridge links to the widened sidewalk at the
intersection of Second Street and Grand Avenue.
Furthermore, it will connect to the future widened
sidewalk along Francisco Boulevard East, planned for
construction in 2020. These three projects will provide a
seamless bicycle/pedestrian facility from Downtown to
the Canal Neighborhood that will greatly improve safety
and connectivity in East San Rafael.
Capital Improvement Program
FY 2019-20 to FY 2021-22
15 | Page
Other Completed Projects
• City Hall Switchgear Replacement
o Replace electrical service
o Install electric charging stations
• PG&E Energy Upgrades
o Replace over 2700 high pressure sodium streetlights with LED
o Savings of $130,000 in energy costs annually
o This project will save 1,012,110 kilowatt hours of electricity per year: the equivalent of
taking 150 cars off the road each year
• D Street and Via Sessi Storm Drain Improvements
o Project included the installation of 300 feet of new storm drainage and six new
manholes
o This enhanced storm drain system will receive connections coming from the new Fire
Station 52 at 210 3rd Street
• Los Gamos and Oleander Drainage Study
o Preliminary feasibility study was conducted to determine
o Study confirmed sloping of the roadways and obstructed avenues for traveling water
o Proposed alternatives include
Tie current system into the existing, nearby and larger drainage channel
Dig up roadway and install new drainage system
• Stormwater Operations and Maintenance (annual project)
o Maintenance of the City’s 12 pump stations
o This year, a new pump was installed at the Francisco Boulevard East pump station. The
project was completed in one day and will serve San Rafael for the next 20 years!
• Pump Station Communication Upgrades
o New electronic float and communications systems were installed throughout the City’s
12 pump stations.
o These new systems allow for remote control access to the pump stations to control
pump output, eliminating the need to send personnel to a specific site.
• Bret Harte Restroom
o A newly prefabricated restroom facility was installed at Bret Harte Park and included the
installation of a new sewer line
• Bicycle and Pedestrian Master Plan (BPMP) 2018
o The updated 2018 BPMP intended to gather public input to help identify and guide
investments in pedestrian and bicycle facilities over the next 5 to 10 years
o The Bicycle and Pedestrian Master Plan (BPMP) was approved by City Council on July 16,
2018
Capital Improvement Program
FY 2019-20 to FY 2021-22
16 | Page
• East San Rafael Parking Signage and Stall Markings
o Following a study conducted in 2017, the recommended short-term strategy was
implemented, which included time-limited parking throughout East San Rafael
o Nearly 1,000 new parking signs were installed to complete this project
• Uncontrolled Crosswalk Rankings
o Uncontrolled crosswalks, crosswalks where motorists do not have to stop for a stop sign
or a traffic signal, were evaluated throughout the City to determine cost estimates for
safety improvements.
Capital Improvement Program
FY 2019-20 to FY 2021-22
17 | Page
Section IV: Active Projects
Active Projects: Project Descriptions and Budget Detail
CITY OWNED PROPERTY
C.A B Street Community Center Safety System Upgrade - Stage
Area
Project Description and Background
This project includes reviewing, designing, and constructing
electrical upgrades to the electrical system at the B Street
Community Center. Improvements, including outfitting, will
make the entire stage area more fire safe.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $2,755
Design $41,223
Construction $60,000
C.A Essential Facilities: Fire Station 57
Project Description and Background
The new 9,855 square foot, two-story fire station will house
five on-duty fire fighters/paramedics and accommodate six
on-duty personnel. The core elements of the new station
include: three drive-through apparatus bays, apparatus
support spaces, public lobby, accessible restrooms, office,
kitchen, dining, dayroom, laundry room, private sleeping
headquarters, unisex restrooms, mechanical, electrical,
communications rooms, and staff parking.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $2,462,135
Construction $9,719,465
Total Cost Estimate $103,978
Total Cost Estimate $12,181,600
B Street Community Center Stage Area
Rendering of Fire Station 57
Capital Improvement Program
FY 2019-20 to FY 2021-22
18 | Page
C.A Essential Facilities: Public Safety Center
Project Description and Background
The new 44,000-square-foot Public Safety Center,
located across from City Hall, is currently an active
construction project. The center will be replacing Fire
Station 51 (Downtown Fire Station) and make room for
fire, police, and emergency services. The project includes
a subterranean garage, public plaza and associated site,
and landscaping improvements.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $842,000
Design $9,987,266
Construction $35,788,000
Total Cost Estimate $46,617,266
Rendering of Public Safety Center
Capital Improvement Program
FY 2019-20 to FY 2021-22
19 | Page
DRAINAGE
D.A Cayes Pump Station Control System
Project Description and Background
The Cayes Pump Station was originally constructed in the
1960s. The existing pump station is operated manually and
has no telemetry or automation. This project includes
updating the existing pump controls, so the systems can
be operated remotely. Pump station improvements are
expected to include radio equipment for connection to the
City’s existing SCADA system, remote monitoring and
control equipment, and a new control system to house the
equipment.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $10,415
Design
Construction $120,000
D.A Los Gamos & Oleander Drainage Improvements (Design)
Project Description and Background
This project includes a preliminary feasibility study which
will determine what drainage improvements are needed
to prevent flooding from occurring on the east side of
Oleander. This study will examine the cost of different
alternatives including pump station or drainage system
improvements.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $12,800
Design $25,580
Construction
Total Cost Estimate $130,415
Total Cost Estimate $38,380
Cayes Pump Station Control System to
be updated
Los Gamos and Oleander Drive Intersection
Capital Improvement Program
FY 2019-20 to FY 2021-22
20 | Page
D.A San Quentin Pump Station Reconstruction (Design)
Project Description and Background
This project includes a preliminary study of relocating the
existing San Quentin Pump Station to a location that is closer
to the Bay to avoid pumping pressure issues that currently
exist at the station. This study will examine the cost of
relocation versus replacement of the existing station and
provide estimates for both.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $374,017
Construction
D.A Sea Level Vulnerability Study
Project Description and Background
This project includes identifying low lying areas along the
canal and waterfront to anticipate where improvements
are needed for sea level rise.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $9,318
Design $72,800
Construction
Total Cost Estimate $374,017
Total Cost Estimate $82,118
San Quentin Pump Station
East San Rafael Aerial
Capital Improvement Program
FY 2019-20 to FY 2021-22
21 | Page
PARKS
P.A Pickleweed Park Playground Improvements
Project Description and Background
The Pickleweed Park Playground Improvements project
included the removal of the existing play equipment
and installation of new play structures, slides, swings,
and other assorted play features at the park. The
overall size of the area where the equipment is to be
does not change from the existing footprint. This
project is supported by the federal Community Block
Grant (CDBG) program. It provides significant
improvements to the local park which is heavily utilized
by the Canal, Bahia, and Spinnaker & Baypoint
neighborhoods. The City sought input from the
community on the style and type of play structure equipment to be installed at this site.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $5,655
Design
Construction $238,866 $72,900
P.A Shoreline Park Restroom
Project Description and Background
The restroom has been non-operational and closed for
several years. Repairs are necessary to restore proper
functioning of the restroom. The new restroom installed
will be built to meet the latest ADA standards.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $14,417
Design $9,501
Construction $70,000
Total Cost Estimate $317,421
Total Cost Estimate $93,918
Current closed bathroom at Shoreline Park
Playground Structure at Pickleweed Park
Capital Improvement Program
FY 2019-20 to FY 2021-22
22 | Page
RIGHT-OF-WAY
R.A Lincoln Avenue Bridge Repair (Design)
Project Description and Background
Recent Caltrans reviews of our bridges noted that the
substructure, which supports the Lincoln Avenue
