Agenda packet — San Anselmo City Council, October 22, 2024

Tuesday, October 22, 2024 7:00 PM
In the Council Chambers and Via Zoom at
525 San Anselmo Avenue, San Anselmo, CA 94960
11111 North 7th Street, Phoenix, AZ 85020
Town Council
Agenda
Meeting held in-Person and via Zoom:
https://us02web.zoom.us/j/84979409352
Or Telephone: +1 669 900 6833 | Webinar ID: 849 7940 9352 How to Submit Comments Before the Meeting: Members of the public are encouraged to submit email correspondence to [email protected] before the meeting begins.

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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.

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, Town Council Agenda October 22, 2024
1 1. Consent Agenda:

1.1 Approval of the Draft Minutes of the Regular Meeting of Tuesday, October 8, 2024

1.2 Revenue and Expenditure Reports, September 2024

1.3 Receive the Recreation Fund Finance Report for the month of September 2024

1.4 Receive Progress Report on 2023-25 Priorities Work Plan

1.5 Consideration to Approve a Special Event Application – Holiday Tree Lighting Ceremony 2024

1.6 Proclaim National Friends of the Library Week, October 20-26, 2024

2. Council Business Items:

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 of the Regular Meeting of Tuesday, October 8, 2024 (DOC) Staff Report (DOCX)
Attachment 1 Budget Comparison Report by Subcategory, September 2024 (PDF) Attachment 2 Budget Comparison Report by Department, September 2024 (PDF) Staff Report (DOC)
Attachment 1 - Group Summary (PDF)
Attachment 2 - Capital Outlay (PDF)
Staff Report (DOC)
Attachment - 1 - Work Plan Priorities 2023-25 Dept (DOC) Attachment - 2 - Work Plan Priorities 2023-25 Category (XLS) Attachment - 3 - Work Plan Progress Report 10.2024 (DOC) Staff Report (DOC)
Attachment 1 - Event Application (PDF)
Staff Report (DOC)
Attachment 1- Proclamation 2024 (DOC)
Town Council Agenda October 22, 2024
2 2.1 General Plan Update: Draft Vision Statement and Guiding Principles. This item is not a "project" under CEQA, as it does not involve activities with the potential for physical environmental changes, but the eventual adoption of the updated General Plan will require a Program Environmental Impact Report (EIR) to assess its impacts comprehensively.

2.2 Authorize Staff to Award the Firehouse 20 Renovation. The Town finds this project to be categorically exempt from the requirement for the preparation of environmental documents under the California Environmental Quality Act (CEQA) under CEQA Guidelines Section 15301 Class 1, because it involves the maintenance and minor alteration of an existing facility with negligible or no expansion of use.

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 (PDF)
Attachment 1 - Draft Vision Statement and Guiding Principles (PDF) Staff Report (DOC)
Fire Station 20 Draft Plans (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 November 12, 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
Town Council Agenda October 22, 2024
3 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
Mattie O'Grady, Interim Community Services Director
Mike Norton, Chief of Police
Dan Mahoney, Fire Chief

DECLARATION OF POSTING
This Notice is posted in accordance with Government Code §54954.2(a) or §54956. Members of the public can 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 October 22, 2024
4 Item #: 1.1

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.1
MEETING DATE: October 22, 2024
AGENDA TITLE: Approval of the Draft Minutes of the Regular Town Council Meeting of the October 8, 2024
FROM: Serge Avila, Town Clerk
RECOMMENDATION: For Council to consider the approval of the Draft Minutes of the Regular Town Council meeting of October 8, 2024
ATTACHMENT:

Attachment 1- September 24, 2024, Draft Minutes
5 1
San Anselmo Draft Council Minutes
Regular Meeting
Town Council Chambers and via Zoom
Tuesday, October 8, 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
Linda Kenton, Assistant Town Manager
Serge Avila, Town Clerk
Megan Acevedo, Town Attorney
Sean Condry, Public Works Director
Matthew Ferrer, Assistant Engineer
Mattie O’Grady, Interim Parks and Rec. Director
Open Time for Public Expression
Ross discussed public trust and public input and the potential impact to the Redwood trees in Creek Park from the proposed demolition of the plaza.

Mr. Art Wasserman, Hooper Lane, discussed how bicyclists and ebike riders do not stop at stop signs on Landsdale Avenue. He would like speed bumps installed along that street.

Council requests for future agenda items; Committee liaison reports; questions and comments to staff; miscellaneous items
Councilmember Colbert reported he attended the MCCMC meeting; “Walk and Roll” Day; the Marin Transit Board meeting; an evening of “Remembrance and Hope” at Osher Marin JCC.

Councilmember Burdo reported the Fire Board meeting will be held tomorrow night; kudos to staff for the very successful “Live on the Avenue” Events; attended the MCCMC meeting; discussed the recent IJ article about the need to support the Jewish community; participated in the recent Fairfax Evacuation Drill; attended the Ross Valley JEPA/Yellow Bus meeting.

Vice Mayor Kullaway reported she did not have any committee updates; has been receiving a lot of email about off-leash enforcement at the Town parks and would like another discussion.

Town Manager Donery stated this should start at the Parks and Recreation Commission level.

Councilmember Fineman reported she did not have any committee reports; had a request that the Council take a look at the Tree Ordinance; gave an update on the Global Climate Leadership Summit meeting at the Vatican and the upcoming conference at UCLA (Go Bruins!) in February. She wished everyone Shanah tovah u’metukah.

Mayor Burke reported she, along with the other Councilmembers, attended the MCCMC meeting; was interviewed for the “Run TMC” Podcast regarding Marin County Basketball; 6 2
attended the last “Live on the Avenue” Event; a Buckelew presentation about crisis and suicide intervention; played in the Ross Recreation Pickleball Tournament; the community wide Clean Up Day Event will be held on October 12th.

Public Works Director Condry reported the Town recently received a 75 Pavement Condition Index (PCI), one of the highest levels the Town has been in thirty years.

Town Manager Donery introduced Climate Action Coordinator Bridget Wippler. The Council welcomed her to San Anselmo.

Special Presentation
There are no Special Presentations.

1. Consent Agenda

1.1 Approved the Draft Minutes of the Town Council Meeting- September 24, 2024

1.2 Accepted the 2024 Slurry Seal Project and Authorized Staff to File a Notice of Completion

1.3 Accepted the 2024 Street Resurfacing Project and Authorized Staff to File a Notice of Completion

1.4 Adopted Resolution No. 2024-4561 Reducing the Membership Size of the Town of San Anselmo Historic Commission

1.5 Consideration of Special Event Application- 2024 Dia de los Muertos

1.6 Received the Report of Checks Issued, September 2024 Mayor Burke opened the meeting to public comments.

There were no comments.

Mayor Burke closed the meeting to public comments.

M/s, Colbert/Kullaway, Motion to approve the Consent Calendar.

AYES: Burdo, Colbert, Fineman, Vice Mayor Kullaway, Mayor Burke

2. Council Business

2.1 Provide an Update to Council for Consideration Regarding Solar Photovoltaic System and Battery Energy Storage System, and Microgrid for Town Hall Resilence Hub.

Assistant Engineer Ferrer presented a staff report and a PowerPoint presentation. Staff answered questions from the Council regarding whether story poles would be installed in both proposed sites; who identifies the rebates/tax credits; the proposed Budget increase for electric vehicles; if the goal to have a fully electric fleet by 2030 is dependent upon this project; if the Town’s fleet would be moved to the Magnolia Lot if this location were chosen; the net energy metering; if the fact that a street is located between the grid, the battery, and Town Hall would pose any issues; how expensive it is to do the trenching and wiring; if using the higher KVA rating of wiring would allow them to go from Level 2 to Level 3 in the future; the height of the flood wall/gate; if it would make sense to go higher than the one-foot base flood elevation (BFE); the opportunity to use the battery on an on-going basis to off-set any added load; the height of 7 3
the solar panels; impacts to the battery if it were flooded; if there is a way to fire protect the battery; possible expansion of the Town Hall or Library buildings.

Mayor Burke opened the meeting to public comments.

Ms. Sue Saunders applauded the staff for this great job. She discussed the differences in NEM 2 vs. NEM 3.

Mayor Burke closed the meeting to public comments.

Councilmember Burdo recommended the Magnolia Lot but would love to do both. Story poles should be installed at both locations.

Councilmember Colbert supported the Magnolia Lot location and asked staff to be mindful of the neighbors during construction.

Vice Mayor Kullaway agreed but thought story poles in both locations would be confusing.

Councilmember Fineman stated there is nothing redeeming about the Town Hall site. She would like staff to move “full steam ahead” with the Magnolia site.

Mayor Burke stated it is clear that the Magnolia site is the way to go. She supported installing story poles at both site to give the community a chance to weigh in.

Town Manager Donery stated staff would return with answers to the Council’s questions at the next meeting. He agreed that “time is of the essence”.

2.2 Award of the Construction Contract for the Sir Francis Drake Boulevard and Sierra Avenue/ Broadmoor Avenue Traffic Signal Improvement Project
Public Works Director Condry presented a staff report. There were no questions from the Council.

Mayor Burke opened the meeting to public comments.

There were no comments.

Mayor Burke closed the meeting to public comments.

M/s, Burdo/Kullaway, Motion to Award the Construction Contract for the Sir Francis Drake Boulevard and Sierra Avenue/Broadmoor Avenue Traffic Signal Improvement Project.

AYES: Burdo, Colbert, Fineman, Vice Mayor Kullaway, Mayor Burke

2.3 Award of the Construction Contract for the Pedestrian Hybrid Beacon Project at Sir Francis Drake Boulevard and Saunders Avenue
Public Works Director Condry presented a staff report. There were no questions from the Council.

Mayor Burke opened the meeting to public comments.

There were no comments.
8 4
Mayor Burke closed the meeting to public comments.

M/s, Kullaway/Colbert, Motion to Award the Construction Contract for the Pedestrian Hybrid Beacon Project at Sir Francis Drake Boulevard and Saunders Avenue.

AYES: Burdo, Colbert, Fineman, Vice Mayor Kullaway, Mayor Burke M/s, Burdo/Colbert, Motion to adjourn the meeting at 8:13 p.m.

AYES: Burdo, Colbert, Fineman, Vice Mayor Kullaway, Mayor Burke Respectfully submitted,
Toni DeFrancis,
Recording Secretary
9 Item #: 1.2

STAFF REPORT
TOWN OF SAN ANSELMO Item #:1.2
MEETING DATE: October 22, 2024
AGENDA TITLE: Revenue and Expenditure Reports, September 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 September 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 September 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 September 2024 reporting period end, the Town’s General Fund revenue has increased its base relative to the prior year by $0.049M. The figures for August 2024 are still preliminary year-end numbers as we close the books and prepare for the Town’s financial audit. A majority of the Town’s revenue is collected at specific times.
10 Item #: 1.2
As shown above, the Town’s overall revenue base increased by $0.049M as its  The Town receives property tax disbursements from the County of Marin in December, April, and June. The variance from the prior year is due to collections for property transfer tax.
 The Town receives disbursements monthly from the State for Sales Tax. The collections for the fiscal year 2024-25 will begin in September.  Revenue from Licenses & Permits increased by $0.120M compared to the previous period, due to construction activity in the Town and the timing of business license collections.
 Intergovernmental revenue decreased by $0.029 compared to the previous period due to the timing of collections for Prop 172's 0.5% sales tax.  Other fees increased by $0.020M compared to the previous period, due to activity related to Planning Fees and Resale inspections.

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 September 2024 reporting period end, the Town’s General Fund expenditures have increased by $0.277M compared to the prior year. This is primarily from increases in retirement, outside services, and debt service. 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 SEP YTD FY25 SEP YTD FY24 $ Change % Change
Property Tax 426.50 26,327.96 (25,901.46) -98.38%
Sales Tax 106,775.10 124,719.49 (17,944.39) 0.00%
Property Transfer Tax - - - 0.00%
Franchise Taxes 121,750.08 112,486.66 9,263.42 8.24%
Licenses & Permits 370,796.05 250,525.99 120,270.06 48.01% Fines 6,759.82 18,520.47 (11,760.65) -63.50%
Cash & Investment Interest 18,359.81 14,448.93 3,910.88 0.00% Intergovernmental 4,549.70 34,537.30 (29,987.60) -86.83% Other Fees 98,724.32 101,176.62 (2,452.30) -2.42%
Transfers In 69,208.00 65,731.57 3,476.43 0.00%
Total 797,349.38 748,474.99 48,874.39 6.53%
Category SEP YTD FY25 SEP YTD FY24 $ Change % Change
Compensation 1,120,884.11 1,051,424.92 69,459.19 6.61%
Retirement 172,095.54 74,754.85 97,340.69 130.21%
Training 3,905.79 9,156.41 (5,250.62) -57.34%
Outside Services 3,251,209.79 3,177,487.58 73,722.21 2.32% Maintenance 38,520.49 39,698.65 (1,178.16) -2.97%
Utilities 39,041.38 29,887.15 9,154.23 30.63%
Supplies 35,724.19 67,251.62 (31,527.43) -46.88%
Debt Service 552,599.61 498,268.81 54,330.80 10.90%
Other Expenditure 936,332.86 925,130.68 11,202.18 1.21% Transfers Out - - - 0.00%
Total 6,150,313.76 5,873,060.67 277,253.09 4.72%
11 Item #: 1.2
As shown above, the Town’s expenditures base overall increased by $0.277M of which is driven by retirement, outside services, and debt service:
 Compensation (Salaries & Wages and Benefits) increased by $0.069M compared to the prior fiscal year primarily due to the 3.0% cost of living adjustment effective July 1, 2024, step adjustments, staffed positions, and increase in health insurance premiums.
 Retirement increased by $0.097M compared to the prior period due to the Town’s CalPERS unfunded liability payment.
 Outside Services increased by $0.073M compared to the previous fiscal year due to payments for Public Safety JPA’s, Central Marin Police Authority, and Ross Valley Fire Department.
 Debt Service increased by $0.054M 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.

