29-0000 Healthcare Practitioners and Technical Occupations 29-2040 Emergency Medical Technicians and Paramedics $54,180 0.013% 29-1141 Registered Nurses $138,000 0.002%
Weighted Mean Annual Wage $67,277 0.016%
31-0000 Healthcare Support Occupations
31-9011 Massage Therapists $50,560 0.516%
Weighted Mean Annual Wage $50,560 0.516%
33-0000 Protective Service Occupations
33-9032 Security Guards $38,580 1.530%
33-9092
Lifeguards, Ski Patrol, and Other Recreational
Protective Service Workers $31,600 0.338%
33-1090
Miscellaneous First-Line Supervisors, Protective
Service Workers $61,530 0.190%
33-9031
Gambling Surveillance Officers and Gambling
Investigators $43,940 0.149%
33-9098
School Bus Monitors and Protective Service Workers,
All Other $49,650 0.015%
33-9021 Private Detectives and Investigators $78,150 0.003% Weighted Mean Annual Wage $39,966 2.226%
35-0000 Food Preparation and Serving Related Occupations 35-3031 Waiters and Waitresses $37,810 7.632%
35-2014 Cooks, Restaurant $38,430 4.125%
Item #3B- Attachment 3
Item #3B- Attachment 3
663
FIGURE 37. OCCUPATIONAL MIX AND AVERAGE WAGES FOR HOTEL, CONTINUED Occupation
Code Occupation Name (a)
Average Annual
Wage (b)
Share of Total Hotel
Workers (c)
35-9011
Dining Room and Cafeteria Attendants and
Bartender Helpers $35,040 2.993%
35-3011 Bartenders $37,310 2.144%
35-9021 Dishwashers $31,680 1.520%
35-1012
First-Line Supervisors of Food Preparation and
Serving Workers $44,560 1.508%
35-3041 Food Servers, Nonrestaurant $35,200 1.378%
35-3023 Fast Food and Counter Workers $31,610 1.153%
35-9031
Hosts and Hostesses, Restaurant, Lounge, and
Coffee Shop $34,520 0.949%
35-1011 Chefs and Head Cooks $63,740 0.735%
35-2021 Food Preparation Workers $31,820 0.702%
35-9099
Food Preparation and Serving Related Workers, All
Other $31,250 0.290%
35-2012 Cooks, Institution and Cafeteria $40,710 0.213% 35-2015 Cooks, Short Order $34,460 0.129%
35-2011 Cooks, Fast Food $27,060 0.037%
35-2019 Cooks, All Other $40,740 0.034%
Weighted Mean Annual Wage $37,537 25.543%
37-0000
Building and Grounds Cleaning and Maintenance
Occupations
37-2012 Maids and Housekeeping Cleaners $41,430 22.801% 37-2011
Janitors and Cleaners, Except Maids and
Housekeeping Cleaners $38,870 2.336%
37-1011
First-Line Supervisors of Housekeeping and
Janitorial Workers $53,550 1.759%
37-3011 Landscaping and Groundskeeping Workers $43,940 0.575% 37-1012
First-Line Supervisors of Landscaping, Lawn Service,
and Groundskeeping Workers $68,600 0.085%
37-3019 Grounds Maintenance Workers, All Other $54,060 0.021% 37-2019 Building Cleaning Workers, All Other $32,430 0.020% 37-3012
Pesticide Handlers, Sprayers, and Applicators,
Vegetation $79,020 0.010%
Weighted Mean Annual Wage $42,139 27.608%
39-0000 Personal Care and Service Occupations
39-3011 Gambling Dealers $26,750 2.633%
39-6011 Baggage Porters and Bellhops $33,390 1.139%
39-1013 First-Line Supervisors of Gambling Services Workers $52,020 0.784% 39-3091 Amusement and Recreation Attendants $29,650 0.757% 39-6012 Concierges $44,060 0.635%
39-9032 Recreation Workers $36,490 0.261%
Item #3B- Attachment 3
Item #3B- Attachment 3
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FIGURE 37. OCCUPATIONAL MIX AND AVERAGE WAGES FOR HOTEL, CONTINUED Occupation
Code Occupation Name (a)
Average Annual
Wage (b)
Share of Total Hotel
Workers (c)
39-1098
First-Line Supervisors of Personal Service and
Entertainment and Recreation Workers, Except
Gambling Services $54,240 0.249%
39-9098
Crematory Operators and Personal Care and Service
Workers, All Other $35,060 0.238%
39-3019 Gambling Service Workers, All Other $35,260 0.223% 39-3093
Locker Room, Coatroom, and Dressing Room
Attendants $41,030 0.171%
39-9031 Exercise Trainers and Group Fitness Instructors $59,340 0.142% 39-5094 Skincare Specialists $37,640 0.130%
39-3031 Ushers, Lobby Attendants, and Ticket Takers $33,520 0.114% 39-3012 Gambling and Sports Book Writers and Runners $32,190 0.072% 39-5092 Manicurists and Pedicurists $29,490 0.070%
39-5012 Hairdressers, Hairstylists, and Cosmetologists $35,410 0.068% 39-9011 Childcare Workers $35,590 0.041%
39-7010 Tour and Travel Guides $42,380 0.039%
39-3099
Entertainment Attendants and Related Workers, All
Other $37,000 0.037%
39-3092 Costume Attendants $42,930 0.020%
39-2011 Animal Trainers $42,320 0.000%
Weighted Mean Annual Wage $35,162 7.833%
41-0000 Sales and Related Occupations
41-3091
Sales Representatives of Services, Except
Advertising, Insurance, Financial Services, and
Travel $81,320 1.184%
41-2011 Cashiers $32,150 0.704%
41-2031 Retail Salespersons $34,810 0.328%
41-2012 Gambling Change Persons and Booth Cashiers $32,010 0.326% 41-1011 First-Line Supervisors of Retail Sales Workers $46,980 0.144% 41-1012 First-Line Supervisors of Non-Retail Sales Workers $77,590 0.088% 41-9099 Sales and Related Workers, All Other - 0.041%
41-2021 Counter and Rental Clerks $40,320 0.039%
41-9041 Telemarketers $33,420 0.030%
41-3041 Travel Agents $53,520 0.015%
41-3011 Advertising Sales Agents $92,720 0.007%
41-9021 Real Estate Brokers * 0.002%
Weighted Mean Annual Wage $54,861 2.959%
43-0000 Office and Administrative Support Occupations
43-4081 Hotel, Motel, and Resort Desk Clerks $39,440 12.021% 43-1011
First-Line Supervisors of Office and Administrative
Support Workers $71,190 1.755%
Item #3B- Attachment 3
Item #3B- Attachment 3
665
FIGURE 37. OCCUPATIONAL MIX AND AVERAGE WAGES FOR HOTEL, CONTINUED Occupation
Code Occupation Name (a)
Average Annual
Wage (b)
Share of Total Hotel
Workers (c)
43-3031 Bookkeeping, Accounting, and Auditing Clerks $54,980 1.037% 43-4051 Customer Service Representatives $49,200 0.440% 43-6014
Secretaries and Administrative Assistants, Except
Legal, Medical, and Executive $51,170 0.427%
43-4181
Reservation and Transportation Ticket Agents and
Travel Clerks * 0.297%
43-3041 Gambling Cage Workers $30,160 0.292%
43-4171 Receptionists and Information Clerks $39,990 0.263% 43-2011 Switchboard Operators, Including Answering Service $49,560 0.233% 43-5071 Shipping, Receiving, and Inventory Clerks $42,910 0.109% 43-6011
Executive Secretaries and Executive Administrative
Assistants $82,480 0.100%
43-5032 Dispatchers, Except Police, Fire, and Ambulance $54,040 0.071% 43-4161
Human Resources Assistants, Except Payroll and
Timekeeping $53,370 0.056%
43-9199 Office and Administrative Support Workers, All Other $45,160 0.053% 43-3051 Payroll and Timekeeping Clerks $63,280 0.050%
43-5061 Production, Planning, and Expediting Clerks $63,180 0.042% 43-3061 Procurement Clerks $50,680 0.032%
43-3021 Billing and Posting Clerks $50,120 0.024%
43-5021 Couriers and Messengers $42,320 0.020%
43-2021 Telephone Operators $48,480 0.016%
43-4151 Order Clerks $45,220 0.015%
43-5111
Weighers, Measurers, Checkers, and Samplers,
Recordkeeping $41,640 0.011%
43-4199 Information and Record Clerks, All Other $57,150 0.009% 43-3011 Bill and Account Collectors $55,830 0.008%
43-9051
Mail Clerks and Mail Machine Operators, Except
Postal Service $39,020 0.007%
43-4041 Credit Authorizers, Checkers, and Clerks $47,330 0.005% 43-4071 File Clerks $41,240 0.004%
43-2099 Communications Equipment Operators, All Other $65,500 0.003% 43-9021 Data Entry Keyers $41,790 0.003%
43-3099 Financial Clerks, All Other $47,510 0.002%
Weighted Mean Annual Wage $44,074 17.792%
45-0000 Farming, Fishing, and Forestry Occupations
45-2093
Farmworkers, Farm, Ranch, and Aquacultural
Animals $35,610 0.007%
45-1011
First-Line Supervisors of Farming, Fishing, and
Forestry Workers $54,120 0.002%
Weighted Mean Annual Wage $39,723 0.009%
Item #3B- Attachment 3
Item #3B- Attachment 3
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FIGURE 37. OCCUPATIONAL MIX AND AVERAGE WAGES FOR HOTEL, CONTINUED Occupation
Code Occupation Name (a)
Average Annual
Wage (b)
Share of Total Hotel
Workers (c)
47-0000 Construction and Extraction Occupations
47-2141 Painters, Construction and Maintenance $67,770 0.093% 47-2031 Carpenters $71,490 0.052%
47-2111 Electricians $100,400 0.040%
47-2152 Plumbers, Pipefitters, and Steamfitters $87,230 0.018% 47-2073
Operating Engineers and Other Construction
Equipment Operators $86,240 0.017%
47-1011
First-Line Supervisors of Construction Trades and
Extraction Workers $99,580 0.011%
47-2061 Construction Laborers $55,970 0.006%
47-2011 Boilermakers $86,630 0.003%
47-2041 Carpet Installers $64,200 0.003%
47-4051 Highway Maintenance Workers $63,210 0.002%
47-4090 Miscellaneous Construction and Related Workers $63,360 0.002% Weighted Mean Annual Wage $77,765 0.248%
49-0000 Installation, Maintenance, and Repair Occupations 49-9071 Maintenance and Repair Workers, General $56,230 4.443% 49-1011
First-Line Supervisors of Mechanics, Installers, and
Repairers $89,740 0.406%
49-9091
Coin, Vending, and Amusement Machine Servicers
and Repairers $43,550 0.136%
49-9021
Heating, Air Conditioning, and Refrigeration
Mechanics and Installers $76,480 0.041%
49-9099
Installation, Maintenance, and Repair Workers, All
Other $55,210 0.041%
49-3053
Outdoor Power Equipment and Other Small Engine
Mechanics $45,750 0.021%
49-9098
Helpers--Installation, Maintenance, and Repair
Workers $37,740 0.016%
49-3023 Automotive Service Technicians and Mechanics $58,630 0.014% 49-3042 Mobile Heavy Equipment Mechanics, Except Engines $75,510 0.011% 49-9043 Maintenance Workers, Machinery $63,090 0.008%
49-9094 Locksmiths and Safe Repairers $63,770 0.006%
49-9041 Industrial Machinery Mechanics $78,010 0.004%
49-2092 Electric Motor, Power Tool, and Related Repairers $55,250 0.003% 49-2094
Electrical and Electronics Repairers, Commercial and
Industrial Equipment $79,500 0.003%
49-3031
Bus and Truck Mechanics and Diesel Engine
Specialists $68,840 0.003%
49-2011
Computer, Automated Teller, and Office Machine
Repairers $45,100 0.001%
49-2093
Electrical and Electronics Installers and Repairers,
Transportation Equipment $75,530 0.001%
Weighted Mean Annual Wage $58,694 5.162%
Item #3B- Attachment 3
Item #3B- Attachment 3
667
FIGURE 37. OCCUPATIONAL MIX AND AVERAGE WAGES FOR HOTEL, CONTINUED Occupation
Code Occupation Name (a)
Average Annual
Wage (b)
Share of Total Hotel
Workers (c)
51-0000 Production Occupations
51-6011 Laundry and Dry-Cleaning Workers $34,880 1.846% 51-3011 Bakers $36,960 0.187%
51-1011
First-Line Supervisors of Production and Operating
Workers $76,700 0.051%
51-8021 Stationary Engineers and Boiler Operators $103,370 0.030% 51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers $49,860 0.020% 51-6052 Tailors, Dressmakers, and Custom Sewers $52,870 0.018% 51-3021 Butchers and Meat Cutters $39,080 0.010%
51-6031 Sewing Machine Operators $32,880 0.010%