Bridge, is deteriorated and needs repair.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $110,000
Construction
R.A Lincoln Avenue Curb Ramps (Design)
Project Description and Background
This project includes the installation of curb ramps on
Lincoln Avenue in preparation of a microseal operation
that needs to be performed by the San Rafael Sanitation
District.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $120,550
Construction
Total Cost Estimate $110,000
Total Cost Estimate $120,550
Lincoln Avenue from Highway 101 Southbound
off-ramp
Detoriated substructure
Capital Improvement Program
FY 2019-20 to FY 2021-22
23 | Page
R.A Street Resurfacing FY 2018-19
Project Description and Background
This project includes resurfacing a portion of the City's
175 miles of roadways.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $2,948,349
Total Cost Estimate $2,948,349
Capital Improvement Program
FY 2019-20 to FY 2021-22
24 | Page
TRANSPORTATION
T.A Merrydale Pathway – North Connector (Design)
Project Description and Background
This pathway would provide safe pedestrian and bicycle
access to the SMART Civic Center station, from Las
Gallinas Avenue and the Northgate Shopping Center
area via North Merrydale Road. The pathway would be
an extension of the existing North San Rafael Promenade
multi-use pathway and would be constructed along one
side of the roadway. Funding for the construction of this
pathway has not been identified at this time.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $181,244
Construction
T.A – Northbound 101 Offramp - Second Right Turn Lane (Design)
Project Description and Background
This project includes the installation of a second right-
turn lane from the Northbound Central San Rafael
offramp onto Second Street. Caltrans will be installing
this new turn pocket with their bridge replacement
project scheduled to start in the fall of 2019.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $121,500
Construction
Total Cost Estimate $181,244
Total Cost Estimate $121,500
Right-turn lane from Northbound 101 to Second Street
Capital Improvement Program
FY 2019-20 to FY 2021-22
25 | Page
T.A Second and Third Street Signalization Improvements
Project Description and Background
This project includes installing new signal systems just
before the new rail crossings of Second and Third
Street. The construction will be performed in
conjunction with SMART’s work on the rail system and
is intended to keep vehicles off the rail tracks at all
times. Work should be completed prior to rail testing
and revenue service for the train.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $148,315
Construction $380,000
Total Cost Estimate $528,315
Aerial view
Capital Improvement Program
FY 2019-20 to FY 2021-22
26 | Page
Section V: New Projects
New Projects: Project Descriptions and Budget Detail
CITY-OWNED PROPERTY
C .0 1 Essential Fire Station 54 & 55 Remodel
Project Description and Background
Remodel the existing fire station – built in 1964 – to meet
current state and local codes for the safety of the fire
fighters and the residents they serve. This is part of Phase II
of the strategic plan approved in July 2015 for essential
public safety facilities in San Rafael, funded by Measure E.
This includes a seismic retrofit, remodel, and minor
expansion. This is part of Phase II of the strategic plan
approved in July 2015 for essential public safety facilities in
San Rafael, funded by Measure E.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $26,116 $655,226
Construction $6,717,774
Total Cost Estimate $7,399,116
Front of Fire Station 54
Fire Station 55
Capital Improvement Program
FY 2019-20 to FY 2021-22
27 | Page
C.02 Childcare Portable Building Replacement (Silveria, Dixie, and
Pickleweed)
Project Description and Background
This project includes replacing portable buildings at the Dixie
School Campus and the Mary Silvera Campus, which are used
for after-school care programs.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $3,425 $120,000
Construction $880,000 $250,000
C .03 B Street Community Center Restroom Remodel
Project Description and Background
This project includes the replacement of the interior restroom
at B Street which has significant wall deterioration. The B Street
Community Center is the City’s oldest community center;
therefore, it requires several facility improvements.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $10,385
Construction $85,000
Total Cost Estimate $1,253,425
Total Cost Estimate $95,385
Portable building to be replaced at Dixie
B Street Restroom Plan
Capital Improvement Program
FY 2019-20 to FY 2021-22
28 | Page
C.04 Albert Park Ball Field ADA Restrooms
Project Description and Background
The restrooms that serve the Albert Park Ball Field are
not currently accessible by persons with disabilities. This
has resulted in the seasonal rental of disability-
accessible portable restrooms. This project would
retrofit the current restrooms to accommodate full
access.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $80,000
C.05 Albert Park Baseball Stadium – ADA Lift
Project Description and Background
This project includes the installation of an automated
lift for disabled patrons to access the Ball Fields
bleacher area.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $50,000
Total Cost Estimate $80,000
Total Cost Estimate $50,000
Current conditions of Albert Park Ball Field restrooms
Capital Improvement Program
FY 2019-20 to FY 2021-22
29 | Page
C.06 City Hall Server Room Upgrade
Project Description and Background
This project includes improving the server room cooling systems and re-
organizing the systems within the area to be away from any walls that
tend to collet condensation and moisture.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $30,000
C.07 City Hall Accessibility and Security Improvements
Project Description and Background
This project includes improvements to the entrances of City Hall, such
as, providing more lighting, accessibility, and improving ADA
compliance. The project also includes security upgrades to the Council
Chambers.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $6,650
Design $2,500
Construction $60,000
Total Cost Estimate $30,000
Total Cost Estimate $69,150
Front Entrance of City Hall
Capital Improvement Program
FY 2019-20 to FY 2021-22
30 | Page
C.08 B Street Community Center – Miscellaneous Repair
Project Description and Background
The Facility Assessment Study, which was completed in
2018, identified deficiencies within several City facilities.
This project is based off the recommendations in the
study, and includes repairing and waterproofing the roof
soffit, removing the stains on the brick areas, repairing
the metal coping, repairing the ceiling tiles, and minor
electrical repairs.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $70,000
C.09 Terra Linda Community Center HVAC Replacement
Project Description and Background
This project includes the design and construction of
replacing the existing heating, ventilation, and air
conditioning units in the Terra Linda Community Center.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $150,000
Total Cost Estimate $70,000
Total Cost Estimate $150,000
Capital Improvement Program
FY 2019-20 to FY 2021-22
31 | Page
C .10 Microwave Network for Public S afety C enter
Project Description and Background
This project includes improving the communication
system between the new Public Safety Center and the
City’s relay towers at Dollar Hill.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $7,000
Construction $73,000
C.11 Albert J. Boro Community Center – Miscellaneous Repair
Project Description and Background
This project includes miscellaneous repairs to the facility
including trim repair, exterior molding repair, and tile
modifications.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $140,000
Total Cost Estimate $80,000
Total Cost Estimate $140,000
Example of Microwave System
Capital Improvement Program
FY 2019-20 to FY 2021-22
32 | Page
C .12 Public Works Corp Yard – Miscellaneous Repair
Project Description and Background
This project includes miscellaneous repairs to the
facility including replacing stucco panels and replacing
partial roofing.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $30,000
C.13 Fifth Street and C Street Parking Garage Improvements
Project Description and Background
This project includes seismic upgrades and repairs to
the parking facility at Fifth Street and C Street, based
on the original study.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $8,730
Design $65,000
Construction $245,000
Total Cost Estimate $30,000
Total Cost Estimate $318,730
Department of Public Works Offices
Capital Improvement Program
FY 2019-20 to FY 2021-22
33 | Page
C.14 Conversion of City Hall Police Station after PSC
Project Description and Background
This project includes re-examining the first-floor space
at City Hall, which will be vacated as the Police
Department occupies the new Public Safety Center.