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

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: Budget Comparison Report by Subcategory, September 2024 Attachment #2: Budget Comparison Report by Department, September 2024 12 Town of San Anselmo
2024-2025 Rev & Exp Report
as of 09/30/2024
2023-2024
Revised
Budget
2023-2024
Audited
Actuals
2023-2024
YTD Actuals
% of
Audited
Actuals
2024-2025
Adopted
Budget
2024-2025
Revised
Budget
2024-2025
YTD Actuals
% of
Actual /
Budget
Fund: 01 - GENERAL FUND
Revenue
400 - PROPERTY TAX GENERAL 9,609,527.00 9,721,536.77 4,306.86 0.04 % 10,030,351.00 10,030,351.00 848.32 0.01 % 401 - PENSION 2,756,290.00 2,920,096.50 71.71 0.00 % 3,020,000.00 3,020,000.00 -343.82 -0.01 % 402 - PROPERTY TAX OTHER 4,097,971.00 4,029,898.65 21,949.39 0.54 % 3,998,058.00 3,998,058.00 -78.00 0.00 % 410 - OTHER TAXES 1,503,000.00 1,542,571.04 124,719.49 8.09 % 1,559,106.00 1,559,106.00 106,775.10 6.85 % 411 - FRANCHISE TAXES 848,000.00 933,022.37 112,486.66 12.06 % 936,500.00 936,500.00 121,750.08 13.00 % 420 - BUSINESS LICENSE 290,000.00 277,534.46 12,402.91 4.47 % 290,000.00 290,000.00 15,628.34 5.39 % 421 - PARKING 0.00 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % 422 - CONSTRUCTION 1,141,000.00 1,034,013.52 238,123.08 23.03 % 983,500.00 983,500.00 355,167.71 36.11 % 430 - VEHICLE CODE 10,000.00 4,354.86 1,105.52 25.39 % 15,000.00 15,000.00 531.23 3.54 % 431 - LIBRARY 1,250.00 2,512.30 532.13 21.18 % 1,500.00 1,500.00 341.46 22.76 % 432 - PARKING 115,000.00 109,148.12 16,882.82 15.47 % 117,990.00 117,990.00 5,887.13 4.99 % 440 - USE OF MONEY AND PROPERTY 100,000.00 272,839.47 14,448.93 5.30 % 100,000.00 100,000.00 18,359.81 18.36 % 450 - STATE REVENUE 297,500.00 313,861.71 34,537.30 11.00 % 170,500.00 170,500.00 4,549.70 2.67 % 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 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % 480 - FEES FOR SERVICES 178,250.00 186,017.66 46,934.83 25.23 % 231,000.00 231,000.00 65,791.28 28.48 % 490 - MISCELLANEOUS REVENUE 102,772.00 183,646.36 54,241.79 29.54 % 115,555.00 115,555.00 32,933.04 28.50 % 519 - TRANSFERS IN 384,030.00 386,731.87 65,731.57 17.00 % 403,318.00 403,318.00 0.00 0.00 % 520 - SOURCE OF PROCEEDS 0.00 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % Total Revenue: 21,434,590.00 21,917,785.66 748,474.99 3.41 % 21,972,378.00 21,972,378.00 728,141.38 3.31 % Expense
600 - SALARIES AND WAGES 3,336,127.00 3,286,881.51 812,742.36 24.73 % 3,552,174.00 3,552,174.00 891,509.87 25.10 % 601 - RETIREMENT 561,590.00 293,531.19 74,754.85 25.47 % 428,706.00 428,706.00 172,095.54 40.14 % 602 - EMPLOYEE BENEFITS 890,116.00 737,406.43 215,789.38 29.26 % 872,566.00 872,566.00 207,860.62 23.82 % 604 - RETIREE BENEFITS 164,779.00 164,779.00 22,893.18 13.89 % 180,796.00 180,796.00 21,513.62 11.90 % 610 - TRAINING 55,750.00 38,490.19 9,156.41 23.79 % 68,750.00 68,750.00 3,905.79 5.68 % 611 - OUTSIDE SERVICES 13,506,864.00 13,108,601.04 3,177,487.58 24.24 % 13,633,637.00 13,633,637.00 3,251,209.79 23.85 % 613 - PUBLICATION / DUES 25,272.00 17,472.68 2,251.00 12.88 % 27,522.00 27,522.00 1,895.33 6.89 % 614 - MAINTENANCE 119,135.00 102,103.92 24,391.36 23.89 % 123,485.00 123,485.00 12,378.93 10.02 % 615 - BUILDING MAINTENANCE 50,000.00 146,978.67 14,347.61 9.76 % 60,000.00 60,000.00 8,168.22 13.61 % 616 - VEHICLE MAINTENANCE 2,000.00 25,231.23 959.68 3.80 % 76,050.00 76,050.00 17,973.34 23.63 % 617 - UTILITIES 0.00 100,123.67 29,887.15 29.85 % 0.00 0.00 39,041.38 0.00 % 618 - HIRING 1,000.00 3,168.83 1,501.73 47.39 % 1,000.00 1,000.00 11,779.09 1,177.91 % 619 - MISCELLANEOUS 50,000.00 50,285.97 0.00 0.00 % 25,000.00 25,000.00 3,225.00 12.90 % 620 - OFFICE SUPPLIES 0.00 21,326.13 4,859.15 22.78 % 32,754.00 32,754.00 10,270.97 31.36 % 622 - DEPARTMENT SUPPLIES 202,450.00 195,104.18 57,273.28 29.36 % 133,197.00 133,197.00 18,904.40 14.19 % 623 - BOOKS / MAGAZINES / VIDEOS 27,500.00 31,521.44 5,119.19 16.24 % 29,000.00 29,000.00 6,548.82 22.58 % 629 - MISCELLANEOUS 1,371,875.00 1,378,895.26 921,377.95 66.82 % 1,483,312.00 1,483,312.00 919,433.44 61.99 % 630 - EQUIPMENT 500.00 343.37 0.00 0.00 % 500.00 500.00 0.00 0.00 % 631 - CAPITAL OUTLAY - CONSTRUCTION 0.00 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % 640 - PRINCIPAL 410,000.00 410,000.00 410,000.00 100.00 % 465,000.00 465,000.00 465,000.00 100.00 % 641 - INTEREST 176,067.00 175,985.33 88,268.81 50.16 % 173,929.00 173,929.00 87,599.61 50.37 % 670 - TRANSFERS OUT 2,464,500.00 2,464,895.72 0.00 0.00 % 605,000.00 605,000.00 0.00 0.00 % Total Expense: 23,415,525.00 22,753,125.76 5,873,060.67 25.81 % 21,972,378.00 21,972,378.00 6,150,313.76 27.99 % Total Fund: 01 - GENERAL FUND: -1,980,935.00 -835,340.10 -5,124,585.68 0.00 0.00 -5,422,172.38 Report Total: -1,980,935.00 -835,340.10 -5,124,585.68 0.00 0.00 -5,422,172.38 ITEM 1.2 - ATTACHMENT 1 ITEM 1.2 - ATTACHMENT 1
13 Town of San Anselmo
2024-2025 Rev & Exp Report
as of 09/30/2024
2023-2024
Revised
Budget
2023-2024
Audited
Actuals
2023-2024
YTD Actuals
% of
Audited
Actuals
2024-2025
Adopted
Budget
2024-2025
Revised
Budget
2024-2025
YTD Actuals
% of
Actual /
Budget
Fund: 01 - GENERAL FUND
Expense
00 - UNDESIGNATED 2,464,500.00 2,464,895.72 0.00 0.00 % 605,000.00 605,000.00 0.00 0.00 % 11 - TOWN COUNCIL 63,255.00 54,954.93 6,509.67 11.85 % 71,446.00 71,446.00 8,437.80 11.81 % 12 - ADMINISTRATION 1,565,944.00 1,556,047.47 405,237.56 26.04 % 1,669,529.00 1,669,529.00 364,270.14 21.82 % 16 - LEGAL SERVICES 425,000.00 259,765.00 37,702.50 14.51 % 330,000.00 330,000.00 23,418.00 7.10 % 18 - PLANNING 1,050,401.00 1,005,737.96 129,262.02 12.85 % 1,169,800.00 1,169,800.00 203,017.37 17.35 % 21 - NON-DEPARTMENTAL 2,120,808.00 1,775,454.55 914,579.20 51.51 % 1,488,431.00 1,488,431.00 1,032,312.33 69.36 % 30 - POLICE 5,184,636.00 5,204,393.04 1,301,098.26 25.00 % 5,474,469.00 5,474,469.00 1,368,617.25 25.00 % 32 - ROSS VALLEY FIRE SERVICE 5,088,722.00 5,090,465.78 1,263,531.58 24.82 % 5,559,703.00 5,559,703.00 1,382,255.16 24.86 % 40 - DEBT SERVICE 587,567.00 587,285.33 498,268.81 84.84 % 640,429.00 640,429.00 552,599.61 86.29 % 41 - ENGINEERING AND INSPECTION 1,809,804.00 1,654,497.28 401,126.79 24.24 % 1,699,695.00 1,699,695.00 380,813.40 22.40 % 42 - STREETS 1,185,909.00 1,220,177.31 361,953.00 29.66 % 1,278,642.00 1,278,642.00 250,790.56 19.61 % 71 - LIBRARY 847,839.00 860,956.50 277,827.14 32.27 % 899,716.00 899,716.00 291,400.29 32.39 % 81 - PARKS 694,458.00 721,450.02 201,967.56 27.99 % 768,688.00 768,688.00 185,565.83 24.14 % 82 - RECREATION/GENERAL FUND 326,682.00 297,044.87 73,996.58 24.91 % 316,830.00 316,830.00 106,816.02 33.71 % Total Expense: 23,415,525.00 22,753,125.76 5,873,060.67 25.81 % 21,972,378.00 21,972,378.00 6,150,313.76 27.99 % Total Fund: 01 - GENERAL FUND: 23,415,525.00 22,753,125.76 5,873,060.67 25.81 % 21,972,378.00 21,972,378.00 6,150,313.76 27.99 % Report Total: 23,415,525.00 22,753,125.76 5,873,060.67 25.81 % 21,972,378.00 21,972,378.00 6,150,313.76 27.99 % ITEM 1.2 - ATTACHMENT 2
ITEM 1.2 - ATTACHMENT 2
14 Item #: 1.3

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.3
MEETING DATE: 10/22/24
AGENDA TITLE: Financial Report on Recreation Fund
FROM: Mattie O’Grady – Interim Director of Community
Services
RECOMMENDATION: That the Town Council review the Recreation Fund revenue and expenditure report for the period ending September 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
The September report marks the beginning of the new 2024/25 fiscal year. As of September 30, 2024, 25% of the fiscal year has elapsed and the Recreation Fund is listed at 33% of projected revenues and 24% of projected expenditures.

In past years, revenue was deposited when customers registered. Our Civic Rec software automatically defers the revenue deposit until the date of service. As a result, this is the first year we have an September report. We will continue to build on the table below in the coming years.

Enrollment for recreation programs is strong. Families are enjoying our programs, and we have added additional programs and staff positions for the new fiscal year.

You will also find attached the capital outlay budget for the department, in addition to the Recreation Fund revenue and expenditure report.

