San Anselmo City Council
May 28, 2024

Tuesday, May 28, 2024 7:00 PM
I. Interviews for the General Plan Advisory Committee- 6:00 PM In the Council Chambers at 525 San Anselmo Avenue, San Anselmo, CA 94960 Town Council
Agenda
Meeting held In-Person and via Zoom:
https://us02web.zoom.us/j/84502408044
Or Telephone: +1 669 900 6833 | Webinar ID: 845 0240 8044 How to Submit Comments Before the Meeting: Members of the public are encouraged to submit email correspondence to [email protected] before the meeting begins.

How to Participate During the Meeting: Members of the public will have the option to speak during the meeting through the Zoom application by using their phone or an electronic device.

For PC, Mac, or smart phone, Use Raise hand function when public comment for an item is requested. It is a button that is located at the top or bottom of your screen, based on your electronic device.

For landline phones, raise hand to be recognized with *9 Please be advised those participating in the meeting remotely via Zoom do so at their own risk. The Town Council regular meeting will not be cancelled if any technical problems occur during the meeting.

Eleven (11) Interviews by Time, Attachment #, and Applicant Name (5 minutes each) Staff Report
6:00 PM- Attachment 1 - Irene White (PDF)
6:05 PM- Attachment 2 - Stanley Skipworth (PDF)
6:10 PM- Attachment 3 - Monica Schmiede (PDF)
6:15 PM- Attachment 4 - Jonathan Branch (PDF)
6:20 PM- Attachment 5 - Shaun Thurtell (PDF)
Town Council Agenda May 28, 2024
1 1. Consent Agenda:

1.1 Approval of the Draft Minutes of the Regular Meeting of Tuesday, May 14, 2024.

1.2 Consider Adopting a Proclamation of the Town of San Anselmo Declaring the First Friday in June, 2024 to be National Gun Violence Awareness Day.

1.3 Consider Adopting a Resolution Declaring June 2024 LGBTQ Pride Month and Directing Staff to Fly the Rainbow Flag Through the month of June at Town Hall.

1.4 Receive and File the Recreation Fund Finance Report ending April 30, 2024. 6:25 PM- Attachment 6 - Sara Robinson (PDF)
6:30 PM- Attachment 7 - Elsa Hunt (PDF)
6:35 PM- Attachment 8 - Kerrie McHugh (PDF)
6:40 PM- Attachment 9 - Benedetto Cico (PDF)
6:45 PM- Attachment 10 - Laurie Berliner (PDF)
6:50 PM- Attachment 11 - Andrew MccCune (PDF)
Call to Order. Optional Pledge of Allegiance: The Mayor or a designated Council member will recite the Pledge of Allegiance for members of the Council and the public who wish to join in the recitation.

Open time for public expression.

The public is welcome to address the Council at this time on matters not on the agenda that are within the jurisdiction of the Council. Please be advised that pursuant to Government Code Section 54954.2, Council is not permitted to discuss or take action on any matter not on the agenda unless it determines that an emergency exists, or that there is a need to take immediate action which arose following posting of the agenda. Comments may be no longer than three minutes and should be respectful to the community.

Council requests for future agenda items.

Council committee liaison reports, questions and comments to staff; staff miscellaneous items.

Special Presentation. There are No Special Presentations.

The opportunity for public comment on consent agenda items will occur prior to Council discussion of the consent agenda. The Council may approve the entire consent agenda with one action. In the alternative, items on the consent agenda may be removed by any Council or staff member, for separate discussion and vote.

Staff Report (DOC)
Attachment 1- Draft Minutes (DOC)
Staff Report (DOC)
Attachment 1- Proclamation (DOC)
Staff Report (DOC)
Attachment 1- Draft Resolution (DOC)
Staff Report (PDF)
Town Council Agenda May 28, 2024
2 1.5 Approve the Revenue and Expenditure Reports, April 2024.

1.6 Approve the Measure A Work Plan for the Fiscal Year 2024/25

1.7 Approve the Quarterly Treasurer’s Investment Report, March 2024.

2. Council Business Items:

2.1 Approval of the Memorandum of Agreement with the County’s Office of Emergency Management for emergency services coordination, prevention, preparedness, response, recovery and mitigation efforts

2.2 Receive Certification of Referendum Petition Signatures and Provide Direction to Staff related to the Referendum.

2.3 Discussion on Just Cause Eviction and Tenant Protection Ordinance Attachment 1 - April 2024 (PDF)
Staff Report (DOCX)
Attachment 1 Budget Comparison Report Subcategory April 2024 (PDF) Attachment 2 Budget Comparison Report Department April 2024 (PDF) Staff Report (PDF)
Attachment 1- Measure A Work Plan FY 2024-25 (PDF)
Staff Report (DOCX)
Attachment 1 Quarterly Investment Report March 31, 2024 (DOCX) In general, the following procedural order applies to items of business:
•Presentation
•Town Council questions
•PUBLIC COMMENT – limited to 3 minutes/person
•Town Council discussion/action
Staff Report (DOCX)
Attachment 1- OEM MOA (DOCX)
Attachment 1- OEM MOE Revised (PDF)
PPT Presentation
Staff Report (DOC)
Attachment 1- Certificate of Signature Verification (PDF) Staff Report (DOCX)
Attachment 2- DRAFT Tenant Protection Ordinance Template (DOCX) PPT Presentation (PPT)
Public Comment- Gary (PDF)
Public Comment- Lamorte (PDF)
Public Comment- Mitchell (PDF)
Public Comment- Ryan (PDF)
Public Comment- Kocher (PDF)
Public Comment- McGovern (PDF)
Town Council Agenda May 28, 2024
3 Public Comment- Reis (PDF)
Public Comment- Smith (PDF)
Public Comment- Wong (PDF)
Public Comment- Brown (PDF)
Adjourn
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact Town Staff at email [email protected]. Notification at least 48 hours prior to the meeting will enable the Town to make reasonable accommodation to help insure accessibility to this meeting.

Any writings or documents provided to a majority of the Town Council regarding any item on this agenda after the distribution of the original packet will be made available for public inspection at the public counter at Town Hall located at 525 San Anselmo Avenue.

Notice is hereby given that Council may discuss and/or take action on any or all of the items listed on this agenda.

If any of these matters above are challenged in court, you may be limited to raising only those issues you or someone else raised at any public hearing described on this agenda, or in written correspondence delivered at, or prior to, this Council meeting. Judicial review of an administrative decision of the Town Council must be filed with the Court not later than the 90th day following the date of the Council’s decision (Code of Civil Procedure Section 1094.6) Any item not under discussion before 10:00 p.m. may be continued to the next regular meeting. Next regular meeting is June 11, 2024.

Administration Department
Town Hall, main floor
525 San Anselmo Avenue
San Anselmo, CA 94960
(415) 258-4691
Town Council
Eileen Burke, Mayor
Tarrell Kullaway, Vice Mayor
Brian Colbert, Councilmember
Alexis Fineman, Councilmember
Steve Burdo, Councilmember
Staff
David Donery, Town Manager
Linda Kenton, Assistant Town Manager / Town Librarian
Jeff Zuba, Finance and Admin Services Director
Megan Holt Acevedo, Town Attorney
Serge Avila, Town Clerk
Heidi Scoble, Planning Director
Sean Condry, Public Works Director
Dannielle Mauk, Community Services Director
Mike Norton, Chief of Police
Dan Mahoney, Interim Fire Chief

DECLARATION OF POSTING
This Notice is posted in accordance with Government Code §54954.2(a) or §54956. Members of the public can Town Council Agenda May 28, 2024
4 view electronic agendas and staff reports by accessing the Town of San Anselmo website. Under penalty of perjury, this Agenda was posted to the public at least 72 hours prior to the meeting.

Town Council Agenda May 28, 2024
5 Item #: Interviews

STAFF REPORT
TOWN OF SAN ANSELMO Item #: Interviews
MEETING DATE: May 28, 2024
AGENDA TITLE: Conducting Interviews for the General Plan Advisory Committee
FROM: Heidi Scoble, Planning Director
Lindsey Klein, Senior Planner
RECOMMENDATION: Staff recommends that the Town Council conduct interviews for the General Plan Advisory Committee.

BACKGROUND
The General Plan Advisory Committee (GPAC) is a standing committee responsible for providing input, feedback, and recommendations to Town staff, the consultant team, the Planning Commission, and ultimately the Town Council on key components of the General Plan. These key areas include the community vision and land use and circulation alternatives. Another core function of the GPAC is to provide feedback on the draft General Plan goals, policies, and programs to implement the community vision, for consideration by the Planning Commission and Town Council.

Below is a list of applicants scheduled to be interviewed by the Town Council. Eleven (11) applicants are scheduled for May 28, 2024, and another nine (9) applicants are scheduled for June 11, 2024.

Interview
Time
Applicant Name Applicable GPAC Seat
6:00 PM Irene White Community representative
6:05 PM Stanley Skipworth Community representative
6:10 PM Monica Schmiede Community representative
6:15 PM Jonathan Branch Community representative
6:20 PM Shaun Thurtell Community representative
6:25 PM Sara Robinson Community representative
6:30 PM Elsa Hunt High school student representative
6:35 PM Kerrie McHugh Community representative
6:40 PM Benedetto Cico Community representative
6:45 PM Laurie Berliner Community representative
6 Item #: Interviews
6:50 PM Andrew McCune Community representative
The Town Council will have the opportunity to make appointments for the General Plan Advisory Committee following additional interviews at the regular Town Council meeting on June 11, 2024.

FISCAL IMPACT
None.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
Conducting interviews is not defined as a project under the California Environmental Quality Act (CEQA) per Section 15378 of the CEQA Guidelines.

ATTACHMENT
Attachment 1 - Irene White
Attachment 2 - Stanley Skipworth
Attachment 3 - Monica Schmiede
Attachment 4 - Jonathan Branch
Attachment 5 - Shaun Thurtell
Attachment 6 - Sara Robinson
Attachment 7 - Elsa Hunt
Attachment 8 - Kerrie McHugh
Attachment 9 - Benedetto Cico
Attachment 10 - Laurie Berliner
Attachment 11 - Andrew McCune
7 8
9 10
11 (415) 302-5102 Irene White [email protected] ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

PROFILE
A strategic leader with over 20 years of expertise catalyzing organizational growth and innovation across technology, nonprofit, and mission-driven sectors. Skilled in forging partnerships and collaborations that enhance product development and market entry strategies, her leadership drives teams to amplify impact and achieve success. She is dedicated to solving systemic problems linked to climate change, inclusion, and human-centered growth through AI innovation, fostering an environment of continual learning and sustainable development.

Values: Continual learning. Empowering leadership. Partnership. Challenge. Trust. Action.

Traits: Intrapreneurial. Resourceful. Creative. Proactive. Collaborative. Determined. Mentor. Agile.

KEY ACCOMPLISHMENTS
Strategy & Planning
• Founded Everleap.ai, an AI-driven coaching and career platform tailored from high school to retirement, guiding individuals to align their careers with their passions. Currently leading the development of the proof of concept and testing to validate its effectiveness and appeal across diverse life stages.
• Expanded legacy wellness software company Remedy Interactive into full-service Environment, Health, & Safety (EHS) SaaS solution by leading go-to-market strategy, rebranding, and positioning to reach Fortune 500s. • Saved Ameritech (now AT&T) $11M in development costs by launching The Integrated Strategy Team, focused on transitioning the real estate division to move beyond a cost center and towards revenue generation. Establishing new services that won three major telecom contracts and utilizing GIS technologies to facilitate the acquisition or divestiture of built assets. • Spearheaded 5-year product vision and go-to-market plan for Business Wire through partnering with the COO and Executive Team in the design next-generation strategy. Managed industry analysis Gartner exploring market opportunity, industry trends, and competitive landscape.
• Built Fluxx.io's reputation as one of Fast Company's "Most Innovative Companies" by developing new value-proposition strategies, designing brand messaging, and positioning as the software leader in the philanthropic ecosystem.

Stakeholder Influencing & Partnerships
• Advanced climate innovation and ocean health through co-founding 501c private-public partnership, Seafutures, developing a blue economy framework. Leading ideation session with Taskforce, including regional VCs, the Economic Development Department, and the Sausalito Mayor.
• Increased market share and pipeline by 40% through spearheading an integrated approach to growth across sales, product, and marketing, establishing a new 12-person team, and leading a cross-functional team on enterprise client and prospect outreach. • Enabled the CEO to pivot, grow, and exit to private equity through diversifying product strategy after California legislation, designing value prop statements, leading competitive and customer research with Gartner, and gaining exposure with leading health and safety magazines.

Operations & Team Leadership
• Expanded reach of Cushman and Wakefield from New York by establishing new marketing and business development operations in the Midwest and West Coast, recruiting, and leading a team of 35 to achieve a 90% customer satisfaction score, and managing annual P&L and budget of 6 million.
• Grew revenue pipeline by more than 50% and exceeded LinkedIn's sponsored content by 3X through integrating Remedy Interactive’s growth and content teams, introducing new content strategy, and reducing advertising costs by half. • Reduced costs by 20% and focused Cushman and Wakefield marketing organization on higher value prospects by automating repetitive business development and brand materials for 55 US regional offices. 12 (415) 302-5102 Irene White [email protected] ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Career History
Everleap.ai, Marin County, CA. Co-founder of
Co-founder of AI startup focused on aligning individuals’ passions with the careers of today and tomorrow. 2023-Present Center for Sea Rise Solutions & Seafutures.org Marin County, CA Senior Advisor to private-public partnership accelerating climate solutions in maritime, ocean health, and sea level rise.
2023-Present
Business Wire, San Francisco, CA
CMO and Executive Team Member of environmental, health, and safety startup 2018-2019 Fluxx.io, San Francisco, CA
CMO and Executive Team Member of a technology startup transforming philanthropy and enabling a transparent, accessible, and connected ecosystem for funders, impact investors, and nonprofits. 2016-2018
Remedy Interactive, Sausalito, CA
VP of Marketing and Executive Team Member of environmental, health, and safety SAAS technology startup.

Acquired by leading private equity firm Enviance
2008-2015
Cushman & Wakefield, Chicago, IL & San Francisco, CA
Senior Director of Business Development and Marketing, Head of Midwest, and Western regions for one of the largest global real estate firms
2000-2007
Ameritech (ATT) Chicago, IL
Director of Integrated Strategy, Strategy and Planning, Corporate Real Estate 1998 -2000 PRO BONO LEADERSHIP Wildcat Ventures, Palo Alto, CA 2022 Advisor conducting opportunity analysis for Bioenergy company at venture capital firm and impact fund.

WildCare, San Rafael, CA 2018-2022
Member of the Development and Marketing Committee for 501c focused on medical care advocacy. and protection against wildfire
Horizions Foundation, San Francisco, CA 2013-2017
Board Member of a foundation focused on strengthening LGBTQ rights and freedoms.

EDUCATION
Virginia Tech, Arlington, VA 2022-2023
Masters in Natural Resources and Global Sustainability
Northwestern University Kellogg School of Management, Chicago, IL 2006-2009 Executive Scholar of Marketing & Sales
School of the Art Institute of Chicago, Chicago, IL 1978-1982 Bachelor of Fine Arts in Design and Interior Architecture

CERTIFICATIONS & PROFESSIONAL DEVELOPMENT
• Certificate in Sustainable Capitalism and ESG, Berkeley Law, University of California Berkeley 2022 • Graduate Certificate in Climate Change, Hazards and Green Infrastructure, UMass Amherst 2021 • Certificates in Design Thinking and Service Design, IDEO 2020 • Certificate in Regenerative Design and Permaculture, Oregon State University 2020 13 To: Town Council
I completed this client project while finishing my Graduate Certificate in Climate Change, Hazards, and Green Infrastructure at the University of Massachusetts, Amherst in 2021
The document below showcases strategic content and is an example of a communication piece. It demonstrates my ability to convey complex environmental concepts effectively, which could be helpful to the committee.

I hope it adds additional insight into my qualifications.

Best
Irene White
14 15
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Ensuring alignment with Maynard's Master plan

MAYNARD MASTER PLAN GOAL DESCRIPTION GREEN INFRASTRUCTURE PRACTICE OPPORTUNITY Land Use and Development
Patterns
Goal LU3 Further enhances downtown as a source of Maynard's community pride and hub of economic vitality.
• Develop partnerships with key universities to expand
education and ongoing research of green infrastructure at site become a center for learning.
• Enlarged Farmer's market( 2 weeknights and Sunday)
• Phase 2: Consider large community garden
Economic Development ED3 Identify and cultivate opportunities to develop or redevelop vacant and underutilized properties.
• Enlarged Farmer's market( 2 weeknights and Sunday)
• Phase 2: Consider large community garden
Open space and Recreation: OSR1 Maintain and improve the accessibility and connectivity of open spaces and recreational areas within and surrounding the town.
• Create open space along Mill Pond for walking
Public Facilities and services PFS4 Advance decision-making that considers the town's impact on, and implications from, climate change.
• Chosen BMPs will reduce stormwater runoff from
increased participation, help reduced heat island effect from rising temperatures and preserve biodiversity
VHB,Landwise, “Town of Maynard Master Plan”, 22
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Next Steps – Deeper Investigation
• Partner with current owner of property to understand long-term use and zoning status of the of Mill & Main complex be. Will it stay zoned as commercial space or convert into a mixed-use development
• Determine and agree upon an expectable amount of parking for either current zoning status or mixed-use.
• Research funding methods for redevelopment consider public, private, and foundation grants- understand feasibility of funding
• Engage with UMassAmherst and The Conway School to establish and define project partnership opportunities. consider, design, construction, community development, ecology and conservation research and design
• Based on funding research develop preliminary working budget, challenges and opportunities
• Develop ideation concept with community and stakeholder groups 31 32
33 34
35 36
37 38
39 40
41 42
43 44
45 46
47 48
49 50
51 52
CAP and
CEP
Strategies Comparables
Low Carbon
Transportation
Renewable
Energy &
Electrification
Energy
Efficiency
Waste
Reduction
Water
Conservation
Stormwater
Management
Consumptio
n-Based
Emissions
Adaptation
and
Community
Resiliency
Community
Engagement
and
Empowerment
City Greening,
Urban Forests,
and Agriculture
- Mitigation and
Sequestration
Arlington
CEP
Arlington
County, VA
Included (Energy
Related Only)
Highly
Rated CAPS
Marin County,
CA
Montgomery
County, MD
CAP’s With
Similar
Attributes
Portland, OR
Washington,
DC
Jersey City,
NJ
Gap Analysis: Arlington Community Energy Plan compared existing Climate Action Plans Included Strategy Not Included Strategy
53 54
55 56
57 58
59 60
61 62
63 Similar Attribute CAPs - Adaptation & Community Resiliency Washington, DC ● Evaluate and reduce the vulnerability of the District’s transportation, energy, water, and telecommunications infrastructure to the anticipated impacts of climate change.
● Improve emergency and community preparedness to respond to climate change events including extreme heat, storms, and flooding, with a focus on the most at-risk populations ● Require all new development projects to assess climate risks and incorporate climate adaptation solutions.

Jersey City,
NJ
● Improve energy security and affordable access to clean energy while minimizing displacement ● Increase access to active transportation, such as walking and bicycling, and public transit options that are affordable and low or zero emission
● Expand and improve access to parks and public green spaces ● Reduce the risks and impacts of air pollution, flooding, and extreme heat Arlington -Adaptation &
Community Resiliency
Arlington’s CEP is focused on energy
resilience, security, and reliability. Hardening
the grid and local energy supply, energy
storage, microgrids, and preserving forest
cover are all part of this strategy.

Solar Assessments for Government
buildings and on-site renewables and
storage at power-critical facilities are
currently in the works.

Elements of adaptation and resiliency
planning appear in other areas of the
Comprehensive Plan, but there is no
singular plan in place specifically focused on
climate adaptation and community
resiliency.

Prioritize
Recommended Actions: Adaptation & Community Resiliency 64 Recommendation: Create a Chief Climate Officer Role
Developing solutions to climate change is not one agency’s responsibility alone; it takes a whole-of-government approach.

The role of a Chief Climate Officer is to build consensus and coordinate climate strategies and initiatives across all County departments and community stakeholders.

Just as we are recommending a CAP to give the County a unifying strategy for climate mitigation and adaptation, we see the position of a Chief Climate Officer as necessary to implement this unifying strategy.

We recommend this position should be in place prior to development of a CAP.

65 66
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Submit Date: May 16, 2024
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Town of San Anselmo, CA
Application for Appointment to a San Anselmo Board/Commission/Committee Profile
Occupation
Sr. Associate Vice President
Employer's Address
1200 E. Colton Avenue
Question applies to General Plan Advisory Committee
If you are a student, what school do you attend?
Employee of the University of Redlands, Marin Campus
Which Boards would you like to apply for?
General Plan Advisory Committee: Submitted
Number of years as resident of San Anselmo?
0 Number of years as a resident in Marin?
0 Question applies to General Plan Advisory Committee
Please indicate the neighborhood you reside or own property/a business in.

None Selected
Name and phone numbers of three San Anselmo residents who can be contacted for referral information about me:

Shaun Thurtell 415-938-6140
Stanley T Skipworth
[email protected]
Redlands CA 92373
Home: (951) 818-4552
Stanley T Skipworth
69 70
71 72
Copyright © 2022 Stan Skipworth & Full Count Consulting

PROFESSIONAL VITAE
Stanley T. Skipworth, CPP®
Claremont, CA
[email protected]
(951) 818-4552
Qualifications Profile
I am an experienced and highly successful leader and manager of multi-faceted organizations, largely in public safety and public policy arenas. These include elected and appointed positions, career, and specialty roles that provide an exceptional perspective and skills that contribute to a dynamic and high-performing environment.

Professional Highlights
 “Most Influential People in Security” 2017, Security Magazine  “Director of the Year” 2016, Campus Safety Magazine
 Led three different campus public safety agencies to Top 20 rankings among the nation’s safest colleges & universities.
 Received Exemplary School Safety Awards for Training Programs (2018); Legislative Advocacy (2015); and Community Policing (2015) Professional Experience
Associate Vice President & Chief of Public Safety & Emergency Preparedness The University of Redlands June 2023—Present
This position provides direct leadership and vision for the mission of the Public Safety Department of the University. This department maintains 24/7/365 patrol and emergency response services; Emergency Preparedness and Crisis Management; Dignitary Protection Support; Locksmith and Access Security; Parking Administration and Enforcement for the students, staff, and faculty of the University; and support and security services to the University’s athletic, cultural, academic, community, and regional events calendar.
73 Stanley T. Skipworth
Professional Vitae
2 Associate Vice President of Campus Safety and Emergency Services (Retired) The Claremont Colleges Services November 2014—May 2022
This position oversaw the personal and physical security and safety services provided to the students, staff, faculty, and guests of the seven Claremont Colleges— Claremont Graduate University, Keck Graduate Institute, Claremont McKenna College, Scripps College, Pomona College, Pitzer College, Harvey Mudd College. The position also included leading a group of dedicated non-sworn campus safety officers and a fully staffed 24/7 dispatch center that managed over 800 security camera network feeds; 550 various alarms; and a comprehensive telecommunications network and CAD system.  2018, Exemplary School Safety Program, School Safety Advocacy Council  2017, “Most Influential People in Security” by Security Magazine  2016, “Director of the Year Award” by Campus Safety Magazine  2016, “Medal of Excellence Award” by the National Association of Campus Safety Administrators
 2016, Educational Award by the World Safety Organization  2018, Ranked in Top 20 among the Safe Schools Summit Departments of the Year  Key advancements & programming include:
o Launch of new Computer-Aided Dispatch (CAD) system
o Launch of Officer Body-worn cameras
o Started Drone Fleet for Emergency Management and Dignitary Protection o Started Naloxone/NARCAN Opioid Field Rescue Program
o Started Student Emergency Medical Team Program
Security Consultant & Strategic Operations Analyst
Major League Baseball 2022 All-Star Game Fan Fest, Los Angeles CA July 2023 National Football League 2023 Kickoff Event, Long Beach CA September 2023 National Hockey League/Anaheim Ducks/Honda Center 2023-24 Events Season Director of Campus Safety, Emergency Preparedness & Transportation University of La Verne January 2013— November 2014
La Verne, CA
Provide leadership of all personal and physical security programming and technologies of the University’s main campus, College of Law, and its nine regional campuses; manage all Transportation services and all Parking programming and parking facilities, campus shuttle services; and for the maintaining and effective delivery of all Emergency Preparedness programming, response plans and communications equipment and services.  Co-authored the campus inaugural Behavioral Intervention Team program (2014)  “Diamond Award” presented by the Los Angeles County Metropolitan Transportation Authority (2014)
 “Exemplary School Safety Program Award”, presented by the School Safety Advocacy Council (2014)
 “Education Award” presented by the World Safety Organization (2014) 74 Stanley T. Skipworth
Professional Vitae
3 Chief of Police (Emeritus)
California State University, Long Beach January 2008—June 2011 Under the general direction of the Vice President of the Division of Administration & Finance, this position is independently responsible for the planning, organization, direction, and daily management of the University Police Department; special event security; NCAA Division I athletic programming and all University venues; Dignitary Protection; and Parking & Transportation Services.
 Lowest reported crime rate among all 23 California State University campuses (2007 through 2010)
 Consecutive Top 15 rankings in 2010 (#3), 2009 (#13) and 2008 (#5) among the most secure college/university campuses in the United States as ranked by Security Magazine in its annual Security 500 Report.
 Also served as the Chief Officer of the CSU’s Statewide 50-officer Critical Response Unit serving the entire California State University system, including all 23 campuses and the Office of the Chancellor for critical event responses including emergency operations, civil disobedience, crime trend saturation and dignitary protection
 Assistant Chief of Police January 2000 to December 2007 Co-Founder & Managing Partner
Full Count Consulting August 1999—Present
Claremont, CA
Full Count Consulting is a by-referral only, Public Policy and Public Safety/School Safety development and resource-building service. Clients include professionals and organizations seeking facilitated strategies and solutions toward Public Policy and Public Safety.

