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Home My WebLink AboutCM Goals & Strategies FY2015-16CITY OF SAN RAFAEL GOALS AND STRATEGIES Fiscal Year 15-16 MISSION The Mission of the City of San Rafael is to enhance the quality of life and to provide for a safe, healthy, prosperous and livable environment in partnership with the community. VISION Our vision for San Rafael is to be a vibrant economic and cultural center reflective of our diversity, with unique and distinct neighborhoods in a beautiful natural environment, sustained by active and informed residents and a responsible innovative local government. DRAFT— May 1, 2015 M 2014/15 Major Accomplishments *represents new initiatives GOAL A: STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEES & LEAD DEPARTMENTS NEIGHBORHOOD 1. Sustain a vibrant Downtown and other Economic Development AND ECONOMIC business areas Subcommittee VITALITY a) Implement recommendations from Economic Development Downtown retail recruitment strategy* Create and b) Support development of key sites such Economic Development as 999 Third Street and 1001 Fourth Preserve a Street Healthy Economy c) Continue business retention interviews Economic Development and with Chamber and BID Neighborhoods d) Pursue code enforcement of massage Community Development establishments 2. Facilitate affordable housing opportunities Economic Development & and reduce the number of homeless Homelessness Subcommittees a) Establish priorities for use of affordable Economic Development housing fees b) Implement Homeless Action Plan Homelessness Subcommittee c) Assist Ritter Center with relocation Economic & Community process Development d) Identify Shelter/Transitional Housing Homelessness Subcommittee Options e) Work with regional partners to enhance Economic Development affordable housing programs and opportunities* f) Develop "Junior Second Unit" zoning Community Development amendments* 3. Reduce Greenhouse Gases a) Implement Climate Change Action Plan City Manager's Office including solar on city facilities, bike and pedestrian infrastructure and other high priority items b) Conduct new GHG inventory* City Manager's Office c) Develop standards and permit process Community Development for community gardens* *represents new initiatives GOAL B: STRATEGIES AND KEY IMPLEMENTATION TASKS S COUNCIL & LEAD DEPARTMENTS QUALITY OF LIFE 1. Create community through programs and spaces offering enrichment opportunities Serve and a) Analyze and report on structure and Community Services Strengthen viability of City's Childcare Program Community and Regional b) Plan for Great Race 2016 c) Enhance special' events program* Economic Development Economic Development Subcommittee Relationships 2. Work to provide literary, artistic, recreational and cultural experiences for all residents and embrace our diversity a) Conduct a needs assessment of Library Subcommittee facilities and plan for potential'' new Downtown Library* b) Pursue new opportunities for Boyd Community Services Gate House* c) Picki'eweed Park synthetic turn Community Services fundraising campaign d) Renovate Terra Linda Pool House Community Services & Public Works 3. Collaborate with community partners and All Departments utilize the expertise of Boards and Commissions, agencies, and associations a) Work with Boards and Commissions All Departments regarding annual work plan presentations to City Council* b) Work with Smoke -Free Marin on City Manager's Office tobacco related regulations* 4. Improve resident engagement and All Departments governmental transparency a) Work with staff Communication Team City Manager's Office to implement Community Engagement Action Plan* *represents new initiatives GOAL C: STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL SUBCOMMITTEES & LEAD DEPARTMENTS PUBLIC SAFETY 1. Plan for essential public safety facility Facilities Subcommittee upgrades and improvements with % cent additional Measure E funds Prevent and Respond to a) Prioritize use of additional Measure E City Manager's Office, Fire, Emergencies funds for safety building improvements and begin design of selected facilities* Police, Finance, Public Works 2. Provide a safe and secure environment for Fire, Police, Public Works people and property in the community Police, Fire, Public Works a) Target quality of life issues in Downtown and open space* City Attorney, Police, Community b) Strengthen rules and regulations for Services conduct in parks Police c) Work with County, federal and state agencies to address human trafficking issues* Fire d) Prepare Hazard Mitigation Plan 3. Further develop community and Fire Department's Office of organizational emergency readiness Emergency Services a) Implement CERT, staff training, etc. b) Update Emergency Management Strategic Plan* 4. Pursue cost saving and efficiency measures Police & Fire Departments for emergency services a) Negotiate new County lease and fire City Manager's Office, Fire services agreements* b) Pursue additional shared services with Police, Fire fire and police agencies in Marin c) Monitor and analyze effectiveness of Police Major Crimes Task Force to determine future participation* d) Conduct analysis of crime trends Police *represents new initiatives GOAL D: .......................... ,... PUBLIC ASSETS Improve and Preserve Public Assets.....� STRATEGIES AND KEY IMPLEMENTATION TASKS 1. Plan use of Measure A funds for park and open space improvements a) Implement plan for use of funds and report out annually COUNCIL &LEADSUBCOMME'NTSES Community Services, Fire, Police, Public Works ....................... 2. Sustain effective level of core infrastructure Public Works maintenance a) Implement Capital Improvement Public Works Program and provide regular updates b) Work with TAM and County on City Manager's Office, Public reopening the third lane of the Works Richmond Bridge* 3. Improve mobility through reducing traffic Public Works congestion and expanding bicycle, pedestrian, and transit opportunities a) Implement Bicycle and Pedestrian Public Works Master Plan b) Conduct speed surveys and Public Works, Police implement/enforce speed limit changes where appropriate* c) Consider ordinance and/or partnership Public Works, City Attorney program for sidewalk maintenance & liability 4. Prepare for arrival of SMART SMART Subcommittee a) Design and seek approvals for Andersen Public Works Drive crossing b) Design downtown traffic operations / Public Works improvements (OBAG grant) c) File Notice of Intent for Quiet Zone City Attorney d) Conduct study for Transit Center Economic Development, Public relocation with Bridge District and Works Marin Transit* e) Conduct study for parking utilization Parking Services and wayfinding* f) Participate in City/County study for Public Works SMART multi--use pathway options* g) Coordinate train safety community City Manager's Office education *represents new initiatives GOAL E: STRATEGIES AND KEY IMPLEMENTATION TASKS COUNCIL & LEAD DEPARTMENTSSUBCOMMITTEES FOUNDATIONAL 1. Achieve short and longterm financial Finance Subcommittee SERVICES viability a) Continue to seek pension and OPEB Pension Subcommittee & Sustain reform and cost management Human Resources Organizational b) Adopt new purchasing policy* Finance, City Attorney Viability and c) Improve online City financial Finance information* Exemplary Service 2. Continue organizational excellence and All Departments succession planning a) Complete contract extensions through Human Resources, labor negotiations and increase City Manager's Office openness and transparency of process b) Analyze alternative performance Human Resources appraisal system 3. Continue to seek financial resources for City All Departments priorities a) Leverage fundraising and grants at All Departments local, State and Federal level b) Sustain existing special revenues (e.g. All Departments paramedic, library) and identify additional as appropriate c) Prepare for 2016 Library tax Library 4. Employ technology to improve efficiency Information Technology & and service level ability All Departments a) Complete I.T. Projects Roadmap and Information Technology develop S -year Strategic Plan b) Implement document management and Information Technology, City explore eGov improvements and new Manager's Office, City Clerk initiatives c) Upgrade City's email and phone Information Technology systems* d) Procure new Community Services Community Services program registration software* e) Upgrade remote locations (DPW, fire Information Technology stations, community centers) with high- speed network infrastructure* *represents new initiatives