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

FY Revenue Expenditures Rev Over/(Under) Exp
Budget Actual % Budget Actual % $$ %
2024-25 2,210,355 733,908 35% 2,210,355 520,671 24% 213,237 10% Attachment 1 - Revenue & Expenditure Report FY 2024-25: Recreation Fund as of 9/30/2024. 15 Item #: 1.3
Attachment 2 – Capital Outlay Report FY 24-25 as of 9/30/24 16 10/7/2024 8:13:44 PM Page 1 of 2
Budget Report
Town of San Anselmo Group Summary
For Fiscal: 2024-2025 Period Ending: 09/30/2024
Fiscal
AcƟvity
Variance
Favorable
(Unfavorable)
Period
SubCategory AcƟvity
Current
Total Budget
Original
Total Budget
Percent
Remaining
Department: 00 - UNDESIGNATED
670 - TRANSFERS OUT 33,899.00 33,899.00 33,899.00 100.00 % 0.00 0.00 Department: 00 - UNDESIGNATED Total: 33,899.00 33,899.00 33,899.00 0.00 0.00 100.00 % Department: 61 - SPORTS
480 - FEES FOR SERVICES 568,375.00 568,375.00 -443,330.00 78.00 % 98,194.00 125,045.00 600 - SALARIES AND WAGES 30,000.00 30,000.00 28,000.00 93.33 % 2,000.00 2,000.00 602 - EMPLOYEE BENEFITS 2,295.00 2,295.00 2,142.00 93.33 % 153.00 153.00 611 - OUTSIDE SERVICES 222,650.00 222,650.00 166,587.04 74.82 % 0.00 56,062.96 629 - MISCELLANEOUS 54,500.00 54,500.00 52,054.68 95.51 % 2,682.50 2,445.32 Department: 61 - SPORTS Surplus (Deficit): 258,930.00 258,930.00 -194,546.28 93,358.50 64,383.72 75.13 % Department: 62 - CULTURE
480 - FEES FOR SERVICES 177,860.00 177,860.00 -121,809.00 68.49 % 53,993.00 56,051.00 611 - OUTSIDE SERVICES 124,300.00 124,300.00 115,159.60 92.65 % 8,778.45 9,140.40 629 - MISCELLANEOUS 3,500.00 3,500.00 3,220.28 92.01 % 0.00 279.72 Department: 62 - CULTURE Surplus (Deficit): 50,060.00 50,060.00 -3,429.12 45,214.55 46,630.88 6.85 % Department: 63 - CHILD CARE
480 - FEES FOR SERVICES 1,408,120.00 1,408,120.00 -872,047.61 61.93 % 168,836.60 536,072.39 600 - SALARIES AND WAGES 521,439.76 521,439.76 353,096.08 67.72 % 47,092.13 168,343.68 601 - RETIREMENT 28,941.04 28,941.04 22,451.25 77.58 % 2,314.47 6,489.79 602 - EMPLOYEE BENEFITS 117,494.32 117,494.32 88,897.05 75.66 % 8,852.04 28,597.27 611 - OUTSIDE SERVICES 426,200.00 426,200.00 333,878.21 78.34 % 4,947.73 92,321.79 622 - DEPARTMENT SUPPLIES 4,500.00 4,500.00 3,363.70 74.75 % 0.00 1,136.30 629 - MISCELLANEOUS 37,600.00 37,600.00 28,242.74 75.11 % 1,330.86 9,357.26 Department: 63 - CHILD CARE Surplus (Deficit): 271,944.88 271,944.88 -42,118.58 104,299.37 229,826.30 15.49 % Department: 64 - EVENTS AND OTHER
480 - FEES FOR SERVICES 29,000.00 29,000.00 -17,109.50 59.00 % 5,975.00 11,890.50 611 - OUTSIDE SERVICES 15,000.00 15,000.00 14,672.30 97.82 % 0.00 327.70 Department: 64 - EVENTS AND OTHER Surplus (Deficit): 14,000.00 14,000.00 -2,437.20 5,975.00 11,562.80 17.41 % Department: 65 - PROGRAM ADMINISTRATION
480 - FEES FOR SERVICES 27,000.00 27,000.00 -22,150.00 82.04 % 2,658.00 4,850.00 600 - SALARIES AND WAGES 320,106.91 320,106.91 239,361.40 74.78 % 27,388.00 80,745.51 601 - RETIREMENT 34,948.82 34,948.82 26,591.39 76.09 % 2,833.11 8,357.43 602 - EMPLOYEE BENEFITS 62,562.69 62,562.69 39,624.63 63.34 % 7,723.96 22,938.06 610 - TRAINING 8,000.00 8,000.00 7,560.78 94.51 % 0.00 439.22 611 - OUTSIDE SERVICES 114,500.00 114,500.00 96,631.43 84.39 % 4,646.82 17,868.57 613 - PUBLICATION / DUES 1,200.00 1,200.00 1,194.05 99.50 % 0.00 5.95 614 - MAINTENANCE 900.00 900.00 900.00 100.00 % 0.00 0.00 615 - BUILDING MAINTENANCE 200.00 200.00 150.00 75.00 % 0.00 50.00 617 - UTILITIES 13,000.00 13,000.00 10,686.43 82.20 % 1,198.21 2,313.57 618 - HIRING 800.00 800.00 -371.46 -46.43 % 116.00 1,171.46 619 - MISCELLANEOUS 817.46 817.46 -544.42 -66.60 % 0.00 1,361.88 620 - OFFICE SUPPLIES 25,000.00 25,000.00 17,319.68 69.28 % 0.00 7,680.32 622 - DEPARTMENT SUPPLIES 6,000.00 6,000.00 4,915.94 81.93 % 45.97 1,084.06 Department: 65 - PROGRAM ADMINISTRATION Surplus (Deficit): -561,035.88 -561,035.88 421,869.85 -41,294.07 -139,166.03 75.19 % Report Surplus (Deficit): 207,553.35 213,237.67 0.00 0.00 213,237.67 0.00 % 17 Budget Report For Fiscal: 2024-2025 Period Ending: 09/30/2024 10/7/2024 8:13:44 PM Page 2 of 2
Fund Summary
Fiscal
AcƟvity
Variance
Favorable
Fund (Unfavorable)
Period
AcƟvity
Current
Total Budget
Original
Total Budget
21 - RECREATION 0.00 0.00 213,237.67 207,553.35 213,237.67 Report Surplus (Deficit): 207,553.35 213,237.67 0.00 0.00 213,237.67 18 10/7/2024 8:15:57 PM Page 1 of 3
Budget Report
Town of San Anselmo Account Summary
For Fiscal: 2024-2025 Period Ending: 09/30/2024
Fiscal
AcƟvity
Variance
Favorable
(Unfavorable)
Percent
Remaining
Current
Total Budget
Period
AcƟvity
Original
Total Budget
Fund: 21 - RECREATION
Expense
SubCategory: 631 - CAPITAL OUTLAY - CONSTRUCTION

21.65.63100 CAPITAL OUTLAY - CONSTRUCTION 450,000.00 41,516.25 408,483.75 90.77 % 450,000.00 1,911.07 SubCategory: 631 - CAPITAL OUTLAY - CONSTRUCTION Total: 41,516.25 450,000.00 450,000.00 408,483.75 90.77 % 1,911.07 Expense Total: 41,516.25 450,000.00 450,000.00 408,483.75 90.77 % 1,911.07 Fund: 21 - RECREATION Total: 41,516.25 450,000.00 450,000.00 408,483.75 90.77 % 1,911.07 Report Total: 1,911.07 41,516.25 450,000.00 450,000.00 408,483.75 90.77 % 19 Budget Report For Fiscal: 2024-2025 Period Ending: 09/30/2024 10/7/2024 8:15:57 PM Page 2 of 3
Group Summary
Fiscal
AcƟvity
Variance
Favorable
(Unfavorable)
Period
SubCategory AcƟvity
Current
Total Budget
Original
Total Budget
Percent
Remaining
Fund: 21 - RECREATION
Expense
631 - CAPITAL OUTLAY - CONSTRUCTION 450,000.00 450,000.00 408,483.75 90.77 % 1,911.07 41,516.25 Expense Total: 450,000.00 450,000.00 408,483.75 1,911.07 41,516.25 90.77 % Fund: 21 - RECREATION Total: 450,000.00 450,000.00 408,483.75 1,911.07 41,516.25 90.77 % Report Total: 1,911.07 41,516.25 450,000.00 450,000.00 408,483.75 90.77 % 20 Budget Report For Fiscal: 2024-2025 Period Ending: 09/30/2024 10/7/2024 8:15:57 PM Page 3 of 3
Fund Summary
Fiscal
AcƟvity
Variance
Favorable
Fund (Unfavorable)
Period
AcƟvity
Current
Total Budget
Original
Total Budget
Percent
Remaining
21 - RECREATION 450,000.00 450,000.00 408,483.75 90.77 % 1,911.07 41,516.25 Report Total: 1,911.07 41,516.25 450,000.00 450,000.00 408,483.75 90.77 % 21 Item #:

STAFF REPORT
TOWN OF SAN ANSELMO Item #:

MEETING DATE: October 22, 2024
AGENDA TITLE: Work Plan Priorities Progress Report
FROM: Administration
RECOMMENDATION: Receive progress report on 2023-25 priorities work plan.

SUMMARY
Town Council adopted the 2023-25 final work plan priorities at their June 27, 2023, meeting. Council historically requested regular progress reports to assist in staying informed about work plan priorities. Council expressed the desire to continue receiving said regular updates.

BACKGROUND
Department Heads gathered at a retreat in January 2023, to begin crafting the work plan priorities for 2023-25. The draft work plan was introduced to Town Council at their March 28 meeting. Feedback, including potential additions to the proposed work plan was requested at the following Council meetings (April 11 and April 25). Council reviewed and discussed the work plan priorities at their May 5, 2023, retreat. Council members presented eight additional submissions which were considered for inclusion in the plan. Council accepted two for integration. The final work plan priorities were organized by department in Attachment 1 and by category in Attachment 2.

DISCUSSION/ANALYSIS
Staff designed a reporting mechanism organized by Department to track progress for each priority. A percent figure is assigned to most priorities to introduce a certain measure of objectivity. A detailed narrative may follow. Reporting will occur at approximately 6-month intervals over the course of the two-year work plan. Attachment 3 is the current progress report for the 2023-25 work plan priorities. 22 Item #:

FISCAL IMPACT
Impact varies by department and project.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The Council’s discussion of this item is not a “project” under the California Environmental Quality Act, because it does not involve an activity which has the potential to cause a direct or reasonably foreseeable indirect physical change in the environment. (Cal. Pub. Res. Code § 21065).

ATTACHMENTS
Attachment 1- Work Plan Priorities by Department – FY 2023-2025 Attachment 2- Work Plan Priorities by Category – FY2023-2025 Attachment 3- Work plan priorities progress report, October 2024 Staff Report
23 DRAFT—2023-25 Priorities Work Plan
Finance/Admin Services Workplan
1) Category: Investing in People
Priority: Town-wide compensation study
Description: Conduct a Town-wide compensation study. The goal in reviewing employee compensation is to benchmark the Town’s salaries with the goal of providing competitive compensation to comparable local municipalities to assist in recruitment and retention of talented employees. Become Employer of Choice.

Staff Impact: Moderate
Fiscal Impact: TBD
2) Category: Excelling in Town Services
Priority: Update Town’s Investment Policy
Description: Update the existing Investment Policy (1997) to reflect best practices and to ensure compliance with federal, state, and applicable laws and regulations.

Staff Impact: Low
Fiscal Impact: None
3) Category: Investing in People
Priority: Implement Ready Set Audit Results for Human Resources Description: An audit of the Town’s rules, policies, ordinances, and other areas was conducted by Ready Set to assure that they are fair, equitable and completely bias free.

As part of that audit, HR wants to implement new recruiting strategies to be sure that we are reaching all potential candidates.

Staff Impact: Moderate
Fiscal Impact: Low
4) Category: Investing in People
Priority: Employee Trainings (Lunch & Learn)
Description: Develop a Lunch and Learn program, a joint lunch for their employees to encourage learning, foster building strong relationships, and enhancing professional development. Lunch and Learn events offer opportunities for coworkers to share ideas and discuss issues in a relaxed atmosphere.

Staff Impact: Low
Fiscal Impact: Low
5) Category: Excelling in Town Services
Priority: Update Fee Study
Description: A review of the fee study is needed to ensure that the Town’s fees are updated to reflect the latest cost information. The study will identify the full costs of providing each service, including direct, indirect, and overhead costs. Identifying the full 24 DRAFT--FY2023-25 Priorities Work Plan
2 cost of a services will assist in determining the appropriate fee for each service and prevent the subsidization of individual services with taxpayer dollars.

Staff Impact: Low
Fiscal Impact: Low
6) Category: Connecting with the Community
Priority: Town telephone system
Description: Update the current Town phone system from an analog system to allow for increased efficiency and usability. Voicemails can be integrated into the email system to allow for better response capabilities and customer service.

Staff Impact: Low
Fiscal Impact: Moderate
7) Category: Excelling in Town Services
Priority: Update Finance/Payroll/HR Systems
Description: Review the options for a change in Town’s software to a cloud-based system more suited for a smaller local municipality.

Staff Impact: Moderate
Fiscal Impact: Moderate
8) Category: Connecting with the Community
Priority: Implement Online Records Management Program
Description: Through an RFP process, retain services of an online records retention service for the purposes of providing efficient access to Town records for both staff and the public.

Staff Impact: Moderate/High
Fiscal Impact: Moderate
Library – Department Work Plan Priorities
1) Category: Quality Facilities
Priority: Improved shelving for special collections
Description: Instead of holding special collections such as Take and Make Kits, memory kits out of public view, providing shelving in public area for better marketing and access.

Employee Impact: Moderate
Fiscal Impact: Depends on the plan and shelving found to meet needs of collections. 2) Category: Livability and Quality of Life, Connecting with the Community Priority: Reimagine the Take and Make Kits collection
Description: This popular collection has expanded beyond the limits of “take and make” and needs to be reevaluated and rebranded for expansion. 25 DRAFT--FY2023-25 Priorities Work Plan
3 Employee Impact: Moderate
Fiscal Impact: Low
3) Category: Quality Facilities
Priority: Study the organization of physical public space Description: Enlist the services of a consultant to help redesign the public library space.

Employee Impact: High
Fiscal Impact: High
4) Category: Quality Facilities
Priority: Implement plan designed by consultant to redesign public library space Description: Hire contractors, identify equipment/furniture, and execute plan Employee Impact: High
Fiscal Impact: High
5) Category: Quality Facilities
Priority: Study the organization of physical staff workspace on lower level and implement recommendations.

Description: Enlist the services of a consultant to help redesign the public library staff workroom space.

Employee Impact: High
Fiscal Impact: High
6) Category: Excelling in Town Services
Priority: Complete implementation of RFID project
Description: Items have been tagged and staff has been using RFID pads and other equipment. Next steps in roll-out include peripherals to support the use of the technology and training patrons to use RFID enabled tools for checking out materials.