Mayor; City Councilmember
City of Corona 2006-2014; Mayor 2011

The City of Corona is a General Law City (population 150,000 and approximately 40 square miles). The City Council is elected at large for four-year terms. Corona's City Council members prioritize plans & projects, allocate funds, and for the future of Corona.  As Mayor in 2011, I introduced and successfully passed a comprehensive City Ordinance to establish a Code of Ethics for all elected and appointed officials  While Mayor, the City of Corona was honored twice for the Year 2011 as:
o One of “The 100 Greatest Communities for Young People” by America’s Promise Alliance
o And, as one of the “Top 10 Cities to Raise Kids” by Kiplinger Magazine 75 Stanley T. Skipworth
Professional Vitae
4 Planning Commissioner
City of Corona (CA) January 2005 to December 2006
Pursuant to California Government Code Section 65100, this body serves as the presiding commission for executing the General and Master Plans of the City, as well as administrating development, strategic planning and traffic designs, and parks and infrastructure systems.

Leadership & Ethics Consultant; Facilitator-Trainer
California Commission on Peace Officer August 1999—August 2011 Standards and Training (POST), Sacramento, CA
The Sherman Block Supervisory Leadership Institute (SBSLI) is an eight-month, 192- hour program designed to stimulate personal growth, leadership, and ethical decisionmaking in California law enforcement front-line supervisors. The curriculum takes students through an analysis of management (planning, organizing, directing, etc.) and leadership (inspiring, challenging, developing, etc.) and how each discipline compliments the other. The course progresses from self-evaluation to interpersonal evaluation, to organizational relationships.

Faculty/Facilitator
Simon Wiesenthal Center December 2009—January 2013
The Museum of Tolerance
Los Angeles, CA
Facilitator of Tools for Tolerance © for Law Enforcement and other special groups who attend the Simon Wiesenthal Center Museum of Tolerance.

Publications, Interviews and Articles
 Careers in Government article library
https://www.careersingovernment.com/tools/?s=skipworth
 Wiley Publishing article library
https://tinyurl.com/2wjhrt2n
Key Presentations
 Safe Schools Summit (Las Vegas, NV): ODP—The Most Important Statistic, February 2019
 CCUPCA Annual Conference (Shell Beach, CA): Meeting the Challenges of Campus Policing: A Contemporary Perspective on Issues and Trends, November 2018.
76 Stanley T. Skipworth
Professional Vitae
5  NASPA Region VI Conference (La Verne, CA): Working More Effectively Under More Exacting Expectations—Student Affairs and Campus Safety Partnerships that Create New Normals. January 2018.
 Campus Safety West Conference (Pasadena, CA): Bridging the Resource Gaps, August 2018.
 Campus Safety East Conference (Philadelphia, PA): Crime in a Virtual Reality Environment, July 2017
 School Safety Advocacy Council (Las Vegas, NV): National Campus Policing Standards, July 2017
 Campus Safety East Conference (Philadelphia, PA): Crime in a Virtual Reality Environment, July 2017
 UBTech Conference (Orlando, FL): Preparing for Continuity in Technology by Supporting Campus Safety Departments, June 2017
 NACSA Command College for Campus Policing Professionals, (webinar), Security Magazine, January 2017
 Cleveland State University, Fast Academy: Heroic & Post-Heroic Leadership in Campus Policing (Cleveland, OH) October 2016
 World Safety Organization, Legislative Continuity Among Public Safety Agencies Serving Colleges and Universities (Houston, TX) September 2016  Campus Safety Conference West, Pursuing a Case of Consistency: Developing National and State Standards for Campus Security and Safety Officers, (Long Beach, CA) August 2016
 Campus Safety Conference East, Pursuing a Case of Consistency: Developing National and State Standards for Campus Security and Safety Officers, (Washington D.C.) July 016
 Campus Safety Magazine Annual Conference, Legislative Update Concerning California Higher Education (Los Angeles, CA) July 2015.  Southern California Intercollegiate Athletic Conference, Spectator & Venue Security Overview (Claremont, CA) October 2014
Select Guest Lectures & Panel Appearances
 Pitzer College, “Doxing and Online Safety Resources: A Panel Discussion”, March 7, 2019.
 National Association of Independent Colleges & Universities Annual Conference, “Campus Communications Strategies” (Washington, D.C.) February 2016.  Building Industry Association – Legislative Action Committee. ‘Developer Impact Fees: Adjusting to a Market, Adjusting for Success’ April 2010.  Los Angeles Police Department, LAPD Leadership Development Program Executive Panel, Los Angles (CA). November 2009.
 Student Affairs Administrators in Higher Education (NASPA) Western Region Conference (Long Beach CA) “Legal Challenges in Modern Education”, November 2008.
 Federal Bureau of Investigation (FBI) Academic Alliance Inaugural Conference (Los Angeles) September 2007.
77 Stanley T. Skipworth
Professional Vitae
6  CSU Long Beach, Public Policy Administration POSC 100. American & Californian Government. March 2014.
 CSU Long Beach, Public Policy Administration 515 course (graduate level). “Administrative Writing”. November 2010.
 CSU Long Beach, Journalism 301 and 321 courses. “University Police & Media Relations”. Fall 2001 through Spring 2011
Select Professional Development
 Over 3,050 hours of professional training certified by the California Commission on Peace Officer Standards and Training
 Executive Exchange Program, International Association of Campus Law Enforcement Administrators and Association of University and College Security Officers (United Kingdom) October-November 2017
 Diamond 6 Leadership Development, Gettysburg, PA; July 2012  California POST Executive Development Course, Santa Rosa, CA; July 2001  California POST Command College, Oxnard, CA; May 2002—March 2003  California POST Sherman Block Supervisory Leadership Institute (SLI), Class 38 San Diego, CA; June 1994—January 1995
 California POST Management Course, Dana Point, CA; May 2000  California POST Supervisory Course, San Diego, CA; July 1986  California POST Managing Emergencies, San Luis Obispo, CA; January 2001  California POST Media Relations I & II, San Luis Obispo, CA; 2001 & 2005  California POST Ethics in Police Management, Anaheim, CA; September 2004  Department of Homeland Security Executive Session, Office of the Mayor of Long Beach, Long Beach; CA August 2009
 California State University, Long Beach, The President’s Forum on International Human Rights “Modern Genocide and Global Responsibility”; February 2008  United States Department of Health and Human Services, Substance Abuse and Mental Health Services Administration Conference, Washington, DC; February 2007
 Federal Bureau of Investigation (FBI) National Academy; Quantico, VA; AprilJune 1999 Boards & Committees

 President, California Association of Councils of Governments (CALCOG; 2014)  Legislative Liaison, California College & University Police Chiefs Association, (2014—2021)
 Columnist, Campus Security Report Magazine/Wiley Publishing (2014—present)  National Association of Campus Safety Administrators (2015—2019)  Southern California Labrador Retriever Rescue (2015—present) 78 Stanley T. Skipworth
Professional Vitae
7 Professional Organization Memberships
ASIS International
InfraGard - FBI Southern California Chapter (current Board of Directors) International Association of Campus Law Enforcement Administrators California College and University Police Chief Association FBI National Academy Associates
The National Behavioral Intervention Team Association (NaBITA) Association of Threat Assessment Professionals (ATAP)
Honors
 The Most Influential People in Security, Security Magazine, 2017  Director of the Year, Campus Safety Magazine, 2016
 Medal of Excellence, NACSA, 2016
 Educational Award, presented by the World Safety Organization, 2013 & 2016  Exemplary School Safety Award, by the School Safety Advocacy Council, 2013  Angels in Adoption Award, United States Congress
 Family of the Year, County of Riverside
 YMCA “Victor’s Award”
Education & Key Development
 University of Virginia, FBI National Academy 197th Session, Executive Development
 Harvard Kennedy School of Government, Executive Education Program  Executive Development Institute, FBI LEEDA
 Diamond6 Leadership Institute, Gettysburg, Pennsylvania  La Salle University, Bachelor of Science in Criminal Justice Management  Mt. San Jacinto College, Associates Degree, Sociology Professional Certifications
o California Commission on Peace Officer Standards and Training (POST):
 Executive Certificate
 Management Certificate
 Supervisory Certificate
 Advanced Certificate
 Intermediate Certificate
 Basic Certificate
o California Bureau of Security & Investigative Services (BSIS)  Security License
o Facilitator, Trainer, Program Development; Supervisory Leadership Institute 79 Stanley T. Skipworth
Professional Vitae
8 o ASIS International Certified Protection Professional o ASIS International Executive Protection Certificate
o ISHM Certified School Safety Manager
o California Bureau of Security & Investigative Services (BSIS):
 Instructor, Leadership & Ethics
o National Behavioral Intervention Training Association  Behavioral Intervention /SIVRA-35 Threat Assessment Certification o World Safety Organization
 Registered Safety Director
 Certified Safety Technician
***
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84 MONICA D. SCHMIEDE
San Francisco Bay Area, CA | 908-477-0275 | [email protected]

WORK EXPERIENCE

ELLIGO HEALTH, SAN FRANCISCO, CA
Senior Director, Strategic Solutions Sep 2023 – Present ● Spearhead strategic initiatives to drive partnerships between biotechnology sponsors and Elligo’s embedded clinical site network across the United States
● Cultivate strong relationships with key stakeholders including Clinical Development executives and CROs ● Utilize data analytics to identify and prioritize prospective customers based on therapeutic area and pipeline

ATHELO HEALTH, SAN FRANCISCO, CA
Co-founder, Co-CEO Jan 2022- March 2024
● Co-founded and led VC backed digital health company supporting women with cancer ● Developed and executed customer relations with public health plans, including the State of Colorado, CareFirst and the California Healthcare Foundation

CLINIPACE, SAN FRANCISCO, CA
Director, Business Development Jul 2019 – Feb 2023
● Achieved 130%+ of annual target and generated the highest number of RFPs ● Lead identification, evaluation, diligence, deal structure, and negotiations for biopharma clinical partnering ● Structure complex clinical service contracts across internal and external stakeholders ● Strategize and lead clinical development plans for early-stage oncology, rare disease and COVID-19 studies

INFORMA, PHARMA INTELLIGENCE, NEW YORK, NY
Strategic Account Manager Jan 2018 – Jul 2019
● Consistent top 10% business development performer throughout the company ● Significantly grew a $2M portfolio of business intelligence solutions by 20% in new business ● Devised partnership and out-licensing strategy across multiple intelligence products and data sets across the finance, legal, strategy, policy and clinical teams
● Curated and conducted internal workshops to mentor and educate sales professionals on pertinent healthcare topics including legislation, regulatory approval process and corporate strategy.

Key Account Manager Jan 2017 – Dec 2018
● Increased book of business 20% and established key customer relations with competitive intelligence, BD, strategy, and regulatory divisions with UK, Germany and US clients ● Developed and led 25 compelling competitive intelligence presentations with 150+ attendees by liaising with internal analysts and external stakeholders
Corporate Account Manager Jan 2015 – Dec 2016
● 2015, 2016 President’s Club winner, grew book of business 140% of target ● Successfully negotiated and closed 300+ deals (100 new clients) across international biotech companies ● Sourced 400+ new biotech companies and engaged C-level life sciences executives via conferences, personal referrals, US client meetings and top 10+ annual industry conferences, including JPM Healthcare, BIO, etc.

DATALOT, NEW YORK, NY
Manager, Media Partnerships Jan 2013 – Aug 2014
● Targeted and increased media sales through face to face and phone engagements and sourced 60+ new clients across the US to achieve $2.1M (200% of target) in new business revenue

GERMAN AMERICAN CHAMBER OF COMMERCE, NEW YORK, NY
Project Manager Sep 2011 – May 2012
● Executed Das Haus, a leading German national energy efficiency awareness campaign, across the US

EDUCATION

LONDON SCHOOL OF ECONOMICS, LONDON, UK
Executive Global Master’s in Management, June 2020
Class Representative, Capstone Focus: Market Demand Evaluation for a novel Cognitive Behavior Therapy

RUTGERS UNIVERSITY, SCHOOL OF ENVIRONMENTAL AND BIOLOGICAL SCIENCES, NEW JERSEY B.Sc. in Environmental Policy, May 2012
SKILLS
● Proficient in German and Polish with dual citizenship (American & Polish) ● Master SCUBA & Freedive Instructor; presentation, and negotiation expertise; Salesforce & Microsoft 85 86
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93 Shaun Thurtell
Director of Business Development and Operations
An experienced leader, event, and project manager with astute financial savvy and operational excellence.
2021 - Present
2023 - Present
2021 - 2023
2020 - Present
2015 - 2020
2012 - 2016
2014 - 2016
2012 - 2013
2013 - 2014
2010 - 2012
Professional Experiences
Eugene Burger Management Corporation
San Anselmo, California, United States
Director, Business Development and Operations
Property Manager and Leasing Agent
Three Block Consulting
San Anselmo, California, United States
Owner, Senior Manager, Key Accounts
Various Entrepreneurial and Business
Management Roles
San Francisco Bay Area, California
Owner, Entrepreneur, Consultant
Two Oceans Marathon NPC
Cape Town, South Africa
Head of Operations and Logistics
Coordinator, Event and Logistics
Cape Town Cycle Tour Trust
Cape Town, South Africa
Coordinator, Event, and Logistics
Snow Productions
Cape Town, South Africa
Events Manager, Operations
Education
University of San Francisco, BS - Finance,
Entrepreneurship
University of Stellenbosch Business School of
Management, Management Development
Programme, Executive Business Studies
Varsity College, Diplomas in Managerial Finance,
Project Management, Business Administration
and Management
Current Responsibilities and
Achievements
➢ Led the conversion of 66
housing units in the Town of
San Anselmo to market-rate
rentals, increasing revenue by
208% over 24 months for the
University of Redlands, Marin
Campus.
➢ Establish and implement
policies, goals, objectives, or
procedures for Real Estate
operations
➢ Proactively review financial
statements and activity
reports to measure
productivity or to identify
areas needing revision or
improvement.
➢ Develops and directs activities
for business development
through strategic
partnerships.
➢ Generates partnership
opportunities locally through
research and strategic
outreach, including active
participation in conferences,
committees, and networks
across business and
government.
➢ Develops proposals for new
uses of facilities or oversee the
remodeling or renovating of
current facilities.
➢ Oversees standards for vendor
procurement and
management
➢ Risk analysis
Technical Skills:

Real Estate Analysis, Python, Excel, Project Finance, Project Management, Financial Analysis, Fundamental Analysis (10-K Analysis), Stakeholder Management and engagement, Financial Statement Analysis, Investment analysis, SQL, Vendor Management
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Sara L Robinson
Mobile 240-838-0868 [email protected]
Linkedin.com/in/srimpact
A gerontologist with 35 years of experience in strategic leadership, community building, partnership development, and program growth in government, private, and nonprofit sectors. Highly skilled in strategic planning and implementation, project management, and fundraising.

PROFESSIONAL AND VOLUNTEER EXPERIENCE
Independent Consultant 2023-present
• Advancing and guiding communities in becoming Age and Disability Friendly Communities • Exceptional skills in strategic planning, assessment development, community organizing, and program planning • Driving sustainable transformational systemic change by addressing ageism and ableism through educational workshops
• Committed to equity, accountability, and social impact County of Marin, Health and Human Services
Senior Analyst, Age Forward Coordinator October 2020 -October 2023 • Responsible for the oversight and implementation of the three-year Age Forward Action Plan addressing the needs of older adults and people with disabilities. Worked with all County departments to develop or enhance policies, programs, and services.
• Cultivated relationships and partnerships with community leaders, agencies, partners and residents to identify collaborations and programs that improved the well-being and health of older adults. • Reported frequently to a subcommittee of the Board of Supervisors. • Established a process for departments to identify future opportunities and areas for collaboration. • Developed and presented the final Age Forward Implementation report to the Board of Supervisors.

Hospice by the Bay Larkspur, CA
Intern for Director of Patient Experience 2018-2019
• Developed and implemented staff engagement and communication survey tool, presenting results to leadership with a proposed plan of action to improve performance and staff engagement. Plan adopted. • Developed and presented strategies for leaders to have continued quality improvement within a culture of respect, transparency and trust using organizational visioning and values as a basis for staff development and performance metrics. Plan adopted.

Age and Disability Friendly San Anselmo (Chair) 2019-Present Developed the research methods and tools for the community input process. Analyzed and summarized the qualitative and quantitative data in order to present to local town leaders and community. Developed an emergency response program with new Age-Friendly programs during COVID-19 in order to find and assist vulnerable members of the community using a newly developed volunteer corp. Received a grant from the CA Dept of Aging in 2023 to relaunch as Age and Disability Friendly. Developed a new survey and assessment process to inform the development of the 2024 strategic plan.

Marin Villages -Ross Valley Steering Committee 2018-Present Strategic Lead-Planning to build membership and volunteers as we help older adults remain independent in their own homes and communities.

Time off for Master’s program. 2016-2019

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WorldWideWomen Mill Valley, CA
Director of Business Development 2015-2016
• Coordinated the efforts to secure corporate sponsorships and grant donations of $10,000-$50,000 for a day-long Bay Area girls’ festival featuring over 30 nonprofit partners • Created the project management infrastructure needed to track business relationships for 6 team members, and 24 corporate advisors
• Researched and prepared sponsorship proposals and investor pitch decks for the board and business team.

Catholic Relief Services Baltimore, MD
Program Developer and Manager, Helping Hands, Community Giving 2010-2014 • Developed a new national fundraising event program by creating partnership with another relief agency.

Necessitated creating an interdivisional agency dialogue and collaborative strategic objectives. Met program goals for all 3 organization divisions: over 1 million in food aid and resources for agro-enterprises in West Africa, increased new donors and major gifts, and increased brand awareness and educational and advocacy opportunities for the agency in the US.
• Skilled communicator with ability to build trust and enlist participation at director level; public speaker and diplomatic relationship cultivator. Trusted to make programmatic decisions with divisional budget implications and selected by VP to participate in agency strategic planning Develop. Assoc. Commended for increasing giving 20% on a portfolio (500) of mid-level donors 2005 -2010 Time off to raise children, move the family three times, and volunteer 1993-2005

Rockefeller Family Services, NY, NY Director of Food Services, Chef 1991-1993 • Ran corporate dining and private catering facilities and functions for family and their 240 staff • Event planning for various business and family events VOLUNTEER EXPERIENCE______________________________________________________________________ How Women Lead San Francisco, CA 2015-Present
Executive Board is a national organization of top executive women focused on activating their individual and collective power to influence the change they want to see in the world through leadership, investment, and philanthropy. .

Vital Voices Global Partnership Washington DC 2015-2017 Bay Area Council Member Supporting the advancement of women’s leadership worldwide by establishing partnership opportunities for Vital Voices and its global network of leaders.

Cypress Quartet Performing Arts Association San Francisco, CA 2015-2016 Board Member Supported Executive Director in development of fundraising strategy for Quartet’s 20th and final season Washington National Cathedral Washington DC 2008-2014
Stewardship Committee Chair, Cathedral Chapter Development Committee member • Guided Development office to have more skillful and professional annual fundraising strategies. • Generated new funding stream growing annual pledges from $250,000 to over 3 Million over 5 years • Created a community building plan to support congregation growth working with the Cathedral Vicars

Barrie School (K-12)
Board Chairman Silver Spring, 2000-2003
Vice-Chair, Secretary, Trustee 1998-2000

EDUCATION____________________________________________________________________________________ University of Southern California, Davis School MS Gerontology 2016-2019 University of Virginia BA, Religious Studies 1986
New York Restaurant School (NYC) Culinary Arts certificate 1990 100
3 MEMBERSHIPS: Gerontological Society of America, American Society on Aging 101
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Contact
[email protected]
www.linkedin.com/in/kerriemchugh
(LinkedIn)
Top Skills
Merchandising
Product Development
Leadership
Certifications
Supply Chain and Operations
Management Tips
Business Analysis Foundations:

Business Process Modeling
Certificate in Digital Marketing
Kerrie McHugh
eProcurement I Tech I Transformative Leader
United States
Summary
High-impact entrepreneurial leader with proven experience leveraging analytics to evaluate and elevate business strategies for startups and well-established brands inside and outside the tech space. Highly adaptable with a track record of quickly becoming ingrained in new businesses, enabling the quick implementation of new strategies and pivots, leading to increased revenue and cost savings.

Experience
MainStem, Inc.
2 years 5 months
Head of Customer Experience
September 2022 - Present (1 year 9 months)
Responsible for building and leading the newly created CX team. Optimize onboarding, new technology, and supplier requirements for cross-functional stakeholders. Set weekly/quarterly/annual revenue goals and KPIs per customer. Evolve strategy by customer persona. Member of the Leadership Team, representing market needs and identifying areas of success, opportunities, and obstacles. MainStem is a SaaS technology platform that streamlines procurement.

Head of Sourcing and Supplier Managment
January 2022 - September 2022 (9 months)
Led strategic partnerships and management for over 500 brands. Developed wave sourcing plans to target and optimize savings of over 10% for clients.

Streamlined sourcing needs focusing on secure supply chain pipelines while driving overall cost savings—liaison between Operations, Custom Advocacy, and Development teams prioritizing technology requirements.

Hydrofarm LLC
Global Buying
2020 - 2022 (2 years)

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Hydrofarm is a leading distributor and manufacturer in the hydroponics space.

Collaborated with IT and consultants to create dashboards and software automation that assist in scaling and improving workload efficiency, decreasing stock levels, and improving turn.

Impact:
- Beat the company’s sales trend for 2021 sales growth
Self-Employed
Brand Strategy Consultant
2018 - 2021 (3 years)
New York/Los Angeles/San Francisco, CA
Partnered with founders, CEOs, and consultants in a GM function to help grow, scale, and launch businesses. Areas of focus included merchandising, marketing, reporting, analytics, and organizational development.

Impact:
-Reworked supplier management/supply chain, revamping sales team, and organizational development
-Vetted and help hire a marketing firm, set up assortment planning and costing tools
-Led and drove merchandising and product development assortment strategy for multi sales channel retailer
Currently working with several clients in an advisory role ARCUS Research
VP/Director of Business Development
2016 - 2019 (3 years)
Atlanta, GA/San Francisco, CA
Partnered with the CEO to develop 2 software platforms: Event Management and Marketing Intelligence. Leveraged advanced analytics to deliver actionable insights that drove increased profitability.

Impact:
-Built and ran clients’ digital marketing campaigns and provided them with actionable reporting
-Worked as a Program Manager in conjunction with an expert in Agile Project Management; collaborated to create a Tiered Project Planning methodology

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that defined key deliverables and improved productivity for remote teams, resulting in increased team productivity averaging 30%
HSN
Director of Women’s Merchandising & Product Development / TravelSmith
2014 - 2016 (2 years)
Novato, CA
Led product development, merchandising, and sourcing for a “wear now/ trend-right” strategy and new design direction. Partnered with an international marketing/branding firm and led a companywide rebranding initiative across cross-functional teams for $70M+ e-commerce and catalog businesses owned by Home Shopping Network.

Impact:
-Increased margins by 1.2% and reversed a negative sales trend with the newly designed products, website, and catalog
-Decreased product development liability inventory by 20%. -Created and implemented companywide cross-functional calendar streamlining processes, improved workload efficiency, and reduced overhead -Chosen as a senior executive leader; organized transfer of the business and office to the new buyer
Title Nine
Head of Merchandising I Product Development I Sourcing
2012 - 2014 (2 years)
Emeryville, CA
Led the merchandising, sourcing, and product development team and oversaw design, domestic and overseas sourcing. Established new design direction for apparel and accessories. Served as a member of the executive leadership team.

Impact:
-Calendar improved turn, increased in-stock rate to 95%, and reduced transportation costs by over 10%
-Renegotiated all supplier contracts, which improved margin by over 1.6%. -Exceeded sales plan by 5% and achieved a 13% comp in 2012; also achieved 4% comp growth in 2013
Kmart
Buyer & Product Developer | Merchandising Incubator

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2010 - 2012 (2 years)
San Francisco, CA
Created a three-year top-down strategy brand revitalization plan for $173M + business. Developed new domestic design and sourcing strategy; reduced product development timelines and produced higher-quality, fashion-forward urban apparel with improved margins. Also increased turns on less stock liability. Concept rolled out to other areas of the company.

Impact:
-Increased margins by over 2%
-Exceeded 2010 sales plan by 2% and 2012 Q1 targets by 4% Gap Inc.