Reconfiguration of the space will be needed to house
other City departments.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $400,000
C.15 Fifth and Garden Parking Lot Resurfacing
Project Description and Background
This project includes resurfacing an existing City parking
lot located at Fifth and Garden.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $15,000
Construction $70,000
Total Cost Estimate $400,000
Total Cost Estimate $85,000
Fifth and Garden parking lot from Fifth Street
Capital Improvement Program
FY 2019-20 to FY 2021-22
34 | Page
C.16 Third and Lootens Parking Structure Repairs
Project Description and Background
This project includes implementing structural repairs
and improvements identified in the Parking Structure
Evaluation, which was completed in 2016. Potential
redevelopment of the site could modify the repair plan.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $50,000
Construction $525,000
C .17 Third and A Street Parking Structure Repairs
Project Description and Background
This project includes implementing structural repairs
and improvements identified in the Parking Structure
Evaluation, which was completed in 2016.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $30,000
Construction $470,000
Total Cost Estimate $575,000
Total Cost Estimate $500,000
Third and Lootens Parking Structure
Third and A Parking
Capital Improvement Program
FY 2019-20 to FY 2021-22
35 | Page
C .18 Third and C Street Parking Structure Repairs
Project Description and Background
This project includes implementing structural repairs and
improvements identified in the Parking Structure Evaluation,
which was completed in 2016.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $10,000
Construction $135,000
Total Cost Estimate $145,000
Third and C Parking Structure
Capital Improvement Program
FY 2019-20 to FY 2021-22
36 | Page
DRAINAGE
D.01 – D.03 Stormwater System Pump and CMP Replacement,
System Upgrades FY 2019-20, 2020-21, & 2021-22
Project Description and Background
This annual project includes maintenance of our twelve
pump stations. This includes replacing motors and
equipment to control flooding in the low area of the
City.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $705,300 $705,300 $705,300
D.04 First and D Street Drainage Improvements
Project Description and Background
This project includes replacing deteriorated and
corrugated metal pipes.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $300,000
Total Cost Estimate $705,300/year
Total Cost Estimate $300,000
Capital Improvement Program
FY 2019-20 to FY 2021-22
37 | Page
PARKS
P.01 Gerstle Park Restroom Repair
Project Description and Background
The Facility Assessment Study, which was completed in
2018, identified deficiencies within several City facilities.
This project is based of of the recommendations in the
study and includes repairing the siding and internal
fixture of an existing restroom at Gerstle Park.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $30,000
P.0 2 Gerstle Park Playground Structure
Project Description and Background
This project includes replacing the existing play structure
with a new play system at this park. The overall footprint
of the play areas is not modified.
P roject Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $225,000
Total Cost Estimate $30,000
Total Cost Estimate $225,000
Gerstle Park Restroom
Play Structure at Gerstle Park
Capital Improvement Program
FY 2019-20 to FY 2021-22
38 | Page
P.03 Sun Valley Park Playground Structure
Project Description and Background
This project includes replacing the existing play structure
with a new play system at this park. The overall
footprint of the play areas is not modified.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $225,000
P.0 4 Peacock Gap Playground Structure
Project Description and Background
This project includes replacing the existing play structure
with a new play system at this park. The overall footprint
of the play areas is not modified.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $250,000
Total Cost Estimate $225,000
Total Cost Estimate $250,000
Current playground structure at Peacock Park
Current playground structure at Sun Valley Park
Capital Improvement Program
FY 2019-20 to FY 2021-22
39 | Page
P.0 5 Bernard Hoffman Playground Upgrade
Project Description and Background
This project includes replacing the existing play structure
with a new play system at this park. The overall footprint
of the play areas is not modified.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $250,000
P.06 Pickleweed Park Field Synthetic Field Conversion (Design)
Project Description and Background
This project includes contracting for the design of
replacing the existing turf area at Pickleweed Park with
a synthetic field.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $20,000
Construction
Total Cost Estimate $250,000
Total Cost Estimate $20,000
Current playground structure at Bernard Hoffman
Current field at Pickleweed Park
Capital Improvement Program
FY 2019-20 to FY 2021-22
40 | Page
P.07 Gerstle Park, Peacock Gap, and Santa Margarita Tennis Court
Resurfacing
Project Description and Background
This project includes repairing and resurfacing the
existing tennis courts at the noted parks.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $120,000
P.0 8 Terra Linda Community Center Basketball Court Repaving
and Shade Structure
Project Description and Background
This project includes repairing or possibly replacing the
existing concrete basketball area with another material
that is less susceptible to damage.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $150,000
Total Cost Estimate $120,000
Total Cost Estimate $150,000
Santa Margarita Tennis Court
Terra Linda Community Center Basketball Court
Capital Improvement Program
FY 2019-20 to FY 2021-22
41 | Page
RIGHT-OF-WAY
R.0 1 – R.03 Street Resurfacing FY 2019-20, 2020-21, 2021-22
Project Description and Background
This project includes resurfacing a portion of the City's 175
miles of roadway.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $2,250,000 $2,600,000 $2,600,000
R.04 Smith Ranch Road Resurfacing
Project Description and Background
This project includes resurfacing Smith Ranch Road under
Highway 101.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $133,769 $1,500,000
Total Cost Estimate $2,600,000/year
Total Cost Estimate $1,633,769
Capital Improvement Program
FY 2019-20 to FY 2021-22
42 | Page
R.05 Andersen Drive Microseal
Project Description and Background
This project includes placing a microseal wearing course
on Andersen Drive from Jacoby South. Curb ramps at
certain areas may be required.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $200,000
R.06 Southern Heights Bridge Replacement
Project Description and Background
The Southern Heights Bridge is a one lane multi-span
stringer structure with a timber deck supported on
timber bents with concrete pedestal footings and
reinforced concrete wall abutments that was
constructed in 1981. The Southern Heights Bridge was
inspected in 2011 by Caltrans Structure Maintenance
and Investigations Based on the Caltrans
recommendations, the bridge is eligible for replacement
at Caltrans’ expense. The City has nearly completed the
design and plans to do construction next year. In
December 2017, a Caltrans inspector ordered the
immediate closure of the existing bridge due to safety concerns.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $561,724
Construction $523 $4,000,000
Total Cost Estimate $200,000
Total Cost Estimate $4,562,247
Beginning of the bridge from Meyer Road
Capital Improvement Program
FY 2019-20 to FY 2021-22
43 | Page
R.07 – R.09 Sidewalk Repair Program FY 2019-20, 2020-21, 2021-
22
Project Description and Background
The Sidewalk Repair Program was established to share the
financial burden associated with sidewalk maintenance
between the City and property owners and streamlines and
consolidates sidewalk repairs throughout the City. More
information is at www.cityofsanrafael.org/sidewalks.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $350,000 $350,000 $350,000
R.10 Southern Heights at Courtright Road Repair
Project Description and Background
This project includes the installation of a downhill
retaining wall system to support the roadway which is
currently sloughing.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $400,000
Total Cost Estimate $350,000/year
Total Cost Estimate $400,000
Bayview St. repaired by constructing the
sidewalk around the tree
Capital Improvement Program
FY 2019-20 to FY 2021-22
44 | Page
R .1 1 Francisco Boulevard East Road Resurfacing
Project Description and Background
This project includes resurfacing Francisco Blvd East from
Andersen Drive to the Highway 101 onramp.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $60,000
Construction $920,000