51-6021 Pressers, Textile, Garment, and Related Materials $30,100 0.009% 51-6093 Upholsterers $46,490 0.007%
51-9193
Cooling and Freezing Equipment Operators and
Tenders $39,590 0.006%
51-8031
Water and Wastewater Treatment Plant and System
Operators $93,680 0.005%
51-9199 Production Workers, All Other $37,130 0.002%
51-3092 Food Batchmakers $35,300 0.002%
51-9012
Separating, Filtering, Clarifying, Precipitating, and
Still Machine Setters, Operators, and Tenders $57,140 0.002% 51-9111
Packaging and Filling Machine Operators and
Tenders $34,740 0.002%
Weighted Mean Annual Wage $37,439 2.208%
53-0000 Transportation and Material Moving Occupations
53-3058
Passenger Vehicle Drivers, Except Bus Drivers,
Transit and Intercity $40,610 0.437%
53-6021 Parking Attendants $34,320 0.394%
53-7062
Laborers and Freight, Stock, and Material Movers,
Hand $39,930 0.221%
53-7065 Stockers and Order Fillers $36,170 0.200%
53-3031 Driver/Sales Workers $34,920 0.069%
53-1047
First-Line Supervisors of Transportation and Material
Moving Workers, Except Aircraft Cargo Handling
Supervisors $66,690 0.039%
53-3033 Light Truck Drivers $48,790 0.028%
53-3032 Heavy and Tractor-Trailer Truck Drivers $51,440 0.011% 53-3099 Motor Vehicle Operators, All Other $55,930 0.011% 53-6031 Automotive and Watercraft Service Attendants $31,340 0.007% 53-6061 Passenger Attendants $34,080 0.005%
53-3052 Bus Drivers, Transit and Intercity $58,860 0.004% 53-5021 Captains, Mates, and Pilots of Water Vessels $95,770 0.003% 53-7199 Material Moving Workers, All Other $34,200 0.003% Item #3B- Attachment 3
Item #3B- Attachment 3
668
FIGURE 37. OCCUPATIONAL MIX AND AVERAGE WAGES FOR HOTEL, CONTINUED Occupation
Code Occupation Name (a)
Average Annual
Wage (b)
Share of Total Hotel
Workers (c)
53-4041 Subway and Streetcar Operators $56,730 0.003%
53-5022 Motorboat Operators - 0.002%
53-7051 Industrial Truck and Tractor Operators $43,940 0.000% Weighted Mean Annual Wage $39,024 1.444%
Total, Land Use $46,473 100.000%
Notes:
(a) Occupational mix by industry was obtained from US Bureau of Labor Statistics, Occupational Employment Statistics, 2019. (b) Wage data for the San Francisco Metropolitan Statistical Area was obtained from California Economic Development Department, OES Employment and Wages by Occupation, 2019.
(c) Distribution of workers is calculated based on the existing distribution of employment by industry in Marin County, provided by Quarterly Census of Employment and Wages (QCEW), 2019
Source: Strategic Economics and Vernazza Wolfe Associates, 2021.
Item #3B- Attachment 3
Item #3B- Attachment 3
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Item #:3C
STAFF REPORT
TOWN OF SAN ANSELMO Item #:3C
MEETING DATE: April 25, 2023
AGENDA TITLE: Introduction and first reading of an Amendment to the San Anselmo Municipal Code adding Chapter 9 “Gate
Safeguards” to Title 9 “Building Regulations”. ..end
FROM: Public Works Department
RECOMMENDATION:
1. That the Town Council hold a public hearing to consider the Ordinance Amendment.
2. Motion to read the Ordinance Amendment by title only. The Town Clerk will read the full title of the Ordinance.
3. Motion to approve the first reading of the Ordinance Amendment and waive future readings in their entirety.
SUMMARY
Staff recommends the adoption of an Ordinance Amendment that would establish a new Chapter 9 “Gate Safeguards” in Title 9 “Building Regulations. In 2019, a child was tragically killed in an accident involving a rolling vehicular gate in San Rafael. The proposed Ordinance Amendment would reduce the risk of serious injury and death by establishing additional gate safety requirements and requiring the periodic inspection of gates to ensure that they are in good working order and in compliance with code.
BACKGROUND
The substance of the proposed Ordinance Amendment was developed by the Chief Building Official of San Rafael and its City Attorney, who worked closely with the family and their consultants to develop a standard and amendments to protect communities and prevent this from happening again.
Rolling gates can be installed on commercial or residential properties. All K-12 public schools, community colleges, and various other state-owned and leased facilities are 670
Item #:3C
regulated and inspected by the Division of State Architect, DSA. Private schools are not regulated by the DSA and are regulated and inspected by the Town.
The new Chapter 9 requires existing gates to be retrofitted by 2025. All new gates would be immediately subject to the new safety regulations. All property owners are to have their gates inspected once every three years to ensure the gates are maintained to prevent injuries or deaths.
FISCAL IMPACT
There is no significant financial impact associated with the Ordinance Amendment.
GENERAL PLAN CONSISTENCY
The proposed Ordinance Amendment is consistent with the General Plan.
CONCLUSION
Staff recommends the following:
1. That the Town Council hold a public hearing to consider the Ordinance Amendment.
2. Motion to read the Ordinance Amendment by title only. The Town Clerk will read the full title of the Ordinance.
3. Motion to approve the first reading of the Ordinance Amendment and waive future readings in their entirety.
CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The proposed Ordinance Amendment is exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) because it is not a “project’ under CEQA; CEQA Guidelines section 15061(b)(3), the “common sense exemption”, because the proposed Ordinance Amendment will not have a significant environmental effect; and CEQA Guidelines section 15307 and 15308 as an action taken by a regulatory agency to protect the environment. The proposed Ordinance Amendment is consistent with the Town’s Climate Action Plan because it will impose additional safety requirements and will not impact the environment.
ATTACHMENTS
Attachment 1-Ordinance Amendment
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Item # 3C- Attachment 1
Item #: 3C- Attachment 1
ORDINANCE NO. ________
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF SAN ANSELMO ADDING CHAPTER 9 “GATE SAFEGUARDS” TO TITLE 9 “BUILDING REGULATIONS”
WHEREAS, vehicular gates, automatic vehicular gates, and other large (“gates”) pose unique and significant threats to life and safety, particularly to children; and WHEREAS, building code regulations, including San Anselmo Municipal Code Title 9 “Building Regulations”, impose certain requirements regarding the installation and construction of gates to help guard against threats to life and safety; and
WHEREAS, due to the severity of potential harm, including the risk of serious injury and death, the Town finds that it is necessary to include additional requirements regarding the installation operation, and inspection of gates as set forth in the proposed Ordinance Amendment; and WHEREAS, the Town finds that the Ordinance Amendment is necessary to protect the health, safety, and welfare of the public; and
WHEREAS, required notice of the Town Council hearing to introduce this Ordinance was published pursuant to Government Code section 6066 in the Marin Independent Journal, a newspaper of general circulation nearest to the Town; and WHEREAS, the Town Council held a regularly scheduled public meeting on April 25, 2023 to introduce the Ordinance Amendment and heard and considered all public testimony on this matter; and
WHERAS, the Town Council finds the provisions of the Ordinance Amendment are consistent with the goals and policies of the Town of San Anselmo General Plan, the Climate Action Plan, and other adopted ordinances and regulations of the Town; and WHEREAS, the proposed Ordinance Amendment is exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15061(b)(3) because it can be seen with certainty that there is no possibility that the Amendment will have a significant effect on the environment. The Amendment will make no changes to land uses or intensity, nor will it cause any environmental effect.
NOW THEREFORE THE TOWN OF SAN ANSELMO DOES HEREBY ORDAIN AS FOLLOWS:
SECTION 1: The above recitals are true and correct and are incorporated as findings herein.
SECTION 2: CEQA. This Ordinance is exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15061(b)(3) because it can be seen with 672
Item # 3C- Attachment 1
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certainty that there is no possibility that the Amendment will have a significant effect on the environment.
SECTION 3: Ordinance Amendment. The following Chapter 9 “Gate Safeguards” is added to Title 9 “Building Regulations” as follows:
9-09.01 – Findings and Purpose.
The purpose of this Chapter is to promote public safety and welfare and reduce the risk of death or injury that may result from improperly installed or maintained gates by imposing safety requirements for the installation of gates, and requiring periodic and professional gate inspection and a certificate of inspection.
9-09.02 – Definitions. For the purposes of this Chapter, the following definitions shall apply:
a. “Automatic vehicular gate” is a gate that is intended for use at a vehicular entrance or exit a property that is not intended for pedestrian traffic, and is designed and operated automatically without manual human intervention. b. “Certificate of inspection” means a document signed and/or stamped by a gate inspector attesting that the inspector performed an in-person inspection of the gate and based on that inspection has determined that the gate meets all of the standards set forth in this Chapter, the gate has been properly maintained, and the gate is in good working order. In addition, the document shall include the following:
1. Inspection date.
2. Site address.
3. Name of the property owner.
4. Contact information of inspector.
5. Signature and/or stamp of the inspector.
c. “Gate inspector” means any licensed fence installer, licensed automatic system installer, ICC-certified building inspector, licensed architect, or licensed engineer as reasonably approved by the Town.
c. "Property owner" means and includes, without limitation, the fee owner(s) of real property, their agents, or the person(s) in possession of the real property. d. “Vehicular gate” is a gate that is intended for use at a vehicular entrance or exit to a property that is not intended for pedestrian traffic. 9-09.03 – Scope. The provisions of this Chapter shall apply to all automatic vehicular gates, vehicular gates, and any gate that is more than 48 inches (1219 mm) in width and/or more than 84 inches (2134 mm) in height (collectively, “gates”).