Director of Merchandising Adult, Gap Online
2008 - 2009 (1 year)
San Francisco, CA
Led online adult business with $150M in annual sales, accounting for 50% of Gap Inc.’s total online business. Identified a disconnect between online and store merchants/planning teams. Spearheaded presentation to Gap store leadership team and eventually to 600+ Gap brand employees, which enabled a “Total GAP” 360˚ customer experience by mirroring online and in-store marketing promotional efforts.

Impact:
-Improved cross-functional communication/relationships, resulting in a 27% online sales comp during Q3 for new 1969 Denim launch
RedEnvelope
Senior Director, Merchandising
2007 - 2008 (1 year)
San Francisco, CA
Hired to developed companywide strategies for $100M+ e-commerce and catalog company. Tasked with updating the brand to a more modern aesthetic, reduce costly product development, improve product turns, and margin. Led cross-functional team through a new product merchandising/development strategy and turned around a negative sales trend. Beat plan by 16%.

Design Within Reach
Divisional Merchandise Manager / Senior Buyer
2005 - 2007 (2 years)
San Francisco, CA

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Divisional Merchandise Manager:

Led a cross-functional team of buyers and planning managers to execute product, planning, and merchandising strategies across a high-end furnishing company’s stores, e-commerce, and catalog businesses. Developed product pipeline calendar, resulting in higher in-stock rates, faster turns, and reduced product timelines. Oversaw development projects with Piet Boon, Arne Quinze, Yves Béhar, and Jeffrey Bernett.

Senior Buyer:

Recruited to develop new Children’s brand DWRjax. Partnered with VPs of marketing, creative, and stores to create and implement multiple launch strategies, including a standalone catalog, dedicated website, and tiered assortment plans for 60+ stores; exceeded plan by 2%.

Williams-Sonoma, Inc.

Buyer, Pottery Barn Kids / Senior Business Analyst
2003 - 2005 (2 years)
San Francisco, CA
Outdoor and Playroom Buyer, Pottery Barn Kids:

Direct-to-customer (DTC) merchant responsible for $55M business (outdoor and playroom furniture); developed DTC exclusive strategies as lead merchant for product development, emphasizing growth in assortment of DTC merchandise. Grew business over 28%, beating sales plan by 12%.

Senior Business Analyst:

Joined the IT department as the business liaison between the company's merchant and planning organization during the development of a new reporting system. Worked in conjunction with the training department to assess, write training requirements, and coordinate curriculum development. Led 5 brands by taking requirements, influencing, and driving consensus for standardized reporting across all concepts. Launched and taught all brands; led 30+ reporting classes and instructed 400+ employees
Education
The Wharton School
Digital Marketing Certificate  · (2019)
University of San Francisco

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Bachelor of Fine Arts - BFA,
Academy of Art University
Bachelor of Fine Arts - BFA, Advertising Design

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Benedetto Cico
San Anselmo CA 94960
Personal Information:
● Born and Raised in Verona, Italy.
● Moved from Italy to Los Angeles in 1984, became U.S. permanent resident in 1989, naturalized Citizen in 1995 ● Married with Anna, four children (age 29,27,25 and 19) ● Resident of
o 1984-1990: Los Angeles
o 1990-1999: New York
o 1999 – present: San Anselmo, Marin County
o Education:
o 1972-1977: Maffei Grammar High School in Verona, Italy o 1977-1980: University of Padua – Department of Agriculture – Forestry and Land Use Studies o 1980-1982: Italian Army OCS – Commissioned Airborne Officer (1st Lt) o 1984 – present: classes, seminars and other continuing education at several U.S. colleges including U.C.L.A, Cornell, etc.

I started in the hospitality industry in Italy, while in high school and college, working at several lodges and resorts on Lake Garda, Verona. Worked as front desk manager, bar-tender, housekeeping. 1985 - present: owner / manager of several companies specializing in providing hotel and land services reservations to industry professionals who book travel services to the United States. I have promoted, planned, managed and operated thousands of itineraries to all U.S destinations for leisure, corporate, meeting and incentive travel While hard to calculate, over the years USABOUND had provided travel services to the United States for more than 750,000 travelers 1992-1994: Outside Consultant to the European Bank for Reconstruction and Development (London): researched and wrote the long term strategy of the Bank for the development of the tourist & hospitality industry of the newly independent Republic of Macedonia (now called Republic of Northern Macedonia). 1995-1998: General Sales Agent for Alamo Rent a Car in Spain (we opened and operated Alamo’s offices in Madrid and Barcelona until Alamo moved into Spain with their own company’s operation) 2002 - 2012: Co-founded www.nyc-site.com, for many years the leading site in Italy, in Italian, promoting New York City.

Sold my shares to the other founding partners in 2013.
1995 - Current:

Investor / Managing Partner of several lodging and residential properties in New York, Florida and other destinations, including Central Park Suites, East River Residence in New York, and the San Anselmo Inn in San Anselmo.

I have traveled extensively in Europe to promote the U.S. as a destination for leisure, corporate, meeting and incentive travel, visiting thousands of travel professionals in France, Germany, Italy, Spain, Portugal, Scandinavia and the Czech Republic. Among the many events, campaigns and promotions:
● Prague: Presentation to over 100 travel professionals and media executive at the residence of the U.S.

Ambassador (http://www.youtube.com/watch?v=q6WTvcl7XRE) ● Italy meets Southern California: speaker at the gala dinner for over 80 travel professionals invited to Southern California by the California State office of Tourism
● Interview by NONSOLOMODA, Italian leading life-style newsmagazine (over 1,5 mil average viewers) ● Created “USABOUND American Nights” events in several Northern Italian cities in collaboration with Alitalia, Marriott Hotels, Alamo Rent a Car, Beringer Wines, Coppola Wines ● Board Member of the VISIT USA Committee in Italy, Spain and Scandinavia for many years 119
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E-Signature:

Andrew McCune
Thank you for your interest in serving the Town of San Anselmo and its citizens. For further information, please contact the Town Clerk, [email protected] or 415-258- 4660.

Andrew Mccune
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Andrew McCune San Anselmo CA 94960 206 850 8500 [email protected]

REGISTRATIONS

NCARB 1998
California 2020
Massachusetts 2024
Wyoming 1999

EDUCATION

Yale University M.Arch. 1995
Princeton University A.B. in Architecture, cum laude 1992

EXPERIENCE

Andrew McCune Architect San Anselmo, CA June 2023 to Present Principal
Residential and small commercial projects.

SOM San Francisco, CA April 2022 to June 2023
Associate - Architect
Technical execution of design – commercial and civic projects Group Delphi Alameda, CA March 2021 to February 2022
Director of Architecture
ADU – prototypes and finished designs
HKS, Inc. San Francisco, CA April 2014 to January 2021
Vice President and Senior Project Architect
SFO – Terminal 1 – Boarding Area B
The Village – Dallas

Exotic Metals Kent, WA November 2010 to April 2014
Supervisor, QA Department
Specialty Welder and Precision Assembler
NBBJ Seattle, WA May 2001 to July 2005
Associate
Seattle Hotel Group - Four Seasons - Seattle
Microsoft – Building 36 - Redmond

Callison Architecture Seattle, WA November 1998 to May 2001 Sun Microsystems - San Jose
Langdon Wilson Phoenix, AZ September 1995 to September 1997 Arizona Federal Credit Union - Phoenix
US Federal Couthouse with Richard Meier – Phoenix
Arizona State University Phoenix, AZ September 1996 to September 1997 Adjunct Instructor in The College of Architecture and Environmental Design ADE 120 – Design Fundamentals
SKILLS
CAD Revit, MicroStation, AutoCAD – 2D, 3D modeling
Graphics Adobe Creative Suite: InDesign, Illustrator, Photoshop, Acrobat; basic XHTML and CSS Specifications Writing Full range of project types and scales, CSI CDT certification Fabrication TIG welding – stainless, nickel-based alloys, titanium; aerospace assembly capabilities 128
Item #: 1.1

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.1
MEETING DATE: May 28, 2024
AGENDA TITLE: Approval of the Draft Minutes of the Regular Town Council Meeting of the May 14, 2024
FROM: Serge Avila, Town Clerk
RECOMMENDATION: For Council to consider the approval of the Draft Minutes of the Regular Town Council meeting of May 14, 2024.

ATTACHMENT:

Attachment 1- May 14, 2024 Draft Minutes
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1 San Anselmo Draft Council Minutes
Regular Meeting
Town Council Chambers and via Zoom
Tuesday, May 14, 2024
Call to Order: Optional Pledge of Allegiance
COUNCILMEMBERS PRESENT: Steve Burdo
Eileen Burke, Mayor
Brian Colbert
Alexis Fineman
Tarrell Kullaway
STAFF MEMBERS PRESENT: Dave Donery, Town Manager
Emily Longfellow, Town Attorney
Serge Avila, Town Clerk
Sean Condry, Public Works Director
Jeff Zuba, Finance Director
Scott Schneider, Assistant Public Works Director

Open Time for Public Expression
Gene, San Anselmo representative to the Commission on Aging, invited everyone to the Commission’s May forum titled “What is it Like to Age in Marin?” He discussed recent Commission activities.

Mr. Michael Sexton, Director of Marinresidents.org, thanked the volunteers who walked the Town to obtain signatures on a referendum to place the Rent Stabilization Ordinance on the November ballot.

Steven stated he filed an appeal for a Public Works permit and wanted to know when the hearing would be scheduled.

Ms. Ann Politzer asked the Council to agendize an update on Measure F. She had various questions about Building Bridge 2, the plaza, and plans for flood mitigation.

Mr. Jeff Kroot referred to the passage of Measure F and asked the Council to let residents know what happens now.

Mr. Michael Macintosh discussed the passage of Measure F and its effect on projects and contracts. He discussed impacts of rent control.

Mr. Guy Meyer discussed Creek Park, environmental movements, and the sense of personal responsibility.

Ms. Fran Farmer stated the Council should represent its constituents.

Mr. Todd Greenberg complimented Town Clerk Avila for his professionalism. He discussed the Fourteenth Amendment of the U.S. Constitution regarding Equal Protection with respect to the Rent Stabilization Ordinance.
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2 Ms. Deb London agreed with Mr. Greenberg and discussed the possibility of a recall.

Ms. Teresa Ward asked the Council to extend the boundaries of the Live on the Avenue Event this year.

Ms. Suzanne Saunders, member of the Climate Action Commission, gave some updates on ways to take climate action.

Council requests for future agenda items; Committee liaison reports; questions and comments to staff; miscellaneous items
Councilmember Burdo reported he attended the Ross Valley Fire Department Board meeting; the Central Marin Police Authority (CMPA) Board meeting; the Sip and Stroll Event; the Annual Fundraiser for the North Bay Children’s Center.

Vice Mayor Kullaway reported she attended the Transportation Authority of Marin (TAM) Countywide Transportation Plan Work Group; congratulated Mayor Burke for completing the Jane Fondo Ride; attended the Bicycle and Pedestrian Advisory Committee (BPAC) meeting; the CMPA meeting; the Sip and Stroll Event.

Councilmember Colbert reported he attended the North Bay Children’s Center Event; the Future of the Larkspur Ferry Building Open House; the TAM Countywide Transportation Plan Meeting; the Walk and Bike to School Day; a Marin Transit meeting; the Drew Robinson Story Event; his daughter Leila won the 8th Grade National English Teachers Association Writing Contest! Councilmember Fineman reported she attended the MCE Technical Committee meeting.

Mayor Burke reported she attended the Virtual Housing Conference; a Memorial Park Master Plan meeting; rode in the Jane Fondo Bike Ride; judged the Battle of the Bands; attended the Racial Equity Committee meeting; the Town is seeking volunteers for the General Plan Advisory Committee (GPAC); encouraged everyone to check out the new art installation at the Hub bus stop.

Special Presentation
There are none.

1. Consent Agenda

1.1 Approve the Draft Minutes of the Regular Meeting of Tuesday, April 23, 2024

1.2 Adopt Resolution No. 2024-4540 Approving Senate Bill 1 (SB1) Gas Tax Funding Project List to be Included in the Fiscal Year 2024/25 Budget for Roadway Improvements

1.3 Town of San Anselmo Adopted the 2024/2025 Tax Rates for Municipal Services Tax Resolution No. 2024-4541, Pension Override Tax Resolution No. 2024-4542, Measure G Debt Service Tax Resolution No. 2024-4543, Special Library Services Tax Resolution No. 2024-4544, and Ross Valley Paramedic Authority Tax Resolution No. 2024-4545.

1.4 Approval of Resolution No. 2024-4546 Revising a Statement of Investment Policy for Fiscal Year 2024/25.

1.5 Approved the Report of Checks Issued, April 2024
131
3 Mayor Burke opened the meeting to public comments
Mr. Todd Greenberg referred to item #1.2 and stated there should be details on funding sources for each project. He referred to item #1.3 and stated there should be a discussion about interest rates and a comparison of prior years.

Mr. Michael Mcintosh referred to item #1.2 and stated he would like to see this expanded upon.

Franchise Fee Revenue should be put into road projects.

Mayor Burke closed the meeting to public comments.

M/s, Burdo/Colbert, Motion to approve Consent Calendar item #1.1.

AYES: Burdo, Colbert, Vice Mayor Kullaway, Mayor Burke
ABSTAIN: Fineman
M/s, Colbert/Burdo, Motion to approve Consent Calendar item #1.2, #1.3, #1.4, and #1.5.

AYES: Burdo, Colbert, Fineman, Vice Mayor Kullaway, Mayor Burke Council Business Items

2.1 Approve the 2024 Street Resurfacing and 2024 Slurry Seal Projects and Authorize Staff to Advertise for Construction Bids

Assistant Director Schneider presented a staff report and a PowerPoint presentation. Staff answered questions from the Council regarding the Los Angeles Boulevard delay and the pipeline project; compliance with AB 413 and daylighting around crosswalks; if there had been consideration of a Class IV path on the northbound side of Sunny Hills; the life of a slurry seal vs. repaving; the life span of the different type of speed bumps.

Mayor Burke opened the meeting to public comments.

Ms. Monica Sweet, Redwood Road, stated the resurfacing plan omitted the non-Townmaintained roads. She asked the Council to consider Town acceptance of these roads. This plan could be budgeted on a phased in, long term basis.

Mr. Todd Greenberg asked if there has been a recent pavement study done by a consultant including projected future costs. He noted the Town of San Anselmo does a good job maintaining its roadway.

Ms. Anita Wilson, Sir Francis Drake Boulevard, asked if the Town will be installing a new road after the installation of the new water main on Sir Francis Drake Boulevard.

Mayor Burke closed the meeting to public comments.

Mayor Burke thanked the Public Works Department staff for being road scholars! M/s, Burdo/Kullaway, Motion to approve the 2024 Street Resurfacing and 2024 Slurry Seal Projects and Authorize Staff to Advertise for Construction Bids AYES: Burdo, Colbert, Fineman, Vice Mayor Kullaway, Mayor Burke

2.2 Direct Staff to Prepare a Ballot Measure to Allow for Appointment of Town Clerk and Town Treasurer
132
4 Town Clerk Avila presented a staff report. Staff answered questions from the Council regarding the difference between the Town Clerk and Town Treasurer positions vs. the Deputy Town Clerk and Finance Director positions; if they could expand the recruitment for these positions to outside of the Town limits; how many jurisdictions have an elected component to these positions; if the Council took no action would the default be the status quo; the duties of the Town Clerk and Town Treasurer.

Mayor Burke opened the meeting to public comments.

Mr. Michael Macintosh stated it is a wonderful opportunity for residents to vote for these positions. It fosters diversity.

Mr. Todd Greenberg had questions about the legal duties and responsibilities of the elected Town Clerk. Preference should be given to those who are best qualified and then in order of proximity.

Mr. Jeff Kroot stated the proposal is a bad idea and is contemptuous to the voters of San Anselmo.

Mr. Jim Houston agreed with Mr. Kroot- the Town should strive to keep the public involved.

Mayor Burke closed the meeting to public comments.

Councilmember Fineman stated the Council does not have the authority to eliminate these positions and she is in favor of putting it on the ballot. She is neutral on the positions.

Councilmember Colbert stated the elected positions are, for the most part, ceremonial- the heavy lifting is done by staff. He is in favor of letting the public decide.

Councilmember Burdo stated perhaps they should wait until the current terms expire and see if there is interest in those positions.

Vice Mayor Kullaway stated she is fine with the staff recommendation.

Mayor Burke did not see a reason to make a change to appointments only. She noted the ceremonial nature of these positions could change in the future depending on finances. The Council has the ability to make appointments if nobody chooses to run.

M/s, Colbert/Kullaway, Motion to approve direction to Staff to Prepare a Ballot Measure to Allow for Appointment of Town Clerk and Town Treasurer.

AYES: Colbert, Vice Mayor Kullaway
NOES: Burdo, Fineman, Mayor Burke
Mayor Burke stated the motion failed.

The Council took a 5-minute break at 7:40 p.m.

The Council reconvened in the Council Chambers at 7:46 p.m. Mayor Burke announced that there is a technical problem- the meeting is being recorded but the Internet is down. Zoom participation is not available. The following agenda item is just a discussion so they will proceed.

Public Hearings
133
5 2.3. Discussion on Just Cause Eviction Regulations and Relocation Benefits Town Manager Donery and Finance Director Zuba presented a staff report and a PowerPoint presentation. Staff answered questions from the Council regarding the baseline with respect to No Fault provisions; Ellis Act provisions; the Tenant Protection Act; what would happen if seismic upgrades needed to be done to an apartment; if the Berkeley Rent Control Board or the Democratic Socialists of America (DSA) had any hand in crafting these policies.

Mayor Burke opened the meeting to public comments.

Ms. Allison Double, Ms. Lisa Robecheck, Ms. Wendy Todd, Mr. Kurt Reese, and Ed, spoke in favor of Just Cause Eviction Regulations.

Mr. Michael Sexton, Mr. Jim Houston, Mr. Jeff Kroot, Mr. John Rushworth, Katie, Ann, Steve, Mr. Todd Greenberg, Mr. Michael Macintosh, Ms. Debra London, Retired Ross Valley Fire Department Captain Tim Ecke, Anita, and Margaret, spoke in opposition to Just Cause Eviction Regulations
Ms. Janet Welton stated the Supreme Court is overturning rent control attempts.

Mr. Kroot, Ann, an individual, and Mr. Victor Turkin, stated this issue should be on the November ballot.

Mayor Burke closed the meeting to public comments.

Councilmember Burdo stated he wanted to find the “sweet spot” in terms of the Rent Stabilization Policy but it is being brought to the ballot. It would be prudent to put the Just Cause Eviction issue also on the November ballot.

Vice Mayor Kullaway clarified that the Rent Stabilization Ordinance applies to three units or more. She is not prepared to include one or two rental units in the Just Cause Eviction provisions. She would like to see this issue on the ballot.

Councilmember Burdo referred to the Compensation for No Fault Eviction provision and stated it should be three months of the current rental amount (not fair market value). He referred to the Short Term Relocation provision and stated he favored a range of $150 to $200. The Applicability provision should be three units or more.

Councilmember Fineman stated the Applicability provision should match the Rent Control provision. She referred to the Enactment issue and stated it should go on the ballot. She struggles with the Short-Term Relocation provision but thought there should be a deduction from the rent. The Right to Return provision will not have a significant impact and thought it was a loophole for the larger scale issues. She supported three months for the Compensation for No Fault Evictions provision and a longer time frame for noticing.

Councilmember Colbert stated the Tenant Protection Act (AB 1492) and the Ellis Act strike a good balance. They need to be mindful of the burdens and costs to small landlords. He is not sure why the Council is pursuing this matter given the recent signature gathering campaign.

Mayor Burke stated she has not heard that there is a problem with evictions in San Anselmo and she is not sure why they are taking on this issue. She would like to wait to consider this issue until after the referendum is decided in November. Compensation for a No Fault Eviction should be one month’s rent. Moving expenses should not be paid by the landlord. The rent should be pro-rated in the event of a Short Term Relocation. She referred to the Applicability 134
6 provision and stated it should apply to everything. She is not convinced there is a need for this but if they do anything they should put it on the ballot.

Vice Mayor Kullaway stated she would favor five years for the Right to Return provision, two months for the Compensation for No-Fault Eviction, and $180 and more notice for Short-Term Relocation.

Vice Mayor Kullaway, Councilmember Fineman, and Councilmember Burdo supported five years for the Right to Return at the rate at departure plus applicable increases based on the rent cap. The tenant must have lived in the unit for a period of at least twelve months.

Councilmember Fineman referred to the Compensation for No-Fault Eviction and supported two months if a 120-day notice or more is provided and three months if there is less than a 120-day notice. There should be no differentiation in the type of residence.

Town Manager Donery stated staff will submit a Draft Ordinance to the Council at the next meeting with the first reading occurring at the June 11th meeting. This will give them enough time to get it on the ballot.

The meeting was adjourned at 10:41 p.m.

Respectfully submitted,
Toni DeFrancis,
Recording Secretary
135
Item #: 1.2

STAFF REPORT
TOWN OF SAN ANSELMO Item #:1.2
MEETING DATE: May 28, 2024
AGENDA TITLE: Proclamation Declaring the First Friday in June to be National Gun Violence Awareness Day
FROM: Serge Avila, Town Clerk

RECOMMENDATION
Staff recommends that the Town Council adopt a proclamation declaring the first Friday in June, June 7, 2024, to be National Gun Violence Awareness Day.

BACKGROUND/DISCUSSION
A request was received from local residents who participate in Moms Demand Action to consider adopting a Proclamation in support of Gun Violence Awareness Day. Gun Violence Awareness Day is observed on the first Friday in June, which is June 7, 2024.

The intent of the Proclamation is to honor and remember all victims and survivors of gun violence and to declare that we as a country must do more to end this public health crisis.

All Marin cities and towns have been encouraged to support the effort to raise awareness by issuing a Proclamation.

Additionally, the Marin County Office of Education’s (MCOE) Gun Safety webpage has a robust list of materials and outreach regarding gun safety that include letters in English and Spanish to Parents and Guardians regarding Gun Safety at Home and MCOE Resolution- Gun Control/Safety on Campus.

FISCAL IMPACT
None.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
This activity is not defined as a project under CEQA (Section 15378 CEQA Guidelines).

ATTACHMENTS
1) Draft Proclamation
136
Item # 1.2- Attachment 1
Item # 1.2- Attachment 1

PROCLAMATION
The Town of San Anselmo is pleased to
DECLARE THE FIRST FRIDAY IN JUNE 2024 TO BE

NATIONAL GUN VIOLENCE AWARENESS DAY
This proclamation declares the first Friday in June 2024 to be National Gun Violence Awareness Day in the Town of San Anselmo to honor and remember all victims and survivors of gun violence and to declare that we as a country must do more to end this public health crisis.

WHEREAS, every day, more than 120 Americans are killed by gun violence and more than 200 are shot and wounded, with an average of more than 18,000 gun homicides every year; and
WHEREAS, Americans are 26 times more likely to die by gun homicide than people in other high income countries; and
WHEREAS, California has 3,253 gun deaths every year, with a rate of 8.1 deaths per 100,000 people, a crisis that costs the state $41.9 billion each year, of which $1.1 billion is paid by taxpayers. California has the 45th highest rate of gun deaths in the US; and WHEREAS, gun homicides and assaults are concentrated in cities, with more than half of all firearm related gun deaths in the nation occurring in 127 cities; and WHEREAS, cities and towns across the nation, including San Anselmo, are working to end the senseless violence with evidence-based solutions; and
WHEREAS, protecting public safety in the communities they serve is a mayor’s highest responsibility; and
WHEREAS, support for the Second Amendment rights of law-abiding citizens goes hand-inhand with keeping guns away from people with dangerous histories; and WHEREAS, mayors and law enforcement officers —in partnership with local violence intervention activists and resources —know their communities best, are the most familiar with local criminal activity and how to address it, and are best positioned to understand how to keep their citizens safe; and
WHEREAS, gun violence prevention is more important than ever as we see an increase in firearm homicides, and nonfatal shootings across the country, increased calls to domestic violence hotlines, and an increase in city gun violence; and WHEREAS, in January 2013, Hadiya Pendleton was tragically shot and killed at age 15; and on June 7, 2024, to recognize the 27th birthday of Hadiya Pendleton (born: June 2, 1997), people across the United States will recognize National Gun Violence Awareness Day and 137
Item # 1.2- Attachment 1
Item # 1.2- Attachment 1
wear orange in tribute to – (1) Hadiya Pendleton and other victims of gun violence; and (2) the loved ones of those victims; and
WHEREAS, the idea was inspired by a group of Hadiya’s friends, who asked their classmates to commemorate her life by wearing orange; they chose this color because hunters wear orange to announce themselves to other hunters when out in the woods, and orange is a color that symbolizes the value of human life; and
WHEREAS, anyone can join this campaign by pledging to wear orange on June 7th, the first Friday in June in 2024, to help raise awareness about gun violence; and WHEREAS, by wearing orange on June 7, 2024, Americans will raise awareness about gun violence and honor the lives of gun violence victims and survivors; and WHEREAS, the Town Council of the Town of San Anselmo renews its commitment to reduce gun violence and pledge to do all we can to keep firearms out of the hands of people who should not have access to them, and encourage responsible gun ownership to help keep our families and communities safe.