R .1 2 Lincoln Avenue Curb Ramps (Construction)
Project Description and Background
This project includes the installation of Curb Ramps on
Lincoln Avenue in preparation of a Microseal operation
that needs to be performed by SRSD.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $1,500,000
Total Cost Estimate $980,000
Total Cost Estimate $1,500,000
Francisco Boulevard East
Capital Improvement Program
FY 2019-20 to FY 2021-22
45 | Page
R.13 76 D Street Hillside Revetment
Project Description and
Background
Excavate vertical slopes and create a flat bench for
material to collect in future storm events.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $7,000
Construction $68,000
R.14 Antonette and D Street Improvements
Project Description and Background
This project includes modifcations related to adjacent
city drainage features and the curb ramp at the corner
of Antonette and D Street.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $7,000
Construction $68,000
Total Cost Estimate $75,000
Total Cost Estimate $75,000
201 D Street Crosswalk
76 D Street Hillside Damage
Capital Improvement Program
FY 2019-20 to FY 2021-22
46 | Page
R.15 Fifth and D Resurfacing – Public Safety Center
Project Description and Background
This project includes resurfacing Fifth Street between C
and D Street after the Public Safety Center.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $200,000
R.16 First Street at Mahon Creek Wall Repair
Project Description and Background
This project includes the repair of the creek bank on
First Street.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $15,443
Construction $200,000
Total Cost Estimate $200,000
Total Cost Estimate $215,443
Capital Improvement Program
FY 2019-20 to FY 2021-22
47 | Page
R.17 Schoen Park Modifications
Project Description and Background
New playground amenities have been added to the
adjacent Pickleweed Park, replacing the existing
features. The next phase of the project includes the
installation of angled parking along Canal Boulevard East
of the Albert J. Boro Center.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $500,000
R.18 Bungalow Avenue Reconstruction
Project Description and Background
This project includes resurfacing Bungalow Avenue,
which is an older street. The work includes, but is not
limited to, lowering the roadway crown, potentially
lowering utilities, replacing a drainage system, and
modifications to driveway approaches.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $640,000 $100,000 $100,000
Total Cost Estimate $500,000
Total Cost Estimate $840,000
Bungalow Ave
Schoen Park
Capital Improvement Program
FY 2019-20 to FY 2021-22
48 | Page
TRANSPORTATION
T .01 – T.03 Crosswalk Improvements Citywide FY 2019-20, 2020-
21, 2021-22
Project Description and Background
The City of San Rafael has many mid-block roadway
crosswalks. This project includes some systematic
improvements to the City’s mid-block crosswalks based on a
priority developed through a crosswalk study in 2018.
Improvements may include, but are not limited to, signage and
striping upgrades, rectangular rapid flashing beacons,
overhead flashing beacons, speed signs, and red curb modifications.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $100,000 $100,000 $100,000
T.04 Innovative Deployment of Enhanced Arterials (IDEA)
Project Description and Background
This project will deploy Automated Traffic Signal Performance
Measures (ATSPM) to 54 signals in Central San Rafael. This
system will allow the City to gather real-time traffic data for
analysis. The City will be able to re-time traffic signals in
Central San Rafael based on observed patterns from collected
data to improve travel time, congestion, safety, and air
quality. This project may take up to 3 years to implement and is necessary prior to the implementation
of the Central San Rafael Adaptive Traffic Signal Control System project.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $255,499
Construction $743,655
Total Cost Estimate $100,000/year
Total Cost Estimate $999,154
Capital Improvement Program
FY 2019-20 to FY 2021-22
49 | Page
T.05 Third Street and Hetherton Intersection Improvements
Project Description and Background
This project includes both vehicular travel and pedestrian
safety improvements at the intersection of Third and
Hetherton Street.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $94,035
Design $72,059
Construction $670,000
T.06 Francisco Boul e v ard East Sidewalk Widening
Project Description and Background
The existing sidewalk along Francisco Boulevard East is
utilized daily by pedestrians and bicyclists that must
navigate the congestion of fire hydrants and power poles.
This project will install an 8-foot-wide sidewalk/bike
pathway on Francisco Boulevard East between Vivian
Street and the Grand Avenue Bridge, thus, providing more
room for pedestrians and bicyclists. The project also
includes new roadway safety lighting (LED), landscaping,
and drainage improvement.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $460,820
Construction $6,832,000
Total Cost Estimate $836,094
Total Cost Estimate $7,292,820
Capital Improvement Program
FY 2019-20 to FY 2021-22
50 | Page
T.07 Third Street Improvements – Lindaro to Miracle Mile
Project Description and Background
The City received major allocation from the
Transportation Authority of Marin through the Measure
A program to rehabilitate Third Street from Grand
Avenue to Miracle Mile. Currently, ideas for
improvements are being discussed with stakeholders.
The intent of the improvements is to provide congestion
relief and safety improvements along Third Street.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $552,230
Construction $11,200,000
T.08 Freitas and Highway 101 Offramp Improvements
Project Description and Background
The project entails improving several deficiencies at the
intersection which are affecting the safety record. The
improvements will include signal-head visibility
improvements, detection, striping, equipment upgrades,
and communications upgrades.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning $35,000
Design $50,000
Construction $1,200,000
Total Cost Estimate $11,752,230
Total Cost Estimate $1,285,000
Aerial view of Third St
Capital Improvement Program
FY 2019-20 to FY 2021-22
51 | Page
T.09 Third Street Intersection Improvements: Grand to Lindaro
Project Description and Background
This project focuses on improving the intersection by
improving ADA modifications, signal head visibility,
sidewalks, and pavement rehabilitation. A major aspect
of this project is to install a critical signal communication
conduit, thus, improving the downtown fiber
connectivity overall. Additionally, this project is partially
funded by the Highway Safety Improvement Fund.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $100,000 $3,800,000
T.10 Second Street Intersection Improvements
Project Description and Background
This project is to rehabilitate the pavement and upgrade
signal equipment including ADA ramps and signal
hardware and communication.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design $100,000
Construction $2,000,000
Total Cost Estimate $3,900,000
Total Cost Estimate $2,100,000
Second St and Lindaro Intersection
Capital Improvement Program
FY 2019-20 to FY 2021-22
52 | Page
T.11 Fifth Street Signal System Improvements: Court to E Streets
Project Description and Background
This project includes updating obsolete signal cabinets
including: detection, lighting, and ADA modifications.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $200,000
T.12 Fourth Street Signal System Improvements: B Street to Ciaos
Project Description and Background
This project entails updating obsolete signal cabinets
including: detection, lighting, and ADA modifications.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $1,000,000
Total Cost Estimate $200,000
Total Cost Estimate $1,000,000
Capital Improvement Program
FY 2019-20 to FY 2021-22
53 | Page
T.13 North San Rafael Traffic Signal Connections
Project Description and Background
The project includes using the SMART corridor fiber to link
all traffic signals on the north end of San Rafael to the
traffic signal master. This will enable staff to monitor all
traffic signals in the city through one system.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $300,000
T.14 – T.1 6 Bicycle and Pedestrian Master Plan Implementation FY
2019-20, 2020-21, 2021-22
Project Description and Background
With many identified pedestrian and bicycle
improvements in the master plan, this project will advance
preliminary engineering to prepare projects for potential
outside funding and further programming into the capital
improvement program. This project may include signing
and striping modifications, either separately or in
conjunction with other improvement projects.