9-09.04 – Installation and Safety Requirements.
a. General Requirements for All Gates.
1. All gates must comply with this Chapter and with all applicable building regulations set forth in San Anselmo Municipal Code Title 9 “Building Regulations”, and any other applicable law.
673
Item # 3C- Attachment 1
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2. Any gate more than 48 inches (1219 mm) in width and/or more than 84 inches (2134 mm) in height shall meet the requirements of ASTM F1184, shall be installed per the manufacturer’s recommendations, and shall be designed, constructed, and installed to meet all the following:
i) Gate shall not fall over more than 45 degrees from a vertical plane when the gate is detached from supporting hardware.
ii) Gate shall be balanced and not move under the gate’s own weight or by gravity.
iii) Rolling wheels shall be covered.
iv) Gate shall have positive stops.
b. Automatic Vehicular Gates.
1. Shall be designed, constructed and installed in compliance with ASTM F2200.
2. Vehicular Gate openers, where provided, shall comply with UL 325. 9-09.05 – Maintenance, inspection, and certificate of inspection. The property owner shall keep all gates on the property well-maintained and in good working order. The property owner shall submit a certificate of inspection at least once every three (3) years for each gate to the Town Building Department. The property owner shall maintain a copy of the most recent certificate of inspection and make it available to the building official upon request. 9-09.06 – Time limits for compliance. Newly installed gates are subject to the provisions of this Chapter. Gates that are in existence as of the effective date of this Ordinance must comply with this Chapter by July 1, 2025, including obtaining any permits as required under local or State code.
9-09.07 – Violations and Enforcement. Violations of this Chapter shall constitute a public nuisance subject to the enforcement, abatement, and the imposition of penalties allowed in the Town Municipal Code and pursuant to State law. All remedies are cumulative. Each act of violation and each day upon which any such violation shall occur shall constitute a separate offense.
SECTION 4: Severability. The Town Council hereby declares every section, paragraph, sentence, clause, and phrase is severable. If any section, paragraph, sentence, clause or phrase of this Ordinance is for any reason found to be invalid or unconstitutional, such invalidity, or unconstitutionality shall not affect the validity or constitutionality of the remaining sections, paragraphs, sentences, clauses or phrases.
SECTION 5: Effective Date. This Ordinance shall take effect and be in force thirty (30) days after the date of its passage. Within fifteen (15) days following its passage, a summary of the Ordinance shall be published with the names of those Town Council members voting for and against the Ordinance and the Town Clerk shall post in the office of the Town Clerk a certified copy of the full text of the adopted Ordinance along with the names of the members voting for and against the Ordinance.
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Item # 3C- Attachment 1
Item #: 3C- Attachment 1
The foregoing Ordinance was introduced at a regular meeting of the San Anselmo Town Council on the 25th day of April, 2023 and was adopted at said meeting by the following vote.
AYES:
NOES:
ABSENT:
__________________________
Steve Burdo, Mayor
ATTEST __________________________
Serge Avila, Town Clerk
675
1 FROM:
Mattie O’Grady, Recreation Supervisor
Dannielle Mauk, Director of Community Services
Heidi Scoble, Planning Director
Emily Longfellow, Assistant Town Attorney
SUBJECT: ..title
Discussion regarding murals on private property in Town commercial districts. ..end
RECOMMENDATION
..recommendation
..recommendation
That the Town Council hold a discussion item regarding allowing private property owners to install private murals on commercial property. At this time, staff recommends that the Town Council give direction to continue to prohibit private property owners from independently installing private murals on commercial property. Alternatively, should the Council wish to allow private murals on commercial property, staff will return with a proposed ordinance amendment for the Council’s consideration. Staff further recommends that the Town Council give direction to allow murals on private commercial property and/or Town-owned property through a request for proposals process to be developed in conjunction with staff and the Arts Commission.
..body
INTRODUCTION AND BACKGROUND
On February 28, 2023, the Town Council held a discussion item regarding murals. Please find the staff report attached. At the February 28 meeting, the Town Council heard a staff presentation and discussed the allowance of murals, legal constraints, and related issues. A majority of the Council directed staff to further develop the allowance of murals on both private and Town-owned property per an RFP process, and the allowance of private murals on private property for buildings in the commercial zones of San Anselmo.
By way of background summary, murals are considered “speech” and regulations are subject to Constitutional First Amendment limitations. If a jurisdiction allows property owners to install murals on private property, the murals may not be regulated based content, viewpoint, or subjective appearance due to First Amendment constraints. However, murals on either private or public-owned property that are installed pursuant to a request for proposals (RFP) by a city can be evaluated on content to the extent the RFP articulates a theme and other requirements, as all submissions would be evaluated for responsiveness to the RFP.
Staff now returns with examples of permissible regulations for private murals on private property, and also further explanation of potential unintended consequences for the Council’s consideration.
Because the Town currently does not allow any murals, and given the potential for unforeseen consequences, staff recommends not allowing independent private murals on private property Item # 2B Item # 2B
676
2 at this time. Staff recommends moving forward with guidelines and parameters for murals on private and/or Town-owned property pursuant to an RFP process.
DISCUSSION
A. Examples Regulations for Private Murals on Private Property.
How jurisdictions allow independent private murals on private property differ widely throughout California. Noted above, under Constitutional First Amendment law, private murals may not be regulated based on viewpoint, content, or subjective appearance. A city may impose neutral time, place, and manner restrictions controlling aspects such as size, height, and location. Below please find examples regarding different factors of private mural rules. • Ordinance contains separate definition of “sign” and “mural”; murals are separately allowed under a mural ordinance, whereas a “sign” is controlled by a sign ordinance. - For the Town of San Anselmo, this would require a Zoning Code amendment to the Town’s sign ordinance, SAMC section 10-9.302 “Definitions”, to separately define “sign” and “mural”. The Code Amendment would also specifically excluded murals from the sign ordinance.
• Mural permit required. Applicant applies for a mural permit subject to review for compliance with content neutral requirements.
- Content-neutral requirements are often contained in a mural ordinance and may be further clarified by administrative regulations adopted by Resolution. • Jurisdictions vary regarding who reviews private art mural applications. To ensure that content-neutrality is maintained, some jurisdictions approve mural applications per an objective checklist reviewed by staff. Other jurisdictions review mural applications through a planning commission or arts commission.
• Examples of content-neutral requirements include:
- Original art required.
- No electrical or mechanical components allowed.
- Location of mural on building restricted; e.g., a certain distance away from intersection to avoid traffic distraction; may not cover windows, doors, etc. - No extension beyond wall – limit the extension of the mural material beyond the plane of the exterior wall.
- Size, height, spacing, and location.
- Mural must remain in place without alteration for a minimum number of years and be maintained.
- Mechanisms for enforcement; e.g., private property owner record a covenant with the county recorder’s office stating (for example) that the mural will remain in place for a minimum number of years and will be maintained in good condition and repair.
- Allowance that a mural may be removed prior to the timeline in certain circumstances, e.g., if the property is sold or if it undergoes a change in use. - Courtesy neighbor notification.
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3 B. Potential Unintended Consequences of Allowing Private Murals on Private Property.
1. Required Content and Viewpoint Neutrality.
Noted above, when a city allows private property owners to install murals on private property, mural regulations must be content and viewpoint neutral. Because murals are considered “speech” under the Constitution, a court will review any regulations under the strict scrutiny standard of review, which means that they must be narrowly tailored to serve a significant government interest. Additionally, murals may not be disapproved based on subjective appearance or perceived quality. As explained above, only reasonable time, place, and manner restrictions are allowed (e.g., height, location, size, etc.). Content that is not Constitutionally protected includes narrow issues such as obscenity and incitements to violence.
Because content regulations are not allowed, cities can face unintended consequences of murals that may be considered offensive based on community standards, and involve divisive topics. For example, some jurisdictions have encountered community division for murals regarding national issues such Black Lives Matter and former President Trump. Potentially divisive mural artwork may also extend beyond national issues to include local issues and disputes.
2. Murals as Commercial Content.
Murals can both be purely artistic or intended to attract business. Many municipal rules that allow murals contain separate definitions of “signs” and “murals” and provide regulations and approval processes for each, as a way to ensure that art and advertisements are treated differently. However, even with separate municipal code definitions, the determination of what constitutes a sign and an art mural is fact-based, and courts reach different conclusions. As such, there may be an unintended consequence that a business would be allowed to install a mural that has the same impact as a commercial advertisement without following the rules in the sign ordinance.
Traditionally, there is less Constitutional protection of commercial speech, allowing signs to be more strictly regulated than art. However, the law is unsettled and there is no bright-line test.
Courts differ in how a city may regulate an outdoor wall painting as a “mural” or a “sign” when the image has aspects of both.1 Additionally, a government may not make a distinction between 1 In Complete Angler, LLC v. City of Clearwater (2009) 607 F.Supp.2d 1326 (Fla), the District Court found that a mural on the side of an angler shop was noncommercial “art work” and not subject to the sign ordinance, and that the sign ordinance was impermissibly content-based. The painting on the side of the bait store depicted various images of fish. In contrast, the District Court in Wag More Dogs, LLC v. Cozart (4th Cir. 2012) 680 F.3d 359, found that a painting on the side of a dog day care business depicting dogs in plain view of a dog park constituted a sign subject to the sign ordinance. In City of Indio v. Arroyo (1983) 143 Cal.App.3d 151, the city could not prohibit a wall painting as a violation of the sign ordinance, Item # 2B Item # 2B
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4 commercial and non-commercial signs, and must allow equally.2 Given these uncertainties, cities that allow private murals on private property accept some risk that “murals” on commercial buildings may also serve as advertising.
3. Potential Challenges of Maintenance and Removal.
Noted above, private mural ordinances may contain provisions intended to help ensure maintenance and prevent public nuisance. For example, a city may require the property owner to maintain the mural, and/or limit the duration of a mural. An ordinance may also provide that any violation constitutes a nuisance and may be abated by the city in a code enforcement action.
With the allowance of murals on private property, cities must consider the potential staff time, expense, and disputes regarding enforcing mural maintenance and upkeep, including but not limited to, code enforcement actions.
Additionally, once murals are installed on a building, they may be subject to certain legal protections under various State and Federal laws intended to provide artist protections against the removal of murals (such as the federal Visual Artists Rights Act). A city may include a requirement that the artist waive these protections. Nevertheless, cities should be aware of potential disputes and unintended consequences regarding arguments of artist protection against removal or modification of a mural.