NOW, THEREFORE, I, Eileen Burke, Mayor of The Town of San Anselmo, do hereby Proclaim The First Friday In June, June 7, 2024, To Be:

NATIONAL GUN VIOLENCE AWARENESS DAY
in the Town of San Anselmo. I encourage all citizens to support their local communities’ efforts to prevent the tragic effects of gun violence and to honor and value human lives. _______________________________________
Eileen Burke, Mayor
138
Item #: 1.3

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.3
MEETING DATE: May 28, 2024
AGENDA TITLE: Consider Adopting a Resolution Declaring June 2024 LGBTQ Pride Month and Directing Staff to Fly the
Rainbow Flag Throughout the Month of June at Town
Hall
RECOMMENDATION: Adopt a Resolution Declaring June 2024 LGBTQ Pride Month and Directing Staff to Fly the Rainbow Flag Throughout June at Town Hall

BACKGROUND
Pride Month is an annual month-long celebration of the LGBTQ community, currently observed in the month of June. The purpose of the commemorative month is to recognize the impact that lesbian, gay, bisexual, transgender, and questioning (LGBTQ) individuals have had on local, national, and international history.

At the June 8, 2021 Town Council meeting, the Town Council directed staff to bring forth, on an annual basis, an agenda item that would allow the Town of San Anselmo to further show support the LGBTQ community for Pride Month by flying the Rainbow Flag during the month of June.

DISCUSSION/ANALYSIS
Under the government speech doctrine, the Town may advance its own speech without requiring viewpoint neutrality when the government itself is the speaker, so long as the Town does not show religious preference, encourage a certain vote in an election or otherwise violate the law.

This request originated from a Councilmember was supported by the full Council, and not by a third-party request. Staff has determined that the flying of the Rainbow Flag on a Town Hall flagpole would be considered government speech and is consistent with the flagpole policy approved by Resolution No. 4392. Staff therefore seeks Council approval to fly the Pride Flag for the full length of Pride Month in 2024. 139
Item #: 1.3

FISCAL IMPACT
None

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 environment. (Cal. Pub. Res. Code § 21065).

ATTACHMENTS
Attachment 1- Draft Resolution
140
Item 1.3- Attachment 1
Item 1.3- Attachment 1
RESOLUTION NO. XXXX

RESOLUTION OF THE SAN ANSELMO TOWN COUNCIL

DECLARING JUNE LGBTQ PRIDE MONTH AND DIRECTING STAFF TO FLY THE

RAINBOW FLAG THROUGHOUT THE MONTH OF JUNE AT TOWN HALL
WHEREAS, the Town of San Anselmo (“Town”) has a diverse Lesbian, Gay, Bisexual, Transgender, and Questioning (LGBTQ) community and is committed to supporting visibility, dignity, and equity for all people in the community; and WHEREAS, many of the residents, students, employees, and business owners within the Town who contribute to the enrichment of our Town are part of the LGBTQ community; and WHEREAS, June has become a symbolic month in which LGBTQ persons, and supporters, come together in various celebrations of pride; and WHEREAS, cities across the United States recognize and celebrate June as LGBTQ Pride month; and
WHEREAS, the Town Council believes it remains important to communicate its support for inclusivity, equality and respect in our Town, and desires to recognize and celebrate June as LGBTQ Pride month; and
WHEREAS, the Town strives to be a place where all residents and visitors feel accepted and welcome; and
WHEREAS, the Rainbow Flag, also known as the LGBTQ Pride Flag or Gay Pride Flag, has been used since the 1970s as a symbol of LGBTQ pride and social movements; and WHEREAS, flying the Town’s Rainbow Pride Flag at Town Hall throughout the month of June further symbolizes San Anselmo’s official recognition of June as LGBTQ Pride month, reflects the Town of San Anselmo’s viewpoint, and symbolizes the Town’s celebration of diversity and support for the LGBTQ community; and
WHEREAS, under the government speech doctrine, the Town may advance its own speech without requiring viewpoint neutrality when the government itself is the speaker, so long as the Town does not show religious preference, encourage a certain vote in an election or otherwise violate the law; and
WHEREAS, this request originated from a request made by a seated Councilmember, and 141
Item 1.3- Attachment 1
Item 1.3- Attachment 1
was subsequently supported by the full Council, and is consistent with the Town’s flagpole policy.

NOW, THEREFORE, the Town Council does resolve as follows:

Section 1.

The Town Council hereby declares the month of June as LGBTQ Pride Month in the Town of San Anselmo and directs staff to fly the Rainbow Pride Flag on a flagpole at Town Hall throughout the month of June.

Section 2.

This resolution shall take effect immediately upon its adoption.

RESOLUTION PASSED AND ADOPTED, at the regular meeting of the San Anselmo Town Council on the 28th day of May, 2024, by the following vote:

AYES: Councilmember:

NOES: Councilmember:

ABSENT: Councilmember:

ABSTAIN: Councilmember:

____________________________

EILEEN BURKE
MAYOR
ATTEST:
________________________

SERGE AVILA

TOWN CLERK
142
Item #: 1.4

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.4
MEETING DATE: May 28, 2024
AGENDA TITLE: Recreation Fund Financial Report
FROM: Dannielle Mauk, Director of Community Services
RECOMMENDATION: That Council review the Recreation Fund revenue and expenditure report for the period ending April 30, 2024.

BACKGROUND
The Recreation Department offers a wide variety of fee-based programs throughout the fiscal year including sports programs and leagues, youth, and adult classes, childcare and camps. Additional revenue is generated through facility rentals and administrative fees.

DISCUSSION/ANALYSIS
As of April 30, 2024, 83% of the fiscal year has elapsed and the Recreation Fund is listed at 98% of projected revenues and 76% of projected expenditures.

In past years, revenue was deposited when customers registered. Our new Civic Rec software automatically defers the revenue deposit until the date of service. This makes it difficult to make a true comparison with previous years. We also included $300,000 for much needed capital project improvement projects to our program areas, which will be reflected in the expenditures for May and June. This is reflected in the unbalanced budget.

Enrollment for recreation programs is strong. Families are enjoying our programs, and we are working on adding additional programs. Enrollment will be reflected in both the increased revenues and expenditures each month.

For historical comparison purposes, staff has developed the following table:

FY Revenue Expenditures Rev Over/(Under) Exp
Budget Actual % Budget Actual % $$ %
2023-24 1,984,971 2,032,473 98% 2,284,971 1,738,295 76% 294,178 14% 143
Item #: 1.4
2022-23 1,875,414 2,004,119 107% 1,848,926 1,452,852 79% 551,267 29% 2021-22 1,348,625 2,008,546 151% 1,507,369 1,353,330 90% 655,215 49% 2020-21 1,408,125 1,167,971 83% 1,550,947 971,927 63% 196,044 14% 2019-20 1,627,269 1,532,430 94% 1,676,763 1,331,058 79% 201,372 12% 2018-19 1,510,604 1,705,548 113% 1,591,144 1.197,255 75% 508,293 33.6% 2017-18 1,514,000 1,525,943 101% 1,644,385 1,165,219 71% 360,724 23.8% 2016-17 1,384,325 1,511,848 109% 1,500,570 1,150,885 77% 360,963 26.1% 2015-16 1,246,689 1,396,884 113% 1,356.689 1,180,348 87% 216,536 17.5%

ATTACHMENT
Revenue & Expenditure Report FY 2023-24: Recreation Fund as of 4/30/2024. 144
145
146
Item #: 1.5

STAFF REPORT
TOWN OF SAN ANSELMO Item #:1.5
MEETING DATE: May 28, 2024
AGENDA TITLE: Revenue and Expenditure Reports, April 2024 FROM: Jeff Zuba, Finance & Admin Services Director
RECOMMENDATION: That Town Council consider approving the monthly year-todate Revenue and Expenditure Reports and corresponding activity for the period ending through April 30, 2024.

SUMMARY
Every reporting period end, the Town of San Anselmo presents to the Town Council its operations as shown on the Revenue and Expenditure reports for discussion and approval.

BACKGROUND
The Revenue and Expenditure reports are year-to-date summaries of revenues and expenditures from the Town’s financial system (‘Tyler Incode’) for both the current as well as the prior corresponding fiscal year. These reports include the General Fund’s operations given most of the Town-level operational activities are processed through the General Fund either directly or indirectly. This approval is to be obtained once a month within the fiscal year.

DISCUSSION/ANALYSIS
The revenue and expenditure data through April 30, 2024, is a compilation of all operating activity that is year-to-date for the current and prior fiscal year. These reports are sourced directly from the Town’s financial system, of which a corresponding analysis has been performed identifying the key trends the Town Council should take note of.

Revenues
Overall, through the April 2024 reporting period end, the Town’s General Fund revenue has increased its base relative to the prior year by $0.981M. A majority of the Town’s revenue is collected at specific times.
147
Item #: 1.5
As shown above, the Town’s overall revenue base increased by $0.981M as its  Property Taxes - The Town receives disbursements from the County of Marin for property taxes in December, April, and June. A portion of the increase compared to the prior period of $0.186M is due to a timing delay in the County of Marin issuing the 2022-2023 excess Education Revenue Augmentation Fund (ERAF) payment to the Town. This payment is normally received in August however it was received in October. That is outside of 60 days of year-end, so it was not recorded back into 2022-23. The remaining increase of $0.690M is due to the

5.5% growth in assessed and net taxable value the Town experienced in 2023-

24.  Sales Tax decreased by $0.123M compared to the prior period due to a decrease in consumer activity and the costs of goods. The Town receives disbursements monthly from the State for Sales Tax.
 Franchise Taxes increased by $0.106M due to rate increases by the respective provider and/or consumer activity.
 License & Permits decreased by $0.069M compared to the prior period due to declining construction activity around the Town and the timing of business license collections.
 Intergovernmental increased by $0.065M compared to the prior period due to the timing of collections for Prop 172 .5% sales tax and grants related to the Housing Element.

As far as the other revenue streams, these changes either decreased or remained flat year-over-year resulting in an immaterial change.

Expenditures
Overall, through the April 2024 reporting period end, the Town’s General Fund expenditures have increased by $1.570M compared to the prior year. This is primarily from increases in compensation, outside services, debt service, and other expenditures.

All other activity is either flat year-over-year or nets correspondingly to an immaterial change—all of which are within management’s expectations.

Category APR YTD FY24 APR YTD FY23 $ Change % Change
Property Tax 15,789,488.94 14,912,987.46 876,501.48 5.88% Sales Tax 1,001,184.41 1,123,747.68 (122,563.27) -10.91% Property Transfer Tax 79,863.54 57,405.24 22,458.30 39.12% Franchise Taxes 684,671.84 578,653.78 106,018.06 18.32% Licenses & Permits 1,039,236.79 1,108,401.33 (69,164.54) -6.24% Fines 87,894.35 59,084.73 28,809.62 48.76%
Cash & Investment Interest 67,228.08 51,791.34 15,436.74 29.81% Intergovernmental 281,508.33 216,177.02 65,331.31 30.22% Other Fees 293,980.68 251,631.31 42,349.37 16.83%
Transfers In 272,002.61 256,039.25 15,963.36 6.23%
Total 19,597,059.57 18,615,919.14 981,140.43 5.27%
148
Item #: 1.5
As shown above, the Town’s expenditures base overall increased by $1.570M of which is driven by compensation, outside services, debt service, and other expenditures:
 Compensation (Salaries & Wages and Benefits) increased by $0.488M compared to the prior fiscal year primarily due to the 4.5% cost of living adjustment effective July 1, 2023, filling of open positions, step adjustments, and an increase in health insurance premiums.
 Outside Services increased by $0.500M compared to the previous fiscal year due to payments for Public Safety JPA’s and construction project activity, specifically Memorial Park Parking Lot.
 Maintenance increased by $0.191M compared to the previous fiscal year due to unscheduled repairs/maintenance at the Town’s fire stations, Town Hall, and resources needed for upkeep of the medians.
 Supplies increased by $0.088M compared to the previous fiscal due to supplies/materials needed for traffic safety and the care of the Memorial Park field.
 Debt Service increased by $0.092M compared to the previous fiscal year due to the repayment of the 2021 Pension Obligation Bonds noted above. The bond payments are due in August and February.
 Other Expenditures increased by $0.193M compared to the previous fiscal year due to the increase in insurance premiums for property, liability, and cyber security as well as a slight increase in internal service charges for technology and building maintenance.
 Transfers Out decreased by $0.039M compared to the prior fiscal year due to the municipal lease on Fire Station 19 ending in the previous fiscal year and no transfer being made to that fund ($0.158M) offset by a transfer in into the information technology fund of $0.075M to help cover costs related to continued work on network upgrades and equipment replacement.

As far as the other expenditure streams, these changes either slightly changed or remained flat year-over-year resulting in an immaterial change. All other changes are taken together overall immaterial for further discussion and are expected given the Town’s operations.

FISCAL IMPACT
None
Category APR YTD FY24 APR YTD FY23 $ Change % Change
Compensation 3,439,941.25 2,981,502.38 458,438.87 15.38% Retirement 242,999.33 198,508.85 44,490.48 22.41%
Training 33,469.75 38,814.68 (5,344.93) -13.77%
Outside Services 10,720,780.01 10,221,221.92 499,558.09 4.89% Maintenance 224,117.77 32,714.80 191,402.97 585.07%
Utilities 67,908.73 21,313.45 46,595.28 218.62%
Supplies 210,987.61 122,297.65 88,689.96 72.52%
Debt Service 585,985.00 494,248.63 91,736.37 18.56%
Other Expenditure 1,325,788.73 1,131,972.50 193,816.23 17.12% Transfers Out 774,500.00 813,517.00 (39,017.00) -4.80%
Total 17,626,478.18 16,056,111.86 1,570,366.32 9.78%
149
Item #: 1.5

GENERAL PLAN CONSISTENCY
Not applicable

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The Council’s discussion and approval of this report 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 environment. (Cal. Pub. Res. Code § 21065).

ATTACHMENTS
Attachment #1: General Fund Revenue and Expenditure Report by subcategory, April 2024
Attachment #2: Expenditure Report by department, April 2024 150
Town of San Anselmo
2023-2024 Rev & Exp Report
as of 04/30/2024
2022-2023
Revised
Budget
2022-2023
Audited
Actuals
2022-2023
YTD Actuals
% of
Audited
Actuals
2023-2024
Adopted
Budget
2023-2024
Revised
Budget
2023-2024
YTD Actuals
% of
Actual /
Budget
Fund: 01 - GENERAL FUND
Revenue
400 - PROPERTY TAX GENERAL 9,030,734.00 9,316,564.27 8,774,746.24 94.18 % 9,609,527.00 9,609,527.00 9,230,994.37 96.06 % 401 - PENSION 2,592,646.00 2,913,414.27 2,729,522.37 93.69 % 2,756,290.00 2,756,290.00 2,851,997.75 103.47 % 402 - PROPERTY TAX OTHER 3,760,449.00 3,537,673.91 3,476,124.09 98.26 % 3,875,006.00 4,097,971.00 3,786,360.36 92.40 % 410 - OTHER TAXES 1,610,000.00 1,579,452.60 1,123,747.68 71.15 % 1,545,000.00 1,503,000.00 1,001,184.41 66.61 % 411 - FRANCHISE TAXES 775,000.00 900,545.14 578,653.78 64.26 % 848,000.00 848,000.00 684,671.84 80.74 % 420 - BUSINESS LICENSE 260,000.00 299,090.84 261,881.20 87.56 % 290,000.00 290,000.00 238,481.94 82.24 % 421 - PARKING 24,500.00 2,080.10 1,732.81 83.30 % 0.00 0.00 0.00 0.00 % 422 - CONSTRUCTION 1,075,000.00 1,074,971.84 844,787.32 78.59 % 1,016,000.00 1,141,000.00 800,754.85 70.18 % 430 - VEHICLE CODE 10,000.00 10,268.23 4,807.91 46.82 % 10,000.00 10,000.00 3,217.65 32.18 % 431 - LIBRARY 0.00 4,050.62 3,564.99 88.01 % 1,250.00 1,250.00 2,234.53 178.76 % 432 - PARKING 50,000.00 73,714.66 50,711.83 68.79 % 115,000.00 115,000.00 82,442.17 71.69 % 440 - USE OF MONEY AND PROPERTY 70,000.00 121,574.14 51,791.34 42.60 % 75,000.00 100,000.00 67,228.08 67.23 % 450 - STATE REVENUE 127,500.00 185,570.89 150,177.02 80.93 % 137,500.00 297,500.00 281,508.33 94.62 % 460 - FEDERAL REVENUE 0.00 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % 470 - LOCAL AGENCY REVENUE 0.00 66,000.00 66,000.00 100.00 % 0.00 0.00 0.00 0.00 % 480 - FEES FOR SERVICES 171,000.00 151,507.01 132,551.41 87.49 % 178,250.00 178,250.00 143,739.69 80.64 % 490 - MISCELLANEOUS REVENUE 100,070.00 162,016.07 119,079.90 73.50 % 102,772.00 102,772.00 150,240.99 146.19 % 519 - TRANSFERS IN 384,447.00 356,096.38 256,039.25 71.90 % 384,030.00 384,030.00 272,002.61 70.83 % 520 - SOURCE OF PROCEEDS 0.00 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % Total Revenue: 20,041,346.00 20,754,590.97 18,625,919.14 89.74 % 20,943,625.00 21,434,590.00 19,597,059.57 91.43 % Expense
600 - SALARIES AND WAGES 3,072,145.00 2,837,609.24 2,351,568.54 82.87 % 3,336,127.00 3,336,127.00 2,717,713.44 81.46 % 601 - RETIREMENT 535,751.00 240,972.70 198,508.85 82.38 % 561,590.00 561,590.00 242,999.33 43.27 % 602 - EMPLOYEE BENEFITS 884,105.50 634,244.72 553,772.11 87.31 % 890,116.00 890,116.00 648,324.17 72.84 % 604 - RETIREE BENEFITS 156,390.00 156,390.00 76,161.73 48.70 % 164,779.00 164,779.00 73,903.64 44.85 % 610 - TRAINING 43,200.00 54,360.77 38,814.68 71.40 % 55,750.00 55,750.00 33,469.75 60.04 % 611 - OUTSIDE SERVICES 12,461,732.37 12,342,729.85 10,221,221.92 82.81 % 12,885,864.00 13,506,864.00 10,720,780.01 79.37 % 613 - PUBLICATION / DUES 15,845.50 9,189.26 21,048.42 229.05 % 25,272.00 25,272.00 16,412.98 64.95 % 614 - MAINTENANCE 21,792.50 26,704.73 18,727.19 70.13 % 83,235.00 123,235.00 90,675.18 73.58 % 615 - BUILDING MAINTENANCE 98,643.00 64,029.70 8,619.40 13.46 % 50,000.00 50,000.00 116,056.49 232.11 % 616 - VEHICLE MAINTENANCE 6,515.00 14,686.62 5,368.21 36.55 % 2,000.00 2,000.00 17,386.10 869.31 % 617 - UTILITIES 0.00 43,034.42 21,313.45 49.53 % 0.00 0.00 67,908.73 0.00 % 618 - HIRING 1,000.00 4,279.64 4,163.64 97.29 % 1,000.00 1,000.00 2,526.83 252.68 % 619 - MISCELLANEOUS 19,000.00 11,208.45 8,305.95 74.10 % 50,000.00 50,000.00 36,125.00 72.25 % 620 - OFFICE SUPPLIES 36,665.00 25,478.83 17,196.06 67.49 % 0.00 0.00 19,289.69 0.00 % 622 - DEPARTMENT SUPPLIES 46,355.00 131,368.48 88,212.39 67.15 % 152,450.00 202,450.00 164,422.76 81.22 % 623 - BOOKS / MAGAZINES / VIDEOS 24,074.00 22,973.10 16,889.20 73.52 % 27,500.00 27,500.00 27,275.16 99.18 % 629 - MISCELLANEOUS 1,185,641.00 1,212,247.26 1,098,322.19 90.60 % 1,371,875.00 1,371,875.00 1,270,380.55 92.60 % 630 - EQUIPMENT 0.00 132.30 132.30 100.00 % 500.00 500.00 343.37 68.67 % 631 - CAPITAL OUTLAY - CONSTRUCTION 0.00 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % 640 - PRINCIPAL 285,000.00 285,000.00 285,000.00 100.00 % 410,000.00 410,000.00 410,000.00 100.00 % 641 - INTEREST 248,976.00 209,248.63 209,248.63 100.00 % 176,067.00 176,067.00 175,985.33 99.95 % 670 - TRANSFERS OUT 1,503,517.00 1,503,517.00 813,517.00 54.11 % 699,500.00 774,500.00 699,500.00 90.32 % Total Expense: 20,646,347.87 19,829,405.70 16,056,111.86 80.97 % 20,943,625.00 21,729,625.00 17,551,478.51 80.77 % Total Fund: 01 - GENERAL FUND: -605,001.87 925,185.27 2,569,807.28 0.00 -295,035.00 2,045,581.06 Report Total: -605,001.87 925,185.27 2,569,807.28 0.00 -295,035.00 2,045,581.06 ITEM 1.5 - Attachment 1 ITEM 1.5 - Attachment 1
151
Town of San Anselmo
2023-2024 Rev & Exp Report
as of 04/30/2024
2022-2023
Revised
Budget
2022-2023
Audited
Actuals
2022-2023
YTD Actuals
% of
Audited
Actuals
2023-2024
Adopted
Budget
2023-2024
Revised
Budget
2023-2024
YTD Actuals
% of
Actual /
Budget
Fund: 01 - GENERAL FUND
Expense
00 - UNDESIGNATED 1,503,517.00 1,503,517.00 813,517.00 54.11 % 699,500.00 774,500.00 774,500.00 100.00% 11 - TOWN COUNCIL 101,030.00 71,934.21 64,619.69 89.83 % 63,255.00 63,255.00 28,873.40 45.65 % 12 - ADMINISTRATION 1,450,835.00 1,312,278.74 1,100,198.07 83.84 % 1,566,544.00 1,566,544.00 1,270,290.33 81.09 % 16 - LEGAL SERVICES 385,000.00 300,254.80 223,856.80 74.56 % 425,000.00 425,000.00 198,750.50 46.76 % 18 - PLANNING 958,759.00 721,747.55 587,471.61 81.40 % 1,053,901.00 1,053,901.00 714,156.67 67.76 % 21 - NON-DEPARTMENTAL 1,414,224.50 1,096,425.45 1,002,988.59 91.48 % 1,654,808.00 2,120,808.00 1,551,752.89 73.17 % 30 - POLICE 4,938,129.00 4,938,129.00 4,115,107.50 83.33 % 5,184,636.00 5,184,636.00 4,336,994.20 83.65 % 32 - ROSS VALLEY FIRE SERVICE 4,869,951.00 4,829,687.31 3,992,217.80 82.66 % 5,088,722.00 5,088,722.00 4,229,208.85 83.11 % 40 - DEBT SERVICE 530,476.00 495,548.63 495,548.63 100.00 % 587,567.00 587,567.00 587,285.33 99.95 % 41 - ENGINEERING AND INSPECTION 1,760,519.00 1,502,810.96 1,203,759.59 80.10 % 1,684,804.00 1,809,804.00 1,350,368.44 74.61 % 42 - STREETS 1,078,724.00 1,231,798.00 997,809.65 81.00 % 1,145,909.00 1,185,909.00 996,123.95 84.00 % 71 - LIBRARY 781,632.87 792,973.27 666,219.36 84.02 % 847,839.00 847,839.00 736,574.68 86.88 % 81 - PARKS 579,146.00 737,234.96 548,163.32 74.35 % 614,458.00 694,458.00 603,403.58 86.89 % 82 - RECREATION/GENERAL FUND 294,404.50 295,065.82 244,634.25 82.91 % 326,682.00 326,682.00 248,195.69 75.97 % Total Expense: 20,646,347.87 19,829,405.70 16,056,111.86 80.97 % 20,943,625.00 21,729,625.00 17,626,478.51 81.12% Total Fund: 01 - GENERAL FUND: 20,646,347.87 19,829,405.70 16,056,111.86 80.97 % 20,943,625.00 21,729,625.00 17,626,478.51 81.12% Report Total: 20,646,347.87 19,829,405.70 16,056,111.86 80.97 % 20,943,625.00 21,729,625.00 17,626,478.51 81.12% ITEM 1 .5 - Attachment 2
ITEM 1.5 - Attachment 2
152
Item #: 1.6

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.6
MEETING DATE: MAY 28, 2024
AGENDA TITLE: “MEASURE A” PARKS TAX ALLOCATION
FROM: DANNIELLE MAUK, COMMUNITY SERVICES DIRECTOR

JEFF ZUBA, FINANCE & ADMINISTRATIVE SERVICES

DIRECTOR
RECOMMENDATION: That Council approve the 2024/25 Work Plan for the Town’s allotment of Measure A funds.

BACKGROUND
Since 2013, when Measure A was first enacted countywide, the Town Council has developed an annual Work Plan which defined the allocation of the Town’s annual Measure A funding allocation.
2013/14 Allocation
In November of 2013, the Town Council voted to allocate 100% of the 2013/14 Measure A funds allotted to San Anselmo, which was estimated to be in the amount of $35,897, towards the purchase of the Sky Ranch property in Fairfax and San Anselmo to be used as open space lands. The 2013/14 Measure A funds ended up exceeding the County’s estimates by $12,175, for a total of $ 48,072. These additional funds were deposited into the Town’s Measure A account for a future designation.