Employee Impact: High
Fiscal Impact: Moderate-High
7) Category: Livability and Quality of Life
Priority: Establish Zip Books program
Description: Organize and deploy zip books program, grant funded by the CA state library, to deliver books, unavailable in the local library system, to residents’ homes via Amazon
Employee Impact: Moderate-High
Fiscal Impact: Low
26 DRAFT--FY2023-25 Priorities Work Plan
4 Interdepartmental—Library and Public Works
8) Category: Quality Facilities
Priority: Repaint/Repair internal building, museum, and Council Chamber lobby areas Description: There are many areas in need of repair where chunks of wall have eroded or chipped away. There are innumerable scuffs and scratches throughout the building which need to be cleaned up and walls improved with fresh paint.

Employee Impact: Moderate
Fiscal Impact: High
Planning—Department Work Plan Priorities
1) Category: Investing in people
Priority: Onboard new Planner
Description: Hire and train a new planner to provide current planning activities such processing land use permits, assisting the public over the phone, via email, and at the counter
Employee Impact: Moderate
Fiscal Impact: High.
2) Category: Planning for the Future
Priority: Comprehensive General Plan Update, including the Circulation Update Description: Begin the comprehensive General Plan Update of the 1988 current General Plan. Will update all elements of the General Plan (exception of the Housing Element and Safety Element) and include new optional element, such as Environmental Justice and Economic Development.

Employee Impact: Moderate to High
Fiscal Impact: High. Aspects of update can be offset by staff, but CEQA Analysis and technical aspects of the General Plan Update will need to be prepared by a consultant. 3) Category: Planning for the Future
Priority: Housing Element Implementation
Description: Implement at least 22 Housing Policy Action Items as required by the Housing Element
Employee Impact: Low to Moderate
Fiscal Impact: Low
4) Category:

Priority: Continue to Enhance the Planning Departments levels of service.

Description: Enhance levels of service by improving and updating the Planning Department’s web presence to make it easy for users to navigate and find information 27 DRAFT--FY2023-25 Priorities Work Plan
5 and resources, continue to improve processing timelines, improve, and maintain response times, and proactive shepherding of projects through the Town’s discretionary processes.

Employee Impact: Low to Moderate
Fiscal Impact: Low
5) Category: Sustainable, Natural and Built Environment Priority: Continue to grow Economic Development in Town Description: Enhance and grow the Planning Department’s Economic Development and Housing initiatives by providing more structure (policies and implementation of actions) to what we would like and need to accomplish.

Employee Impact: Low to Moderate
Fiscal Impact: Low
6) Category: Investing in People
Priority: Develop a training program for Planning Department staff Description: Create a cohesive team where there is training to keep informed with upto-date information, cross training of duties and responsibilities (where possible given job descriptions constraints by union and job descriptions), experiences to help grow staff.

Employee Impact: Low to Moderate
Fiscal Impact: Low
7) Category: Excelling in Town Services
Priority: Enhanced and consistent record keeping where information is accessible and easy to find.

Description: Digitize remaining Planning paper files, create any necessary databases, convert microfiche to digital pdf plans (soft file) and provide a comprehensive digital data file storage service, such as Docuware, Laserfiche, etc.

Employee Impact: Low to High depending on whether outside resources or internal staff will be used.

Fiscal Impact: Low to Moderate
8) Category: Planning for the Future, Sustainable, Natural and Built Environment Priority: Develop Gas Ban Ordinance
Description: Finalize Ordinance for Town Council consideration of a Gas Ban Ordinance.

Requires the preparation of a study to support the ban.

Employee Impact: Low to Moderate
Fiscal Impact: Low
9) Category: Planning for the Future, Sustainable, Natural and Built Environment Priority: Update Downtown and other Commercial Land Uses 28 DRAFT--FY2023-25 Priorities Work Plan
6 Description: Consider Zoning Code amendments to the Land Use Regulations Table 3A (Title 10, Chapter 3, Article 3, Section 10-3.302) to the Downtown and other commercial land uses that will attract businesses to the Town.

Employee Impact: Senior Planner and Planning Director staff time over 6 months.

Fiscal Impact: Approximately $12,000 (+/- 10% of staffs time over 6 months) Police – Department Work Plan Priorities
1) Category: Investing in People
Priority: Address Staffing Issues: Retention and Recruiting Description: The Central Marin Police is currently facing a significant staffing issue wherein; it is losing people faster than it can replace them. In addition, applicant numbers are dwindling at an alarming rate. This especially important work plan priority is to work closely with the Town and City Managers over the next two years to improve entry level recruitment and current employee retention.

Staff Impact: Moderate
Fiscal Impact: Impact to budget should “top-step” salaries be increased, or employees are brought in at a higher “step” than is currently allowed. 2) Category: Investing in People
Priority: Increase Training for all Staff
Description: Increase training for all staff to include new mandates and expectations from communities.

Staff Impact: Moderate
Fiscal Impact: Increase to training budget to pay for increase in training (e.g., tuition, travel costs, etc.)
3) Category: Connecting with the Community
Priority: Initiate complete overhaul and redesign of the website Description: Currently, the website is over ten years old and is outdated and works poorly on smart phones. Conduct a complete overhaul and redesign of the website to bring it up to acceptable current day standards.

Staff Impact: High
Fiscal Impact: Cost of outside vendor for website design and staff time. 4) Category: Investing in People
Priority: Improve and evolve the organizational mental and physical wellness of staff Description: Continue to improve and evolve the organizational mental and physical wellness of staff.

Staff Impact: Moderate
Fiscal Impact: Minimal cost since most will be covered by year two of a federal grant. 29 DRAFT--FY2023-25 Priorities Work Plan
7 5) Category: Sustainable, Natural and Built Environment Priority: Continue to convert the fleet of vehicles to electric & hybrid Description: Continue to convert the fleet of vehicles away from sole combustion engines to fully electric and/or hybrid models. This will include patrol vehicles, CSO/Cadet vehicles, unmarked vehicles, and motorcycles.

Staff Impact: Minimal
Fiscal Impact: No increase to yearly budget. Cost will be about the same as purchasing combustion vehicles. Will only replace when a vehicle is at its end of life. 6) Category: Investing in People
Priority: Implement new SB2 legislation and mandates
Description: Implement new SB2 legislation and mandates regarding the certification and de-certification of police officers.

Staff Impact: Moderate
Fiscal Impact: Minimal.

Public Works – Department Work Plan Priorities
1) Category: Excelling in Town Services
Priority: Develop 5-year Capital Improvement Plan that includes a regular update and communication schedule for all capital improvement projects.

Description: Creation of a framework for Council to receive consistent updates of all Capital Improvement projects (CIP). Quarterly reports on CIP expenditures (budget status report from DPW). In addition, staff will be bringing forward a new 5 Year Capital Improvement Plan. Public Works typically reports twice a year to the Capital Program Monitoring Committee and the Financial Advisory Committee and will create a new format to provide an update to the Council on CIP projects.

Staff Impact: Moderate
Fiscal Impact: Low
2) Category: Excelling in Town Services
Priority: Improve pavement condition index and repair streets Description: Continue to program paving, crack sealing and slurry sealing projects to improve road conditions and reduce reconstruction and maintenance costs by improving the Pavement Condition Index (PCI).

Staff Impact: Moderate
Fiscal Impact: High
30 DRAFT--FY2023-25 Priorities Work Plan
8 3) Category: Excelling in Town Services
Priority: Coordinate with County on Flood Control. Finalize Bridge designs.

Description: Continue working towards 25-Year level (4% recurrence interval) flood protection with the removal and replacement of bridges and working with the County on the SAFRR project to remove Building Bridge 2.

Staff Impact: Moderate
Fiscal Impact: Moderate
4) Category: Sustainable, Natural and Built Environment Priority: Rehabilitate Town Parks and Medians
Description: Work on improving general maintenance and
rehabilitation of parks and medians.

Staff Impact: Moderate
Fiscal Impact: Moderate
5) Category: Quality Facilities
Priority: Develop an annual plan to address maintenance for all Townmaintained buildings and facilities Description: Program funds to address painting, rot repair, heating/ventilation/air-conditioning (HVAC), and other building maintenance issues for all Town-maintained buildings and facilities.

Staff Impact: Moderate
Fiscal Impact: High
6) Category: Planning for the Future, Sustainable, Natural and Built Environment
Priority: Implementation of the Bicycle and Pedestrian Master Plan Description: Town Staff will continue to prioritize the Bicycle and Pedestrian Master Plan as adopted in the Complete Streets Resolution by the integration of the Bicycle and Pedestrian Master Plan elements into public works projects.

Staff Impact: Moderate
Fiscal Impact: Moderate
7) Category: Planning for the Future, Sustainable, Natural and Built Environment
Priority: Evaluate and develop a Water Conservation plan for Town buildings, parks, and medians
Description: Due to the drought the Town has been working diligently on reducing domestic water usage throughout parks, medians, and buildings.
31 DRAFT--FY2023-25 Priorities Work Plan
9 Staff Impact: Moderate
Fiscal Impact: Moderate
8) Category: Sustainable, Natural, and Built Environment Priority: Design and seek funding for the development of the Resilient Hub project
Description: This project would install solar panels with battery storage on Town Hall or Library Buildings to create community-serving space equipped with an emergency power center that provides clean energy resilience for both town services and residents, equipped for extreme weather, providing power, broadband, cooling, water, social services, and older adult assistance in an emergency situation.

Staff Impact: High
Fiscal Impact: High
Public Works—Building
1) Category: Excelling in Town Services
Priority: Develop and implement residential Seismic Program.

Staff Impact: High
Fiscal Impact: Low
2) Category: Excelling in Town Services
Priority: Develop and implement program with Ross Valley Fire Department (RVFD) to aid in fire resistance “hardening” of dwellings in the Wildland Urban Interface (WUI).

Staff Impact: High
Fiscal Impact: Low
32 DRAFT--FY2023-25 Priorities Work Plan
10 3) Category: Excelling in Town Services
Priority: Develop online permitting for solar systems-SB 379 compliance
Description: SB 379 requires local jurisdictions to adopt an online permitting system for residential solar energy systems. This bill would require every city, county, or city and county to implement an online, automated permitting platform that verifies code compliance and issues permits in real time or allows the city, county, or city and county to issue permits in real time for a residential solar energy system, as defined, that is no larger than 38.4 kilowatts alternating current nameplate rating and a residential energy storage system, as defined, paired with a residential solar energy system that is no larger than 38.4 kilowatts alternating current nameplate rating.

Staff Impact: High
Fiscal Impact: Moderate
4) Category: Excelling in Town Services
Priority: Implement expedited permitting program per AB 2234 requirements
Description: New bill will regulate response time for permit applications. If an application for a post entitlement phase permit is incomplete, the Town must provide applicants with list of incomplete items and description of how to make application complete within 15 business days of submission of application. If an application for a post entitlement phase permit is noncompliant, the Town must provide the applicant a full set of written comments with a comprehensive request for revisions within 30 business day (projects with 25 units or fewer) or 60 business days (projects with more than 25 units).

Staff Impact: High
Fiscal Impact: Moderate
5) Category: Excelling in Town Services, Sustainable, Natural and Built Environment
Priority: Update Green Building code
Description: The Sustainability Committee has raised the question of banning gas in residential new construction. If the Town bans the use of gas, the Building Department will update the Green Building Code to fulfill the new requirement.

Staff Impact: High
Fiscal Impact: Low
33 DRAFT--FY2023-25 Priorities Work Plan
11 6) Category: Excelling in Town Services
Priority: Create Uniform Definition for “Substantial Remodels” throughout Town Code Description: “Substantial remodels” are defined differently in different sections of the code.

Standardizing language across the code will help streamline certain aspects of the building permitting process and.

Staff Impact: Moderate
Fiscal Impact: Low
7) Category: Excelling in Town Services
Priority: Evaluate Planning and Building Permit Processing Description: Evaluate existing planning and building administrative processes including comparing requirements and fees to other local jurisdictions.

Staff Impact: Moderate
Fiscal Impact: Low
Recreation – Department Work Plan Priorities
1) Category: Quality Facilities
Priority: Upgrade and Improve the facilities located at the Robson Harrington House.

Description: Make improvements to the inside program space, home to our after-care programs. Improvements would include painting, replacing carpets, kitchen improvements and replacing blinds. Addition of an office space for staff to work and hold meetings with both parents and staff.

Employee Impact: Moderate
Fiscal Impact: The Department will use reserve funds which will be included in the FY 2023/24 Recreation Fund budget under capital outlay.
2) Category: Connecting with the Community
Priority: Age-Friendly Strategic Plan
Description: Age-Friendly San Anselmo will present a completed strategic plan to Town Council. To achieve the Vision of the strategic plan, the Town and the community will develop and reinforce a culture that allows for people to actively age with dignity, respect, and independence. Nurturing a commitment to an age-friendly future will be an essential factor in successfully implementing the strategies in the plan.

Employee Impact: High
Fiscal Impact: Minimal
3) Category: Connecting with the Community
Priority: Create a Volunteer Corps for Parks and Recreation Projects. 34 DRAFT--FY2023-25 Priorities Work Plan
12 Description: The Parks and Recreation Commission will create a sub-committee to create a data base of past and future volunteers to work on parks and reaction projects.

Projects would include earth day, tutoring, park clean-up projects and more. (Should I say something about coordinating with Kelley?)
Employee Impact: Moderate
Fiscal Impact: Minimal
4) Category: Livability and Quality of Life
Priority: Expand Toddler Enrichment Programs
Description: The new early childhood classes will be designed to build a community of caregivers and create an environment for toddlers to socialize play and learn. Teachers and caregivers will encourage early childhood development by guiding children to explore through stories, songs, sensory and art. Our goal is to have programs at both the Robson Harrington House and Memorial Park.