C. Public Murals on Public and/or Private Property.
As discussed at the February 28, 2023 Town Council meeting, jurisdictions can allow murals on public property and private property through an RFP process. This process allows helps prevent the above-mentioned unintended consequences. For example, the city issues an RFP for a particular desired mural including theme, location, artist qualifications and references, and responses are reviewed for compliance with the RFP. A city may seek partnerships with private property owners, allowing murals on private property through an RFP process. For volunteered private-property locations, cities retain more flexibility and avoid issues regarding potentially offensive or locally divisive content.
The Town has similar experience in this process with the successful “PaintBox Utility Public Art Project”. Under this project, artists submitted proposals to paint artwork on utility box locations in San Anselmo. Proposals included information such as artist resume, description of proposed art, and other information. The Town Arts Commission then reviewed proposals with respect to theme and guidelines.
D. Private Murals on Commercial Property.
where the painting was on the side of a gas station depicting Mexican culture, plants, and archeology and was explicitly intended by the business to both beautify the property and attract customers. 2 Reed v. Town of Gilbert (2015) 576 U.S. 155.
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5 Should the Council wish to move forward with allowing private murals on commercial property, staff will return with a proposed ordinance amendment.
First, the Town’s Sign Ordinance would be amended to include a separate definition of “sign” and “mural” under SAMC section 10-9.302. Murals would be allowed under a mural ordinance, whereas a “sign” would be controlled by a sign ordinance.
Second, a proposed mural ordinance would include content-neutral requirements (set forth in Section A above). Requirements could (for example) set a limit on lighting and mechanical components; include location requirements (e.g., may not cover windows, must be certain distance from an intersection, etc.); limit size; and require maintenance.
Upon Council direction, staff will return with a proposed ordinance amendment for the Council’s consideration.
CONCLUSION
Currently, the Town does not allow art murals. Given the potential unintended consequences, staff recommends that the Town Council not allow private murals at this time. Staff suggests that a preliminary program of seeking mural proposals for identified Town-owned or private property sites would allow the community and the Council to evaluate murals in the Town. If successful, the Council may consider expanding murals to private property at a future date.
Alternatively, should the Council wish to move forward with allowing private murals on private commercial property, staff will return with a proposed amendment for the Council’s consideration.
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1 FROM:
Dannielle Mauk, Director of Community Services
Mattie O’Grady, Recreation Supervisor
SUBJECT: ..title
Discuss and give direction regarding murals.
..end
RECOMMENDATION
..recommendation
That the Town Council hold a discussion item to discuss and give direction to staff regarding murals in the Town of San Anselmo.
..body
INTRODUCTION AND BACKGROUND
Recently, there has been interest in murals in the Town of San Anselmo. As explained further below, staff seeks Town Council direction regarding murals.
On September 13, 2022, the Town Council adopted a Resolution re-establishing the parameters of the Arts Commission (Town Resolution No. 4455). The purpose of this Resolution was to clarify the approval process and appeal provisions for public art projects more broadly. No appeal provision was included. Murals were touched upon in the context of the larger discussion regarding public art; however, they were not addressed in detail. Staff now returns to the Council for further discussion and direction addressing murals. As described in the public comment letter attached to this Staff Report, the San Anselmo Arts Commission is in favor of allowing murals in the Town and suggests working with private property owners.
Murals and signs have overlapping characteristics as both involve artistic expression and language. In general, murals typically differ from signs as they do not convey a commercial message and are often located on the side of a structure (as opposed to a stand-alone sign).
Although some jurisdictions regulate murals as “signs”, historically, the Town has interpreted that the current Sign Ordinance does not allow murals. (Title 10, Chapter 9 “Signs”.) For example, a mural does not fit within any of the definitions set forth in the Sign Ordinance, section 10-9.302, and there is no public art exception. Also, any “mural” processed through the Town’s Sign Ordinance would be required to comply with all sign requirements, which are fairly constrained, and contain different review and appeal procedures than that of public art under Resolution No. 4455. The Sign Ordinance approval of a mural is also at odds with Resolution No. 4455, which provides that public art must be sponsored by the Arts Commission and undergo the approval process contained therein.
Given the ambiguities and inconsistencies in approving murals, staff seeks direction from the Town Council regarding murals.
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2 DISCUSSION
Mural programs differ widely throughout California municipalities. Some jurisdictions incorporate murals into a larger and more inclusive public art program with dedicated staff, while some regulate with more specificity on a focused request-for-proposals basis.
Additionally, some zoning ordinances broadly allow murals on private property through a mural permit granted upon review against a set of objective, content-neutral standards, while others provide a more curated approach and issue a Request for Proposals (RFP) for individual locations inviting artists to respond to a specific mural request that includes defined topics and themes. Throughout any process, there are Constitutional issues to consider.
A. Considerations and Legal Issues.
The intersection of public art and Constitutional First Amendment free speech is a complex and evolving area of law with few bright line rules. As noted above, murals and signs have overlapping characteristics involving artistic expression, language, and viewpoint. Because murals regulations implicate Constitutional free speech requirements, the rules regarding the approval of murals must be crafted to address these concerns.
Allowance of Murals on Private Property by Application. In summary, if a jurisdiction allows murals on private property (through, for example, a permit and not an RFP), it may not discriminate or select on the basis of content or viewpoint. Any rules a city adopts to allow murals (or any public art display) must be content and viewpoint neutral. 1,2 A municipality may
impose general “time, place, and manner restrictions” as a legitimate Constitutional exercise of police power. Additionally, a municipality may include objective, content-neutral guidelines.
However, these rules must not favor or disfavor a certain viewpoint.3 Objective criteria is allowed and may include elements such as size, height, shape, and location. Moreover, murals cannot be denied based on their subjective appearance alone.4 Murals on private property would include an agreement with the property owner to ensure maintenance, repair, and upkeep; enforcement mechanisms for failure to maintain; duration; provisions for mural removal.
1 Permissible content regulations are narrow, and include rules against fighting words, defamation and obscenity. 2 See, e.g., Reed v. Town of Gilbert (2015) 576 U.S. 155 (rules regulating speech, which would include murals, must be content and viewpoint neutral).
3 In California, the regulation of murals is subject to the highest Constitutional level of review, “strict scrutiny review”, and any rule must be narrowly tailored to address a compelling governmental interest. (See, City of Indio v. Arroyo (1983) 143 Cal.App.3d 151, 157.) 4 City of Indio (1983) 143 Cal.App.151, 160-161 (mural granted under sign ordinance impermissible because based on subjective findings including architectural compatibility).
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3 Allowance of Murals Per an RFP. To facilitate more localized control, some jurisdictions issue RFPs for certain mural projects on particular sites. This allows the jurisdiction to articulate aspects of the desired mural including theme, subject matter, and topic and include objective standards. This process helps ensure that the topic of the mural is appropriate for the community without implicating the First Amendment. For example, if the proposed topic of a mural is “native plants”, any proposal that did not include this RFP requirement could be rejected as non-responsive without implicating First Amendment concerns. This process may apply to murals to be located on both private and/or public property.
Fiscal and Staff Capacity Considerations
The fiscal impact of a mural program would differ depending on its scope. For example, a limited pilot mural program involving the selection of an initial mural location (Town-owned, or private property), the issuance of an RFP, and evaluation based on responsiveness and objective standards in the RFP would be fairly minimal. In contrast, a larger program would require analysis of funding sources and staff capacity. Expense will vary depending on the scope of any mural program, the increased staff time and capacity lost for other duties, and any costs for an outside consultant to assist in developing more detailed guidelines necessary for a larger program (similar to San Rafael, detailed below).
Ongoing costs would include staff time for processing and administration, and periodic inspection to ensure murals are being maintained, and if not, undergoing enforcement actions regarding maintenance or removal. (Non-compliant murals would be enforced through the agreement with the property owner and/or a code enforcement action with a public hearing before the Council).
Possible funding sources could include general fund allocations, private donations, and/or a new in-lieu art fee imposed on certain projects. Additionally, the San Anselmo Arts Commission has an independent fund that could be used for mural projects.
Upon direction from the Council regarding murals, staff would return with a more detailed analysis of possible funding mechanisms and anticipated Town costs.
C. Examples.
Below please find a sample of other jurisdictions’ mural programs by way of example that includes both large and small programs, and those that accept private proposals and issue RFPs:
1. City of Emeryville. Emeryville uses City money to fund public/private partnership mural projects governed by mural program guidelines. The City commissions murals on private property, and guidelines establish a list of priority opportunity sites on private property that can easily be viewed by the public. The City approaches the private property owners if they would like to voluntarily participate and may then issue an RFP for a site indicating theme, topic, etc. Proposals are evaluated based on responsiveness to the RFP and guidelines (including, e.g., thematic responsiveness, aesthetics, and practicality). The sponsoring property owner must enter into a maintenance agreement for a term (i.e., 5-20 years) The City also may Item # 2B- Attachment 1
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4 issue an RFP for City-owned property involving the same process and standards. 5 A review
panel consisting of the property owner, two arts professionals, and a City representative reviews the RFPs per the criteria and recommends to the Public Arts Committee. The Public Arts Committee then reviews and makes a recommendation to the City Council who makes the final approval.
2. In 2017, the City of Mill Valley adopted public arts program that focuses largely on Art Boxes, Art Benches, and Little Libraries. The program is governed by the public art policy.
The program includes provisions for both art in City-owned property and in private development projects. For example, the City has identified an inventory of city-owned property (fields, park spaces, etc.) that may be appropriate for public art, and issues RFPs for specific works to be located on City property.
3. Recently, the City of San Rafael adopted a broad public art program which established a public art advisory board to make recommendations to the City Council, who has final decision-making authority. Proposals are accepted from members of the public and are reviewed pursuant to guidelines. San Rafael’s program was developed in conjunction with an outside expert consultant.
4. The City of Coachella broadly allows murals on “any property” (public and private) through the issuance of a mural permit issued by the planning commission and appealable to the City Council. Standards are objective and content-neutral.
D. Direction Sought; Next Steps.
Factors for consideration include:
--Does the Council wish to allow murals on public and/or private property? --Does the Council wish to allow private property owners to install murals on private property pursuant to an application-basis (opposed to an RFP basis)? If so, what areas in Town would be covered?
--Does the Town wish to issue RFPs (including, e.g., topic and theme) for private and/or public property? If so, does the Council wish to begin with a limited number and focused opportunity sites? Opportunity sites could include Town property and/or private property developed by the Arts Commission and approved by the Town Council. 5 Please note that a municipality should not create a mural on public property without issuing an RFP and/or complying with guidelines, nor should a city accept any self-initiated proposal on public property from an outside source due to inadvertently creating a public forum. For example, the City of Washington D.C. painted “Black Lives Matter” on the street and faced legal challenge when it would not allow any other messages to be painted on the public street. Allowing one group to paint on the public street may create “public forum” requiring that other groups be allowed to participate as well. Similarly, in 2020 the City of Redwood City granted permission for a community group to paint “Black Lives Matter” on a public street, and was forced to remove the message when it did not wish to grant permission for another group to paint “MAGA” on the street.
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5 --Possible administrative details for a mural per an RFP on private property may include an agreement with the property owner to ensure maintenance, upkeep, and minimum length of time for mural to remain, and enforcement mechanisms for noncompliance.