At that time, Council directed staff to engage both the Open Space Committee and the Parks and Recreation Commission in the creation of Measure A recommendations for consideration by the Town Council.
2014/15 Allocation
At the Council Meeting held on May 13, 2014, the Council was presented with options from both the Parks & Recreation Commission and Open Space Committee for use of the 2014 Measure A funds. These recommendations included committing 100% of the 153
Item #: 1.6
2014/15 allocation towards future improvements at Memorial Park. This recommendation took into consideration the fact that 100% of the 2013/14 allocation went towards the Sky Ranch acquisition. The second recommendation was that 90% be allocated towards Memorial Park and 10% be allocated to the Open Space Fund.

At the May 27, 2014, Town Council meeting, after a lengthy discussion, the Council decided by a 3 to 2 vote to allocate $55,494 towards the purchase of the Sky Ranch property, and to allocate $66,794 towards future improvements at Memorial Park.

In 2015/16 the Town Council approved the recommendation that the 2015/16 Measure A funds be split, designating 70% towards Memorial Park improvements and 30% towards the Open Space Fund. This recommendation has been renewed each year through FY 2023/2024.

DISCUSSION/ANALYSIS
During the annual work plan discussion in spring of 2023, the Town Council requested that staff bring forward options for a potential new methodology for the Town’s allotment of Measure A funds. There was a discussion about allowing the 70% allocation for Memorial Park to be available for use for all Town parks and not just Memorial Park. At the April 23, 2024, Town Council meeting, Council directed staff to continue to allocate Measure A funds designating 70% towards Memorial Park improvements and 30% towards the Open Space Fund.

FISCAL IMPACT
The FY 2024/25 estimates provided by the County of Marin are $117,485, this would represent $82,240 for the Memorial Park Fund and $35,245 for the Open Space Fund.

GENERAL PLAN CONSISTENCY
The Council’s discussion and approval of this report 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 environment. (Cal. Pub. Res. Code § 21065).

ATTACHMENT:

FY 2024/25 Work Plan
154

Work Plan
Measure A City, Town, and Applicable Special District Program Proposed Expenditure of Measure A Funds for Fiscal Year 2024-25 Timely and accurate completion of this report is a condition of receiving Measure A funds.

Instructions:
• This work plan must be completed by an authorized representative of the recipient. • Please complete and submit this work plan to Kevin Wright, Marin County Parks Government and External Affairs Manager ([email protected]), by July 1
st
, 2024.
• Contact Mr. Wright by e-mail ([email protected]) or phone (415) 497-3553 if you have any questions, or if you have suggestions to improve this form.
• Marin County Parks will review this plan within one month of its receipt to ensure that proposed expenditures are consistent with Marin County Ordinance 3760 (Measure A).
• Recipients must provide Marin County Parks with 30-days prior notice of any project additions or substitutions that are proposed while a work plan is in effect.
• Total actual Measure A project expenditures may not exceed recipient’s actual Measure A funding for any given fiscal year, plus any balance remaining from previous years, unless the recipient is borrowing money to be paid back by Measure A funding and has indicated this in their work plan.
_______________________________________________________________ This portion of page is intentionally blank. Proceed to next page. 155

A. Name of Recipient (city, town, or applicable special district):

Town of San Anselmo
B. Recipient’s representative and contact information: (Please print all information) Name: Dannielle Mauk
(Print)
Title: Director of Community Services
(Print)
Address: 525 San Anselmo Ave.

City, Zip: San Anselmo, 94960
Phone: (415) 258-4661
E-mail: [email protected]
C. Total estimated funds for Fiscal Year 2024-25:
i. Estimated carry-over
balance of
recipient’s Measure A
funds from
previous fiscal years
ii. Estimate of recipient’s
Measure A funds for
FY 24-25. (This
information will be
provided by Marin County
Parks)
iii. Total estimated available
funds for FY 24-25
(i + ii).
$ 124,647 $117,485 $242,132
156

D. Recipient’s Measure A Work Plan for Fiscal Year 2024-25:

Name of work or
project:

Primary
purpose of
work or
project.

Select only
one from list
below. **
Description. Be as specific as
possible. Include numbers related
to square footage of facilities,
acreage, etc. If Measure A funds
were used for maintenance, use
numbers to indicate change from
pre-Measure A conditions.

Amount of
Measure A
funds
estimated to
be used:

Source(s)
and
amount(s) of
matching
funds
projected for
use. If none,
enter “0”
Total
expenditures
projected for
work or
project in
current
reporting
year
Memorial Park
Restoration Project
B Memorial Park Repair Project $191,563 0 $191,563
Open Space Project
D Open Space Acquisition $50,569 0 $50,569
$ $
$ $
$ $
Estimated Total $
157

**Select work or project purpose from the following menu:
a) Routine operations and maintenance
b) Renovation of existing recreational facility, including infrastructure (includes planning, environmental review, permitting, design development, etc.) c) Construction of new park or recreation facility (includes planning, environmental review, permitting, design development, etc.) d) Parkland acquisition
e) Fuel reduction - all types of fuelbreaks, including primary, ridgeline, etc. f) Flashy fuel reduction (ROW, street ends, trail heads, etc.) g) Natural resource protection and restoration, and invasive plant control h) Maintaining vehicle access
i) Sudden Oak Death
j) Hazard tree removal
k) Inventory and monitoring
l) Wildlife management monitoring
m) Vegetation and wildlife management - OtherE. Certification I certify that the information contained herein is true and accurate, to the best of my knowledge.

Director of Community Services
Signature Title
Dannielle Mauk 5/22/202
Print Name Date
158
Item #: 1.7

STAFF REPORT
TOWN OF SAN ANSELMO Item #:1.7
MEETING DATE: May 28, 2024
AGENDA TITLE: Quarterly Treasurer’s Investment Report, March 2024 FROM: Jeff Zuba, Finance & Admin Services Director
RECOMMENDATION: That the Town Council consider approving the Treasurer’s Investment Report for the quarter ending March 31, 2024.

SUMMARY
The Treasurer’s Investment Report is a quarterly itemization of the market value of Town investments. The purpose of this report is to present financial information for review and discussion.

DISCUSSION/ANALYSIS
The attached report itemizes the Town’s investments and states the market value of each investment as of March 31, 2024. The Wells Fargo bank account is the Town’s primary checking account used for the deposit and expenditure of operating funds. The Bank of America checking account is a controlled account used for payroll processing only.

The Town holds three investment accounts; one with Moreton Capital with funds held at U.S. Bank, one with Wells Fargo Securities with funds held at Wells Fargo, and one with RBC Capital Markets held at RBC. The investments held are allowable by the Town’s investment policy.

The Town maintains two Local Agency Investment Fund accounts (LAIF) for the purpose of maximizing interest income on funds not needed for immediate expenditure.

One LAIF account is for the investment of general operating funds. The other is for the remaining series 2003 Measure G bond proceeds, required by law to be maintained in a segregated account.

The Town’s cash balance as of March 31, 2024, is $14,879,627 which is $1,330,123 more than the balances at this time last year.
159
Item #: 1.7

FISCAL IMPACT
Not applicable

GENERAL PLAN CONSISTENCY
Not applicable

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The Council’s discussion and approval of this report 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 environment. (Cal. Pub. Res. Code § 21065).

ATTACHMENTS
Attachment #1: Quarterly Treasurer’s Investment Report, March 31, 2024 160
ITEM 1.7 - Attachment 1 ITEM 1.7 - Attachment 1
161
1 STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.1
MEETING DATE: May 28, 2024
AGENDA TITLE: Approval of the Memorandum of Agreement with the County’s Office of Emergency Management for
emergency services coordination, prevention,
preparedness, response, recovery and mitigation
efforts
FROM: Administration
RECOMMENDED MOTION: Approval of the Memorandum of Agreement with the County’s Office of Emergency Management for emergency services coordination, prevention, preparedness, response, recovery and mitigation efforts of the Marin Operational Area and Political Subdivisions; annual cost of $7,500

BACKGROUND
On July 8, 2003, the Town Council authorized execution of a three-year contract with the County of Marin Sheriff’s Office of Emergency Services (OES) to provide emergency management services. This contract has been renewed in the intervening years. The functions of former OES has transitioned to the Office of Emergency Management (OEM) with management authority switching from the Marin County Sheriff’s Office to the Marin County Fire Department.

With the reconfiguring of the Office of Emergency Management’s mission and function, the office has made significant adjustments to the MOAs and created two tiers of MOAs – one for small agencies and another for larger agencies. The MOAs for the jurisdictions will include all previous services and new services in a transparent manner.

Across the board, OEM has seen a downtick in federal Emergency Management Performance Grant (EMPG) and Homeland Security Funding which had sustained the emergency management programs in the past, but this downtick combined with the higher cost for incident management systems (WebEOC and AlertMarin), requires us to increase the MOU cost to participating agencies.
162
Item #: 2.1
This agreement is essential for promoting collaboration, coordination, and resource sharing among the entities within the operational area and political subdivisions, thereby enhancing emergency preparedness and response capabilities.

The tentative date for implementation of the MOA will be July 1, 2024.

DISCUSSION/ANALYSIS
The Memorandum of Agreement (MOA) of the Marin Operational Area and Political Subdivisions outlines several benefits for our small city:

Coordinated Emergency Response: The MOA establishes an operational structure for coordination and communication during emergencies. This ensures that resources, information, and priorities are managed efficiently among the political subdivisions within Marin County, including Sausalito, enhancing the overall response to disasters and crises.

Access to Resources and Expertise: By participating in the MOA, Sausalito will gain access to shared resources, such as the Operational Area Emergency Operations Center (OA-EOC) and emergency management services provided by the Marin County Fire Department's Office of Emergency Management. This access enhances the city's capacity to manage emergencies effectively.

Mutual Aid Coordination: The MOA supports mutual aid coordination in areas such as law enforcement, fire and rescue, and emergency medical services.

Standardized Emergency Management System (SEMS): The MOA aligns with California's SEMS, ensuring that emergency management practices and procedures are standardized and consistent across the operational area. This alignment enhances interoperability and coordination during complex emergency situations.

Capacity Building and Training: The MOA includes provisions for capacity building and training initiatives. This enables Sausalito to enhance our local emergency management program, conduct exercises, and participate in training led by the County, thereby improving overall emergency preparedness and response capabilities.

Cost-Effective Collaboration: While there is an annual cost associated with the MOA, the benefits of shared resources, coordinated response efforts, and access to expertise often outweigh the financial investment. Sausalito can leverage the collective capabilities of the operational area to address emergencies efficiently and costeffectively.

The Operational Area Agreement for Emergency Management will be a 3-year agreement and the primary agreement between the County and Cities / Towns (Operational Area partners). The attached Agreement discusses how emergency 163
Item #: 2.1
management activities and systems are managed and coordinated throughout the disaster cycle. Some of the systems supported by this agreement include – WebEOC, AlertMarin, Disaster Cost Recovery software, and the ReadyMarin program.

FISCAL IMPACT
Annual cost of $7,500.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
Approval of a Memorandum of Agreement between the Town and the County office of Emergency management is not considered a “project” under the California Environmental Quality Act (CEQA), because it does not involve an activity which has the potential to cause a direct or reasonably foreseeable indirect physical change in the environment. (Cal. Pub. Res. Code § 21065).

ATTACHMENTS
Attachment 1- Proposed Memorandum of Agreement of the Marin Operational Area and Political Subdivisions
164
Item 2.1- A? achment 1
Item 2.1- A? achment 1

MEMORANDUM OF AGREEMENT

OF THE MARIN OPERATIONAL AREA AND POLITICAL SUBDIVISIONS THIS AGREEMENT, made and entered into this ___ day of _____, 20__, by and between the COUNTY OF MARIN and implemented by the County of Marin Fire Department’s Office of Emergency Management, a Poli?cal Subdivision of the State of California, ac?ng by and through its Board of Supervisors, hereina? er referred to as "County" and the _____________, a municipal corpora?on of the State of California, hereina? er referred to as "Poli?cal Subdivision," collec?vely, “the Par?es.” WITNESSETH:

WHEREAS, County has adopted the Standardized Emergency Management System pursuant to the provisions of Division 1, Title 2 of the California Government Code; and WHEREAS, it is the intent of the Par?es hereto to coordinate preven?on, preparedness, response, recovery and mi?ga?on efforts for the safety of persons and property from the effects of natural, human-caused, or war-caused disasters, hereina? er referred to as emergencies, as required by the California Emergency Services Act, Chapter 7 of Division 1 of Tile 2 of the California Government Code (Gov’t Code §§ 8850 et seq.), and the Standardized Emergency Management System (SEMS) Regula?ons, Division 2 of Title 19 California Code of Regula?ons (19 C.C.R. §§ 2400 et seq.); and WHEREAS, under Government Code Sec?on 8605, each county geographic area is designated as an Opera?onal Area, an intermediate level of the state emergency services organiza?on, consis?ng of a county and all poli?cal subdivisions within the county area; and WHEREAS, the purpose of an Opera?onal Area, as defined in Government Code Sec?on 8605 and Title 19 California Code of Regula?ons Sec?ons 2403 and 2409, is to manage and coordinate informa?on, resources, and priori?es among the local governments within the geographic area of the County, and to serve as the coordina?on and communica?on link between the local government level and the regional level of the State; and to use mul?-agency or inter-agency coordina?on to facilitate decisions for overall opera?onal area level emergency response ac?vi?es; and
WHEREAS, this Agreement is intended to provide for the con?nued management of the Opera?onal Area; coopera?ve and mutual handling of du?es and responsibili?es of the Opera?onal Area Lead Agency; coordina?on of the emergency func?ons of the Opera?onal Area with all other public agencies, corpora?ons, organiza?ons, and affected private persons within the Opera?onal Area; and the prepara?on and implementa?on of plans for the protec?on of persons and property within the Opera?onal Area in the event of an emergency; and
WHEREAS, County maintains mul?jurisdic?onal plans, systems, services, and programs herein described as the County Emergency Opera?ons Plan and associated Annexes, the County Hazard Mi?ga?on Plan, the Alert and Warning System, the County Disaster Sheltering resources, Emergency Management and Public Safety Grants, County Incident Management System, Duty Officer Program, Opera?onal Area 165
Item 2.1- A? achment 1
Item 2.1- A? achment 1
Training and Exercise Program, and a well-established Emergency Organiza?on Center func?oning under the County Director of Emergency Management pursuant to Sec?on 2.99 of the Marin County Code; and WHEREAS, Poli?cal Subdivision is located within the Opera?onal Area; WHEREAS, it would be naturally advantageous to the par?es hereto to have County’s Emergency Management Office perform certain func?ons for the said Poli?cal Subdivision; NOW, THEREFORE, in considera?on of the covenants and agreements herein contained, it is mutually agreed, in accordance with the terms and provisions of the California Emergency Services Act (Title 2, Division 1, Chapter 7 of the Government Code), as follows:

A. RECOGNITION OF AND PARTICIPATION IN THE OPERATIONAL AREA FOR DISASTER RESPONSE AND

RECOVERY OPERATIONS
I. The Par?es recognize an Opera?onal Area, as the term defined in the California Code of Regula?ons (Cal ?tle 19, 2401 et. Seq) which designates an intermediate level of organiza?on for coordina?on and communica?on between poli?cal subdivisions within Marin County boundaries. The Par?es agree to par?cipate in an organiza?onal structure, or Opera?onal Area Organiza?on (“Organiza?on”), which shall be a planning partnership limited to the exchange of intelligence, iden?fica?on of poten?al resources, facilita?on of certain mutual aid processes, coopera?ve training ac?vi?es, and reciprocal lines of communica?on. The primary purpose of the Organiza?on shall be to facilitate local emergency response plans and programs which are intended to preserve the life and safety of people, property, and the environment.

II. In addi?on, each party agrees that the Organiza?onal structure will u?lize the Mul?-Agency Coordina?on System (MAC) defined as a formal decision-making process involving the agencies and jurisdic?ons impacted by a disaster for the priori?za?on of incidents and the sharing and alloca?on of cri?cal resources.

III. The Par?es shall designate individuals from their poli?cal subdivision to be trained to staff func?ons in the Opera?onal Area Emergency Opera?ons Center (EOC). Each party to this Agreement shall also designate, in wri?ng, a line of succession of officials who are empowered to speak on behalf of the party at the poli?cal subdivision by organiza?onal ?tle.

B. DESIGNATED LEAD AGENCY
I. The Par?es hereby designate the Marin County Fire Department’s Office of Emergency Management (OEM) as the Lead Agency of the Marin Opera?onal Area and Disaster Council (DC3). The Marin County Fire Department’s Office of Emergency Management staff shall be responsible for the dayto-day administra?on of the Opera?onal Area in accordance with the policies and procedures recommended by the Marin Opera?onal Area and Disaster Council. This includes coordina?ng the ini?al planning and development of the Opera?onal Area in coordina?on with local governments and all poli?cal subdivisions.
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II. The Lead Agency shall:
a. Coordinate informa?on, resources, and priori?es among local government en??es situated within the Opera?onal Area, as prescribed by the MOA and Disaster Council; b. Coordinate informa?on, resources, and priori?es between the regional level and the local government levels. Coordina?on of fire and law enforcement resources shall be accomplished through their respec?ve mutual aid systems; c. U?lize the Mul?-Agency Coordina?on System to facilitate decisions for overall Opera?onal Area level emergency response and mutual aid ac?vi?es and during situa?ons where complex policy issues impact mul?ple jurisdic?ons.

C. STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) REGULATIONS The County and Poli?cal Subdivision recognize and fully support California’s Standardized Emergency Management System (SEMS). Development of the Marin County Opera?onal Area and its Disaster Response Standard Opera?ng Procedures will be in accordance with the major components of SEMS iden?fied in California Code of Regula?ons, Title 19, Division 2, Office of Emergency Service which includes:

I. Mul?-Agency Coordina?on System (MAC)
II. The State’s Master Mutual Aid Agreement
III. Opera?onal Area
IV. Opera?onal Area Satellite Informa?on System (OASIS) D. MUTUAL AID COORDINATION
I. Law Enforcement Mutual Aid
This Agreement shall support the Law Enforcement Mutual Aid Plan issued and revised under the authority of the California Master Mutual Aid Agreement and California Emergency Services Act under the authority of Sec?ons §8550, 8569, 8615 through 8619, and 8668 of the California Government Code, the California Emergency Plan, and the Master Mutual Aid Agreement. The Law Enforcement Mutual Aid Agreement describes the standard procedures used to acquire law enforcement mutual aid resources and the method to ensure coordina?on, and this Agreement shall not dictate or supplant authori?es, roles, and responsibili?es of the under the purview of the Law Enforcement Mutual Aid Plan. The provisions of this Agreement shall support the implementa?on of mutual aid coordina?on to the extent of which the Opera?onal Area is requested.

II. Fire and Rescue Mutual Aid
This Agreement shall support the Fire and Rescue Mutual Aid Plan issued and revised under the authority of the California Master Mutual Aid Agreement and in alignment with the California Fire Assistance Agreement. The Fire and Rescue Mutual Aid Plan describes the standard procedures used to acquire Fire and Rescue mutual aid resources and the method to ensure coordina?on, and this agreement shall not dictate or supplant authori?es, roles, and responsibili?es of the under the 167
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purview of the Fire and Rescue Mutual Aid Plan. The provisions of this Agreement shall support the implementa?on of mutual aid coordina?on to the extent of which the Opera?onal Area is requested.

III. Emergency Medical Services Mutual Aid
This Agreement shall support the California Emergency Medical Services Mutual Aid Plan issued and revised under the authority of the California Code of Regula?ons Title 22, Division 9 and the California State Health and Safety Code, Sec?on 1797.170(b). The Law Enforcement Mutual Aid Agreement describes the standard procedures used to acquire law enforcement mutual aid resources and the method to ensure coordina?on, and this agreement shall not dictate or supplant authori?es, roles, and responsibili?es of the under the purview of the Law Enforcement Mutual Aid Plan. The provisions of this Agreement shall support the implementa?on of mutual aid coordina?on to the extent of which the Opera?onal Area is requested.

E. LOCAL AUTHORITY AND AGENCY HAVING JURISDICTION
In the event of an actual or threatened emergency, each poli?cal subdivision within the County of Marin shall retain the authority provided for by law respec?ng its jurisdic?on. No provision created by this Agreement can bind par?es to legal or financial obliga?ons outside of its jurisdic?on.

Poli?cal Subdivision shall hold the designa?on of lead agency and Agency Having Jurisdic?on for incidents occurring within the jurisdic?on of Poli?cal Subdivision.

F. PROVISIONS OF FACILITES AND RESOURCE SUPPORT
I. The County shall provide for an Opera?onal Area Emergency Opera?ons Center (OA-EOC) located at 1600 Los Gamos Drive, San Rafael, California. Alternate loca?ons may be u?lized in the event this loca?on is unsafe or unavailable. The County shall also provide EOC support staff for the Opera?onal Area EOC during actual opera?ons, drills, and training where the incident involves two or more jurisdic?ons and or the County EOC structure is ac?vated at the request in support of an on-going incident.

II. All Par?es to this Agreement may provide representa?ves to the Opera?onal Area EOC for decision making, situa?onal awareness and liaison ac?vi?es if the designated official is serving in an official and recognized EOC func?on. Par?es may be denied access if intelligence or sensi?ve informa?on are being shared and Poli?cal Subdivision is not a subject or direct party of the incident.

III. The Opera?onal Area EOC will facilitate the ac?va?on of mutual aid resources, EOC staffing, and resource requests between Poli?cal Subdivision and County, Poli?cal Subdivision and other poli?cal subdivisions within the Opera?onal Area, and/or between Poli?cal Subdivision and the State of California.

G. COUNTY LIAISON TO POLITICAL SUBDIVISION
County agrees to appoint a person, at staff level, as a liaison person to Poli?cal Subdivision (“County Liaison”), and Poli?cal Subdivision agrees to appoint a primary point of contact person to County. The County Liaison shall not be an employee of the Poli?cal Subdivision. The personnel management of County Liaison is the responsibility of the County.
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The County Liaison will provide the following services during the performance period of this Agreement:

I. Assistance with wildfire, tsunami, and other requested evacua?on drills II. Coordina?on and guidance on the applica?on and use of grants – pre-award III. Physical Copies of all Opera?onal Area Plans and Procedures IV. One (1) Annual briefing for elected officials on the Opera?onal Area Program and Status V. Assistance with development of local Emergency Opera?on Centers and Emergency Management Programs supported by the Poli?cal Subdivision VI. Emergency informa?on sharing between the Federal, State, and Regional Emergency Management channels (e.g., Red Flag Warning, Tsunami no?fica?ons, and High Wind no?fica?ons)
VII. Ini?al Damage Es?mate Coordina?on and Post-Disaster Cost Recovery coordina?on VIII. Threat and Hazard Iden?fica?on and Hazard Assessment (THIRA) IX. Two (2) community presenta?ons or community events within the jurisdic?on.

H. POLITICAL SUBDIVISION CAPACITY BUILDING INITIATIVE
I. Poli?cal Subdivision agrees to manage and maintain a reasonable local emergency management program which shall be administered by public officials from the Poli?cal Subdivision.

II. Poli?cal Subdivision agrees to conduct (1) one, annual table-top exercise in coordina?on with the County or led by an external party; or, send the dedicated emergency management liaison(s) from the jurisdic?on to Opera?onal Area trainings and exercises led by the County; or annually send ten-percent (10%) of Poli?cal Subdivision’s full-?me staff to (1) one training and/or exercise led by the County.

III. Poli?cal Subdivisions agrees to adopt the Standardized Emergency Management System as required by the State of California for emergency opera?ons and the Incident Command System for field opera?ons as required by the Na?onal Incident Management System.

IV. Poli?cal Subdivision agrees to u?lize the emergency tools, resources, and communica?on tools provided by the Opera?onal Area Coordinator during emergency situa?ons to the extent that the systems are operable and accessible. In the absence or where imprac?cal, Poli?cal Subdivision agrees to u?lize tools aligned with the Standardized Emergency Management System and/or the Incident Command System.

V. Poli?cal Subdivision agrees to assign a member to the Marin Opera?onal Area Disaster Council by either vo?ng for a representa?ve who may serve as a liaison for mul?ple jurisdic?ons, proxy, and/or a direct appointment to the Marin Opera?onal Area Disaster Council. Said appointee shall represent Poli?cal Subdivision in the review and advisement of Opera?onal Area plans and annexes, standard opera?ng procedures, systems, programs, and topics related to the Opera?onal Area’s emergency management program.
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I. SUMMARY OF CHARGES INCURRED BY THE OPERATIONAL AREA
County, serving in its capacity as the Opera?onal Area Coordinator shall maintain certain contracts, services, plans, agreements, and programs to support Opera?onal Area coordina?on and share cri?cal informa?on as required by the California Code of Regula?ons.