Project Costs and Timeline
Prior Year Funding FY 2019-20 FY 2020-21 FY 2021-22
Planning
Design
Construction $100,000 $100,000 $100,000
Total Cost Estimate $300,000
Total Cost Estimate $100,000/year
Final FY 2019-20 to FY 2021-22 CIP Project Listing Updated 7/1/2019
Active Projects All project funding is in "Prior Year Funding"
Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction
City Owned Property C.A B Street Community Center Safety System Update - Stage Area 603 Building Maintenance $2,755 $41,223 $60,000 $2,755 $41,223 $60,000
C.A Essential Facilities: Fire Station 57 420 Measure E $2,462,135 $9,719,465 $2,462,135 $9,719,465
C.A Essential Facilities: Public Safety Center 420 Measure E $842,000 $9,987,266 $35,788,000 $842,000 $9,987,266 $35,788,000
City Owned Property Total $844,755 $12,490,624 $45,567,465 $844,755 $12,490,624 $45,567,465
Drainage D.A Cayes Pump Station Control System 235 Baypoint Lagoon Assessment District $10,415 $120,000 $10,415 $120,000
D.A Los Gamos and Oleander Drainage Improvements (Design)205 Stormwater Fund $12,800 $25,580 $12,800 $25,580
D.A San Quentin Pump Station Reconstruction (Design)205 Stormwater Fund $374,017 $374,017
D.A Sea Level Rise Vulnerability Study 603 Building Maintenance $9,318 $72,800 $9,318 $72,800
Drainage Total $32,533 $472,397 $120,000 $32,533 $472,397 $120,000
Parks P.A Pickleweed Park Playground Improvements 603 Building Maintenance $5,655 $38,866 $5,655 $38,866
Grant: CDBG (Federal)$272,900 $200,000 $72,900
P.A Shoreline Park Restroom 603 Building Maintenance $14,417 $9,501 $70,000 $14,417 $9,501 $70,000
Parks Total $20,072 $9,501 $381,766 $20,072 $9,501 $308,866 $72,900
Right-of-Way R.A Lincoln Avenue Bridge Repair (Design)206 Gas Tax $110,000 $110,000
R.A Lincoln Avenue Curb Ramps (Design)206 Gas Tax - RMRA $120,550 $120,550
R.A Street Resurfacing FY 2018-19 206 Gas Tax $2,301,675 $2,301,675
Gas Tax - Measure A Local Transportation Sales Tax $646,674 $646,674
Right-of-Way Total $0 $230,550 $2,948,349 $0 $230,550 $2,948,349
Transportation T.A Merrydale Pathway - North Connector (Design)206 Gas Tax - RMRA $181,244 $181,244
T.A NB 101 Offramp-Second Right Turn Lane (Design)206 Gas Tax $121,500 $121,500
T.A Second and Third Street Signalization Improvements 246 Traffic Mitigation Fund $148,315 $380,000 $148,315 $380,000
Transportation Total $0 $451,059 $380,000 $0 $451,059 $380,000
Total Prior Year Funding FY 2019-20 Total FY 2020-21 FY 2021-22
Page 1 of 6
Final FY 2019-20 to FY 2021-22 CIP Project Listing Updated 7/1/2019
City Owned Property
Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction
Funded C.01 Essential Facilities: Fire Station 54 & 55 Remodel 420 Measure E $681,342 $6,717,774 $26,116 $655,226 $6,717,774
C.02 Childcare Portable Building Replacement (Silveria, Dixie and Pickleweed)208 Childcare Fund $123,425 $1,130,000 $3,425 $120,000 $880,000 $250,000
C.03 B Street Community Center Restroom Remodel 603 Building Maintenance $10,385 $85,000 $10,385 $85,000
C.04 Albert Park Ball Field ADA Restrooms 603 Building Maintenance $75,000 $75,000
Donations $5,000 $5,000
C.05 Albert Park Baseball Stadium - ADA Lift 603 Building Maintenance $50,000 $50,000
C.06 City Hall Server Room Upgrade 603 Building Maintenance $30,000 $30,000
C.07 City Hall Accessibility and Security Improvements 603 Building Maintenance $6,650 $2,500 $60,000 $6,650 $2,500 $60,000
C.08 B Street Community Center - Misc Repair 603 Building Maintenance $70,000 $70,000
C.09 Terra Linda Community Center HVAC Replacement 603 Building Maintenance $150,000 $150,000
C.10 Microwave Network for Public Safety Center 603 Building Maintenance $7,000 $73,000 $7,000 $73,000
C.11 Albert J. Boro Community Center - Misc Repair 603 Building Maintenance $140,000 $140,000
C.12 Public Works Corp Yard - Misc Repair 603 Building Maintenance $30,000 $30,000
C.13 Fifth Street and C Street Parking Garage Improvements 501 Parking Services $8,730 $65,000 $245,000 $8,730 $65,000 $245,000
C.14 Conversion of City Hall Police Station after Public Safety Center 603 Building Maintenance $400,000 $400,000
C.15 Fifth and Garden Parking Lot Resurfacing 501 Parking Services $15,000 $70,000 $15,000 $70,000
C.16 Third and Lootens Parking Structure 501 Parking Services $50,000 $525,000 $50,000 $525,000
C.17 Third and A Street Parking Structure Repairs 501 Parking Services $30,000 $470,000 $30,000 $470,000
C.18 Third and C Street Parking Structure Repairs 501 Parking Services $10,000 $135,000 $10,000 $135,000
Funded Total $15,380 $994,652 $10,460,774 $15,380 $107,426 $0 $790,226 $1,725,000 $90,000 $8,492,774 $7,000 $243,000
Unfunded Parkside Preschool Playground Renovation Unfunded $120,000
519 4th Street Roof and Structural Upgrade Unfunded $470,000
Parkside Children's Center Unfunded $40,000
Coleman Childcare Center Unfunded $40,000
Falkirk Cultural Center - Misc Repair Unfunded $90,000
Albert Park Baseball Stadium - Misc Repair Unfunded $75,000
Library Restroom Addition Unfunded $18,000 $182,000
B Street Community Center Re-Roof Unfunded $35,000 $165,000
Terra Linda Community Center Misc.Unfunded $16,500
Childcare Portable Building Replacement (Vallecito)Unfunded $50,000 $250,000
Glenwood Childcare Center Unfunded $35,000
Resurface City Hall Parking Lots, Lower and Upper Unfunded $8,000 $122,000
Downtown Library Interior Painting Unfunded $60,000
Albert J. Boro Community Center HVAC Repair Unfunded $263,000
B Street Community Center Parking Lot Resurfacing Unfunded $16,000 $247,000
City Hall & Library Lighting and Landscaping Improvements Unfunded $10,000 $40,000
Court Street Fountain Repair Unfunded $13,000 $137,000
Downtown Fiber Connection Unfunded $13,000 $137,000
Terra Linda Recreation Center Hardscape Repair Unfunded $150,000
City Hall Fire Upgrades Unfunded $8,000 $82,000
Terra Linda Pool House Electrical Upgrades Unfunded $25,000 $85,600