If desired by the Council, staff and the Town Attorney’s office will work the Arts Commission to develop a possible ordinance amendment and guidelines to implement the Council’s direction and return to the Council for further review.
FISCAL IMPACT
The fiscal impact of a mural program would differ depending on its scope. The cost of a limited pilot mural program based on a single RFP would be fairly minimal. The cost could be increased if the mural was located on private property due to the need for a property-owner/Town agreement, and potential enforcement issues in the future. A larger program would require analysis of funding sources and staff capacity. Depending on the size of the program, and whether issued through an RFP or an application-basis, costs could include significant staff administration time, costs for an outside consultant to assist in developing detailed guidelines (similar to San Rafael), and ongoing costs for inspection and possible enforcement issues.
CONCLUSION
Staff seeks direction regarding murals pursuant to the above discussion points.
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Item #: 2C
STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2C
MEETING DATE: April 25, 2023
AGENDA TITLE: Provide input on Proposed 2023-25 Work Plan Priorities
FROM: Linda M. Kenton, Assistant Town Manager and
Dave Donery, Town Manager
RECOMMENDATION: Provide input on Proposed 2023-25 Work Plan Priorities
BACKGROUND
Town staff presented work plan priorities to Town Council, biennially in Spring, in concert with the upcoming budget. The development of work plan priorities or goals in previous years had included retreats with Council and staff, public meetings that involved presentations/activities and online surveys designed to solicit ideas and provide input from San Anselmo residents. Beginning in 2021 work plan priorities began to span a two-year cycle as opposed to annually. This allowed for improved long-term planning and completion of larger projects. The final 2021-23 work plan priorities progress report was presented to Town Council on December 13, 2022.
The current proposed work plan priorities report was presented at Council’s April 11, 2023, meeting. At that time, Council asked questions and agreed to send priorities to Assistant Town Manager by Wednesday, April 19, 2023, for full Council consideration at their next meeting.
DISCUSSION/ANALYSIS
Potential additions to the proposed work plan priorities will be entertained by Council members at the April 25 meeting. Council requested timeline clarification for finalizing the proposed work plan priorities. If there is consensus to move forward on proposed Council items, these will be further discussed at the Council/Staff retreat on May 5, 2023.
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Work plan priorities are based on staff knowledge and assessment of Town needs in both the short term and the future and encompasses some projects already underway.
The work plan priorities for FY2023-25 are presented in two formats: as outlined by Town Departments (Attachment 1) and organized within seven categories (Attachment 2). Furthermore, the current proposed work plan as submitted by each department considers staff capacity and ability to move ahead in an equitable and successful way.
Council members’ submissions (Attachment 3) to the draft work plan are available for Council review and consensus.
Each Department work plan priority has been developed using this format:
1. Category (of service)
2. Priority
3. Description
4. Employee Impact
5. Fiscal Impact
Each work plan priority organized by category (of service) groups any number of goals under the unifying principle of service to the community. These seven categories are the result of research and analysis conducted by staff. They include:
1. Livability and Quality of Life
Create opportunities for lifelong learning and diverse entertainment through innovative Recreation and Library activities for residents of all ages and abilities.
2. Quality Facilities
Maintaining and improving town facilities for residents and town staff.
3. Connecting with the Community
Provide equitable community engagement that includes an outreach approach with intentional effort to engage a representation of the Town's diverse audiences.
4. Sustainable, Natural and Built Environment
Thoughtful planning and operations ensure the long-term viability of the City's infrastructure, facilities, and environment.
5. Excelling in Town Services
Provide excellent and sustainable delivery of services by making data driven investments & decisions. Support continuous improvement and cross departmental collaboration to improve service delivery to residents and provide for their public safety.
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6. Planning for the Future – Utilize comprehensive planning to balance the community's character with its evolving needs.
7. Investing in People - Provide professional management and training that encourages a culture of innovation, collaboration, and transparency to deliver quality service through an exceptional workforce.
Timeline
April 11 Town Council Meeting:
1. Introduce the 2023-2025 work plan priorities and proposed timeline.
April 28 Town Council Meeting:
1. Input and direction from Town Council for proposed plan.
May 5 Town Council and Town Staff Retreat:
1. Department work plan priorities presented with input incorporated from Town Council as directed from April 25 meeting.
2. Seek further input from Town Council on work plan priorities.
May 23 Town Council Meeting:
1. Adopt FY 2023-2025 Work Plan Priorities with recommendations as discussed on May 5 retreat
Conclusion
Staff seeks Council input and direction on the priorities/goals as outlined. Staff requests that any additions to the proposed work plan include format used by individual departments as defined in this report. The work plan priorities will be included in the Town’s annual budget.
Before Council is the proposed work plan priorities for FY 2023-2025. After a period of thought and reflection, the staff seeks Council input in crafting the best work plan priorities for the Town and adoption of these.
FISCAL IMPACT
Impact varies by department and project.
CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The Council’s discussion of this item is not a “project” under the California Environmental Quality Act, because it does not involve an activity which has the potential to cause a direct or reasonably foreseeable indirect physical change in the 688
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environment. (Cal. Pub. Res. Code § 21065).
ATTACHMENTS
Attachment 1- DRAFT Work Plan Priorities by Department – FY 2023-25 Attachment 2- DRAFT Work Plan Priorities by Category – FY2023-25 Attachment 3 -Councilmember Work Plan Submissions
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Item 2C- Attachment 1
DRAFT—2023-25 Priorities Work Plan
Finance/Admin Services Workplan
1) Category: Investing in People
Priority: Town-wide compensation study
Description: Conduct a Town-wide compensation study. The goal in reviewing employee compensation is to benchmark the Town’s salaries with the goal of providing competitive compensation to comparable local municipalities to assist in recruitment and retention of talented employees. Become Employer of Choice.
Staff Impact: Moderate
Fiscal Impact: TBD
2) Category: Excelling in Town Services
Priority: Update Town’s Investment Policy
Description: Update the existing Investment Policy (1997) to reflect best practices and to ensure compliance with federal, state, and applicable laws and regulations.
Staff Impact: Low
Fiscal Impact: None
3) Category: Investing in People
Priority: Implement Ready Set Audit Results for Human Resources Description: An audit of the Town’s rules, policies, ordinances, and other areas was conducted by Ready Set to assure that they are fair, equitable and completely bias free.
As part of that audit, HR wants to implement new recruiting strategies to be sure that we are reaching all potential candidates.
Staff Impact: Moderate
Fiscal Impact: Low
4) Category: Investing in People
Priority: Employee Trainings (Lunch & Learn)
Description: Develop a Lunch and Learn program, a joint lunch for their employees to encourage learning, foster building strong relationships, and enhancing professional development. Lunch and Learn events offer opportunities for coworkers to share ideas and discuss issues in a relaxed atmosphere.
Staff Impact: Low
Fiscal Impact: Low
5) Category: Excelling in Town Services
Priority: Update Fee Study
Description: A review of the fee study is needed to ensure that the Town’s fees are updated to reflect the latest cost information. The study will identify the full costs of providing each service, including direct, indirect, and overhead costs. Identifying the full 690
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cost of a services will assist in determining the appropriate fee for each service and prevent the subsidization of individual services with taxpayer dollars.
Staff Impact: Low
Fiscal Impact: Low
6) Category: Connecting with the Community
Priority: Town telephone system
Description: Update the current Town phone system from an analog system to allow for increased efficiency and usability. Voicemails can be integrated into the email system to allow for better response capabilities and customer service.
Staff Impact: Low
Fiscal Impact: Moderate
7) Category: Excelling in Town Services
Priority: Update Finance/Payroll/HR Systems
Description: Review the options for a change in Town’s software to a cloud-based system more suited for a smaller local municipality.
Staff Impact: Moderate
Fiscal Impact: Moderate
8) Category: Connecting with the Community
Priority: Implement Online Records Management Program
Description: Through an RFP process, retain services of an online records retention service for the purposes of providing efficient access to Town records for both staff and the public.
Staff Impact: Moderate/High
Fiscal Impact: Moderate
Library – Department Work Plan Priorities
1) Category: Quality Facilities
Priority: Improved shelving for special collections
Description: Instead of holding special collections such as Take and Make Kits, memory kits out of public view, providing shelving in public area for better marketing and access.
Employee Impact: Moderate
Fiscal Impact: Depends on the plan and shelving found to meet needs of collections. 2) Category: Livability and Quality of Life, Connecting with the Community Priority: Reimagine the Take and Make Kits collection
Description: This popular collection has expanded beyond the limits of “take and make” and needs to be reevaluated and rebranded for expansion. 691
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Employee Impact: Moderate
Fiscal Impact: Low
3) Category: Quality Facilities
Priority: Study the organization of physical public space Description: Enlist the services of a consultant to help redesign the public library space.
Employee Impact: High
Fiscal Impact: High
4) Category: Quality Facilities
Priority: Implement plan designed by consultant to redesign public library space Description: Hire contractors, identify equipment/furniture, and execute plan Employee Impact: High
Fiscal Impact: High
5) Category: Quality Facilities
Priority: Study the organization of physical staff workspace on lower level and implement recommendations.
Description: Enlist the services of a consultant to help redesign the public library staff workroom space.
Employee Impact: High
Fiscal Impact: High
6) Category: Excelling in Town Services
Priority: Complete implementation of RFID project
Description: Items have been tagged and staff has been using RFID pads and other equipment. Next steps in roll-out include peripherals to support the use of the technology and training patrons to use RFID enabled tools for checking out materials.
Employee Impact: High
Fiscal Impact: Moderate-High
7) Category: Livability and Quality of Life
Priority: Establish Zip Books program
Description: Organize and deploy zip books program, grant funded by the CA state library, to deliver books, unavailable in the local library system, to residents’ homes via Amazon
Employee Impact: Moderate-High
Fiscal Impact: Low
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Interdepartmental—Library and Public Works
8) Category: Quality Facilities
Priority: Repaint/Repair internal building, museum, and Council Chamber lobby areas Description: There are many areas in need of repair where chunks of wall have eroded or chipped away. There are innumerable scuffs and scratches throughout the building which need to be cleaned up and walls improved with fresh paint.
Employee Impact: Moderate
Fiscal Impact: High
Planning—Department Work Plan Priorities
1) Category: Investing in people
Priority: Onboard new Planner
Description: Hire and train a new planner to provide current planning activities such processing land use permits, assisting the public over the phone, via email, and at the counter
Employee Impact: Moderate
Fiscal Impact: High.
2) Category: Planning for the Future
Priority: Comprehensive General Plan Update, including the Circulation Update Description: Begin the comprehensive General Plan Update of the 1988 current General Plan. Will update all elements of the General Plan (exception of the Housing Element and Safety Element) and include new optional element, such as Environmental Justice and Economic Development.