The summary of charges below reflects the annual costs for the aforemen?oned services, which are above the requirements of California Code of Regula?ons and the California Standardized Emergency Management System:

Active Projects and Description (2023) Annual Cost to the County of Marin Grants Management and Audits* $15,000*
OA Incident Management System
(WebEOC)
$95,000
Alert and Warning Software
(Everbridge / AlertMarin)
$55,419
20% of estimated cost for 5-year
Multijurisdictional Hazard Mitigation Plan
$50,000
33% of estimated cost for 3-year
Multijurisdictional Emergency Operations Plan
and all hazard-specific annexes
$83,333
City and Towns Emergency Operations Center
readiness and technology maintenance**
$30,000
Emergency Management Preparedness
Program (ReadyMarin)**
$50,000**
24/7 Duty Officer Program as defined within the
OEM Program Standards (Standby Pay)
$93,770
Mass Care and Sheltering Resource
Management and Storage**
$120,000
OA Training and Exercises** $5,000**
Total Annual Cost to the County of Marin $597,500 Annually Portion of Cost based on total population.
(July 2022 estimates @ 256,018)
$2.333 per resident
County Cost based on Population
(79,381 persons)
$185,260.98
Non-County Cost based on Population
(176,636 persons)
$412,236.67
*County is eligible to withhold 15% of each grant received by the Opera?onal Area as a management fee; however, the County will limit grant fees to a one-?me cost and bundle within the MOUs. ** Direct cost to the County of Marin a? er all grants have been applied. 170
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J. COMPENSATION
Poli?cal Subdivision agrees to pay COUNTY a fee of $15,000 annually, which is a minimum fee for services rendered for jurisdic?ons with popula?ons greater than 30,000. The cost paid by Poli?cal Subdivision shall not include emergency and/or disaster opera?ons costs which are burdened by and herein required by the County through State mandates or as a provision of other agreements. The fee paid to the County shall not supplant Poli?cal Subdivision’s legal mandate and local authority.

Poli?cal Subdivision shall pay COUNTY by November 1 of each calendar year during the term of the Agreement. Poli?cal Subdivision will send a check addressed to the County of Marin - Office of Emergency Management at 1600 Los Gamos Suite 301, San Rafael California 94904.

K. TERMS OF AGREEMENT
This Agreement shall commence on July 1 of the year executed and shall con?nue for thirty-six (36) months therea? er. Either party may terminate this Agreement, effec?ve at the end of the COUNTY fiscal year, June 30th, by wri? en no?ce to do so on or before March 1st and addressed to the County’s Director of Emergency Management or to the execu?ve official of Poli?cal Subdivision. If Poli?cal Subdivision terminates this agreement a? er March 1, Poli?cal Subdivision shall con?nue to be responsible for the annual cost herein agreed upon in Sec?on J for the fiscal year beginning July 1.

This Agreement shall be effec?ve from the date it is executed in wri?ng and shall remain in effect unless and un?l it is modified or terminated in wri?ng, in accordance with the terms of this Agreement.

L. WITHDRAWL OF A PARTY
On the effec?ve date of withdrawal, Poli?cal Subdivision shall no long have access to services and systems rendered by COUNTY in Sec?on I which are not bestowed upon COUNTY by California Emergency Services Act, Chapter 7 of Division 1 of Tile 2 of the California Government Code (Gov’t Code §§ 8850 et seq.) and the Standardized Emergency Management System (SEMS) Regula?ons, Division 2 of Title 19 California Code of Regula?ons (19 C.C.R. §§ 2400 et seq.) M. INDEMNIFICATION AND HOLD HARMLESS
Each party agrees to indemnify, defend and hold harmless the County and the other poli?cal subdivision par?es to this agreement and their authorized agents, officers, volunteers and employees against any and all claims or ac?ons arising from Poli?cal Subdivision’s negligent acts or omissions and for any costs or expenses insured by the County or Poli?cal Subdivision on account of any claim therefore.

The County agrees to indemnify, defend, and hold harmless the Poli?cal Subdivisions and their authorized agents, officers, volunteers, or employees against all claims or ac?ons arising from the County’s negligent acts or omissions and or any cost or expenses insured by the Poli?cal Subdivisions on account of any claim therefor.
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N. SALARIES, EMPLOYMENT, AND WORKERS’ COMPENSATION BENEFITS The salaries, employment, and workers’ compensa?on benefits of each employee par?cipa?ng in the Opera?onal Area EOC ac?va?on shall be the responsibility of the party that employs the individual, and all persons par?cipa?ng in the EOC ac?va?on shall remain employees of the party that regularly employs them during their performance of all tasks undertaken pursuant to this Agreement. It is understood that each party’s employees have no rights, benefits, or special employment status conferred by reasons of this Agreement.

O. EXECUTION OF AGREEMENT
This Agreement may be executed in mul?ple counterparts, each of which shall cons?tute one and the same instrument and be accorded the same force and effect as if executed on one and the same instrument. The Agreement shall take effect on the 1st day of July of each year.

IN WITNESS WHEREOF, COUNTY OF MARIN, ac?ng and through its Board of Supervisors, and the ___________, have caused this Agreement to be executed as of this ___ day of _____ 20__.

COUNTY OF MARIN, a Poli?cal Subdivision of the State of California, 172

MEMORANDUM OF AGREEMENT

OF THE MARIN OPERATIONAL AREA AND POLITICAL SUBDIVISIONS THIS AGREEMENT, made and entered into this ___ day of _____, 20__, by and between the COUNTY OF MARINand implemented by the County of Marin Fire Department’s Office of Emergency Management, a Political Subdivision of the State of California, acting by and through its Board of Supervisors, hereinafter referred to as "County" and the _____________, a municipal corporation of the State of California, hereinafter referred to as "Political Subdivision," collectively, “the Parties.” WITNESSETH:

WHEREAS, County has adopted the Standardized Emergency Management System pursuant to the provisions of Division 1, Title 2 of the California Government Code; and WHEREAS, it is the intent of the Parties hereto to coordinate prevention, preparedness, response, recovery and mitigation efforts for the safety of persons and property from the effects of natural, human-caused, or war-caused disasters, hereinafter referred to as emergencies, as required by the California Emergency Services Act, Chapter 7 of Division 1 of Tile 2 of the California Government Code (Gov’t Code §§ 8850 et seq.), and the Standardized Emergency Management System (SEMS) Regulations, Division 2 of Title 19 California Code of Regulations (19 C.C.R. §§ 2400 et seq.); and WHEREAS, under Government Code Section 8605, each county geographic area is designated as an Operational Area, an intermediate level of the state emergency services organization, consisting of a county and all political subdivisions within the county area; and WHEREAS, the purpose of an Operational Area, as defined in Government Code Section 8605 and Title 19 California Code of Regulations Sections 2403 and 2409, is to manage and coordinate information, resources, and priorities among the local governments within the geographic area of the County, and to serve as the coordination and communication link between the local government level and the regional level of the State; and to use multi-agency or inter-agency coordination to facilitate decisions for overall operational area level emergency response activities; and WHEREAS, this Agreement is intended to provide for the continued management of the Operational Area; cooperative and mutual handling of duties and responsibilities of the Operational Area Lead Agency; coordination of the emergency functions of the Operational Area with all other public agencies, corporations, organizations, and affected private persons within the Operational Area; and the preparation and implementation of plans for the protection of persons and property within the Operational Area in the event of an emergency; and
WHEREAS, County maintains multijurisdictional plans, systems, services, and programs herein described as the County Emergency Operations Plan and associated Annexes, the County Hazard Mitigation Plan, the Alert and Warning System, the County Disaster Sheltering resources, Emergency Management and Public Safety Grants, County Incident Management System, Duty Officer Program, Operational Area 173
Training and Exercise Program, and a well-established Emergency Organization Center functioning under the County Director of Emergency Management pursuant to Section 2.99 of the Marin County Code; and WHEREAS, Political Subdivision is located within the Operational Area; WHEREAS, it would be naturally advantageous to the parties hereto to have County’s Emergency Management Office perform certain functions for the said Political Subdivision; NOW, THEREFORE, in consideration of the covenants and agreements herein contained, it is mutually agreed, in accordance with the terms and provisions of the California Emergency Services Act (Title 2, Division 1, Chapter 7 of the Government Code), as follows:

A. RECOGNITION OF AND PARTICIPATION IN THE OPERATIONAL AREA FOR DISASTER RESPONSE AND

RECOVERY OPERATIONS
I. The Parties recognize an Operational Area, as the term defined in the California Code of Regulations (Cal title 19, 2401 et. Seq) which designates an intermediate level of organization for coordination and communication between political subdivisions within Marin County boundaries. The Parties agree to participate in an organizational structure, or Operational Area Organization (“Organization”), which shall be a planning partnership limited to the exchange of intelligence, identification of potential resources, facilitation of certain mutual aid processes, cooperative training activities, and reciprocal lines of communication. The primary purpose of the Organization shall be to facilitate local emergency response plans and programs which are intended to preserve the life and safety of people, property, and the environment.

II. In addition, each party agrees that the Organizational structure will utilize the Multi-Agency Coordination System (MAC) defined as a formal decision-making process involving the agencies and jurisdictions impacted by a disaster for the prioritization of incidents and the sharing and allocation of critical resources.

III. The Parties shall designate individuals from their political subdivision to be trained to staff functions in the Operational Area Emergency Operations Center (EOC). Each party to this Agreement shall also designate, in writing, a line of succession of officials who are empowered to speak on behalf of the party at the political subdivision by organizational title.

B. DESIGNATED LEAD AGENCY
I. The Parties hereby designate the Marin County Fire Department’s Office of Emergency Management (OEM) as the Lead Agency of the Marin Operational Area and Disaster Council (DC3). The Marin County Fire Department’s Office of Emergency Management staff shall be responsible for the dayto-day administration of the Operational Area in accordance with the policies and procedures recommended by the Marin Operational Area and Disaster Council. This includes coordinating the initial planning and development of the Operational Area in coordination with local governments and all political subdivisions.
174
II. The Lead Agency shall:
a. Coordinate information, resources, and priorities among local government entities situated within the Operational Area, as prescribed by the MOA and Disaster Council; b. Coordinate information, resources, and priorities between the regional level and the local government levels. Coordination of fire and law enforcement resources shall be accomplished through their respective mutual aid systems; c. Utilize the Multi-Agency Coordination System to facilitate decisions for overall Operational Area level emergency response and mutual aid activities and during situations where complex policy issues impact multiple jurisdictions.

C. STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) REGULATIONS The County and Political Subdivision recognize and fully support California’s Standardized Emergency Management System (SEMS). Development of the Marin County Operational Area and its Disaster Response Standard Operating Procedures will be in accordance with the major components of SEMS identified in California Code of Regulations, Title 19, Division 2, Office of Emergency Service which includes:

I. Multi-Agency Coordination System (MAC)
II. The State’s Master Mutual Aid Agreement
III. Operational Area
IV. Operational Area Satellite Information System (OASIS) D. MUTUAL AID COORDINATION
I. Law Enforcement Mutual Aid
This Agreement shall support the Law Enforcement Mutual Aid Plan issued and revised under the authority of the California Master Mutual Aid Agreement and California Emergency Services Act under the authority of Sections §8550, 8569, 8615 through 8619, and 8668 of the California Government Code, the California Emergency Plan, and the Master Mutual Aid Agreement. The Law Enforcement Mutual Aid Agreement describes the standard procedures used to acquire law enforcement mutual aid resources and the method to ensure coordination, and this Agreement shall not dictate or supplant authorities, roles, and responsibilities of the under the purview of the Law Enforcement Mutual Aid Plan. The provisions of this Agreement shall support the implementation of mutual aid coordination to the extent of which the Operational Area is requested.

II. Fire and Rescue Mutual Aid
This Agreement shall support the Fire and Rescue Mutual Aid Plan issued and revised under the authority of the California Master Mutual Aid Agreement and in alignment with the California Fire Assistance Agreement. The Fire and Rescue Mutual Aid Plan describes the standard procedures used to acquire Fire and Rescue mutual aid resources and the method to ensure coordination, and this agreement shall not dictate or supplant authorities, roles, and responsibilities of the under the 175
purview of the Fire and Rescue Mutual Aid Plan. The provisions of this Agreement shall support the implementation of mutual aid coordination to the extent of which the Operational Area is requested.

III. Emergency Medical Services Mutual Aid
This Agreement shall support the California Emergency Medical Services Mutual Aid Plan issued and revised under the authority of the California Code of Regulations Title 22, Division 9 and the California State Health and Safety Code, Section 1797.170(b). The Law Enforcement Mutual Aid Agreement describes the standard procedures used to acquire law enforcement mutual aid resources and the method to ensure coordination, and this agreement shall not dictate or supplant authorities, roles, and responsibilities of the under the purview of the Law Enforcement Mutual Aid Plan. The provisions of this Agreement shall support the implementation of mutual aid coordination to the extent of which the Operational Area is requested.

E. LOCAL AUTHORITY AND AGENCY HAVING JURISDICTION
In the event of an actual or threatened emergency, each political subdivision within the County of Marin shall retain the authority provided for by law respecting its jurisdiction. No provision created by this Agreement can bind parties to legal or financial obligations outside of its jurisdiction.

Political Subdivision shall hold the designation of lead agency and Agency Having Jurisdiction for incidents occurring within the jurisdiction of Political Subdivision.

F. PROVISIONS OF FACILITES AND RESOURCE SUPPORT
I. The County shall provide for an Operational Area Emergency Operations Center (OA-EOC) located at 1600 Los Gamos Drive, San Rafael, California. Alternate locations may be utilized in the event this location is unsafe or unavailable. The County shall also provide EOC support staff for the Operational Area EOC during actual operations, drills, and training where the incident involves two or more jurisdictions and or the County EOC structure is activated at the request in support of an on-going incident.

II. All Parties to this Agreement may provide representatives to the Operational Area EOC for decision making, situational awareness and liaison activities if the designated official is serving in an official and recognized EOC function. Parties may be denied access if intelligence or sensitive information are being shared and Political Subdivision is not a subject or direct party of the incident.

III. The Operational Area EOC will facilitate the activation of mutual aid resources, EOC staffing, and resource requests between Political Subdivision and County, Political Subdivision and other political subdivisions within the Operational Area, and/or between Political Subdivision and the State of California.

G. COUNTY LIAISON TO POLITICAL SUBDIVISION
County agrees to appoint a person, at staff level, as a liaison person to Political Subdivision (“County Liaison”), and Political Subdivision agrees to appoint a primary point of contact person to County. The County Liaison shall not be an employee of the Political Subdivision. The personnel management of County Liaison is the responsibility of the County.
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The County Liaison will provide the following services during the performance period of this Agreement:

I. Assistance with wildfire, tsunami, and other requested evacuation drills II. Coordination and guidance on the application and use of grants – pre-award III. Physical Copies of all Operational Area Plans and Procedures IV. One (1) Annual briefing for elected officials on the Operational Area Program and Status V. Assistance with development of local Emergency Operation Centers and Emergency Management Programs supported by the Political Subdivision VI. Emergency information sharing between the Federal, State, and Regional Emergency Management channels (e.g., Red Flag Warning, Tsunami notifications, and High Wind notifications)
VII. Initial Damage Estimate Coordination and Post-Disaster Cost Recovery coordination VIII. Threat and Hazard Identification and Hazard Assessment (THIRA) IX. Two (2) community presentations or community events within the jurisdiction.

H. POLITICAL SUBDIVISION CAPACITY BUILDING INITIATIVE
I. Political Subdivision agrees to manage and maintain a reasonable local emergency management program which shall be administered by public officials from the Political Subdivision.

II. Political Subdivision agrees to conduct (1) one, annual table-top exercise in coordination with the County or led by an external party; or, send the dedicated emergency management liaison(s) from the jurisdiction to Operational Area trainings and exercises led by the County; or annually send ten-percent (10%) of Political Subdivision’s full-time staff to (1) one training and/or exercise led by the County.

III. Political Subdivisions agrees to adopt the Standardized Emergency Management System as required by the State of California for emergency operations and the Incident Command System for field operations as required by the National Incident Management System.

IV. Political Subdivision agrees to utilize the emergency tools, resources, and communication tools provided by the Operational Area Coordinator during emergency situations to the extent that the systems are operable and accessible. In the absence or where impractical, Political Subdivision agrees to utilize tools aligned with the Standardized Emergency Management System and/or the Incident Command System.

V. Political Subdivision agrees to assign a member to the Marin Operational Area Disaster Council by either voting for a representative who may serve as a liaison for multiple jurisdictions, proxy, and/or a direct appointment to the Marin Operational Area Disaster Council. Said appointee shall represent Political Subdivision in the review and advisement of Operational Area plans and annexes, standard operating procedures, systems, programs, and topics related to the Operational Area’s emergency management program.
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I. SUMMARY OF CHARGES INCURRED BY THE OPERATIONAL AREA
County, serving in its capacity as the Operational Area Coordinator shall maintain certain contracts, services, plans, agreements, and programs to support Operational Area coordination and share critical information as required by the California Code of Regulations.

The summary of charges below reflects the annual costs for the aforementioned services, which are above the requirements of California Code of Regulations and the California Standardized Emergency Management System:

Active Projects and Description (2023) Annual Cost to the County of Marin Grants Management and Audits* $15,000*
OA Incident Management System
(WebEOC)
$95,000
Alert and Warning Software
(Everbridge / AlertMarin)
$55,419
20% of estimated cost for 5-year
Multijurisdictional Hazard Mitigation Plan
$50,000
33% of estimated cost for 3-year
Multijurisdictional Emergency Operations Plan
and all hazard-specific annexes
$83,333
City and Towns Emergency Operations Center
readiness and technology maintenance**
$30,000
Emergency Management Preparedness
Program (ReadyMarin)**
$50,000**
24/7 Duty Officer Program as defined within the
OEM Program Standards (Standby Pay)
$93,770
Mass Care and Sheltering Resource
Management and Storage**
$120,000
OA Training and Exercises** $5,000**
Total Annual Cost to the County of Marin $597,500 Annually Portion of Cost based on total population.
(July 2022 estimates @ 256,018)
$2.333 per resident
County Cost based on Population
(79,381 persons)
$185,260.98
Non-County Cost based on Population
(176,636 persons)
$412,236.67
*County is eligible to withhold 15% of each grant received by the Operational Area as a management fee; however, the County will limit grant fees to a one-time cost and bundle within the MOUs. ** Direct cost to the County of Marin after all grants have been applied. 178
J. COMPENSATION
Political Subdivision agrees to pay COUNTY a fee of $15,000 annually, which is a minimum fee for services rendered for jurisdictions with populations greater than 30,000. The cost paid by Political Subdivision shall not include emergency and/or disaster operations costs which are burdened by and herein required by the County through State mandates or as a provision of other agreements. The fee paid to the County shall not supplant Political Subdivision’s legal mandate and local authority.

Political Subdivision shall pay COUNTY by November 1 of each calendar year during the term of the Agreement. Political Subdivision will send a check addressed to the County of Marin - Office of Emergency Management at 1600 Los Gamos Suite 301, San Rafael California 94904.

K. TERMS OF AGREEMENT
This Agreement shall commence on July 1 of the year executed and shall continue for thirty-six (36) months thereafter. Either party may terminate this Agreement, effective at the end of the COUNTY fiscal year, June 30th, by written notice to do so on or before March 1st and addressed to the County’s Director of Emergency Management or to the executive official of Political Subdivision. If Political Subdivision terminates this agreement after March 1, Political Subdivision shall continue to be responsible for the annual cost herein agreed upon in Section J for the fiscal year beginning July 1.

This Agreement shall be effective from the date it is executed in writing and shall remain in effect unless and until it is modified or terminated in writing, in accordance with the terms of this Agreement.

L. WITHDRAWL OF A PARTY
On the effective date of withdrawal, Political Subdivision shall no long have access to services and systems rendered by COUNTY in Section I which are not bestowed upon COUNTY by California Emergency Services Act, Chapter 7 of Division 1 of Tile 2 of the California Government Code (Gov’t Code §§ 8850 et seq.) and the Standardized Emergency Management System (SEMS) Regulations, Division 2 of Title 19 California Code of Regulations (19 C.C.R. §§ 2400 et seq.) M. INDEMNIFICATION AND HOLD HARMLESS
Each party agrees to indemnify, defend and hold harmless the County and the other political subdivision parties to this agreement and their authorized agents, officers, volunteers and employees against any and all claims or actions arising from Political Subdivision’s negligent acts or omissions and for any costs or expenses insured by the County or Political Subdivision on account of any claim therefore.

The County agrees to indemnify, defend, and hold harmless the Political Subdivisions and their authorized agents, officers, volunteers, or employees against all claims or actions arising from the County’s negligent acts or omissions and or any cost or expenses insured by the Political Subdivisions on account of any claim therefor.
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N. SALARIES, EMPLOYMENT, AND WORKERS’ COMPENSATION BENEFITS The salaries, employment, and workers’ compensation benefits of each employee participating in the Operational Area EOC activation shall be the responsibility of the party that employs the individual, and all persons participating in the EOC activation shall remain employees of the party that regularly employs them during their performance of all tasks undertaken pursuant to this Agreement. It is understood that each party’s employees have no rights, benefits, or special employment status conferred by reasons of this Agreement.

O. EXECUTION OF AGREEMENT
This Agreement may be executed in multiple counterparts, each of which shall constitute one and the same instrument and be accorded the same force and effect as if executed on one and the same instrument. The Agreement shall take effect on the 1st day of July of each year.

IN WITNESS WHEREOF, COUNTY OF MARIN, acting and through its Board of Supervisors, and the ___________, have caused this Agreement to be executed as of this ___ day of _____ 20__.

COUNTY OF MARIN, a Political Subdivision of the State of California, 180
County of Marin | San Anselmo
Office of Emergency Management
Council Brief
Steven Torrence
Director of Emergency Management
[email protected]
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Office of Emergency Management | Overview
 Alert and Warning
 Evacuations Support and Modeling
 Community Disaster Sheltering and Assistance
 Emergency Operations and Planning
 Countywide Coordination
 Disaster Planning and Exercises
 Homeland Security Grants
 Preparedness and Resilience
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OEM Staffing Overview
Director of
Emergency
Management
Senior Emergency
Management
Coordinator
Public Information
Officer
Homeland
Security Grants
Associate
IT / Data Manager
Disaster and
Mitigation Grants
Analyst
Emergency
Management
Coordinator
Emergency
Management
Coordinator
Emergency
Management
Coordinator
Emergency
Preparedness
Coordinator
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Preparedness
Mission
 Equity driven
 AlertMarin
 ReadyMarin
 Evacuation Drills
 Community Engagement
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Readiness Mission
 Training and Exercises with each partner agency
 Monthly Operational Area Training Sessions
 Regional Full-Scale Exercises
 Assigned OEM Coordinator to San Anselmo
 Collaboration on Emergency Operations Plan
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Mitigation Mission
 County Plan and Annexes for each City/Town
 Hazard Identification and Assessment
 Harden and sustain infrastructure
 Propose mitigation and prevention projects
 Access Federal and State funding
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Response
Mission
 All-hazards response framework
 Operational Area Emergency Operations Center
 Activated at the request of an agency
 Emergency support functions
 Disaster Logistics and Mutual Aid
 AlertMarin Notifications
 Evacuation and Temporary Evacuation Points
 Incident Survey and Damage Assessments
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Recovery
Mission
 Initial Damage Assessments
 Family and Local Assistance
 Individual Assistance
 Public Assistance
 Economic Recovery
 Reconstitution of Government
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Coordination with San Anselmo
 AlertMarin
 Evacuation and Temporary Evacuation Points
 Joint Disaster Sheltering
 Disaster Recovery
 Disaster Logistics and Mutual Aid
 Liaison with State and Federal Government
 Coordination of Grants and Agreements
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Operational Area
Duty Officer
Assignment
 24/7 Assigned Duty Officer
 Alert and Warning
 Situational Awareness
 Field Support
 Notifications to City leadership
 Rotated throughout OEM staff
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Conclusion
 We prepare and respond to the worst days
 OEM’s Readiness is San Anselmo’s Readiness
 New systems to meet the new normal
 Even if it is local… we are here!
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Questions & Comments
AlertMarin.org | ReadyMarin.org | Emergency.MarinCounty.org Steven Torrence | Director of Emergency Management
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Item #: 2.2

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.2
MEETING DATE: May 28, 2024
AGENDA TITLE: Receive Certification of Referendum Petition Signatures and Provide Direction to Staff related to
the Referendum
FROM: Dave Donery, Town Manager
Megan H. Acevedo, Town Attorney
RECOMMENDATION: Staff recommends that the Council receive the Certification of Signatures for the Referendum Petition against the Ordinance No. 2024- 1185 Establishing Rent Stabilization Regulations (Attachment 1); and

1. Direct staff to return to the Council with an Ordinance repealing Ordinance No. 2024-1185 in its entirety; or

2. Direct staff to return to the Council with a Resolution calling an election to submit to the voters of the Town of San Anselmo, Ordinance No. 2024-1185.