Employee Impact: High
Fiscal Impact: Minimal
5) Category: Connecting with the Community
Priority: Update and reorganize Recreation Department webpage.

Description: The new Recreation registration software, Civic Rec, pairs with the Town website, Civic Plus. The department will connect the two platforms to update and reorganize our website and registration process. This will create a better experience for our recreation community.

Employee Impact: High
Fiscal Impact: Minimal
6) Category: Excelling in Town Services
Priority: Re-format the Community Event Application and Process.

Description: The Town of San Anselmo is vibrant community. The Recreation department receives many requests for events throughout the year. Requests include everything from concerts to bake sales. Currently there is one application that goes to Town Council for approval. The department will develop a process and applications for larger events, smaller events and tables at existing events. The application process will include interdepartmental communications, insurance requirements and street closure and janitorial costs.

Employee Impact: High
Fiscal Impact: Minimal
Interdepartmental Projects - Recreation & Public Works
1) Category: Quality Facilities
Priority: Resurface Tennis Courts & Stripe Two for Pickle Ball 35 DRAFT--FY2023-25 Priorities Work Plan
13 Description: Resurface tennis courts due to failing and cracked concrete Employee Impact: High
Fiscal Impact: High
2) Category: Quality Facilities
Priority: improvements to Red Hill Dog Park
Description: This project would include improvements to drainage and ground covering.

Employee Impact: Moderate
Fiscal Impact: High
3) Category: Quality Facilities
Priority: Implement phase 3 of Millennium Playground restoration Description: Phase three will involve enhancing the playground with new features placed in areas of the playground where former features existed. This will begin with a community engagement process to help determine the plan. The plan will go through a cost estimating process and a fundraising program will be launched. The improvements will be made once these goals are met.

Employee Impact: Moderate
Fiscal Impact: High
4) Category: Quality Facilities
Priority: Repair the walls within the Robson Harrington Community Gardens.

Description: The crumbling walls have become a safety issue.

Employee Impact: Moderate
Fiscal Impact: High
5) Category: Quality Facilities
Priority: Paint ICC Center
Description: The paint is peeling.

Employee Impact: High
Fiscal Impact: High
Ross Valley Fire – Department Work Plan Priorities
1) Category: Excelling in Town Services
Priority: Implement RVFD leadership reorganization
Description: The Ross Valley Fire Department is in leadership transition due to the expiration in June of the shared services agreement with County Fire. The member agencies and the Fire Board are exploring options including a potential shared services agreement with Central Marin Fire for Fire Chief and Chief Officer services. 36 DRAFT--FY2023-25 Priorities Work Plan
14 Employee Impact: High
Fiscal Impact: Medium
2) Category: Quality Facilities
Priority: Perform needs assessment for living quarters at Station 20 Description: DPW staff to work with Fire Department staff to explore options to renovate the living quarters at Fire Station #20 with the goal of updating the space to accommodate a third member on each operational shift (scheduled for FY2025-26).

Employee Impact: High
Fiscal Impact: Low
3) Category: Quality Facilities
Priority: Renovate living quarters at Station 20
Description: Complete renovation construction on Fire Station #20.

Employee Impact: High
Fiscal Impact: High
37 Working Copy
Work Plan 2023-25
1 2
3 4
5 6
7 8
9 10
11 12
13 14

C D E F G H I J K L M N
Livability & Quality of Life Quality Facilities Connecting with the Community
Sustainable, Natural and
Built Environment Excelling in Town Services Planning for the Future Create opportunities for
lifelong learning and diverse
resources through innovative
Recreation and Library
activities and entertainment
for residents of all ages.

Plan, maintain and improve
Town facilities for residents
and town staff.

Provide equitable community
engagement that includes an
outreach approach with
intentional effort to engage a
representation of the Town's
diverse audiences.

Thoughtful planning and
operations that ensure the
long-term viability of the
Town's infrastructure,
facilities, and environment.

Provide excellent and sustainable
delivery of services by making data
driven investments & decisions.

Support continuous improvement
and cross departmental
collaboration to improve service
delivery to residents and provide
for their public safety.

Utilize comprehensive planning
to balance the community's
character with its evolving
needs
Implement Housing Element
programs, policies and
actions (PLAN)
Improve shelving for Library
special collections (LIB)
Implement new Town
telephone system (F/A)
Complete and implement
Economic Development Plan
(PLAN)
Update Towns Investment Policy
(F/A)
Conduct comprehensive
General Plan Update (PLAN)
Complete and implement
Economic Development Plan
(PLAN)
Study the organization of
Library physical public space
(LIB)
Implement Online Records
Management Program (F/A)
Develop Gas Station Ban
Ordinance (PLAN) Update Fee Study (F/A)
Implement Housing Element
programs, policies and actions
(PLAN)
Implement the Bicycle and
Pedestrian Master Plan (PW)
Implement Library reorg plan
designed by consultant (LIB)
Reimagine the Library "Take
and Make Kits" collection
(LIB)
Continue to convert the fleet
of vehicles to electric &
hybrid (CMPA)
Update Finance/Payroll/HR
Systems (F/A)
Develop Gas Station Ban
Ordinance (PLAN)
Develop and implement AgeFriendly Strategic Plan (REC) Study the organization of
Library physical staff
workspace on lower level (LIB)
Complete implementation of
Library RFID project (LIB)
Develop an annual plan to
address maintenance for all
Town-maintained buildings
and facilities (PW)
Complete implementation of
Library RFID project (LIB)
Update downtown land uses
(PLAN)
Expand Toddler Enrichment
Programs (REC)
Repaint/Repair internal
Library building, museum, and
Council Chamber lobby areas
(LIB)
Establish Zip Books program
(LIB)
Design and seek funding for a
Resilient Hub solar project
for the Library roof (PW)
Invest in digital record keeping
program (PLAN)
Develop and implement
residential Seismic Program
(PW-BLD)
Updated:10/14/2024
38 Working Copy
Work Plan 2023-25
1 C D E F G H I J K L M N
Livability & Quality of Life Quality Facilities Connecting with the Community
Sustainable, Natural and
Built Environment Excelling in Town Services Planning for the Future 15 16
17 18
19 20
21 22
23 24
Implement phase 3 of
Millennium Playground
restoration (REC) Develop an annual plan to
address maintenance for all
Town-maintained buildings
and facilities (PW)
Update the Planning
Department web pages
(PLAN)
Evaluate and develop a
Water Conservation Plan for
Town buildings, Parks, and
medians(PW)
Continue to convert the fleet of
vehicles to electric & hybrid
(CMPA)
Develop and implement
program with Ross Valley Fire
Department (RVFD) to aid in
fire resistance hardeningof
dwellings in WUI (PW-BLD)
Upgrade and Improve the
facilities at the Robson
Harrington House (REC)
Initiate complete overhaul
and redesign of the website
(CMPA)
Develop 5-year Capital
Improvement Plan, that
includes a regular update and
communication schedule for
all capital improvement
projects (PW)
Implement new SB2 legislation
regarding certification of officers
(CMPA)
Update Green Building code
(PW-BLD)
Resurface Tennis Courts &
Stripe Two for Pickle Ball (REC)
Develop and implement AgeFriendly Strategic Plan (REC) Develop and implement
program with Ross Valley Fire
Department (RVFD) to aid in
fire resistance hardeningof
dwellings in WUI (PW-BLD)
Initiate complete overhaul and
redesign of the website (CMPA)
Research and develop plan for
improvements to Red Hill Dog
Park (REC)
Create a Volunteer Corps for
Parks and Recreation Projects
(REC)
Develop online permiting for
solar systems - SB 379
Compliance (PW-BLD)
Develop 5-year Capital
Improvement Plan, that includes a
regular update and communication
schedule for all capital
improvement projects (PW)
Implement phase 3 of
Millennium Playground
restoration (REC)
Update and reorganize
Recreation Department
webpage (REC)
Update Green Building code
(PW-BLD)
Develop an annual plan to address
maintenance for all Townmaintained buildings and facilities (PW)
Updated:10/14/2024
39 Working Copy
Work Plan 2023-25
1 C D E F G H I J K L M N
Livability & Quality of Life Quality Facilities Connecting with the Community
Sustainable, Natural and
Built Environment Excelling in Town Services Planning for the Future 25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
Repair the walls within the
Robson Harrington
Community Gardens (REC)
Implement the Bicycle and
Pedestrian Master Plan (PW)
Paint ICC Center (REC)
Evaluate and develop a Water
Conservation Plan for Town
buildings, Parks, and medians(PW)
Research and repurpose
Carriage House area at Robson
Harrington Park (REC)
Develop and implement residential
Seismic Program (PW-BLD)
Rennovate living quarters at
Fire Station 20 (RVFD)
Develop and implement program
with Ross Valley Fire Department
(RVFD) to aid in fire resistance
hardeningof dwellings in WUI
(PW-BLD)
Perform needs assesment for
living quarters at Station 19
(RVFD)
Develop online permiting for solar
systems - SB 379 Compliance (PWBLD)
Implement expedited permiting
program - per AB 2234
requirements (PW-BLD)
Update Green Building code (PWBLD)
Expand Toddler Enrichment
Programs (REC)
Updated:10/14/2024
40 Working Copy
Work Plan 2023-25
1 C D E F G H I J K L M N
Livability & Quality of Life Quality Facilities Connecting with the Community
Sustainable, Natural and
Built Environment Excelling in Town Services Planning for the Future 41 42
43 44
45 Update and reorganize Recreation
Department webpage (REC)
Re-format the Community Event
Application and Process (REC)
Implement RVFD leadership
reorganization (RVFD)
Updated:10/14/2024
41 Working Copy
Work Plan 2023-25
123456789
10 11
12 13
14 O
Investing in People
Provide professional
management and training that
encourages a culture of
innovation, collaboration, and
transparency to deliver quality
service through an exceptional
workforce.

Conduct Town Compensation
Study (F/A)
Implement Ready Set Audit
Results (F/A)
Institute Employee Trainings
(Lunch & Learn) (F/A)
Study the organization of
Library physical staff
workspace on lower level (LIB)
Onboard new Planner (PLAN)
Updated:10/14/2024
42 Working Copy
Work Plan 2023-25
1 O
Investing in People
15 16
17 18
19 20
21 22
23 24
Develop a training program for
Planning Department staff
(PLAN)
Invest in digital record keeping
program (PLAN)
Address staffing issues:
retention & recruiting (CMPA)
Increase training for all staff
(CMPA)
Improve and evolve the
organizational mental and
physical wellness of staff
(CMPA)
Updated:10/14/2024
43 Working Copy
Work Plan 2023-25
1 O
Investing in People
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
Implement new SB2 legislation
regarding certification of
officers (CMPA)
Implement RVFD leadership
reorganization (RVFD)
Rennovate living quarters at
Fire Station 20 (RVFD)
Perform needs assesment for
living quarters at Station 19
(RVFD)
Updated:10/14/2024
44 Working Copy
Work Plan 2023-25
1 O
Investing in People
41 42
43 44
45 Updated:10/14/2024
45 2023-2025 Work Plan Priorities Progress Report –October 2024 1 Administration and Finance
Work Plan Priority Progress Report
1) Category: Investing in People
Priority: Town-wide compensation study
Description: Conduct a Town-wide
compensation study. The goal in reviewing
employee compensation is to benchmark
the Town’s salaries with the goal of
providing competitive compensation to
comparable local municipalities to assist in
recruitment and retention of talented
employees. Become Employer of Choice.
10% - Current MOU runs through June 30, 2025. Town issued an RFP for Compensation and Pay Equity Study. We have selected a vendor for this project with kick-off in October 2024 and anticipated completion of February 2025. This will put us in great shape for negotiations in Spring 2025.
2) Category: Excelling in Town Services
Priority: Update Town’s Investment Policy
Description: Update the existing Investment
Policy (1997) to reflect best practices and to
ensure compliance with federal, state, and
applicable laws and regulations.

Complete – Finance will continue to review and update
annually.
46 2023-2025 Work Plan Priorities Progress Report –October 2024 2 Administration and Finance
3) Category: Investing in People
Priority: Implement Ready Set Audit Results
for Human Resources
Description: An audit of the Town’s rules,
policies, ordinances, and other areas was
conducted by Ready Set to assure that they
are fair, equitable and completely bias free.

As part of that audit, HR wants to
implement new recruiting strategies to be
sure that we are reaching all potential
candidates.
30% - In progress
4) Category: Investing in People
Priority: Employee Trainings (Lunch &
Learn)
Description: Develop a Lunch and Learn
program, a joint lunch for their employees
to encourage learning, foster building strong
relationships, and enhance professional
development. Lunch and Learn events offer
opportunities for coworkers to share ideas
and discuss issues in a relaxed atmosphere.
0% - Not started yet.
47 2023-2025 Work Plan Priorities Progress Report –October 2024 3 5) Category: Excelling in Town Services
Priority: Update Fee Study
Description: A review of the fee study is
needed to ensure that the Town’s fees are
updated to reflect the latest cost
information. The study will identify the full
costs of providing each service, including
direct, indirect, and overhead costs.

Identifying the full cost of a service will
assist in determining the appropriate fee for
each service and prevent the subsidization
of individual services with taxpayer dollars.
10% - Town issued an RFP at the end of September and
anticipate awarding the project in November 2024. This will allow the Town to implement the results into the fiscal year 2025-2026 fee study.
6) Category: Connecting with the Community
Priority: Town telephone system
Description: Update the current Town
phone system from an analog system to
allow for increased efficiency and usability.