Employee Impact: Moderate to High
Fiscal Impact: High. Aspects of update can be offset by staff, but CEQA Analysis and technical aspects of the General Plan Update will need to be prepared by a consultant. 3) Category: Planning for the Future
Priority: Housing Element Implementation
Description: Implement at least 22 Housing Policy Action Items as required by the Housing Element
Employee Impact: Low to Moderate
Fiscal Impact: Low
4) Category:
Priority: Continue to Enhance the Planning Departments levels of service. 693
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Description: Enhance levels of service by improving and updating the Planning Department’s web presence to make it easy for users to navigate and find information and resources, continue to improve processing timelines, improve, and maintain response times, and proactive shepherding of projects through the Town’s discretionary processes.
Employee Impact: Low to Moderate
Fiscal Impact: Low
5) Category: Sustainable, Natural and Built Environment Priority: Continue to grow Economic Development in Town Description: Enhance and grow the Planning Department’s Economic Development and Housing initiatives by providing more structure (policies and implementation of actions) to what we would like and need to accomplish.
Employee Impact: Low to Moderate
Fiscal Impact: Low
6) Category: Investing in People
Priority: Develop a training program for Planning Department staff Description: Create a cohesive team where there is training to keep informed with upto-date information, cross training of duties and responsibilities (where possible given job descriptions constraints by union and job descriptions), experiences to help grow staff.
Employee Impact: Low to Moderate
Fiscal Impact: Low
7) Category: Excelling in Town Services
Priority: Enhanced and consistent record keeping where information is accessible and easy to find.
Description: Digitize remaining Planning paper files, create any necessary databases, convert microfiche to digital pdf plans (soft file) and provide a comprehensive digital data file storage service, such as Docuware, Laserfiche, etc.
Employee Impact: Low to High depending on whether outside resources or internal staff will be used.
Fiscal Impact: Low to Moderate
8) Category: Planning for the Future, Sustainable, Natural and Built Environment Priority: Develop Gas Ban Ordinance
Description: Finalize Ordinance for Town Council consideration of a Gas Ban Ordinance.
Requires the preparation of a study to support the ban.
Employee Impact: Low to Moderate
Fiscal Impact: Low
9) Category: Planning for the Future, Sustainable, Natural and Built Environment 694
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Priority: Update Downtown and other Commercial Land Uses Description: Consider Zoning Code amendments to the Land Use Regulations Table 3A (Title 10, Chapter 3, Article 3, Section 10-3.302) to the Downtown and other commercial land uses that will attract businesses to the Town.
Employee Impact: Senior Planner and Planning Director staff time over 6 months.
Fiscal Impact: Approximately $12,000 (+/- 10% of staffs time over 6 months) Police – Department Work Plan Priorities
1) Category: Investing in People
Priority: Address Staffing Issues: Retention and Recruiting Description: The Central Marin Police is currently facing a significant staffing issue wherein; it is losing people faster than it can replace them. In addition, applicant numbers are dwindling at an alarming rate. This especially important work plan priority is to work closely with the Town and City Managers over the next two years to improve entry level recruitment and current employee retention.
Staff Impact: Moderate
Fiscal Impact: Impact to budget should “top-step” salaries be increased, or employees are brought in at a higher “step” than is currently allowed. 2) Category: Investing in People
Priority: Increase Training for all Staff
Description: Increase training for all staff to include new mandates and expectations from communities.
Staff Impact: Moderate
Fiscal Impact: Increase to training budget to pay for increase in training (e.g., tuition, travel costs, etc.)
3) Category: Connecting with the Community
Priority: Initiate complete overhaul and redesign of the website Description: Currently, the website is over ten years old and is outdated and works poorly on smart phones. Conduct a complete overhaul and redesign of the website to bring it up to acceptable current day standards.
Staff Impact: High
Fiscal Impact: Cost of outside vendor for website design and staff time. 4) Category: Investing in People
Priority: Improve and evolve the organizational mental and physical wellness of staff Description: Continue to improve and evolve the organizational mental and physical wellness of staff.
Staff Impact: Moderate
695
DRAFT--FY2023-25 Priorities Work Plan Item # 2C- Attachment 1 7 Item # 2C- Attachment 1
Fiscal Impact: Minimal cost since most will be covered by year two of a federal grant. 5) Category: Sustainable, Natural and Built Environment Priority: Continue to convert the fleet of vehicles to electric & hybrid Description: Continue to convert the fleet of vehicles away from sole combustion engines to fully electric and/or hybrid models. This will include patrol vehicles, CSO/Cadet vehicles, unmarked vehicles, and motorcycles.
Staff Impact: Minimal
Fiscal Impact: No increase to yearly budget. Cost will be about the same as purchasing combustion vehicles. Will only replace when a vehicle is at its end of life. 6) Category: Investing in People
Priority: Implement new SB2 legislation and mandates
Description: Implement new SB2 legislation and mandates regarding the certification and de-certification of police officers.
Staff Impact: Moderate
Fiscal Impact: Minimal.
Public Works – Department Work Plan Priorities
1) Category: Excelling in Town Services
Priority: Develop 5-year Capital Improvement Plan that includes a regular update and communication schedule for all capital improvement projects.
Description: Creation of a framework for Council to receive consistent updates of all Capital Improvement projects (CIP). Quarterly reports on CIP expenditures (budget status report from DPW). In addition, staff will be bringing forward a new 5 Year Capital Improvement Plan. Public Works typically reports twice a year to the Capital Program Monitoring Committee and the Financial Advisory Committee and will create a new format to provide an update to the Council on CIP projects.
Staff Impact: Moderate
Fiscal Impact: Low
2) Category: Excelling in Town Services
Priority: Improve pavement condition index and repair streets Description: Continue to program paving, crack sealing and slurry sealing projects to improve road conditions and reduce reconstruction and maintenance costs by improving the Pavement Condition Index (PCI).
Staff Impact: Moderate
Fiscal Impact: High
696
DRAFT--FY2023-25 Priorities Work Plan Item # 2C- Attachment 1 8 Item # 2C- Attachment 1
3) Category: Excelling in Town Services
Priority: Coordinate with County on Flood Control. Finalize Bridge designs.
Description: Continue working towards 25-Year level (4% recurrence interval) flood protection with the removal and replacement of bridges and working with the County on the SAFRR project to remove Building Bridge 2.
Staff Impact: Moderate
Fiscal Impact: Moderate
4) Category: Sustainable, Natural and Built Environment Priority: Rehabilitate Town Parks and Medians
Description: Work on improving general maintenance and
rehabilitation of parks and medians.
Staff Impact: Moderate
Fiscal Impact: Moderate
5) Category: Quality Facilities
Priority: Develop an annual plan to address maintenance for all Townmaintained buildings and facilities Description: Program funds to address painting, rot repair, heating/ventilation/air-conditioning (HVAC), and other building maintenance issues for all Town-maintained buildings and facilities.
Staff Impact: Moderate
Fiscal Impact: High
6) Category: Planning for the Future, Sustainable, Natural and Built Environment
Priority: Implementation of the Bicycle and Pedestrian Master Plan Description: Town Staff will continue to prioritize the Bicycle and Pedestrian Master Plan as adopted in the Complete Streets Resolution by the integration of the Bicycle and Pedestrian Master Plan elements into public works projects.
Staff Impact: Moderate
Fiscal Impact: Moderate
7) Category: Planning for the Future, Sustainable, Natural and Built Environment
Priority: Evaluate and develop a Water Conservation plan for Town buildings, parks, and medians
697
DRAFT--FY2023-25 Priorities Work Plan Item # 2C- Attachment 1 9 Item # 2C- Attachment 1
Description: Due to the drought the Town has been working diligently on reducing domestic water usage throughout parks, medians, and buildings.
Staff Impact: Moderate
Fiscal Impact: Moderate
8) Category: Sustainable, Natural, and Built Environment Priority: Design and seek funding for the development of the Resilient Hub project
Description: This project would install solar panels with battery storage on Town Hall or Library Buildings to create community-serving space equipped with an emergency power center that provides clean energy resilience for both town services and residents, equipped for extreme weather, providing power, broadband, cooling, water, social services, and older adult assistance in an emergency situation.
Staff Impact: High
Fiscal Impact: High
Public Works—Building
1) Category: Excelling in Town Services
Priority: Develop and implement residential Seismic Program.
Description: Provide homeowners with information on earthquake strengthening for existing one- and two-family dwellings, develop a soft-story program for existing structures, and an automatic gas shutoff valve program.
Staff Impact: High
Fiscal Impact: Low
2) Category: Excelling in Town Services
Priority: Develop and implement program with Ross Valley Fire Department (RVFD) to aid in fire resistance “hardening” of dwellings in the Wildland Urban Interface (WUI).
Description: The Building Department is interested in the possible allocation of fire abatement funding to help homeowners in the WUI to add WUI compliant vents and siding to reduce the potential of fires or the spread of fire within San Anselmo and Marin County.
Staff Impact: High
Fiscal Impact: Low
698
DRAFT--FY2023-25 Priorities Work Plan Item # 2C- Attachment 1 10 Item # 2C- Attachment 1
3) Category: Excelling in Town Services
Priority: Develop online permitting for solar systems-SB 379 compliance
Description: SB 379 requires local jurisdictions to adopt an online permitting system for residential solar energy systems. This bill would require every city, county, or city and county to implement an online, automated permitting platform that verifies code compliance and issues permits in real time or allows the city, county, or city and county to issue permits in real time for a residential solar energy system, as defined, that is no larger than 38.4 kilowatts alternating current nameplate rating and a residential energy storage system, as defined, paired with a residential solar energy system that is no larger than 38.4 kilowatts alternating current nameplate rating.
Staff Impact: High
Fiscal Impact: Moderate
4) Category: Excelling in Town Services
Priority: Implement expedited permitting program per AB 2234 requirements
Description: New bill will regulate response time for permit applications. If an application for a post entitlement phase permit is incomplete, the Town must provide applicants with list of incomplete items and description of how to make application complete within 15 business days of submission of application. If an application for a post entitlement phase permit is noncompliant, the Town must provide the applicant a full set of written comments with a comprehensive request for revisions within 30 business day (projects with 25 units or fewer) or 60 business days (projects with more than 25 units).
Staff Impact: High
Fiscal Impact: Moderate
5) Category: Excelling in Town Services, Sustainable, Natural and Built Environment
Priority: Update Green Building code
Description: The Sustainability Committee has raised the question of banning gas in residential new construction. If the Town bans the use of gas, the Building Department will update the Green Building Code to fulfill the new requirement.
Staff Impact: High
699
DRAFT--FY2023-25 Priorities Work Plan Item # 2C- Attachment 1 11 Item # 2C- Attachment 1
Fiscal Impact: Low
Recreation – Department Work Plan Priorities
1) Category: Quality Facilities
Priority: Upgrade and Improve the facilities located at the Robson Harrington House including public restrooms.
Description: Make improvements to the inside program space, home to our after-care programs. Improvements would include painting, replacing carpets, kitchen improvements and replacing blinds. Addition of an office space for staff to work and hold meetings with both parents and staff.
Employee Impact: Moderate
Fiscal Impact: The Department will use reserve funds which will be included in the FY 2023/24 Recreation Fund budget under capital outlay.