BACKGROUND
At its meeting of April 9, 2024, the Town Council adopted Ordinance No. 2024-1185 “An Ordinance of the Town of San Anselmo Adding Title 20 ‘Rent Stabilization and Tenant Protections’ Chapter 1 ‘Rent Stabilization’ Establishing Rent Stabilization Regulations Applicable to Certain Residential Rental Units and Making Associated CEQA Determination.”
On May 2, 2024, a referendum petition entitled, “Referendum Against an Ordinance Passed by the Town Council” (“Referendum Petition”) was filed with the Town Elections Official. The Referendum Petition was accepted for filing following the Official’s prima facie review and determination that the number of signatures exceeded at least 10 percent of the voters of the Town according to the County Elections Official's last official report of registration to the Secretary of State, which is currently 952 voters. Also on May 2, the Referendum petition was delivered to the Marin County Registrar of Voters for signature examination using voter registration records to verify the number of valid signatures.

On May 15, 2024, the Marin County Registrar of Voters submitted to the Town Elections Official, a Certificate of Signature Verification dated May 14, 2024, which determined that the Referendum petition contains 1471 valid signatures of qualified 193
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registered voters in the Town of San Anselmo and that the Referendum Petition is therefore sufficient. (Attachment 1).

DISCUSSION/ANALYSIS
Following the certification of the Referendum Petition, State law requires the Town Council to either repeal Ordinance No. 2024-1185 in its entirety or submit the Ordinance to the voters for approval.

If the Council wishes to repeal Ordinance No. 2024-1185, staff will provide an ordinance for introduction at the next Town Council meeting on June 11. A second reading and adoption would likely occur at the June 25 meeting. Ordinance No. 2024- 1185 remains suspended until the repeal takes effect. Once the repeal is adopted, the Town Council may not enact an ordinance containing the rent stabilization provisions in Ordinance No. 2024-1185 for one year after the repeal adoption date. (Cal. Elect. Code § 9241).

The Council also has the option to call an election for the purpose of submitting Ordinance No. 2024-1185 to the voters. The election must be held not less than 88 days from the date the election is called and can be no later than the next regular municipal election on November 5, 2024. If the Council wishes to add the Ordinance to the ballot, staff will return at the June 11 Council meeting with a resolution calling the election. Until the election is held, Ordinance No. 2024-1185 remains suspended and would not become effective until a majority of the voters participating in the election vote in favor of the measure. If a majority does not support the Ordinance, it will not go into effect and the Council may not enact an ordinance containing the rent stabilization provisions in Ordinance No. 2024-1185 for one year after the date of certification of the election results.

FISCAL IMPACT
If Ordinance No. 2024-1185 is placed before the voters, the Town will incur the costs associated with the election; however, given that there will be Town offices included on the ballot, the cost will be less than it would for a stand-alone measure.

GENERAL PLAN CONSISTENCY
N/A

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
Receiving a Certification of Signatures and providing direction to staff related to the Referendum petition is not a “project” under the California Environmental Quality Act within the meaning of Public Resources Code section 21065, and CEQA Guidelines 194
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sections 15060(c)(2), 15060(c)(3), or 15378 because there is no potential that it will cause a reasonably foreseeable direct or indirect physical change in the environment.

Attachments:

Attachment 1 - Certification of Signatures
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STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.3
MEETING DATE: May 28, 2024
AGENDA TITLE: Discussion on Just Cause Eviction and Tenant Protection Ordinance
FROM: Administration, Planning, Town Attorney’s Office
RECOMMENDATION: Discuss and consider elements of a Just Cause Eviction and Tenant Protection Ordinance and provide direction to staff.

BACKGROUND
After a series of community meetings discussing residential rental policies held in the late summer and fall of 2023, the Town Council directed staff to separate the issues of rent stabilization and tenant eviction protections.

After public discussions at a series of Town Council meetings in 2024, the Town Council adopted a rent stabilization ordinance on April 9th imposing annual rent caps for certain residential rental units. This Rent Stabilization Ordinance is subject to a referendum and the Town Council will decide whether to repeal the ordinance or place the ordinance on the November 2024 General Election ballot.

At the Town Council meeting on May 14, 2024, the Council received a staff report and heard public input regarding potential eviction protections and relocation assistance provisions that could be included in a Just Cause Eviction and Tenant Protection Ordinance. At that meeting, 3 of the 5 Councilmembers directed staff to return with ordinance language for their consideration to be placed on the ballot at the next general election in November. Staff now returns with a Just Cause and Tenant Protection Ordinance Template.

DISCUSSION
A. Legal Background.
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By way of background, the Tenant Protection Act, Government Code sections 1946.12 and 1946.2 (“TPA”) contain Statewide rent stabilization regulations and just cause restrictions that apply to residential rental properties 15 years or older on a rolling basis. “Just cause” means that a landlord may legally evict a tenant only for certain reasons.

Just cause can either be “at-fault”, where generally there is some fault on behalf of the tenant, or “no-fault”, where the reason is beyond the tenant’s control. A local jurisdiction may adopt more stringent just cause regulations.

The TPA also provides for relocation assistance for no-fault evictions in the amount equal to one month’s rent. The TPA does not address short-term relocation benefits when a tenant must move out temporarily for repairs. If a local jurisdiction does not adopt its own regulations, then the tenant protections in the TPA will apply.

Unlike rent stabilization, local just cause ordinances can apply to property built after 1995. As discussed in the context of rent stabilization, Costa Hawkins prevents local jurisdictions from imposing rent control on properties build after 1995 (i.e. local rent control cannot apply to new units). There are no such restrictions for just cause and other tenant protections and they may apply to new units.

Additionally, the Ellis Act protects a landlord’s right to “go out of business” and evict all tenants from a property in order to remove it from the rental market. Evicted tenants may have certain rights to return to the property if the landlord re-rents the units within a specific time frame. Ellis Act tenant protection provisions must be adopted by the local jurisdiction to take effect within the jurisdiction’s boundaries.

B. Just Cause Eviction and Tenant Protection Ordinance Template.

Staff has included a Just Cause and Tenant Protection Ordinance Template for Council consideration. Much of the language has been taken from the TPA itself, and modified pursuant to direction of the majority of the Council at the May 14, 2024 meeting.

Additionally, some language has been taken from Larkspur’s Just Cause Ordinance (which, in turn, reflects the City of Ojai’s Just Cause Ordinance). Please note that Just Cause Ordinances differ widely among California jurisdictions. Here, staff has attempted to keep the Ordinance Template simplified while carrying out majority Council direction for provisions to be included.

As set forth in previous staff reports, both the rent stabilization and just cause provisions of the TPA apply to properties more than 15 years old on a rolling basis. In contrast, as proposed, the Ordinance Template applies to new properties and does not have the 15- year rolling exemption. Additionally, the Ordinance Template differs from the TPA because it applies to tenants after 30 days of lawful occupancy, rather than the 12 months of occupancy required under the TPA.

The following summarizes tenant protections under the Ordinance Template:
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 Applies to properties with 3 residential rental units or more. (Applicability is the same as the Town’s Rent Stabilization Ordinance.)
 Landlords require “just cause” to terminate a tenancy. Just cause includes nofault and at-fault provisions. Just cause protection applies to tenants who have lawfully and continuously occupied the residence for 30 calendar days or more.  At-fault just cause reasons include:
- Default in payment of rent
- Breach of a material lease term
- Maintaining or committing a nuisance
- Committing waste
- The tenant had lease that terminated on or after date of Ordinance and the tenant refused to execute a lease extension or renewal upon similar terms - Criminal activity
- Subletting or assigning in violation of the lease
- Tenant failure to allow owner required access
- Using the premises for an unlawful purpose
- An employee, agent, or licensee’s failure to vacate after their termination - Failure to deliver required possession of the property after notice  No-fault just cause reasons include:
- The intent of the owner’s family to occupy the property. For leases entered after the effective date of the Ordinance, this provision shall only apply if it is included in the lease or if tenant agrees in writing to the termination. If an owner seeks to re-rent the unit within 12 months, then the owner must offer the unit to the prior tenant upon the same terms as the original lease, unless tenant waives this right.
- Withdrawal of the property from the rental market in compliance with the Ellis Act. Tenants are entitled to a 120-day minimum notice.
- A government or court order to vacate the property. If the vacation order is due to the tenant’s actions, the tenant shall not be entitled to relocation assistance.
- Property owner’s intent to demolish or substantially remodel property.

Substantially remodel means repairs to, or replacement of, structural, electrical, plumbing, or mechanical systems or abatement of hazardous materials, that cannot safely occur while a tenant remains in place. If the owner seeks to rent the remodeled unit within 12 months following completion, the evicted tenant has the right of first refusal at the same rent, unless the tenant waives this right. The owner must provide the tenant with a minimum of 30 days’ notice of the right to reoccupy the unit.  Just Cause Curable Lease Violation. Before evicting for a just cause at-fault breach of lease, if the issue is curable, the property owner must give notice of the violation and allow the tenant the opportunity to cure.  Notice. The property owner must provide the following notices:
- Notice to all tenants of the existence of the Just Cause and Tenant Protection Ordinance, and written notice to tenants of their rights under the Ordinance.

Notice provided upon any change in terms of tenancy and on/before commencement of all tenancies after effective date of the Ordinance. 200
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- Notice of Termination of Tenancy. When terminating for a just cause at-fault or no-fault reason, the property owner must: 1) serve written notice upon the tenant detailing the just cause reason; 2) not accept further rent; and 3) if a written lease exists, the owner must provide notice language in the lease, and if the lease was in a different language than English, the notice must be also be in that language.
- As an addendum to the lease, an owner must provide a specified notice of the tenant protections if the lease entered into after the effective date of the Ordinance or as a written notice signed by the tenant. If the lease is entered into before the effective date of the Ordinance, the notification shall be given in writing to the tenant or as an addendum to the lease.  Relocation Assistance for No-Fault Just Cause Evictions. No-fault evicted tenants are entitled to 2 months’ worth of rent or credit if property owner gives less than a 120 day notice; if notice is 120 days or more, the property owner must pay 3 months of rent or credit. If the tenant fails to vacate after expiration of the notice, the actual amount of relocation assistance provided may be recovered by the landlord as damages in a legal action. This requirement applies regardless of the tenant’s income.
 Right of Return for Units Withdrawn from Rental Market. If a property owner withdraws a unit from the rental market, and then offers again for rent within 5 years, the displaced tenant is entitled the right of first refusal to return to the property upon the same rental rate and terms if tenant has given notice and contact information.
 Short-Term Relocation Assistance. The Ordinance Template contains the requirement that a landlord pay short-term relocation benefits to tenants who are required to move from the unit for a period of 30 days or less. The daily amount is left blank for the Council’s consideration, and may be adjusted annually per the CPI. By way of comparison, Larkspur and Petaluma do not contain short-term relocation benefits. Fairfax includes short-term relocation assistance. State law does not include short-term relocation assistance.

The following is a summary of the most commonly exempt units contained in the Ordinance Template.
 Two or fewer residential rental units located on a parcel or lot, or contiguous parcels or lots under common ownership. This is the same as the Town’s Rent Stabilization Ordinance.
 A unit in a hotel, boarding house, or an institutional facility including a hospital or a care facility.
 School dormitories.
 Single-family homes and condominiums.
 ADUs and JADUs.

C. Additional Provisions.
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Noted above, staff has presented a simplified Ordinance Template that largely reflects the TPA. Local tenant protection ordinances vary widely throughout the State. Below please find a sample of other provisions that some jurisdictions include.  Additional protections for persons 62 years and older, disabled persons, and the terminally ill; any persons falling within these categories may receive a 1-year notice for a withdrawal of the rental unit from the rental market. Such tenants may also be entitled to increased relocation assistance.  A breach of a material lease term is an at-fault just cause reason for eviction.

Some jurisdictions provide that a violation of lease term to limit occupancy does not qualify as a lease breach if the additional occupant who joins the tenant is an under-18 dependent or replacement of a tenant who has moved out, so long so the total occupants do not exceed Uniform Housing Code limits. The owner may have the right to approve/deny the additional or replacement tenant as long as consent is not unreasonably withheld. Jurisdictions may place limits on when a landlord can withhold consent.
 Criminal activity is an at-fault just cause reason for eviction. Some jurisdictions provide that this reason only applies if the owner reports the criminal activity to law enforcement within a reasonable time, and that eviction under this provision applies only to the tenant who committed the criminal activity not other tenants in the unit. If the tenant is acquitted or found not guilty, or if charges are not timely filed, then the tenant shall be offered the right to restore the tenancy if the unit is available.
 Some jurisdictions limit a lease prohibition against subletting as constituting a breach of lease. For example, notwithstanding a lease term against subletting, a property owner may not terminate a tenancy based on a sublease if the property owner unreasonably refuses the right to sublease if certain requirements are met; e.g., the sublease replaces a previous tenant and the original tenant continues to live in the unit.
 For relocation assistance for a no-fault just cause reason, some jurisdictions provide a dollar amount as an alternative to the payment of the rental amount.

For example, Larkspur requires a landlord to pay 3 month’s worth or rent or $5000, whichever is greater. For people 62 years or older, disabled persons, or the terminally ill, the landlord must pay an additional $3000.

NEXT STEPS
If directed by a majority of the Council regarding the desired provisions of an ordinance, staff will develop the draft ordinance and will return at the June 25, 2024 meeting where the Council may take the legal steps needed to officially place the ordinance on the November 5 ballot.

If the Council would prefer to have additional time to discuss and take public comment on the ordinance, staff can place a discussion item on the June 11th Council agenda.

Additionally, the Council may choose to call a special meeting to provide extra time for discussion regarding provisions of the ordinance.
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FISCAL IMPACT
None.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
Conducting a discussion regarding potential residential eviction protections is not considered a “project” under the California Environmental Quality Act (CEQA), because it does not involve an activity which has the potential to cause a direct or reasonably foreseeable indirect physical change in the environment. (Cal. Pub. Res. Code § 21065).

ATTACHMENTS
Attachment 1: Draft Just Cause Eviction and Tenant Protection Ordinance Attachment 2: Link to the May 14, 2024 Staff Report
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TOWN OF SAN ANSELMO
ORDINANCE NO. 2024-XX
AN ORDINANCE OF THE TOWN OF SAN ANSELMO ADDING CHAPTER 2 “JUST CAUSE EVICTION AND TENANT PROTECTION” TO TITLE 20 “RENT STABILIZATION AND TENANT PROTECTIONS” ESTABLISHING TENANT

PROTECTION REGULATIONS INCLUDING JUST CAUSE EVICTION

REQUIREMENTS APPLICABLE TO CERTAIN RESIDENTIAL RENTAL UNITS AND

MAKING ASSOCIATED CEQA DETERMINATION
WHEREAS, the Town of San Anselmo (the “Town”) is a general law city incorporated under the laws of the State of California; and
WHEREAS, after a series of public community meetings and Town Council hearings, the Town Council adopted a rent stabilization ordinance on April 9, 2024; and WHEREAS, the Council directed staff to return at a future date to allow the Town Council to consider adopting tenant protection provisions, including just cause eviction requirements; and
WHEREAS, at a duly noticed public meeting, on May 14, 2024, the Town Council directed staff to return with Tenant Protection and Just Cause Eviction ordinance language for the Town Council’s review with the intent of placing the same on the ballot at the next regularly scheduled general election; and
WHEREAS, the California Legislature adopted the Tenant Protection Act of 2019, Civil Code §§ 1946.2 and 1947.12-1497.13 (TPA), which established Statewide rent control and certain just cause requirements to for the termination of residential tenancies; and WHEREAS, Section 1946.2 (g)(1)(B)(ii) of the TPA authorizes local tenant protection regulations that are adopted after September 1, 2019 that are more protective than the TPA; and
WHEREAS, pursuant to its police power under Article XI, Section 7 of the California Constitution, the Town may enact and enforce laws within its boundaries that promote the public health, safety, and general welfare that are not in conflict with general laws; and

NOW, THEREFORE, THE TOWN COUNCIL OF THE TOWN OF SAN ANSELMO DOES HEREBY ORDAIN AS FOLLOWS:

Ordinance Amendment. A new Chapter 2 “Just Cause Eviction and Tenant Protection” shall be added to Title 20 “Rent Stabilization and Tenant Protections” to read as follows:
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20-2.101 Title. This Chapter shall be known as the “Just Cause Eviction and Tenant Protection Ordinance.”
20-2.102 Applicability. This Chapter shall apply to property with three (3) or more residential rental units, none of which are exempt pursuant to this Chapter, and which are located on the same parcel or lot, or contiguous parcels or lots, under common ownership. 20-2.103 Purpose. The purpose of this Chapter is to protect housing stability by protecting residential tenancies against arbitrary evictions, while ensuring that landlords maintain the ability to evict tenants for just cause. The Ordinance promotes the public health safety, and welfare.
20-2.104 Definitions. For the purposes of this Chapter the following definitions apply:
(a) “Owner” and “residential real property” have the same meaning as those terms are defined in Civil Code section 1946.2.
(b) “Tenancy” means the lawful occupation of residential real property, as may be subject to, and not exempt from, this Chapter.
20-2.105 Restriction on Residential Tenancy Termination Without Just Cause.

Notwithstanding any other law, after a tenant has lawfully and continuously occupied residential real property for thirty (30) days or more, the owner of residential real property shall not terminate the tenancy without just cause as defined in Section 20-2.106, which shall be stated in a written notice to terminate tenancy. 20-2.106 Just Cause The following circumstances constitute just cause for termination of a residential tenancy permitted by this Chapter. (a) At-Fault Just Cause. At-fault just cause means any of the following:
(1) Default in the payment of rent
(2) A breach of a material term of the lease as described in Code of Civil Procedure section 1161(3), including, but not limited to, violation of a provision of the lease after being issued a written notice to correct the violation. (3) Maintaining, committing, or permitting the maintenance or commission of a nuisance as described in Code of Civil Procedure section 1161(4). (4) Committing waste as described in Code of Civil Procedure section 1161(4). (5) The tenant had a written lease that terminated on or after the effective date of this Chapter, and after a written request or demand from the property owner, the tenant has refused to execute a written extension or renewal of the lease for an additional term of similar duration with similar provisions and terms; provided, that those terms do not violate this Section or any other provision of law. (6) Criminal activity by the tenant on the residential real property, including any common areas, or any criminal activity or criminal threat as defined in Penal Code section 422(a), on or off the residential real property, that is directed at any owner or agent of the owner of the residential real property.
(7) Assigning or subletting the premises in violation of the tenant’s lease, as described in Code of Civil Procedure section 1161(4).
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(8) The tenant’s refusal to allow the owner to enter the residential real property as authorized by Civil Code sections 1101.5 and 1954, and Health and Safety Code sections 13113.7 and 17926.1.
(9) Using the premises for an unlawful purpose as described in Code of Civil Procedure section 1161(4).
(10) The employee, agent, or licensee’s failure to vacate after their termination as an employee, agent, or a licensee as described in Code of Civil Procedure section 1161(1).
(11) When the tenant fails to deliver possession of the residential real property after providing the owner written notice as provided in Civil Code section 1946 of the tenant’s intention to terminate the hiring of the real property, or makes a written offer to surrender that is accepted in writing by the owner, but fails to deliver possession at the time specified in that written notice as descried in Code of Civil Procedure section 1161(5). (b) No-Fault Just Cause. No-fault just cause means any of the following:
(1) Intent to occupy
(i) Intent to occupy the residential real property by the owner or the owner’s spouse, domestic partner, children, grandchildren, parents, or grandparents for a minimum of twelve (12) continuous months as that person’s primary residence. (ii) For leases entered into on or after the effective date of this Chapter, clause (i) shall apply only if the tenant agrees in writing to the termination, or if a provision of the lease allows the owner to terminate the lease if the owner, or their spouse, domestic partner, children, grandchildren, parents, or grandparents unilaterally decides to occupy the residential real property for a period of at least twelve (12) months. (iii) In the event the owner seeks to rent the residential real property within twelve (12) months following eviction under this subsection, the evicted tenant shall have the right of first refusal to reoccupy and rent the residential real property at the monthly rental rate in effect at the time of eviction, unless the owner provides a written waiver by the tenant of their right to reoccupy the property pursuant to this subsection. (2) Withdrawal of the residential real property from the rental market under, and subject to, the provisions of the Ellis Act. Tenants shall be entitled to a minimum one hundred and twenty (120) day notice for evictions pursuant to the Ellis Act. (3) Order to vacate property
(i) The owner complying with: an order issued by a government agency or court relating to habitability that necessitates vacating the property; an order issued by a governmental agency or court to vacate the property; or a local ordinance that necessitates vacating the property.
(ii) If it is determined by any government agency or court that the tenant is at fault for the condition(s) triggering the order or need to vacate under this subsection, the tenant shall not be entitled to relocation assistance under this Chapter. (4) Intent to demolish or substantially remodel the residential real property. (i) For purposes of this subparagraph, “substantially remodel” means that either of the following cannot be reasonably accomplished in a safe manner that allows the tenant to remain living in place and that requires the tenant to vacate the residential real property for at least 30 consecutive days: 1) the replacement or substantial modification of any structural, electrical, plumbing, or mechanical system that requires a permit from a governmental agency; and/or 2) the abatement of hazardous materials 206
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including lead-based paint, mold, or asbestos in accordance with applicable federal, state, and/or local laws. Cosmetic improvements alone including painting, decorating, minor repairs, or other work that can be performed safely without having the residential real property vacated do not qualify as a substantial remodel under this subparagraph. (ii) In the event the owner seeks to rent the remodeled residential real property within twelve (12) months following the completion of the remodeling work, the evicted tenant shall have the right of first refusal to reoccupy and rent the residential real property at the monthly rental rate and upon the same terms in effect at the time of eviction, unless the owner provides a written waiver by the tenant of their right to reoccupy the premises. The property owner shall give a minimum of thirty (30) days’ notice to the tenant of their right to reoccupy the unit.
20-2.107 Just Cause Curable Lease Violation. Before an owner of residential real property issues a notice to terminate a tenancy for just cause that is a curable lease violation, the owner shall first give notice of the violation to the tenant with an opportunity to cure the violation pursuant to Code of Civil Procedure section 1161(3).