Albert J. Boro Center Additional Parking Unfunded $14,000 $206,000
Downtown Library Re-roof Unfunded $25,000
Albert J Boro Library Electrical Upgrades Unfunded $15,000
Mail Room Relocation Unfunded $60,000
Fourth Street Twinkle Lights Replacement Unfunded $13,000 $137,000
Albert J. Boro Community Center Replace Room Partician Unfunded $30,000
B Street Community Center Concrete Entrance Reconstruction Unfunded $5,000 $55,000
Library Book Shelving Replacement Unfunded $3,000 $27,000
Library Children's Patio Enclosure Unfunded $72,000
Internet Upgrade at Corp Yard Unfunded $4,000 $46,000
Unfunded Total $0 $235,000 $3,480,100 $0 $0 $0
Total Prior Year Funding FY 2019-20 Total FY 2020-21 FY 2021-22
Page 2 of 6
Final FY 2019-20 to FY 2021-22 CIP Project Listing Updated 7/1/2019
Drainage
Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction
Funded D.01 Stormwater System Pump and CMP Replacement, System Upgrades FY 2019-20205 Stormwater Fund $705,300 $705,300
D.02 Stormwater System Pump and CMP Replacement, System Upgrades FY 2020-21205 Stormwater Fund $705,300 $705,300
D.03 Stormwater System Pump and CMP Replacement, System Upgrades FY 2021-22205 Stormwater Fund $705,300 $705,300
D.04 First and D Street Drainage Improvements 205 Stormwater Fund $300,000 $300,000
Funded Total $0 $0 $2,415,900 $0 $0 $0 $705,300 $1,005,300 $705,300
Unfunded San Quentin Pump Station Reconstruction (Construction)Unfunded $6,000,000
Rotary Manor Culvert Replacement Unfunded $50,000 $250,000
Los Gamos and Oleander Drainage Improvements (Construction)Unfunded $550,000
East and Jessup Storm Improvements Unfunded $1,000,000
Second Street Drainage Improvements - Between C and E Streets Unfunded $170,000
Canal Street Turn Structure and Filtration System Unfunded $500,000
Las Casas Drainage Basin Repair Unfunded $100,000
Happy Lane Storm Drain Abandonment Unfunded $4,000 $41,000
Woodland Ave Drainage Improvements Unfunded $19,200 $54,080 $554,320
MCSTOPP - Catch Basin Trash Capture Unfunded $720,000
San Mateo Court Headway Improvements Unfunded $80,000
Levee Analysis Inventory Program Unfunded $100,000
Spinnaker Point Salt Marsh Remediation Grants: Unsecured $250,000 $3,750,000
Unfunded Total $19,200 $358,080 $13,815,320 $0 $0 $0
FY 2020-21 FY 2021-22 Total Prior Year Funding FY 2019-20 Total
Page 3 of 6
Final FY 2019-20 to FY 2021-22 CIP Project Listing Updated 7/1/2019
Parks
Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction
Funded P.01 Gerstle Park Restroom Repair 603 Building Maintenance $30,000 $30,000
P.02 Gerstle Park Playground Structure 241 Measure A: Parks $100,000 $100,000
603 Building Maintenance $125,000 $125,000
P.03 Sun Valley Park Playground Structure 241 Measure A: Parks $121,162 $121,162
603 Building Maintenance $103,838 $103,838
P.04 Peacock Gap Park Playground Structure Grant: Prop 68 Per Capita $250,000 $250,000
P.05 Bernard Hoffman Playground Structure Grant: Prop 68 Per Capita $250,000 $250,000
P.06 Pickleweed Park Field Synthetic Field Conversion (Design)241 Measure A: Parks $20,000 $20,000
P.07 Gerstle Park, Peacock Gap and Santa Margarita Tennis Court Resurfacings 241 Measure A: Parks $110,000 $110,000
Donations $10,000 $10,000
P.08 Terra Linda Community Center Basketball Court Repaving and Shade Structure241 Measure A: Parks $150,000 $150,000
Funded Total $0 $20,000 $1,250,000 $0 $0 $0 $20,000 $755,000 $225,000 $270,000
Unfunded Open Space Tree Assessment and Removal Unfunded $135,000
Starkweather Park Improvements Unfunded $50,000
Terra Linda Community Center Play Area and Access Improvements Unfunded $58,000
Pickleweed Park Basketball Court Unfunded $150,000
Victor Jones Park Restroom Upgrades Unfunded $150,000
Bret Hart Landscape Walls Unfunded $4,000 $41,000
Pickleweed Park Field Synthetic Field Conversion (Construction)Grants: Unsecured $3,570,000
Bernard Hoffman Drainage and Irrigation Improvements Unfunded $50,000
Unfunded Total $0 $4,000 $4,204,000 $0 $0 $0
Total Prior Year Funding FY 2019-20 Total FY 2020-21 FY 2021-22
Page 4 of 6
Final FY 2019-20 to FY 2021-22 CIP Project Listing Updated 7/1/2019
Right of Way
Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction
Funded R.01 Street Resurfacing FY 2019-20 206 Gas Tax $1,034,104 $1,034,104
Gas Tax - Measure A Local Transportation Sales Tax $1,215,896 $1,215,896
R.02 Street Resurfacing FY 2020-21 206 Gas Tax $1,628,435 $1,628,435
Gas Tax - Measure A Local Transportation Sales Tax $971,565 $971,565
R.03 Street Resurfacing FY 2021-22 206 Gas Tax $1,601,106 $1,601,106
Gas Tax - Measure A Local Transportation Sales Tax $998,894 $998,894
R.04 Smith Ranch Road Resurfacing 206 Gas Tax - RMRA $1,633,769 $133,769 $1,500,000
R.05 Andersen Drive Microseal 206 Gas Tax $200,000 $200,000
R.06 Southern Heights Bridge Replacement Caltrans Highway Bridge Program $561,724 $4,000,523 $561,724 $523 $4,000,000
R.07 Sidewalk Repair Program FY 2019-20 206 Gas Tax $350,000 $350,000
R.08 Sidewalk Repair Program FY 2020-21 206 Gas Tax $350,000 $350,000
R.09 Sidewalk Repair Program FY 2021-22 206 Gas Tax $350,000 $350,000
R.10 Southern Heights at Courtright Road Repair 206 Gas Tax $400,000 $400,000
R.11 Francisco Blvd East Resurfacing 206 Gas Tax $60,000 $920,000 $60,000 $920,000
R.12 Lincoln Avenue Curb Ramps (Construction)206 Gas Tax - RMRA $1,500,000 $1,500,000
R.13 76 D Street Hillside Revetment Grant: CalOES $7,000 $68,000 $7,000 $68,000
R.14 Antonette and D Street Improvements 206 Gas Tax $7,000 $68,000 $7,000 $68,000
R.15 Fifth and D Resurfacing - Public Safety Center 206 Gas Tax $200,000 $200,000
R.16 First Street at Mahon Creek Wall Repair 206 Gas Tax $15,443 $200,000 $15,443 $200,000
R.17 Schoen Park Modifications 206 Gas Tax $500,000 $500,000
R.18 Bungalow Avenue Reconstruction 206 Gas Tax $840,000 $640,000 $100,000 $100,000