Voicemails can be integrated into the email
system to allow for better response
capabilities and customer service.
50% - The Town is moving forward with Microsoft Teams
phones. We’ve purchased the equipment and are now working on porting phone numbers with the assistance of Marin IT. We will go live with the phones before December 31st.
7) Category: Excelling in Town Services
Priority: Update Finance/Payroll/HR
Systems
Description: Review the options for a
change in Town’s software to a cloud-based
system more suited for a smaller local
municipality.
25% - Continue to gather a list of software providers to reach out too and demo to see if it would be a better fit for the Town. 48 2023-2025 Work Plan Priorities Progress Report –October 2024 4 8) Category: Connecting with the Community
Priority: Implement Online Records
Management Program
Description: Through an RFP process, retain
services of an online records retention
service for the purposes of providing
efficient access to Town records for both
staff and the public.
20%- Have begun gathering proposals with detailed descriptions of services that would best fit the needs of the Town.
49 2023-2025 Work Plan Priorities Progress Report –October 2024 5 Central Marin Police Department
Work Plan Priority Progress Report
1) Category: Investing in People
Priority: Address Staffing Issues: Retention
and Recruiting
Description: The Central Marin Police is
currently facing a significant staffing issue
wherein; it is losing people faster than it can
replace them. In addition, applicant numbers
are dwindling at an alarming rate. This
especially important work plan priority is to
work closely with the Town and City Managers
over the next two years to improve entry level
recruitment and current employee retention.
0%
While the Chief of Police, the Human Resources Manager, and the three City/Town Managers have been working on this issue and meeting about it monthly, there has been little to no improvement.

Currently the Central Marin Police Authority is down 15 Officer positions. At full staffing, CMPA has 42 officers. There are currently 8 vacancies, 3 academy trainees, 2 officers on FTO, and 2 officers off work on worker’s compensation.

A new MOU was signed in July 2024, which appears to have somewhat helped with retention. In addition, we are in the process of using a marketing firm which has increased the number of applications we are receiving.

In the meantime, 4 Traffic Officers, 3 Detectives, and 1 School Resource Officer have been reassigned to the patrol division to keep up with the routine calls for service. In addition, all patrol teams are down 1 to 2 officers as well.
50 2023-2025 Work Plan Priorities Progress Report –October 2024 6 The goal is to improve recruitment and retention and not have to cut back further on any police services.
2) Category: Investing in People
Priority: Increase Training for all Staff
Description: Increase training for all staff to
include new mandates and expectations from
communities.
75%
Increased training has begun for perishable skills. CMPA has also added ABLE training to its rotation.
3) Category: Connecting with the Community
Priority: Initiate complete overhaul and
redesign of the website
Description: Currently, the website is over ten
years old and is outdated and works poorly on
smart phones. Conduct a complete overhaul
and redesign of the website to bring it up to
acceptable current standards.
100%
The website redesign was completed in March 2024.
https://www.centralmarinpolice.org/
4) Category: Investing in People
Priority: Improve and evolve the
organizational mental and physical wellness of
staff
Description: Continue to improve and evolve
the organizational mental and physical
wellness of staff.

Created a Peer Support team, a wellness app for your phone, and a wellness room at the station. Positive feedback from all staff on the changes.
51 2023-2025 Work Plan Priorities Progress Report –October 2024 7 5) Category: Sustainable, Natural and Built
Environment
Priority: Continue to convert the fleet of
vehicles to electric & hybrid
Description: Continue to convert the fleet of
vehicles away from sole combustion engines
to fully electric and/or hybrid models. This will
include patrol vehicles, CSO/Cadet vehicles,
unmarked vehicles, and motorcycles.
50%
Purchased 2 all-electric CSO vehicles for routine parking matters.

Replaced 2 combustion vehicles with the purchase.

Currently examining the feasibility of improving the charging infrastructure at the station.

Currently examining purchasing our first 2 all-electric patrol vehicles, to replace 2 combustion vehicles.
6) Category: Investing in People
Priority: Implement new SB2 legislation and
mandates
Description: Implement new SB2 legislation
and mandates regarding the certification and
de-certification of police officers.
100% Completed.
52 2023-2025 Work Plan Priorities Progress Report –October 2024 8 Library
Work Plan Priority Progress Report
1) Category: Quality Facilities
Priority: Improved shelving for special
collections
Description: Instead of holding special
collections such as Take and Make Kits,
memory kits out of public view, providing
shelving in public area for better marketing
and access.
25%
A short-term solution is currently being employed to increase visibility. Staff continues to identify a good permanent solution. 2) Category: Livability and Quality of Life,
Connecting with the Community
Priority: Reimagine the Take and Make Kits
collection
Description: This popular collection has
expanded beyond the limits of “take and
make” and needs to be reevaluated and
rebranded for expansion.
100%
The collection has been rebranded as the “Library of Things.” An assortment of board games has been added. The “Library of Things” will continue to be an evolving part of the permanent collection.
3) Category: Quality Facilities
Priority: Study the organization of physical
public space
25%
An architect has been hired to render drawings for a reimagined public space. The Friends of the Library are funding this project. 53 2023-2025 Work Plan Priorities Progress Report –October 2024 9 Description: Enlist the services of a consultant
to help redesign the public library
space.
4) Category: Quality Facilities
Priority: Implement plan designed by
consultant to redesign public library space
Description: Hire contractors, identify
equipment/furniture, and execute plan
Not yet started. The project is in design phase.
5) Category: Quality Facilities
Priority: Study the organization of physical
staff workspace on lower level and implement
recommendations.

Description: Enlist the services of a consultant
to help redesign the public library staff
workroom space.
15%
Staff have spent time analyzing the usage of space before enlisting outside assistance.
6) Category: Excelling in Town Services
Priority: Complete implementation of RFID
project
Description: Items have been tagged and staff
has been using RFID pads and other
equipment. Next steps in roll-out include
peripherals to support the use of the
technology and training patrons to use RFID
enabled tools for checking out materials.
100%
7) Category: Livability and Quality of Life 100%
54 2023-2025 Work Plan Priorities Progress Report –October 2024 10 Priority: Establish Zip Books program
Description: Organize and deploy zip books
program, grant funded by the CA state library,
to deliver books, unavailable in the local
library system, to residents’ homes via
Amazon
Interdepartmental—Library and Public Works
Work Plan Priority Progress Report
Category: Quality Facilities
Priority: Repaint/Repair internal building,
museum, and Council Chamber lobby areas
Description: There are many areas in need of
repair where chunks of wall have eroded or
chipped away. There are innumerable scuffs
and scratches throughout the building which
need to be cleaned up and walls improved
with fresh paint.
50%
Lobby and hallway areas completed.
55 2023-2025 Work Plan Priorities Progress Report –October 2024 11 Planning
Work Plan Priority Progress Report
1) Category: Investing in people
Priority: Onboard new Planner
Description: Hire and train a new planner to
provide current planning activities such
processing land use permits, assisting the
public over the phone, via email, and at the
counter
100% Complete
Assistant Planner Jackson Dobronyi started working for the Planning Department on October 1, 2023. Jackson has been successfully onboarded and is working at full capacity
processing current planning land use projects, providing Zoning Code information to the public over the counter, via email, and over the phone, and conducting planning related reviews for building permits.
2) Category: Planning for the Future
Priority: Comprehensive General Plan
Update, including the Circulation Update
Description: Begin the comprehensive
General Plan Update of the 1988 current
General Plan. Will update all elements of the
General Plan (exception of the Housing
Element and Safety Element) and include
new optional element, such as
Environmental Justice and Economic
Development.
30% Complete
On April 23, 2024, the Town Council executed a Professional Services Agreement with a planning consultant to support the General Plan Update (GPU). The first GPU phase, Visioning, kicked off in late spring and summer, and the Planning
Department engaged the community at 21 events and through 642 survey responses to shape the long-term vision for San Anselmo. This phase produced the Vision Statement and
Guiding Principles, which will anchor the General Plan. In fall 2024, the second phase — Gathering Information — began, and the Planning Department collected data on key topics like climate change and economic development. Thirteen
56 2023-2025 Work Plan Priorities Progress Report –October 2024 12 community engagement events were held, with six more planned by May 2025, to culminate in the publication of 11 Existing Conditions Reports. The Planning Department aims to complete three of four phases by the end of 2025, with Town adoption of the updated General Plan expected in 2026.
3) Category: Planning for the Future
Priority: Housing Element Implementation
Description: Implement at least 22 Housing
Policy Action Items as required by the
Housing Element
100% Complete
The Town Council adopted the Housing Element on December 12, 2023, completed all related General Plan, General Plan Map, Zoning Code, and Zoning Code Map amendments, and
received certification from the State of California Department of Housing and Community Development on March 28, 2023. 4) Category:

Priority: Continue to Enhance the Planning
Departments levels of service.

Description: Enhance levels of service by
improving and updating the Planning
Department’s web presence to make it easy
for users to navigate and find information
and resources, continue to improve
processing timelines, improve, and maintain
response times, and proactive shepherding
of projects through the Town’s discretionary
processes.
70% Complete
Since January 2024, the Planning Department has conducted a comprehensive assessment of the existing Planning
Department webpages and conduct a comprehensive overhaul.

Many of the Planning Department webpages have been
updated. The remaining pages to be updated are the following:

1. Climate Action and Sustainability

2. Economic Development and Business-related
webpages
The Planning Department expects to complete the updated webpages by the end of December 2024.
5) Category: Sustainable, Natural and Built
Environment
Priority: Continue to grow Economic
Development in Town
75%
During the 2023-2024 Fiscal Year, the Town Council adopted Zoning Code amendments to facilitate economic development 57 2023-2025 Work Plan Priorities Progress Report –October 2024 13 Description: Enhance and grow the Planning
Department’s Economic Development and
Housing initiatives by providing more
structure (policies and implementation of
actions) to what we would like and need to
accomplish.
by addressing optimal land uses in certain commercial zoning districts and the Housing Element to facilitate housing in all zoning districts.

Additionally, as part of the General Plan Update, the new Economic Element will be incorporated into the General Plan that will establish a roadmap to address economic
development over the next 10-20 years.
6) Category: Investing in People
Priority: Develop a training program for
Planning Department staff
Description: Create a cohesive team where
there is training to keep informed with
up-to-date information, cross training of duties
and responsibilities (where possible given job
descriptions constraints by union and job
descriptions), experiences to help grow staff.
75%
The Planning Department is fully staffed with three full-time staff members (Planning Director, Senior Planner, Assistant Planner, and a part-time Climate Action Coordinator). The Planning Department currently has limited administrative support, and that support is limited to public notices and some support related to the Town’s online permit tracking system.

All Planning Department related staff have been successfully onboarded and continue to learn and grow into their
respective roles.

The following training and resource guides have been
developed related to filing structure, Marinmap User Guide, staff onboarding checklist, project time tracker for cost recovery projects, CEQA, Historic Resource Evaluation
requirements, How to prepare a public notice, How to Refund a Deposit Fee, Resolution Preparation Steps, Staff Report writing Tips and Tricks, How to Process Telecommunications Facilitates Applications, How to coordinate with Telecom Law (consultant) to facilitate the review of Telecommunication Facilities 58 2023-2025 Work Plan Priorities Progress Report –October 2024 14 Applications, How to upload agendas and minutes to Granicus (agenda management for website presence), How to upload videos to Granicus, How to Process Resale Inspections related to the Planning Department, How the Planning Department reviews EV Chargers, PEAK Agenda Publishing Checklist for the Planning Department, PEAK Agenda PEAK Agenda Preparation Steps, Planning Commission Day of Meeting Preparation
Checklist, and created templates for all Planning Department related actions.

The Planning Department also continues to keep up to date with current training opportunities to further enhance skills.

Notably, Senior Planner Lindsey Klein successfully completed the Sonoma Marin Leadership Academy. The Sonoma Marin
Leadership Academy is a program designed for emerging
leaders. Planning Director Heidi Scoble recently completed as inaugural cohort for the Municipal Management Association of North California’s UpNext program, a leadership community designed for city and county leadership roles. Both Klein and Scoble continue to maintain their continuing education credits related to their American Institute of Certified Planner (AICP) credential. Kelin and Scoble also attended a training on, “Cultivating Lean Practices”, which was focused on tools to identify process obstacles and process mapping to provide efficiencies and higher levels of customer service. Lastly, Klein and Jackson Dobronyi, Assistant Planner, attended the
California Chapter of the American Planning Association’s annual conference (September 28 through October 1). The theme was, “Cultivating our Future”.
59 2023-2025 Work Plan Priorities Progress Report –October 2024 15 7) Category: Excelling in Town Services
Priority: Enhanced and consistent record
keeping where information is accessible and
easy to find.

Description: Digitize remaining Planning
paper files, create any necessary databases,
convert microfiche to digital pdf plans (soft
file) and provide a comprehensive digital
data file storage service, such as Docuware,
Laserfiche, etc.

Employee Impact: Low to High depending on
whether outside resources or internal staff
will be used.
25% Complete
The Planning Department continues discussion with the Town Clerk to integrate the Planning Department digital records into a new Townwide digital records data file storage service. 8) Category: Planning for the Future, Sustainable,
Natural and Built Environment
Priority: Develop Gas Ban Ordinance
Description: Finalize Ordinance for Town
Council consideration of a Gas Ban
Ordinance. Requires the preparation of a
study to support the ban.