2) Category: Connecting with the Community
Priority: Age-Friendly Strategic Plan
Description: Age-Friendly San Anselmo will present a completed strategic plan to Town Council. To achieve the Vision of the strategic plan, the Town and the community will develop and reinforce a culture that allows for people to actively age with dignity, respect, and independence. Nurturing a commitment to an age-friendly future will be an essential factor in successfully implementing the strategies in the plan.
Employee Impact: High
Fiscal Impact: Minimal
3) Category: Connecting with the Community
Priority: Create a Volunteer Corps for Parks and Recreation Projects.
Description: The Parks and Recreation Commission will create a sub-committee to create a data base of past and future volunteers to work on parks and reaction projects.
Projects would include earth day, tutoring, park clean-up projects and more. (Should I say something about coordinating with Kelley?)
Employee Impact: Moderate
Fiscal Impact: Minimal
4) Category: Livability and Quality of Life
Priority: Expand Toddler Enrichment Programs
Description: The new early childhood classes will be designed to build a community of caregivers and create an environment for toddlers to socialize play and learn. Teachers and caregivers will encourage early childhood development by guiding children to 700
DRAFT--FY2023-25 Priorities Work Plan Item # 2C- Attachment 1 12 Item # 2C- Attachment 1
explore through stories, songs, sensory and art. Our goal is to have programs at both the Robson Harrington House and Memorial Park.
Employee Impact: High
Fiscal Impact: Minimal
5) Category: Connecting with the Community
Priority: Update and reorganize Recreation Department webpage.
Description: The new Recreation registration software, Civic Rec, pairs with the Town website, Civic Plus. The department will connect the two platforms to update and reorganize our website and registration process. This will create a better experience for our recreation community.
Employee Impact: High
Fiscal Impact: Minimal
6) Category: Excelling in Town Services
Priority: Re-format the Community Event Application and Process.
Description: The Town of San Anselmo is vibrant community. The Recreation department receives many requests for events throughout the year. Requests include everything from concerts to bake sales. Currently there is one application that goes to Town Council for approval. The department will develop a process and applications for larger events, smaller events and tables at existing events. The application process will include interdepartmental communications, insurance requirements and street closure and janitorial costs.
Employee Impact: High
Fiscal Impact: Minimal
Interdepartmental Projects - Recreation & Public Works
1) Category: Quality Facilities
Priority: Resurface Tennis Courts & Stripe Two for Pickle Ball Description: Resurface tennis courts due to failing and cracked concrete Employee Impact: High
Fiscal Impact: High
2) Category: Quality Facilities
Priority: improvements to Red Hill Dog Park
Description: This project would include improvements to drainage and ground covering.
Employee Impact: Moderate
Fiscal Impact: High
3) Category: Quality Facilities
Priority: Implement phase 3 of Millennium Playground restoration 701
DRAFT--FY2023-25 Priorities Work Plan Item # 2C- Attachment 1 13 Item # 2C- Attachment 1
Description: Phase three will involve enhancing the playground with new features placed in areas of the playground where former features existed. This will begin with a community engagement process to help determine the plan. The plan will go through a cost estimating process and a fundraising program will be launched. The improvements will be made once these goals are met.
Employee Impact: Moderate
Fiscal Impact: High
4) Category: Quality Facilities
Priority: Repair the walls within the Robson Harrington Community Gardens Description: The crumbling walls have become a safety issue.
Employee Impact: Moderate
Fiscal Impact: High
5) Category: Quality Facilities
Priority: Paint ICC Center
Description: The paint is peeling.
Employee Impact: High
Fiscal Impact: High
Ross Valley Fire – Department Work Plan Priorities
1) Category: Excelling in Town Services
Priority: Implement RVFD leadership reorganization
Description: The Ross Valley Fire Department is in leadership transition due to the expiration in June of the shared services agreement with County Fire. The member agencies and the Fire Board are exploring options including a potential shared services agreement with Central Marin Fire for Fire Chief and Chief Officer services.
Employee Impact: High
Fiscal Impact: Medium
2) Category: Quality Facilities
Priority: Perform needs assessment for living quarters at Station 20 Description: DPW staff to work with Fire Department staff to explore options to renovate the living quarters at Fire Station #20 with the goal of updating the space to accommodate a third member on each operational shift (scheduled for FY2025-26).
Employee Impact: High
Fiscal Impact: Low
702
DRAFT--FY2023-25 Priorities Work Plan Item # 2C- Attachment 1 14 Item # 2C- Attachment 1
3) Category: Quality Facilities
Priority: Renovate living quarters at Station 20
Description: Complete renovation construction on Fire Station #20.
Employee Impact: High
Fiscal Impact: High
703
Working Copy
Work Plan 2023-25
1 2
3 4
5 6
7 8
9 10
11 12
13 14
C D E F G H I J K L M N
Livability & Quality of Life Quality Facilities Connecting with the Community
Sustainable, Natural and
Built Environment Excelling in Town Services Planning for the Future Create opportunities for
lifelong learning and diverse
resources through innovative
Recreation and Library
activities and entertainment
for residents of all ages.
Plan, maintain and improve
Town facilities for residents
and town staff.
Provide equitable community
engagement that includes an
outreach approach with
intentional effort to engage a
representation of the Town's
diverse audiences.
Thoughtful planning and
operations that ensure the
long-term viability of the
Town's infrastructure,
facilities, and environment.
Provide excellent and sustainable
delivery of services by making data
driven investments & decisions.
Support continuous improvement
and cross departmental
collaboration to improve service
delivery to residents and provide
for their public safety.
Utilize comprehensive planning
to balance the community's
character with its evolving
needs
Implement Housing Element
programs, policies and
actions (PLAN)
Improve shelving for Library
special collections (LIB)
Implement new Town
telephone system (F/A)
Complete and implement
Economic Development Plan
(PLAN)
Update Town’s Investment Policy
(F/A)
Conduct comprehensive
General Plan Update (PLAN)
Complete and implement
Economic Development Plan
(PLAN)
Study the organization of
Library physical public space
(LIB)
Implement Online Records
Management Program (F/A)
Develop Gas Station Ban
Ordinance (PLAN) Update Fee Study (F/A)
Implement Housing Element
programs, policies and actions
(PLAN)
Implementation of the
Bicycle and Pedestrian
Master Plan (PW)
Implement Library reorg plan
designed by consultant (LIB)
Reimagine the Library "Take
and Make Kits" collection
(LIB)
Continue to convert the fleet
of vehicles to electric &
hybrid (CMPA)
Update Finance/Payroll/HR
Systems (F/A)
Develop Gas Station Ban
Ordinance (PLAN)
Develop and implement AgeFriendly Strategic Plan (REC) Study the organization of
Library physical staff
workspace on lower level (LIB)
Complete implementation of
Library RFID project (LIB)
Develop an annual plan to
address maintenance for all
Town-maintained buildings
and facilities (PW)
Complete implementation of
Library RFID project (LIB)
Update downtown land uses
(PLAN)
Expand Toddler Enrichment
Programs (REC)
Repaint/Repair internal
Library building, museum, and
Council Chamber lobby areas
(LIB)
Establish Zip Books program
(LIB)
Design and seek funding for a
Resilient Hub solar project
for the Library roof (PW)
Invest in digital record keeping
program (PLAN)
Develop and implement
residential Seismic Program
(PW-BLD)
Updated:4/20/2023
Item #: 2C- Attachment 2
Item #: 2C- Attachment 2
704
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Work Plan 2023-25
1 C D E F G H I J K L M N
Livability & Quality of Life Quality Facilities Connecting with the Community
Sustainable, Natural and
Built Environment Excelling in Town Services Planning for the Future 15 16
17 18
19 20
21 22
23 24
Implement phase 3 of
Millennium Playground
restoration (REC)
Develop an annual plan to
address maintenance for all
Town-maintained buildings
and facilities (PW)
Update the Planning
Department web pages
(PLAN)
Evaluate and develop a
Water Conservation Plan for
Town buildings, Parks, and
medians(PW)
Continue to convert the fleet of
vehicles to electric & hybrid
(CMPA)
Develop and implement
program with Ross Valley Fire
Department (RVFD) to aid in
fire resistance “hardening” of
dwellings in WUI (PW-BLD)
Upgrade and Improve the
facilities at the Robson
Harrington House including
public restorooms (REC)
Initiate complete overhaul
and redesign of the website
(CMPA)
Develop 5-year Capital
Improvement Plan, that
includes a regular update and
communication schedule for
all capital improvement
projects (PW)
Implement new SB2 legislation
regarding certification of officers
(CMPA)
Update Green Building code
(PW-BLD)
Resurface Tennis Courts &
Stripe Two for Pickle Ball (REC)
Develop and implement AgeFriendly Strategic Plan (REC) Develop and implement
program with Ross Valley Fire
Department (RVFD) to aid in
fire resistance “hardening” of
dwellings in WUI (PW-BLD)
Initiate complete overhaul and
redesign of the website (CMPA)
Research and develop plan for
improvements to Red Hill Dog
Park (REC)
Create a Volunteer Corps for
Parks and Recreation Projects
(REC)
Develop online permiting for
solar systems - SB 379
Compliance (PW-BLD)
Develop 5-year Capital
Improvement Plan, that includes a
regular update and communication
schedule for all capital
improvement projects (PW)
Implement phase 3 of
Millennium Playground
restoration (REC)
Update and reorganize
Recreation Department
webpage (REC)
Update Green Building code
(PW-BLD)
Develop an annual plan to address
maintenance for all Townmaintained buildings and facilities (PW)
Updated:4/20/2023
Item #: 2C- Attachment 2
Item #: 2C- Attachment 2
705
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Work Plan 2023-25
1 C D E F G H I J K L M N
Livability & Quality of Life Quality Facilities Connecting with the Community
Sustainable, Natural and
Built Environment Excelling in Town Services Planning for the Future 25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
Repair the walls within the
Robson Harrington
Community Gardens (REC)
Implementation of the Bicycle and
Pedestrian Master Plan (PW)
Paint ICC Center (REC)
Evaluate and develop a Water
Conservation Plan for Town
buildings, Parks, and medians(PW)
Research and repurpose
Carriage House area at Robson
Harrington Park (REC)
Develop and implement residential
Seismic Program (PW-BLD)
Rennovate living quarters at
Fire Station 20 (RVFD)
Develop and implement program
with Ross Valley Fire Department
(RVFD) to aid in fire resistance
“hardening” of dwellings in WUI
(PW-BLD)
Perform needs assesment for
living quarters at Station 19
(RVFD)
Develop online permiting for solar
systems - SB 379 Compliance (PWBLD)
Implement expedited permiting
program - per AB 2234
requirements (PW-BLD)
Update Green Building code (PWBLD)
Expand Toddler Enrichment
Programs (REC)
Updated:4/20/2023
Item #: 2C- Attachment 2
Item #: 2C- Attachment 2
706
Working Copy
Work Plan 2023-25
1 C D E F G H I J K L M N
Livability & Quality of Life Quality Facilities Connecting with the Community
Sustainable, Natural and
Built Environment Excelling in Town Services Planning for the Future 41 42
43 44
45 Update and reorganize Recreation
Department webpage (REC)
Re-format the Community Event
Application and Process (REC)
Implement RVFD leadership
reorganization (RVFD)
Updated:4/20/2023
Item #: 2C- Attachment 2
Item #: 2C- Attachment 2
707
Working Copy
Work Plan 2023-25
123456789
10 11
12 13
14 O
Investing in People
Provide professional
management and training that
encourages a culture of
innovation, collaboration, and
transparency to deliver quality
service through an exceptional
workforce.