Funded Total $0 $651,167 $19,030,292 $0 $577,167 $774,292 $7,000 $11,268,000 $60,000 $3,970,000 $7,000 $3,018,000
Unfunded Lincoln Avenue Bridge Repair (Construction)Grants: Unsecured $4,000,000
Fourth Street Curb Ramp Replacement Unfunded $150,000
Fairhills Drive Slide Repair Unfunded $600,000
Second Street Resurfacing (Phase 1)Unfunded $1,000,000
Mission Ave (Boyd Park) Sidewalk Unfunded $110,600
Aerial Undergrounding of Utilities Unfunded $355,000 $3,645,000
Unfunded Total $0 $355,000 $9,505,600 $0 $0 $0
Total Prior Year Funding FY 2019-20 Total FY 2020-21 FY 2021-22
Page 5 of 6
Final FY 2019-20 to FY 2021-22 CIP Project Listing Updated 7/1/2019
Transportation
Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction Planning Design Construction
Funded T.01 Crosswalk Improvements Citywide FY 2019-20 206 Gas Tax $100,000 $100,000
T.02 Crosswalk Improvements Citywide FY 2020-21 206 Gas Tax $100,000 $100,000
T.03 Crosswalk Improvements Citywide FY 2021-22 206 Gas Tax $100,000 $100,000
T.04 Innovative Deployment of Enhanced Arterials (IDEA)IDEA Grant (MTC)$255,499 $743,655 $255,499 $743,655
T.05 Third Street and Hetherton Intersection Improvements 206 Gas Tax $400,000 $400,000
246 Traffic Mitigation Fund $94,035 $72,059 $94,035 $72,059
Grant: Highway Safety Improvement Program $270,000 $270,000
T.06 Francisco Blvd East Sidewalk Widening 206 Gas Tax $460,820 $707,000 $460,820 $707,000
Grant: OBAG (Federal)$2,100,000 $2,100,000
Grant: ATP (State)$4,025,000 $4,025,000
T.07 Third Street Improvements - Lindaro to Miracle Mile Grant: State-Local Partnership Program $1,500,000 $1,500,000
Grant: Measure A Major Road Improvements $552,230 $9,700,000 $552,230 $9,700,000
T.08 Freitas and Highway 101 Offramp Improvements 206 Gas Tax $35,000 $50,000 $1,200,000 $35,000 $50,000 $1,200,000
T.09 Third Street Intersection Improvements: Grand to Lindaro 206 Gas Tax $1,000,000 $1,000,000
246 Traffic Mitigation Funds $300,000 $300,000
Grant: Measure A Major Road Improvements $1,100,000 $100,000 $1,000,000
Grant: HSIP $1,500,000 $1,500,000
T.10 Second Street Intersection Improvements 206 Gas Tax $100,000 $1,000,000 $100,000 $1,000,000
246 Traffic Mitigation Funds $1,000,000 $1,000,000
T.11 Fifth Street Signal System Improvements: Court to E Streets 246 Traffic Mitigation Fund $200,000 $200,000
T.12 Fourth Street Signal System Improvements: B Street to Cijos 246 Traffic Mitigation Fund $1,000,000 $1,000,000
T.13 North San Rafael Traffic Signal Connections 246 Traffic Mitigation Fund $300,000 $300,000
T.14 Bicycle & Pedestrian Master Plan Implementation FY 2019-20 206 Gas Tax $100,000 $100,000
T.15 Bicycle & Pedestrian Master Plan Implementation FY 2020-21 206 Gas Tax $100,000 $100,000
T.16 Bicycle & Pedestrian Master Plan Implementation FY 2021-22 206 Gas Tax $100,000 $100,000
Funded Total $129,035 $1,490,608 $28,645,655 $94,035 $1,340,608 $0 $35,000 $50,000 $19,745,655 $100,000 $6,700,000 $2,200,000
Unfunded San Rafael Highschool Crosswalk Grants: Unsecured $30,000 $150,000 $30,000 $150,000
Safe Routes to School – Davidson Phase 2 Unfunded $100,000
Freitas and Las Gallinas: Left turn signal head Unfunded $100,000
West End/Marquad Bulb Out and Bicycle Improvements Unfunded $25,000 $225,000
Francisco Blvd. West MUP Phase II Grants: Unsecured $1,800,000
Grants: Urban Greening (CA Natural Resources Agency)$1,200,000
Bellam/Andersen Intersection Improvements Unfunded $50,000 $31,111 $318,889
Merrydale Pathway - North Connector (Construction)Unfunded $1,040,000
South Merrydale Connector Unfunded $150,000
Unfunded Total $50,000 $86,111 $5,083,889 $0 $0 $30,000 $150,000
Total Prior Year Funding FY 2020-21 FY 2021-22 FY 2019-20 Total
Page 6 of 6
Cover Page
Attachment 4. – Resolution Approving Fiscal Year 2019-2020
Gann Appropriations Limit, and Exhibits A and B
Exhibit A. - Gann Limit Calculation 19-20
Exhibit B. - Gann Limit Growth 19-20
RESOLUTION NO. 14714
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL
APPROVING FISCAL YEAR 2019-2020 GANN APPROPRIATIONS LIMIT AT
$138,889,447
WHEREAS, California Constitution Article XIIIB, which was approved as
Proposition 4 by the voters of the State of California on November 6, 1979, imposes on
the state and on each local jurisdiction a limitation on the amount of budget
appropriations they are permitted to make annually (the “Appropriations Limit”, sometimes
referred to as the “Gann Appropriations Limit”) and limits changes in the Appropriations
Limit to an annual adjustment for the change in the cost of living and the change in
population; and
WHEREAS, California Government Code Section 7910, which implements Article
XIIIB, requires that the governing body of each local jurisdiction shall establish its
Appropriations Limit at a regularly scheduled meeting or noticed special meeting; and
WHEREAS, as permitted by Proposition 111, adopted by the voters in 1990, the
City has elected to use the percent change in the population of San Rafael from January
1, 2018 to January 1, 2019, and the percent change in California’s per capita personal
income, for the calculation of the annual adjustment to the City’s Appropriations Limit; and
WHEREAS, documentation used in the determination of the City’s Appropriations
Limit has been available to the public in the Finance Department as provided by
Government Code Section 7910;
NOW, THEREFORE, BE IT RESOLVED that the City Council of San Rafael,
pursuant to the provisions of Article XIIIB and Government Code Sections 7901 through
7914, does hereby establish the Appropriations Limit for fiscal year 2019-2020 for the City
of San Rafael at $138,889,447 as documented in Exhibit A, and further establishes the
2019-2020 Appropriations Subject to the Gann Appropriations Limit at $82,867,376 as
documented in Exhibit B, which Exhibits are attached hereto and incorporated herein by
reference as though fully set forth.