Employee Impact: Low to Moderate
100% Complete
On December 12, 2023, the Town Council adopted Ordinance No. 1183 to prohibit the construction of new gas stations and the expansion of existing gas stations.
9) Category: Planning for the Future, Sustainable,
Natural and Built Environment
Priority: Update Downtown and other
Commercial Land Uses
100% Complete
On August 22, 2023, the Town Council adopted Ordinance No. 1179 to adopt amendments to Land Use Regulations Table 3A (Title 10, Chapter 3, Article 3, Section 10-3.302) to the 60 2023-2025 Work Plan Priorities Progress Report –October 2024 16 Description: Consider Zoning Code
amendments to the Land Use Regulations Table
3A (Title 10, Chapter 3, Article 3, Section 10-

3.302) to the Downtown and other commercial
land uses that will attract businesses to the
Town.

Downtown and other commercial land uses to facilitate and attract businesses to the Town.
61 2023-2025 Work Plan Priorities Progress Report –October 2024 17 Public Works
Work Plan Priority Progress Report
1) Category: Excelling in Town Services
Priority: Develop 5-year Capital Improvement Plan
that includes a regular update and communication
schedule for all capital improvement projects.

Description: Creation of a framework for Council
to receive consistent updates of all Capital
Improvement projects (CIP). Quarterly reports on
CIP expenditures (budget status report from DPW).

In addition, staff will be bringing forward a new 5
Year Capital Improvement Plan. Public Works
typically reports twice a year to the Capital Program
Monitoring Committee and the Financial Advisory
Committee and will create a new format to provide
an update to the Council on CIP projects.

The 5 Year CIP was approved by Town Council with over 70 projects and other daily work. Public Works and Building is currently working on implementing new project management software, Envisio, which can be used for both internal project management and public access to view all town projects
including project description, schedule and budgets.
2) Category: Excelling in Town Services
Priority: Improve pavement condition index and
repair streets
Description: Continue to program paving, crack
sealing and slurry sealing projects to improve road
conditions and reduce reconstruction and
This summer the Town’s pavement condition index hit an alltime high for at least the last 20 plus years at 75 pci. 62 2023-2025 Work Plan Priorities Progress Report –October 2024 18 maintenance costs by improving the Pavement
Condition Index (PCI).
3) Category: Excelling in Town Services
Priority: Coordinate with County on Flood Control.

Finalize Bridge designs.

Description: Continue working towards 25-Year
level (4% recurrence interval) flood protection with
the removal and replacement of bridges and
working with the County on the SAFRR project to
remove Building Bridge 2.

Ongoing.

SAFRR- The County has submitted draft plans as part of the building permit application for the removal of Building Bridge 2.

The County is still working on addressing FEMA questions etc. but is moving forward with the project.

Bridges- Nokomis and Madrone bridges are still in the
environmental stage but are finishing up and slated for construction 2026-2028. Center and Bridge Street Bridges are in the Caltrans queue for funding but have been approved.
4) Category: Sustainable, Natural and Built
Environment
Priority: Rehabilitate Town Parks and Medians
Description: Work on improving general
maintenance and rehabilitation of parks and
medians.

Staff completed rehabilitation of Memorial Park parking lot and paved the west side path between Alderney Road and the
restroom building. Other improvements to the playground are being worked on. New bollard lights have been added to the pathway from the Log Cabin down to Sunnyhills.

Hilldale Phase 2 of the pocket park is underway including a climbing structure, potential swing and/or community gathering space.
5) Category: Quality Facilities
Priority: Develop an annual plan to address
maintenance for all Town-maintained buildings and
facilities
Description: Program funds to address painting,
rot repair, heating/ventilation/air-conditioning
Construction Is almost completed on the Town Hall Roof and HVAC.

Town Hall gutters were replaced as a separate project.

Robson Harrington kitchen windows have been replaced.

Robson Harrington House will be painted in 2025.

The Resilience Hub is being designed and is scheduled for construction the spring/summer of 2025.
63 2023-2025 Work Plan Priorities Progress Report –October 2024 19 (HVAC), and other building maintenance issues for
all Town-maintained buildings and facilities. Library roof and HVAC are in design pending construction in 2025.

ICC Roof replacement is being worked on.

Parkside Preschool play area is under construction and pending completion end of 2024.

Town Hall, Library and ICC LED light replacement program was completed.

Town Hall Carpet replacement end of 2024.

Firehouse 20 design, which involves the coordination of ten distinct consultants, to be out to bid in October pending Council approval Construction slated for spring/summer 2025. 6) Category: Planning for the Future, Sustainable,
Natural and Built Environment
Priority: Implementation of the Bicycle and
Pedestrian Master Plan
Description: Town Staff will continue to prioritize
the Bicycle and Pedestrian Master Plan as adopted
in the Complete Streets Resolution by the
integration of the Bicycle and Pedestrian Master
Plan elements into public works projects.

Ongoing.

Funding has been obtained from TAM and measure J to
improve Bicycle and Pedestrian modes of transportation
including a two-way bike lane in Creek Park.

A downtown corridor study is also underway and near
completion
64 2023-2025 Work Plan Priorities Progress Report –October 2024 20 7) Category: Planning for the Future, Sustainable,
Natural and Built Environment
Priority: Evaluate and develop a Water
Conservation plan for Town buildings, parks, and
medians
Description: Due to the drought the Town has been
working diligently on reducing domestic water
usage throughout parks, medians, and buildings.

Water monitoring is ongoing but to date the use of
groundwater has not had a long-term impact on the
groundwater table. The Memorial Park wells can supply up to 100,000 gallons a month.
8) Category: Sustainable, Natural, and Built
Environment
Priority: Design and seek funding for the
development of the Resilient Hub project
Description: This project would install solar panels
with battery storage on Town Hall or Library
Buildings to create community-serving space
equipped with an emergency power center that
provides clean energy resilience for both town
services and residents, equipped for extreme
weather, providing power, broadband, cooling,
water, social services, and older adult assistance in
an emergency situation.

Resilient Hub is design is underway pending construction in 2025.
65 2023-2025 Work Plan Priorities Progress Report –October 2024 21 Public Works - Building
Work Plan Priority Progress Report
1) Category: Excelling in Town Services
Priority: Develop and implement residential Seismic
Program.

Description: Provide homeowners with information
on earthquake strengthening for existing one- and
two-family dwellings, develop a soft-story program
for existing structures, and an automatic gas
shutoff valve program.
5%
San Anselmo Building Department met with Mill Valley Building Official to inquire about their soft-story program.
2) Category: Excelling in Town Services
Priority: Develop and implement program with
Ross Valley Fire Department (RVFD) to aid in fire
0%
66 2023-2025 Work Plan Priorities Progress Report –October 2024 22 resistance “hardening” of dwellings in the Wildland
Urban Interface (WUI).

Description: The Building Department is interested
in the possible allocation of fire abatement funding
to help homeowners in the WUI to add WUI
compliant vents and siding to reduce the potential
of fires or the spread of fire within San Anselmo
and Marin County.
3) Category: Excelling in Town Services
Priority: Develop online permitting for solar
systems-SB 379 compliance
Description: SB 379 requires local jurisdictions to
adopt an online permitting system for residential
solar energy systems. This bill would require every
city, county, or city and county to implement an
online, automated permitting platform that verifies
code compliance and issues permits in real time or
allows the city, county, or city and county to issue
permits in real time for a residential solar energy
system, as defined, that is no larger than 38.4
kilowatts alternating current nameplate rating and
a residential energy storage system, as defined,
paired with a residential solar energy system that is
no larger than 38.4 kilowatts alternating current
nameplate rating.
100%
San Anselmo applied for a received a grant (CalAPP Grant) to implement Solar APP to fulfill SB 379. After reviewing Solar APP and Symbium as options to fulfill SB 379, the Building
Department saw the potential use of Symbium in expediting other over the counter permits. The Grant was amended for use with Symbium. Symbium has been implemented, along with a webpage, and eTrakit modifications to aid applicants applying for solar permits.
https://www.townofsananselmo.org/1979/Symbium-SolarPermits 67 2023-2025 Work Plan Priorities Progress Report –October 2024 23 4) Category: Excelling in Town Services
Priority: Implement expedited permitting program
per AB 2234 requirements
Description: New bill will regulate response time
for permit applications. If an application for a post
entitlement phase permit is incomplete, the Town
must provide applicants with list of incomplete
items and a description of how to make the
application complete within 15 business days of
submission of application. If an application for a
post entitlement phase permit is noncompliant, the
Town must provide the applicant a full set of
written comments with a comprehensive request
for revisions within 30 business day (projects with
25 units or fewer) or 60 business days (projects
with more than 25 units).
100%
Permitting staff currently uses a combination of eTrakit and excel to keep track of response timelines. It is inefficient to update excel, so the Building Department has contracted with Client First and meets regularly to discuss and implement changes to eTrakit to “track” permit response timeline. The goal in making these modifications is to reduce staff time on clerical work.
5) Category: Excelling in Town Services,
Sustainable, Natural and Built Environment
Priority: Update Green Building code
Description: The Sustainability Committee has
raised the question of banning gas in residential
new construction. If the Town bans the use of gas,
the Building Department will update the Green
Building Code to fulfill the new requirement.
100% The San Anselmo Building Department was part of the Green Building Steering Committee (total of five people from Marin County) that began in January 2022 to begin developing the current Green Building Reach Code. It took nearly a year after the Council’s adoption for the state’s Energy Commission (one staff member available for the state to review
applications) to give approval for implementation of the ordinance. The Building Department began requiring the new Green Building Reach Code but has provided a couple of
months grace period at the beginning for applicants using the 68 2023-2025 Work Plan Priorities Progress Report –October 2024 24 older code. Many times, drawing sets can take several months to produce and to help applicants with obtaining a building permit without delay, the Building Department felt a grace period for enforcement was necessary.
6) Category: Excelling in Town Services
Priority: Create Uniform Definition for
“Substantial Remodels” throughout Town Code
Description: “Substantial remodels” are defined
differently in different sections of the code.

Standardizing language across the code will
help streamline certain aspects of the building
permitting process.
20%
The use of substantial remodels was revised in the new Green Building Ordinance. The other instances are within the Planning code. Staff will discuss whether it makes sense to change to one definition.
7) Category: Excelling in Town Services
Priority: Evaluate Planning and Building Permit
Processing
Description: Evaluate existing planning and
building administrative processes including
comparing requirements and fees to other local
jurisdictions.

The Town has two permit techs now who are getting trained to provide a better completeness check for initial permit
submission. This will help ensure that plans that are complete get checked quicker and those that are not complete will not be in the system until they are ready. In addition, the Town has visited other jurisdiction(s) to look at their permit process. The Town is looking at an over-the-counter day every other week to help with permit processing and questions for small to medium permits with Fire, Planning, Build. The Town is looking at Qless which is a queue management system to give permit counter visitors the opportunity to “get in line” before they arrive at Town Hall or grab a cup of coffee while they wait. An AI software that the Town would like to integrate is called Acata.

Acata generates email responses with useful forms and
information based on the questions asked within an email. 69 2023-2025 Work Plan Priorities Progress Report –October 2024 25 Currently, the Town’s two permit techs are at full capacity with the daily processing of permits and occasional mailer or department “ask”. With using Acata, the Town hopes to free up more time. Lastly, the Town will get new internet phones.

Currently, the Town’s phones do not provide a call back number. Most weeks, permit staff receives 50 voicemails, Acata will transcribe voicemails and should free up staff time for more critical tasks.
8) Category: Sustainable, Natural and Built
Environment
Priority: Local Hazard Mitigation
Description: Updating, adopting and
implementing the new Local Hazard Mitigation
Plan
100% Local Hazard Mitigation Plan completed by the Building Department. Town staff began the process with the Office of Emergency Management in October of 2021 with monthly
meetings and tasks. The plan was adopted in August of 2024.

San Anselmo is the first Marin jurisdiction to adopt the Multijurisdictional Mitigation Plan and make amendments to the Safety Element making San Anselmo AB2140 compliant.
9) Category: Sustainable, Natural and Built
Environment
Priority: Gate Ordinance
Description: Providing guidelines and
requirements for the permitting and periodic
inspection of large gates
100% The Town was contacted by Mr. Quanbeck, who lost his son to a gate accident. The Building Department strives to keep its residents and visitors safe. When the Town was contacted by Mr. Quanbeck, staff began immediately talking to other
jurisdictions and schools as well as researching how to best implement an ordinance and working policy that would prevent future accidents from large gates. The Ordinance was adopted in April of 2023 and there have been several large gates permitted under the new requirements since adoption.
10) Category:

Priority: All-Electric Ordinance Suspension
Description: New ordinance regulating gates.
100% The Town adopted an All-Electric for Residential new construction ordinance in May of 2022. As a result of The Energy Policy and Conservation Act’s (EPCA’s) preemption of 70 2023-2025 Work Plan Priorities Progress Report –October 2024 26 building codes, the Town has suspended the All-Electric Ordinance.
11) Category: Excelling in Town Services,
Sustainable, Natural and Built Environment
Priority: AB 1332 Pre-approved ADU Plans
Description: Pre-approved accessory dwelling
unit (ADU) plans for construction to help
expedite ADUs for those who want a simpler
process to add an ADU to their property.
5% By January 1, 2025, the Town will have a process in place to approve ADU designs and “shelve” them for a pre-approved use. Additionally, the Town will have a process in place to allow applicants to choose a pre-approved ADU and gain approval for their site-specific project. Staff has begun meeting with Client First to develop the non-site-specific permit types for ADU designs and will possibly use Symbium which is already used for solar apps, as the platform to ease the application process. 71 2023-2025 Work Plan Priorities Progress Report –October 2024 27 Recreation
Work Plan Priority Progress Report
1) Category: Quality Facilities
Priority: Upgrade and improve the facilities
located at the Robson Harrington House.