Conduct Town Compensation
Study (F/A)
Implement Ready Set Audit
Results (F/A)
Institute Employee Trainings
(Lunch & Learn) (F/A)
Study the organization of
Library physical staff
workspace on lower level (LIB)
Onboard new Planner (PLAN)
Updated:4/20/2023
Item #: 2C- Attachment 2
Item #: 2C- Attachment 2
708
Working Copy
Work Plan 2023-25
1 O
Investing in People
15 16
17 18
19 20
21 22
23 24
Develop a training program for
Planning Department staff
(PLAN)
Invest in digital record keeping
program (PLAN)
Address staffing issues:
retention & recruiting (CMPA)
Increase training for all staff
(CMPA)
Improve and evolve the
organizational mental and
physical wellness of staff
(CMPA)
Updated:4/20/2023
Item #: 2C- Attachment 2
Item #: 2C- Attachment 2
709
Working Copy
Work Plan 2023-25
1 O
Investing in People
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
Implement new SB2 legislation
regarding certification of
officers (CMPA)
Implement RVFD leadership
reorganization (RVFD)
Rennovate living quarters at
Fire Station 20 (RVFD)
Perform needs assesment for
living quarters at Station 19
(RVFD)
Updated:4/20/2023
Item #: 2C- Attachment 2
Item #: 2C- Attachment 2
710
Working Copy
Work Plan 2023-25
1 O
Investing in People
41 42
43 44
45 Updated:4/20/2023
Item #: 2C- Attachment 2
Item #: 2C- Attachment 2
711
Item #: 2C- Attachment 3
Item #: 2C- Attachment 3
2023-25 Work Plan Goals – Submitted by Council
Submitted by Councilmember Fineman
Edit of Existing Goals: (edits in RED)
Category: Livability and Quality of Life Sustainable, Natural and Built Environment Priority: Continue to grow Economic Development in Town Description: Enhance and grow the Planning Department’s Economic Development and Housing initiatives by providing more structure (policies and implementation of actions) to what we would like and need to accomplish.
Staff Impact: Low to Moderate
Fiscal Impact: Low
Category: Quality Facilities
Priority: Develop an annual plan to address maintenance for all Town-maintained buildings and facilities, including energy efficiency retrofits and electrification measures.
Description: Program funds to address painting, rot repair, heating/ventilation/air-conditioning (HVAC), and other building maintenance issues for all Town-maintained buildings and facilities.
Seek grants and rebates for energy efficiency and sustainability upgrades.
Staff Impact: Moderate
Fiscal Impact: High
Category: Planning for the Future, Sustainable, Natural and Built Environment Priority: Implementation of the Bicycle and Pedestrian Master Plan Description: Town Staff will continue to prioritize the Bicycle and Pedestrian Master Plan as adopted in the Complete Streets Resolution both by the integration of the Bicycle and Pedestrian Master Plan elements into public works projects and through identification and prioritization of high-priority bicycle and pedestrian projects that may not be addressed through other projects.
Staff Impact: High Moderate
Fiscal Impact: High Moderate
Category: Planning for the Future, Sustainable, Natural and Built Environment Priority: Evaluate and develop a Water Conservation Plan for Town buildings, parks, and medians
Description: Due to the drought the Town has been working diligently on reducing domestic water usage throughout parks, medians, and buildings. Ensure transparent data on groundwater usage and groundwater table to the public.
Staff Impact: Moderate
Fiscal Impact: Moderate
712
Item #: 2C- Attachment 3
Item #: 2C- Attachment 3
Proposed Goals:
Category: Excelling in Town Services
Priority: Develop “Funded by Measure J” Branding
Description: Develop dedicated, recognizable branding to promote public awareness of projects funded by Measure J.
Staff Impact: Low
Fiscal Impact: Low
Category: Quality Facilities
Priority: Energy Efficiency Retrofits and Upgrades
Description: Identify opportunities and priority projects for energy efficiency retrofits and electrification of library facilities through Inflation Reduction Act.
Staff Impact: Moderate
Fiscal Impact: Low to High, depending on the types of projects and ability to leverage rebates and grants. Despite upfront costs, energy efficiency upgrades typically yield savings over their lifespan.
Category: Sustainable, Natural and Built Environment; Connecting with the Community; Investing in People; Planning for the Future; Excelling in Town Services; Livability and Quality of Life; Quality Facilities
Priority: Climate Action Plan implementation
Description: Enhance and grow the Climate Action Plan implementation initiatives by providing more structure–including policies, staffing, and funding across departments–to meet the Town’s longstanding, ambitious, and adopted decarbonization goals.
Staff Impact: High
Fiscal Impact: High
Category: Excelling in Town Services
Priority: Create Uniform Definition for “Substantial Remodels” throughout Town Code Description: “Substantial remodels” are defined differently in different sections of the code.
Standardizing language across the code will help streamline certain aspects of the building permitting process and.
Staff Impact: Moderate
Fiscal Impact: Low
Category: Excelling in Town Services
Priority: Develop and share resources for residential Electrification Program.
Description: Track and provide homeowners with information on local, regional, and federal electrification rebates, local electrification policies, and new BAAQMD regulations on NOx emissions in gas appliances.
Staff Impact: Low (?)
Fiscal Impact: Low
713
Item #: 2C- Attachment 3
Item #: 2C- Attachment 3
Category: Excelling in Town Services
Priority: Streamline permitting for electric panel upgrades, electric appliance installations, efficiency and conservation upgrades, solar generation and storage, and water conservation upgrades to homes and properties.
Description: Explore opportunities to streamline permitting and remove red-tape for climatefriendly home and property improvement projects.
Staff Impact: Low (?)
Fiscal Impact: Low
Category: Connecting with the Community; Sustainable, Natural and Built Environment Priority: Waste Reduction and Diversion Measures at Town Events Description: Continue to identify and implement opportunities for waste reduction, food ware ordinance takeout compliance, and enhanced sorting and diversion (SB 1383 compliance) at Town-sponsored events and programs.
Staff Impact: Moderate
Fiscal Impact: Moderate
- -
Proposed Work Plan Priority submitted by Mayor Burdo
Category: Excelling in Town Services
Priority: Evaluate Planning and Building Permit Processing Description: Evaluate existing planning and building administrative processes including comparing requirements and fees to other local jurisdictions.
Staff Impact: Moderate
Fiscal Impact: Low
714
Item #: 2D
STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2D
MEETING DATE: April 25, 2023
AGENDA TITLE: Consider reappointing (1) one incumbent to the Climate Action Commission
FROM: Serge Avila, Chief Town Clerk
RECOMMENDATION: To reappoint (1) one incumbent to the Climate Action Commission Kathleen Gundry.
BACKGROUND
The Climate Action Commission has a membership of seven seats. There is one seat available. Kathleen Grundy (incumbent) is applying for a second term. She has been interviewed and her application is attached to this report.
FISCAL IMPACT
There would be no direct fiscal impact to the Town to approve this item.
CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The proposed decision is exempt from the California Environmental Quality Act (CEQA), under the “common sense” exemption, because it can be seen with certainty that there is no possibility that the activity in question may have a significant negative effect on the environment. (Cal. Code Regs. tit. 14, § 15061).
ATTACHMENTS
Attachment 1- Kathleen Gundry- Application no Resume
715
3/22/23, 10:36 AM https://www.townofsananselmo.org/Admin/FormCenter/Submissions/Print/1824 https://www.townofsananselmo.org/Admin/FormCenter/Submissions/Print/1824 1/3 Print
TOWN OF SAN ANSELMO
APPLICATION FOR APPOINTMENT TO A SAN ANSELMO BOARD/COMMISSION/COMMITTEE To: San Anselmo Town Council
Date*
03/23/2023
I wish to apply for an
appointment to a term/balance*
Name*
Kathleen Gundry
Home Address*
70 Barber Avenue
Occupation*
retired
Employer's Address
Home Phone*
7037853471
Work Phone
Boards, Committees and Commissions Application - Submission #1824 Date Submitted: 3/21/2023
Climate Action Commission
716
3/22/23, 10:36 AM https://www.townofsananselmo.org/Admin/FormCenter/Submissions/Print/1824 https://www.townofsananselmo.org/Admin/FormCenter/Submissions/Print/1824 2/3 Cell Phone
7037853471
E-Mail*
[email protected]
Number of years as resident of San Anselmo*
7 Number of years as a resident in Marin*
23 Education Level Achieved*
Name and phone numbers of three San Anselmo residents who can be contacted for referral information about me:
1.) Name*
Michael Kamerick
1.) Phone*
415-218-7553
2.) Name*
Sue Saunders
2.) Phone*
415-686-0448
3.) Name*
Karen Mendelow
3.) Phone*
609-313-6515
YES
NO
I would be able to regularly attend the meetings of this Board/Commission/Committee.* YES
NO
I would be available to attend additional meetings when they are necessary.* Graduate Degree (Major)
717
3/22/23, 10:36 AM https://www.townofsananselmo.org/Admin/FormCenter/Submissions/Print/1824 https://www.townofsananselmo.org/Admin/FormCenter/Submissions/Print/1824 3/3 YES
NO
I am familiar with the responsibilities and functions of this Board/Commission/Committee.* YES
NO
I have attended meetings of the Board/Commission/Committee as a member of the public.* List briefly, previous experience serving the public office, and/or civic commissions,boards, or committees.* Served on the San Anselmo Climate Action Commission (formerly the Sustainability Commission) since 2020.
Have served as Chair of the Commission since 2021.
Reasons for this appointment.*
Would like to continue to support the programs of the CAC to implement the Climate Action Plan, and mentor new Commission members to take over leadership roles.
What are your qualifications for this appointment.*
Education in natural resources field, career in environmental and health data, certification as a project manager, experience as Chair of this Commission for the past 2 years.
Briefly, what do you consider to be the most important, one or two current issues facing this Board/Commission/Committee?* Advising the Town Council on how to fully implement the actions in the Climate Action Plan to meet the Town's Greenhouse Gas emission reduction goals, given the limitations of the Town budget and staff.
YES
NO
I understand that I and all other applicants will be personally interviewed by the Town Council as part of the selection process for this appointment. I also understand that my application material will be a public document and available on the Town's website. Sensitive materials that you don't wish to be posted on the website should not be included with the application.*
Other Boards/Commissions/Committees on which you would be interested in serving if not appointed to this seat?* You may attach personal resumes or other information which you believe would be helpful to the Council in its selection process.
Choose File No file chosen
Thank you for your interest in serving the Town of San
Anselmo and its citizens. For further information, please contact the Town Clerk, at
[email protected] or 415-258-4660.
None
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