I, LINDSAY LARA, Clerk of the City of San Rafael, hereby certify that the
foregoing resolution was duly and regularly introduced and adopted at a regular meeting
on the City Council of said City held on Monday, the 15th day of July 2019, by the
following vote to wit:
AYES: COUNCILMEMBERS: Bushey, Colin, Gamblin, McCullough & Mayor Phillips
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
LINDSAY LARA, City Clerk
EXHIBIT A
GANN LIMITATION CALCULATION
Fiscal Year 2019-20
(A)(B)
Fiscal Cost of Living Change in Population Factor Prior Year Current Year Subject to Variance
Year Change in Limitation Limitation Gann Limit Gann 'gap'
Assessment
California Roll for Change in Change in
Per Capita Nonresidential Population for Population for
Personal Income Or Construction San Rafael Or Marin County (Highest B X
(Source : State) (Source : County)(Source: State)(Source: State)Highest A)
94/95 24,635,128$
95/96 4.72 0.60 1.22 1.060000 x 24,635,128$ =26,113,235$
96/97 4.67 5.50 1.37 1.43 1.070000 x 26,113,235$ =27,941,557$
97/98 4.67 5.40 2.17 1.64 1.080000 x 27,941,557$ =30,176,882$
98/99 4.15 6.80 1.42 1.56 1.080000 x 30,176,882$ =32,591,032$
99/00 4.53 6.26 1.47 1.62 1.079800 x 32,591,032$ =35,192,257$
00/01 4.91 9.27 1.50 1.82 1.112600 X 35,192,257$ =39,154,905$
01/02 7.82 6.67 0.53 0.72 1.086000 X 39,154,905$ =42,522,227$
02/03 -1.27 5.15 0.69 0.81 1.060000 X 42,522,227$ =45,073,561$
03/04 2.31 2.43 1.45 0.77 1.039152 X 45,073,561$ =46,838,297$
04/05 3.28 2.06 -0.16 2.53 1.058900 X 46,838,297$ =49,597,072$ 39,274,542$ 10,322,530$
05/06 5.26 1.59 0.07 0.33 1.056100 X 49,597,072$ =52,379,468$ 43,215,534$ 9,163,934$
06/07 3.96 0.57 0.49 0.74 1.047300 X 52,379,468$ =54,857,017$ 47,167,477$ 7,689,540$
07/08 a 4.42 2.09 0.97 0.97 1.054300 X 54,857,017$ =58,867,753$ 53,279,474$ 5,588,279$
08/09 4.29 2.63 0.68 0.93 1.052600 X 58,867,753$ =61,964,197$ 54,394,753$ 7,569,444$
09/10 0.62 6.65 0.57 0.81 1.075100 X 61,964,197$ =66,617,708$ 51,368,817$ 15,248,891$
10/11 -2.54 39.62 0.79 0.93 1.409200 X 66,617,708$ =93,877,675$ 48,469,424$ 45,408,251$
11/12 b 2.51 -34.13 0.81 0.90 1.034300 X 93,877,675$ =100,987,679$ 50,180,413$ 50,807,266$
12/13 3.77 0.12 0.92 1.05 1.048600 X 100,987,679$ =105,895,680$ 51,825,702$ 54,069,978$
13/14 c 5.12 2.09 0.34 0.42 1.055600 X 105,895,680$ =110,641,157$ 54,313,859$ 56,327,297$
14/15 -0.23 0.85 0.39 0.42 1.012700 X 110,641,157$ =112,046,300$ 56,717,201$ 55,329,098$
15/16 d 3.82 7.99 0.60 0.73 1.087800 X 112,046,300$ =117,140,576$ 65,177,999$ 51,962,576$
16/17 5.37 0.68 0.12 0.33 1.057200 X 117,140,576$ =123,841,017$ 71,967,785$ 51,873,231$
17/18 3.69 0.11 0.25 0.18 1.039500 X 123,841,017$ =128,732,737$ 74,893,075$ 53,839,661$
18/19 3.67 0.06 -0.02 0.17 1.038500 X 128,732,737$ =133,688,947$ 77,599,200$ 56,089,748$
19/20 3.85 0.26 0.04 -0.01 1.038900 X 133,688,947$ =138,889,447$ 82,867,376$ 56,022,071$
= Value selected for Factor calculation
(a) Includes increase for Paramedic Tax Revenue Generated by Measure P
(b) Includes increase for Paramedic Tax Revenue Generated by Measure I
(c) Reduce the limit by $1,142,323 to reflect the amount associated with
Measure P at the time the limit was increased in fiscal year 2011-2012 for
Measure I
(d) 2015-16 The Limit is reduced by $4,743,389 for the Paramedic Tax -
Measure I for the increase of $3,890,000 added in 2011 - 2012 that
"Sunset" or Expired after 4 years at the end of 2015.
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
GANN Limit Calculations
Current Year Limitation Subject to Gann Limit
W:\Accounting and Budgeting\Budget\19-20\Gann Limit FY19-20\Gann Limit Calculation 19-20-Exh A.xlsx - 6/27/2019
-
-
--
~
+-------------------------------~---I
~ ,,~
1:
-Ii _,
1:
f-f-f-_1, - - -f-f-f-f-
_, - - -
b ~<§' # f?'o'I> 'f>O:, ,""' ...... ,~'Q .._rv"°" ,~<, ~ ... ., b .._11}.~ ,.._'o .._q}"-0:, ~ <i"' .._<§ l' <:5 ,:,'o ~ ,:,'o "'Oj ...... .._n;; ~ .._<:J ~ "Oj
□ ■
EXHIBIT B
City of San Rafael
Appropriation Limit Analysis
FY 2019-20
2019-2020
2019-2020 Less Less Appropriations
Adopted Exempt Non-Tax Subject to
Total Appropriations Fund # Budget Expenditures Revenues Gann Limit
General Fund 001 82,003,965$ 737,304$ 11,714,518$ 69,552,143$
Abandoned Vehicle Abatement Fu 200 185,678 1,419 190,000 -
Storm Water Fund 205 707,526 - 842,615 -
Emergency Medical Services Fund 210 7,808,579 144,202 2,973,311 4,691,066
Library Fund 214 60,000 - 17,120 42,880
Library Special Assessment Fund 215 1,123,928 5,735 - 1,118,193
Measure G - Cannabis 216 122,380 938 - 121,442
General Plan Special Revenue Fu 218 1,405,333 2,894 393,110 1,009,329
Recreation Revolving Fund 222 4,806,080 21,185 2,611,900 2,172,995
Police Youth Service fund 230 96,710 5 75,000 21,705
Measure A Open Space Fund 241 487,180 5,296 - 481,884
Open Space Fund 405 - - - -
LongTerm Capital Outlay
(Excess of $100K & 10yr Life) N/A 741,776 - - 741,776
General Fund Debt Service -
Capital Outlays N/A 2,954,224 40,261 - 2,913,963
Total Appropriations 102,503,359$ 959,239$ 18,817,574$ 82,867,376$
Appropriation Limit from Revised Growth Limit 138,889,447$
Available Room Under Appropriation Limit 56,022,071$
W:\Accounting and Budgeting\Budget\19-20\Gann Limit FY19-20\Gann Limit Growth\Gann Limit Growth 19-20-Exh B.xlsx