The written notice to cure the violation must be dated and served upon the tenant pursuant to one of the methods authorized Code of Civil Procedure section 1162 and must inform the tenant that failure to cure may result in eviction. If the violation is not cured within the time period set forth in the notice, a 3-day notice to quit without an opportunity to cure may thereafter be served to terminate the tenancy. 20-2.108 Notices. In addition to all other notice requirements in this Chapter, the owner is required to provide written notice to tenants of their rights under this Chapter as follows:
(a) Notice to Tenants of the San Anselmo Just Cause and Tenant Protection Ordinance. In addition to all other required notices, the owner of residential real property is required to provide written notice to tenants of their rights under this Chapter including: the existence of this Chapter and the right to relocation assistance pursuant to this Chapter. The owner must provide tenant with said notice upon serving any notice of change in the terms of tenancy. The owner must provide notice on or before the commencement of all tenancies initiated after the effective date of this Chapter. (b) Notice of Termination of Tenancy. When terminating a tenancy for either at-fault or no-fault reasons, the owner of residential real property must comply with all of the following:
(1) The owner must serve written notice pursuant to Civil Code sections 1946 through 1946.5 to the tenant that states, in addition to any other information required by federal or state law, the owner will terminate the tenancy, and that indicates at least one at-fault or no-fault reason, as applicable.
(2) The owner has not accepted and will not accept rent or any other consideration in return for the continued use of the residential real property beyond the term of the terminated tenancy in compliance with Civil Code sections 1945-1946.5. (3) The owner qualifies the termination as an at-fault or no-fault just cause termination.
(4) When the owner and tenant have entered into a written lease, the owner must provide the notice in the language used in the lease in addition to English, if 207
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different. When the owner and tenant do not have a written lease, the owner must provide the notice in the language that the owner and tenant used to negotiate the terms of the tenancy in addition to English, if different. (c) Notice as addendum to lease or rental agreement. An owner of residential real property subject to this Section shall provide notice to tenants as follows:
(1) For any tenancy commenced or renewed on or after the effective date of this Chapter as an addendum to the lease or rental agreement, or as a written notice signed by the tenant, with a copy provided to the tenant. (2) The owner of residential real property must provide the notice in the language that the owner and tenant used to in the lease in addition to English, if different
(3) For a tenancy existing prior to the effective date of this Chapter, by written notice to the tenant no later than thirty (30) days after the effective date of this Chapter, or as an addendum to the lease or rental agreement.
(4) The notification or lease provision shall state:
“The San Anselmo Municipal Code provides that after all of the tenants have continuously and lawfully occupied the property for at least 30 days, an owner must provide a statement of cause in any notice to terminate a tenancy. In addition, the San Anselmo Municipal Code provides tenants evicted for no-fault just cause with the right to relocation assistance. See Title 20 of the San Anselmo Municipal Code for more information.”
(5) The owner of residential real property must provide the notice to tenants in writing if the application and lease are processed in writing, electronically if the application or lease are processed electronically, or both if both methods are utilized. 20-2.109 Relocation Assistance for No-Fault Just Cause Eviction. (a) If an owner of residential real property issues a notice of termination based on a no-fault just cause reason as defined in this Chapter, the owner shall provide relocation assistance pursuant to this Section regardless of the tenant’s income. (b) If the property owner has given the tenant a notice to terminate tenancy of one hundred and twenty (120) days or greater, then the amount of relocation assistance shall be equal to two (2) months of the tenant’s rent that was in effect when the property owner issued the notice to terminate the tenancy.
(c) If the property owner has given the tenant a notice to terminate tenancy of less than one hundred and twenty (120) days, then the amount of relocation assistance shall be equal to 3 months of the tenant’s rent that was in effect when the property owner issued the notice to terminate the tenancy.
(d) For the relocation assistance due under this Section, the tenant may select to either deduct it from rent owed, or as a payment from the property owner upon the end of the tenancy.
(e) If a tenant fails to vacate after the expiration of the notice to terminate tenancy, the actual amount of any relocation assistance or rent deduction provided pursuant to this Section shall be recoverable by the residential property owner as damages in an action to recover possession.
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Item 2.3- A? achment 1
Item 2.3- A? achment 1
(f) Relocation assistance is due within fifteen (15) days of service of the notice to terminate the tenancy.
(g) The relocation assistance required by this Section shall be credited against any other relocation assistance required by any other law.
20-2.110 Units Withdrawn From Rental Market. The following shall apply to a residential rental unit where the unit has been withdrawn from the rental market pursuant to Section 20-1.106(b)(2). If the residential rental unit is offered again for rent for residential purposes within five (5) years of the date the unit was withdrawn, the property owner shall first offer the unit for rent to the displaced tenant at the same rental rate and terms, subject to any allowable rental adjustments available by law, if the tenant has advised the property owner in writing within thirty (30) days of the displacement of the tenant’s desire to consider an offer to renew the tenancy and has furnished the property owner with an address to which that offer is to be directed. The tenant or former tenant may advise the property owner at any time during the eligibility of a change of address to which an offer is to be directed. 20-2.120 Short-Term Relocation Assistance.
(a) Where a tenant is displaced from their rental unit for renovation or repair work for a period of thirty (30) days or less, which work does not qualify as a substantial improvement pursuant to Section 20-2.106(b)(4), the property owner shall immediately make short-term relocation payments to the tenant as set forth in this Section. The tenant may elect not to receive short-term relocation assistance. If the tenant receives short-term relocation assistance, the tenant remains obligated to pay the lawful rent in effect when the tenant vacated. If the tenant has elected not to receive short-term relocation assistance, the tenant shall not be obligated to pay rent until the tenant reoccupies the unit. The property owner shall pay such short-term relocation benefits until the tenant re-occupies the unit or the tenant is lawfully evicted. (b) The amount of short-term relocation assistance due under this Section shall be _______ per day. The daily amount shall be adjusted annually based on the Consumer Price Index (All Urban Consumers, San Francisco-Oakland-Hayward region, or any successor designation)
20-2.130 Enforcement and Additional Tenant Protections. (a) It shall be unlawful and a public nuisance for any person or legal entity to violate or fail to comply with any provision of this Chapter. The Town Attorney is authorized to abate violations and to enforce the provisions of this Chapter and all implementing regulations pursuant to the San Anselmo Municipal Code, civil action, injunctive relief, and/or any other proceeding permitted by law. All remedies are cumulative. (b) A property owner’s failure to comply with any requirement of this Chapter is an affirmative defense in an unlawful detainer or other action brought by the owner to recover possession of the rental unit.
20-2.140 Fees and Administrative Regulations.
(a) The Town Manager may adopt administrative procedures and 209
Item 2.3- A? achment 1
Item 2.3- A? achment 1
regulations to implement the provisions of this Chapter. (b) Property owners subject to this Chapter shall pay fees as established by Town Council resolution in order to fund the Town’s cost to implement and enforce the provisions of this Chapter.
20-2.150 Exemptions. This Chapter shall not apply to the following:
(a) A unit in a hotel, motel, inn, tourist home, or rooming and boarding house which is rented primarily to transient guests for a period of less than 30 days, and other transient occupancies as defined in Cal. Civil Code section 1940(b). (b) A unit in an institutional facility, including a hospital, medical care facility, residential care facility, asylum, group home for seniors or the disabled; a rental unit in a transitional housing program that assists homeless persons as defined in Civil Code, Section 1954.12; a convent or monastery owned and operated by a religious organization; or a fraternity or sorority house affiliated with a college or university. (c) Dormitories owned and operated by an institution of higher education or a kindergarten and grades 1 to 12 inclusive, school.
(d) Housing accommodations in which a tenant shares a bathroom or kitchen facilities with the owner who maintains their principal place of residence at the residential real property.
(e) Residential real property that is alienable, separate from the title to any other dwelling unit, including single-family residences, condominiums, and townhomes. (f) A unit that the owner or the owner’s immediate family occupied as their principal place of residence at the beginning of the tenancy so long as the owner or the owner’s immediate family continues in occupancy.
(g) A unit permitted as an Accessory Dwelling Unit (ADU) or Junior Accessory Dwelling Unit (JADU).
(h) Two (2) or fewer residential rental units located on a parcel or lot, or contiguous parcels or lots, under common ownership.
210

JUST CAUSE EVICTION

REGULATIONS AND TENANT

PROTECTION ORDINANCE
May 28, 2024
1 211

OUTLINE

1. Summary of Community Process for
Residential Rental Policies

2. Eviction Protections in Draft
Ordinance

3. Direction Items

4. Questions
2 212

SUMMARY OF COMMUNITY

PROCESS
• Staff organized and conducted two community forums
specifically designed to gather input from both tenants and landlords
• Recordings of meetings are available on the Town’s rental policies website: sananselmorentalpolicies.org
• Each discussion focused on potential tenant protection policies as outlined by the Town Council
• Council directed staff to bring the issues of Rent Stabilization and Tenant Evictions Protections separately
• Following several public meetings, the Town Council recently adopted a rent stabilization ordinance imposing annual rent caps for certain residential rental units.
3 213

OVERVIEW OF EVICTION

PROTECTIONS IN DRAFT

ORDINANCE
• At the May 14thTown Council meeting the
Council considered the following:
• Re-Rental and Right to Return
• Long Term Relocation Assistance
• Short Term Relocation Assistance
• Applicability/Type of Unit
• Enactment
4 214

RE-RENTAL & RIGHT TO RETURN
• Proposed Ordinance Language/Confirm Council Direction:
• If a property owner withdraws a unit from the rental
market, and then offers again for rent within 5 years, the displaced tenant is entitled the right of first refusal to return to the property upon the same rental rate, subject to any allowable rental adjustments available by law if tenant has given notice and contact information
5 215

LONG TERM RELOCATION

ASSISTANCE
• Proposed Ordinance Language/Confirm Council Direction:
• No-fault evicted tenants are entitled to 3 months’ worth of rent or credit if property owner gives less than a 120-day notice; if notice is 120 days or more, the property owner must pay 2 months of rent or credit. If the tenant fails to vacate after expiration of the notice, the actual amount of relocation assistance provided may be recovered by the
landlord as damages in a legal action. This requirement applies regardless of the tenant’s income
6 216

SHORT TERM RELOCATION

ASSISTANCE
• Proposed Ordinance Language:
• Refers to when a landlord must provide the tenant with temporary housing or short-term relocation payments
while performing repairs to the rental unit for a period of 30 days or less.
• The daily amount is left blank for the Council’s
consideration, and may be adjusted annually per the CPI • Two options were considered at the May 14th meeting.

These included:

1. Flat rate per day ($180-$200 range)

2. Value of daily rental cost (Monthly rent divided by 30) 7 217
APPLICABILITY – TYPE OF UNIT
(E.G., DUPLEX, ADU, JADU, ETC.)
• Proposed Applicability/Confirm Council Direction:
• Ordinance applies to properties with three or more
residential rental units and which are located on the same parcel or lot, or contiguous parcels or lots.
• (Applicability is the same as the Town’s Rent Stabilization Ordinance.)
8 218

ENACTMENT
• Confirm Council Direction:
• Prepare a ballot measure for the November 2024
General Election (ballot measure must be filed with
the County no later than 88 days before the election)
9 219

DIRECTIONS SOUGHT
• Short Term Relocation – Should a landlord be required to provide tenant with temporary housing or short-term
relocation payments while performing repairs to the rental unit for a period of 30 days or less? If so, what shall thedaily amount be
• Other provisions that are not listed in this presentation that the Council would like to include.
10 220

QUESTIONS
11 221
From: [email protected]
To: Town Council
Subject: Regarding the proposed "just cause" regulations Date: Wednesday, May 15, 2024 12:58:57 PM
CAUTION: External Sender
This topic has turned neighboring Cities upside down, have we not learned from what has happened in Marin?
This IS a decision for the People to make, put this in front of voters. AB 1482 has been in place, let's protect property owners' rights.

This topic is bigger than our 5-member town council decision.

Thank you,
Gary,
San Anselmo Homeowner
222
From: Sue
To: Town Council
Subject: Fwd: Just cause…
Date: Wednesday, May 15, 2024 2:05:45 PM
CAUTION: External Sender
Sent from my iPhone
Begin forwarded message:

From: Sue <[email protected]>
Date: May 15, 2024 at 1:56:07 PM PDT
To: [email protected], Alexis Fineman
<[email protected]>
Subject: Just cause…
Remember how Kurt Reese himself stood up and said that tenants did not understand the current California state just cause eviction policy? Well, he is right.

I had a tenant who was OK but living where there were other tenants and kind of not fitting into well. She was banging on the ceiling with a broom to tell them to be quiet and she was not taking her garbage out and we got rodents!!! Which I handled right away, but she was totally freaked out and, asking me to do all these things that were not necessary.

I never had any plan to ask her to leave, but I did talk to an attorney one night. I called to leave a message, but he answered.

He said that as long as she is paying her rent and is not unusually dirty, and if she’s been there for a year, she is my tenant for life!!!!! He explained the new just cause eviction laws that had passed guarantee that a tenant cannot be evicted, except for those two reasons
So nobody’s going to be evicted!!!!
Is it illegal to evict anybody….

This new law gives tenants so many many more rights than they ever had.

It was designed to keep them from being capriciously, asked to move.

Apparently, they don’t understand that. Give everyone a chance to get used to these new laws. They are extremely strong.
223
I think you should do nothing to make these law stronger. They are already extremely strong.

Tenant cannot be asked to leave because you plan to do some remodeling.

If you plan to do remodeling it needs to not be cosmetic but the type that requires a permit and is major, and then you have to let the people move back at the same rate ….so no one’s gonna do any remodeling ….it doesn’t pay off Tenants are not gonna be asked to leave for remodeling projects it’s not practical.

Just put the rent stabilization on the ballot…. perhaps up the rate a little bit more so that the landlady can get a little bit more money.

It might pass.

Do not put just cause on the ballot because it’s already extremely strong Thanks for reading my thoughts
Thanks for keeping it civil
You are all doing your best and different opinions are being expressed.

I am proud of the way San Anselmo is conducting these meetings.

Suellen Lamorte
Sent from my iPhone
224
Regarding the proposed 'just cause' regulations
Anita Mitchell <[email protected]>
Thu 5/16/2024 12:33 PM
To:Town Council <[email protected]>
CAUTION: External Sender
Dear San Anselmo Town Council,
We are not in favor of "Just Cause" regulations, however, if a proposal is put forth, we request that it be put on the ballot to be voted on by the town's residents.

Additionally, we do not support the rent control ordinance recently passed by the Town Council, and request for that either to be abandoned, or, at least to be put on the ballot.

Thank you for your consideration.

Sincerely,
Anita & Derek Mitchell
1417 SFD Blvd.

San Anselmo
225
From: GREG RYAN <[email protected]>
Sent: Wednesday, May 22, 2024 2:21 PM
To: Rental Policies <[email protected]> Subject: RE: Questions

CAUTION: External Sender
Jeff,

Thank you very much for your detailed information - very helpful !

Since you apparently have a Finance background. Perhaps you can help persuade the council to withdraw there idea to limit certain rentals to .6 of CPI. I don't own a rental that falls into the category but it's ridiculous vote they made and makes me furious with that incompetence and disregard for people's income in general.

Imagine telling San Anselmo businesses they can only increase their products or services by .6 of CPI - its purely theft and ignorant of business principles.

Voters shouldn't have to deal with incompetent councils and waste their time with a referendum (and/or vote) that shouldn't have been needed in the first place.

Greg
On 05/22/2024 8:59 AM PDT Rental Policies <[email protected]> wrote:

Good morning Greg,
Thank you for catching that the rental policies webpage wasn’t updated with the referendum information yet. We have now added it. The information was sent out via a special Town Manager newsletter on May 6, 2024.

Once the Town Clerk receives the signature verification from the County, the results must be certified by the Town Council at its next regular meeting. Accordingly, the Council will place this item on a meeting agenda depending on the date of the County’s signature verification. At the designated Council meeting, the Council will determine whether to entirely repeal the rent stabilization ordinance or submit the ordinance to the voters for approval, either at the next regular municipal election on November 5, 2024 or at a special election. The election will be only for San Anselmo residents.
226
The Tenant Protection Act
(https://leginfo.legislature.ca.gov/faces/billTextClient.xhtml?bill_id=201920200AB1482imposes) Statewide rent control on applicable units that are 15 years or older on a rolling basis. Under the TPA, rent may not be increased more than 10% in total or 5% plus the Consumer Price Index, whichever is lower. The TPA does not apply rent control to single-family homes or condominiums.

The Town’s pending Rent Stabilization Ordinance only applies to 3 or more unit properties; i.e., it does not apply to single-family dwellings. Due to the referendum, it is on pause in any event.

Moreover, local rent control ordinances may only apply on residential rental units that are pre1995.

Best,
Jeff Zuba
Finance & Administrative Services Director
Town of San Anselmo | 525 San Anselmo Ave | San Anselmo, CA 94960 Mobile (262) 989-2208 | Email [email protected] From: GREG RYAN <[email protected]>
Sent: Tuesday, May 21, 2024 3:04 PM
To: Rental Policies <[email protected]> Subject: Questions

CAUTION: External Sender

I was on your website regarding rental policies in san anselmo. 227
There is no mention that there will be a vote on rent control ordinances in november. You only mention something was passed - why are you hiding the fact that your ordinance is not final and that there is a public vote ?
Can Marin citizen vote on the rent control if they live in a different marin city? For example, will only san anselmo residents be able to vote on the rent control issue for san anselmo? Your rental policies appear point to the California rental laws - are there any differences - if so where do I find those?
If a renter in san anselmo lives in a single family house and has to be evicted for non payment of rent - how many days notice has to be given to them? This would not be an Ellis situation
greg
228

RENT CONTROL
[email protected] <[email protected]>
Fri 5/24/2024 8:08 PM
To:Town Council <[email protected]>
CAUTION: External Sender
Dear Council Members,
We need strong just cause eviction protections because rent control without tenant protections doesn't do much; landlords could simply evict their tenants to circumvent the rent cap.

Please submit a strong just cause evictions ordinance to the voters that includes:
- A right of return for at least 5 years, at the former rent, if the unit becomes available. - Relocation payments of 3-4 months if a tenant is evicted despite having done nothing wrong; they should be entitled to relocation payments that enable them to land on their feet in the community, for first + last months rent, security deposit, and moving expenses. - Protections for vulnerable communities: elderly, disabled, or terminally ill.

Owner move-in evictions should not be permitted to displace these tenants and they should receive a full year of advanced notice for Ellis Act evictions, where the landlord wants to permanently remove their unit from the rental market.

Thank you !
Lillian Kocher, Resident
229
Strong Just Cause Eviction Ordinance
Rebecca McGovern <[email protected]>
Tue 5/28/2024 10:34 AM
To:Town Council <[email protected]>
CAUTION: External Sender
Hello,
I am a 74 years old and have rented at the same residence in San Anselmo for 22 years. I have never been late with a rent payment and have been fortunate to have had a fair and kind former landlord.

However, my apartment building has recently been sold, leaving me anxious about my future. I cannot afford to retire in Marin where I still work full time. I am not sure what the new terms of tenancy will be for me, but regardless I urge you to adopt a strong just cause eviction ordinance.

Please make a strong relocation assistance policy that includes at least 4 months of relocation payments.

Without that it would be relocation assistance for the wealthy.

Please make provisions for vulnerable communities which include the elderly. I am 74 and cannot continue to work forever, but cannot afford to pay typical Marin rents even working full time at a nonprofit for 23 years already.

Please be generous with a right of return policy of several years at the former rent.

Please protect tenant rights. I sincerely hope to spend the coming decades as a renter in my current San Anselmo home.

Rebecca McGovern
230
Notes on Just Cause Evictions Staff Report
Curt Ries <[email protected]>
Mon 5/27/2024 4:34 PM
To:Town Council <[email protected]>
Cc:Dave Donery <[email protected]>;Heidi Scoble <[email protected]>;Jeff Zuba <[email protected]>
CAUTION: External Sender
Dear San Anselmo Town Council and staff:

Thank you for your work to advance just cause eviction protections for San Anselmo renters. Upon reviewing the May 28th staff report, I'd like to draw your attention to what I view as some inconsistencies and/or shortcomings with the current draft ordinance that I hope can be addressed at tomorrow's council meeting as the town prepares to submit a final policy for voter approval.

1. The relationship between notice and relocation payments. The staff report currently reads, "Nofault evicted tenants are entitled to 2 months’ worth of rent or credit if property owner gives less than a 120 day notice; if notice is 120 days or more, the property owner must pay 3 months of rent or credit." This appears to be backwards. I believe Councilmember Fineman proposed a model whereby tenants would either receive more notice and less relocation assistance or less notice but more relocation assistance, with the idea being that both are valuable to the tenant but one may be more valuable than the other depending on the circumstances and that this give-and-take would provide more flexibility for the landlord. In other words, I believe it should be: "No-fault evicted tenants are entitled to 2 months’ worth of rent or credit if property owner gives at least a 120 day notice; if notice is less than 120 days, the property owner must pay 3 months of rent or credit."

2. Lack of/insufficient minimum notice for no-fault evictions. The above framework provides a cost/benefit framework for landlords to determine whether they value time or money more when executing a no-fault eviction, but it does nothing to set a reasonable floor for giving advance notice to tenants, except for the 120-day notice requirement for Ellis Act evictions (permanent removal from the rental market). Tenants who follow the rules and are being evicted due to no fault of their own deserve at least 60-90 days of advance notice so they can find a new place to live. The 120-day requirement should be maintained or increased for Ellis Act Evictions, given that they are most likely to be abused for the purpose of circumventing rent stabilization. Extending this to up to a full year for tenants who are elderly, disabled, or terminally ill provides extra protections for these particularly vulnerable populations. Both Larkspur and Fairfax have adopted extended notice for these groups for Ellis Act evictions.

3. Five-year right of return. At the May 14th town council meeting, a majority of the council agreed to a five-year right of return for all no-fault evictions. However, the current staff report has isolated this five-year right of return to only Ellis Act evictions (units withdrawn from the rental market), while limiting the right of return for owner move-in evictions and substantial remodel evictions to just one year/12 months. A five-year right of return should apply across the board, both to give tenants a fair chance to return to their home and to ensure that landlords do not abuse no-fault evictions to circumvent rent stabilization.
231

4. Limiting owner move-in evictions for vulnerable communities. Currently there is nothing that limits a landlords' ability to evict a tenant in order to move in a family member, even if their tenant is elderly, disabled or terminally ill and the family member is a young adult in good health. We should do everything we can to prevent the forced displacement of our elderly, disabled, or terminally ill tenants, who are far more likely to face social isolation or economic deprivation as a result of said displacement. Owner move-ins should not be allowed if the tenant is elderly, disabled, or terminally ill, unless the family member who is to replace them is also elderly, disabled, or terminally ill.

5. Subleasing. Tenants should be able to sublease in order to fill vacancies on a one-for-one basis, never to exceed the original number of tenants on the lease, unless they are a spouse or immediate family member. If a couple splits up or roommates don't work out, it's only reasonable that the tenant who remains in the rental unit be able to find a replacement, whom the landlord would be able to reasonably approve or deny.

6. Short-term relocation assistance. The amount provided to tenants on a daily basis for required short-term relocation assistance must at least match the typical expense for modest nightly lodging (e.g., a motel room) in Marin County. Even with lodging covered, the tenant will likely have to handle increased food and transportation costs as a result of being temporarily displaced. Providing less than the cost of basic lodging could place the tenant and their family in profound economic hardship, especially if the short-term displacement extends over multiple weeks. As a general reminder, a 2024 survey found that 44% of Americans cannot cover an unexpected $1,000 expense. Tenants should not be driven into debt while their landlords perform necessary maintenance that is their responsibility to comp;ete. Most modest motel rooms in Marin County cost between $150-$200 per night. This amount can be credited against the tenants' monthly rent until it matches or exceeds said monthly rent. At that point, they should receive cash payments for the excess amount.

Thank you for your careful consideration of these important policies.

Sincerely,
Curt Ries
San Anselmo Renter
Marin DSA Co-Chair
232
Enact a strong just cause eviction ordinance
Kathrin Smith <[email protected]>
Sat 5/25/2024 4:04 PM
To:Town Council <[email protected]>
CAUTION: External Sender
Dear Council members,
I am a tenant in San Anselmo writing to urge you to enact a strong just cause eviction ordinance for the November ballot.  The recently passed rent control ordinance will be absolutely useless without strong just cause language. I am a senior living on a fixed income and am especially concerned for the most vulnerable community members, tenants who are elderly, disabled or terminally ill.

The protections listed below may seem extreme or unreasonable to some but the truth is that many renters live paycheck to paycheck. If they are evicted from their dwelling, they will not have the means to provide first and last month rents and security deposits, not to mention the cost of moving and the increase in their new monthly rental costs.

Protections for vulnerable communities: Tenants who are elderly, disabled, or terminally ill, should receive additional protections from unfair evictions. Owner move-in evictions should not be permitted to displace these tenants and they should receive a full year of advanced notice for Ellis Act evictions, where the landlord wants to permanently remove their unit from the rental market.

A right of return for at least 5 years: This means that if a tenant is evicted due to no fault of their own, they have the right to return to their unit—at their former rent—if the unit becomes available. It's only fair that tenants who have done nothing wrong get a chance to move back into their former homes.

Relocation payments of 3-4 months: If a tenant is evicted despite having done nothing wrong, they should be entitled to relocation payments that enable them to land on their feet in the community. 3-4 months rent is required to pay for first and last month rent, a security deposit, and moving expenses.

Thank you for taking the time to read my letter.

Sincerely,
Kathrin Smith
California's homeless population is aging rapidly, with adults 50+ making up nearly 40% of those needing shelter. Without swift and intentional policy action, California faces a future with a growing number of unhoused older adults as the state's population ages. 3 days ag
233
The Rise of Homelessness Among California's Older Adults California Budget and Policy Center
https://calbudgetcenter.org › resources › the-rise-of-ho.. 234
TOWN COUNCIL MEETING PUBLIC COMMENT (MAY 28, 2024, 7PM) Wong, Wendy <[email protected]>
Tue 5/28/2024 2:29 PM
To:Town Council <[email protected]>
CAUTION: External Sender
Dear San Anselmo Town Council:

I want to encourage a strong Just Cause eviction ordinance that will make the rental lease renewal process more predictable, protect renters from excessive rent increases, empower tenants to advocate for better living conditions without fear of retaliation, and promote long-term housing stability for lowincome and marginalized renters.

The following should be included:

A right of return for at least 5 years: This means that if a tenants is evicted due to no fault of their own, they have the right to return to their unit—at their former rent—if the unit becomes available. It's only fair that tenants who have done nothing wrong get a chance to move back into their former homes.

Relocation payments of 3-4 months: If a tenant is evicted despite having done nothing wrong, they should be entitled to relocation payments that enable them to land on their feet in the community. 3-4 months rent is required to pay for first and last months rent, a security deposit, and moving expenses.

Protections for vulnerable communities: Tenants who are elderly, disabled, or terminally ill, should receive additional protections from unfair evictions. Owner move-in evictions should not be permitted to displace these tenants and they should receive a full year of advanced notice for Ellis Act evictions, where the landlord wants to permanently remove their unit from the rental market.

Thank you for your time and concerted effort to make San Anselmo welcoming to anyone who would like to call it home! It is greatly appreciated.

Warm Regards,
Wendy
Wong
San Anselmo Resident
235
Pass STRONG Renter protections
Eileen Brown <[email protected]>
Tue 5/28/2024 3:36 PM
To:Town Council <[email protected]>
CAUTION: External Sender
Dear Councilmembers,
I urge you to pass the strongest renter protections you possibly can tonight. As a compassionate homeowner, I believe it is critical that working class folks are stabilized in our communities. Rent control and protections can help do so, this during this era of unprecedented wealth inequality and greed in our nation and world.

As elected policy makers, you are in a unique position to effect positive change. I encourage you to do so by enacting buffers against the ravages of the free market for many in our community.

Thanks for all you do.

Sincerely,
Eileen C. Brown
--
Eileen Cohune Brown, LMFT
Analyst Candidate, CG Jung Institute
She/Her/Hers
www.marintherapyworks.com
(415)887-8539
“
CONFIDENTIALITY NOTICE: This email is intended only for the use of the individual or entity to which it is addressed, and may contain information that is privileged, confidential, and exempt from disclosure under applicable law. Access to this email by anyone other than the addressee is prohibited without prior approval. Please note that electronic communications cannot be considered either private or confidential, although every effort will be made to provide the highest security in sending/receiving and storage of your communications.  If you received this email transmission in error, please notify the sender by reply email or by telephone and delete the transmission. 236