Description: Make improvements to the
inside program space, home to our after-care
programs. Improvements would include
painting, replacing carpets, kitchen
improvements and replacing blinds. Addition
of an office space for staff to work and hold
meetings with both parents and staff.

Employee Impact: Moderate
90% - We have repainted an interior room and the exterior porch. New carpets have been installed and new facility chairs purchased.

Windows have been replaced and window treatments/blinds have arrived and will be installed soon.

A new sink has been installed.
2) Category: Connecting with the Community
Priority: Age-Friendly Strategic Plan
Description: Age-Friendly San Anselmo will
present a completed strategic plan to Town
Council. To achieve the Vision of the strategic
plan, the Town and the community will
develop and reinforce a culture that allows for
people to actively age with dignity, respect,
and independence. Nurturing a commitment
to an age-friendly future will be an essential
factor in successfully implementing the
strategies in the plan.
65% - Marin Age & Disability Institute (MADI) was awarded a grant and is partnering with the Town to create the first county Age & Disability Friendly platform.

The Age and Disability Friendly 15-person advisory committee filmed interviews with community members about their
experiences and conducted Ageism and Ableism trainings for both town staff and the community in January.

In 2024 the committee launched a survey and is compiling the data that will be released this fall. The next step is to develop the strategic plan based on assessment results
72 2023-2025 Work Plan Priorities Progress Report –October 2024 28 3) Category: Connecting with the Community
Priority: Create a Volunteer Corps for Parks
and Recreation Projects.

Description: The Parks and Recreation
Commission will create a sub-committee to
create a database of past and future
volunteers to work on parks and reaction
projects. Projects would include earth day,
tutoring, park clean-up projects and more.
90% - The Town Manager’s office purchased a volunteer
database platform and has conducted staff training. The Parks & Recreation Commission would implement this new program at their spring 2025 volunteer workday/project.
4) Category: Livability and Quality of Life
Priority: Expand Toddler Enrichment
Programs
Description: The new early childhood classes
will be designed to build a community of
caregivers and create an environment for
toddlers to socialize, play and learn. Teachers
and caregivers will encourage early childhood
development by guiding children to explore
through stories, songs, sensory and art. Our
goal is to have programs at both the Robson
Harrington House and Memorial Park.
100% - We now have 3 sold out toddler enrichment classes:
toddler phonics, art in the park and music.
5) Category: Connecting with the Community
Priority: Update and reorganize the
Recreation Department webpage.
100% - The department has completed webpage updates.
73 2023-2025 Work Plan Priorities Progress Report –October 2024 29 Description: The new Recreation registration
software, Civic Rec, pairs with the Town
website, Civic Plus. The department will
connect the two platforms to update and
reorganize our website and registration
process. This will create a better experience
for our recreation community.
6) Category: Excelling in Town Services
Priority: Re-format the Community Event
Application and Process.

Description: The Town of San Anselmo is
vibrant community. The Recreation
department receives many requests for
events throughout the year. Requests include
everything from concerts to bake sales.

Currently there is one application that goes to
Town Council for approval. The department
will develop a process and applications for
larger events, smaller events, and tables at
existing events. The application process will
include interdepartmental communications,
insurance requirements and street closure
and janitorial costs.

Not started.
74 2023-2025 Work Plan Priorities Progress Report –October 2024 30 Interdepartmental Projects - Recreation & Public Works Work Plan Priority Progress Report
1) Category: Quality Facilities
Priority: Resurface Tennis Courts & Stripe
Two for Pickle Ball
Description: Resurface tennis courts due to
failing and cracked concrete
15% The Town held a one-month pickle ball pilot program during the month of April (2024) and due to the success of the program, striped pickleball courts will remain on court 4.

On June 11,2024 the Town Council approved the amendment to the 2018 master plan which includes a vision for the western side of the park from Sunny Hills Drive to the Snack Shack.

This include replacing the tennis courts, designing a new parking lot with a drop-off/pick-up area, updates to the snack shack, basketball court and skate park, as well as considering bathrooms and picnic areas.

The Parks and Recreation Commission will next transition into the funding phase.
2) Category: Quality Facilities
Priority: improvements to Red Hill Dog
Park
Description: This project would include
improvements to the drainage and ground
covering.
70% - The drainage continues to be an issue. The dog park steering committee approved additional funds to regrade a portion of the park before the rainy season.
75 2023-2025 Work Plan Priorities Progress Report –October 2024 31 3) Category: Quality Facilities
Priority: Implement phase 3 of Millennium
Playground restoration
Description: Phase three will involve
enhancing the playground with new features
placed in areas of the playground where
former features existed. This will begin with
a community engagement process to help
determine the plan. The plan will go through
a cost estimating process and a fundraising
program will be launched. The
improvements will be made once these goals
are met.
10% - The Town Mager, Community Services Director and
Public Works Director have met with the Scientific Art Studio to discuss phase 3 of Millennium playground.
4) Category: Quality Facilities
Priority: Repair the walls within the Robson
Harrington Community Gardens.

Description: The crumbling walls have
become a safety issue.
30% - One wall in the community gardens has been restored. 5) Category: Quality Facilities
Priority: Paint ICC Center
Description: The paint is peeling.
15% - The northern facing side of the building was recently painted in conjunction with the Parkside Preschool playground project.
76 2023-2025 Work Plan Priorities Progress Report –October 2024 32 Ross Valley Fire Department
Work Plan Priority Progress Report
1) Category: Excelling in Town Services
Priority: Implement RVFD leadership
reorganization
Description: The Ross Valley Fire
Department is in leadership transition due to
the expiration in June of the shared services
agreement with County Fire. The member
agencies and the Fire Board are exploring
options including a potential shared services
agreement with Central Marin Fire for Fire
Chief and Chief Officer services.

Completed
The Department has hired a stand-alone Fire Chief. An
additional Battalion Chief position was also added to
the leadership team.

Shared services discussion with Central Marin Fire have been placed on hold.
2) Category: Quality Facilities
Priority: Perform needs assessment for living
quarters at Station 20
Description: DPW staff to work with Fire
Department staff to explore options to
renovate the living quarters at Fire Station #20
with the goal of updating the space to
accommodate a third member on each
operational shift (scheduled for FY2025-26).

Completed
The Department has worked with DPW and expects to
have a decision on one of the two proposed conceptual
drawings of fire Station 20 before July 2024.
3) Category: Quality Facilities 25%
77 2023-2025 Work Plan Priorities Progress Report –October 2024 33 Priority: Renovate living quarters at Station 20
Description: Complete renovation
construction on Fire Station #20.

This process is currently in the final stages of cost
estimates. It is expected to go out to bid in October 2024.

A contract is expected to be awarded the project before December 31, 2024.
*4 ) Category: Excelling in Town Services
Priority: Increase fire engine staffing to three
firefighters
Description: The Ross Valley Fire Department
is the only fire agency in Marin that still only has two firefighters on a fire engine. The Department's goal is to increase staffing to three firefighters per fire
engine.
*This is an additional priority added to the RVFD
work plan.

Completed
In November 2023 the Ross Valley Fire Department
Board of Directors approved a funding plan to staff all fire engines with three firefighters by July 2025.
5) Category: Excelling in Town Services
Priority: Filling Firefighter Vacancies
Description: Complete: July 1, 2025
0%
The Department is currently experiencing
recruitment challenges. Current and expected open
positions are forecast to be at 3-4 vacancies.
78 2023-2025 Work Plan Priorities Progress Report –October 2024 34 79
Item #: 1.5

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.5
MEETING DATE: 10/22/24
AGENDA TITLE: Consideration of Special Event Application – Holiday Tree Lighting Ceremony 2024
FROM: Mattie O’Grady – Interim Director of Community
Services
RECOMMENDATION: That Council approve the San Anselmo Chamber of Commerce’s application for the Annual Holiday Tree Lighting Ceremony event scheduled for Saturday, December 7, 2024, from 5:00 – 8:00 pm.

That Council approve closing San Anselmo Avenue between Tunstead Avenue and Tamalpais Avenue on Saturday, December 7th, 2024 beginning with closing the street to incoming traffic at 3:00pm and closing San Anselmo to all vehicles from 4:00pm8:00pm.

BACKGROUND
As in years past, the Holiday Lighting Ceremony has been scheduled for the first Saturday of December. This family-oriented event is sponsored by the San Anselmo Chamber of Commerce in partnership with the San Anselmo Recreation Department.

For the fourth year in a row, the Chamber is requesting the closure of San Anselmo Avenue (from Tunstead to Tamalpais) from 4:00-8:00pm with a soft closure beginning at 3:00pm. This event is very well attended so the early street closure is imperative to public safety. Central Marin Police Department will assist with clearing the Avenue and Ross Valley Fire will assist with delivering Santa safely.

DISCUSSION/ANALYSIS
Over the years and depending on weather conditions, the Holiday Lighting Ceremony has attracted between 400 and 800 people to see the whimsical lighting of a tree in Imagination Park.

This is a very magical evening in downtown San Anselmo where the holiday tree is lit and then Santa magically arrives on his chariot. Spectators will visit with Santa, listen to holiday music, and sip hot chocolate under the lights. For a third year in a row the Chamber is proposing an electric trackless train adorned with lights that will take children and families for rides up and down the Avenue. 80 Item #: 1.5
The attached application provides details of the event with comments and conditions from Town staff.

FISCAL IMPACT
There is no direct fiscal impact to the Town to approve this item.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The proposed project is exempt from the California Environmental Quality Act (CEQA), under the “common sense” exemption, because it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. (Cal. Code Regs. tit. 14, § 15061).

Attachment 1 – Event Application
81 82
83 84
85 Item #: 1.6

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.6
MEETING DATE: October 22, 2024
AGENDA TITLE: Proclamation for National Friends of the Library Week, October 20-26, 2024
FROM: Linda M. Kenton, Town Librarian
RECOMMENDATION: That Town Council proclaims National Friends of the Library week, October 20-26, 2024

BACKGROUND
Since 1975 a group of spirited and steadfast citizens have generously contributed countless hours not only fundraising but collecting, sorting and selling thousands of donated books to raise money to ensure that our historic Carnegie Library moved from good to great.

These funds provided the resources for programming, contributed to new and emerging technology, new materials, support for children’s summer reading, and special events throughout the year.

When times got tough and money was short, the Friends generously agreed to contribute an astonishing grand total donation of $500,000 over the course of those lean years. They continue to provide generous funding today.

But money isn’t the only thing the Friends contributed—last year, over 40 members dedicated their time running Town Books, a bookstore in the heart of San Anselmo. In addition, the Friends have rallied countless times to advocate for adequate library funding.

DISCUSSION/ANALYSIS
Friends of Libraries groups have their own national week of celebration! United for Libraries coordinated the 19th annual National Friends of Libraries Week Oct. 20-26, 2024. The celebration offers a two-fold opportunity to celebrate Friends. This provides the time to creatively promote the Friends of the Library in the community, to raise awareness, and to promote membership. This is also an excellent opportunity for the 86 Item #: 1.6
Town Council and Library Advisory Board to recognize the Friends for their help and support of the library. The work of the Friends highlights on an ongoing basis the fact that the San Anselmo Library is the cornerstone of the community providing opportunities for all to engage in the joy of life-long learning and community connection.

The Friends always look for new members and volunteers. They have so much fun while working to make the community better. Visit
https://townofsananselmo.org/801/Friends-of-the-San-Anselmo-Library to find out more about the Friends and to volunteer. Joining the Friends of the Library is a terrific way to make new friends of your own, give back to the community, and make the library even better.

The Friends’ gift of their time and commitment to the Library sets an example to all for how volunteerism leads to positive civic engagement and the betterment of our community.

FISCAL IMPACT
n/a

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
Adopting a proclamation to recognize October 20-26 as National Friends of the Library is not a “project” under the California Environmental Quality Act, because it does not involve an activity that has the potential to cause a direct or reasonably foreseeable indirect physical change in the environment. (Cal. Pub. Res. Code § 21065).

ATTACHMENT
Attachment – 1- Proclamation
87 Town of San Anselmo
National Friends of Libraries Week,
October 20-26, 2024
Proclamation
Whereas, Friends of the San Anselmo Public Library raise money that enables our library to move from good to great -- providing the resources for additional programming, much needed equipment, support for children’s summer reading, and special events throughout the year;
Whereas, the work of the Friends highlights, on an on-going basis, the fact that our library is the cornerstone of the community, providing opportunities for all to engage in the joy of life-long learning and connect with the thoughts and ideas of others from ages past to present;
Whereas, the Friends support unique programs and resources such as for the innovative Library of Things which includes a telescope, rock tumbler, board games and musical instruments, supplies for craft and gardening programs and non-English language and movement storytimes;
Whereas, the Friends understand the critical importance of well-funded libraries and advocate to ensure that our library gets the resources it needs to provide a wide variety of services to all ages including access to print and electronic materials, along with expert assistance in research, readers’ advisory, and children’s services; Whereas, the Friends’ have operated Town Books at 411 San Anselmo Avenue, a gift of their time and commitment to the library sets an example for all in how volunteerism leads to positive civic engagement and the betterment of our community; Now, therefore, be it resolved that Eileen Burke, Mayor, proclaims October 20-26, 2024, as Friends of Libraries week in San Anselmo, California, and urges everyone to join the Friends of the Library and thank them for all they do to make our library and community so much better.

PROCLAMATION PASSED AND ADOPTED, at the regular meeting of the Town of San Anselmo on the 22nd day of October, 2024, by the following vote:
88 AYES: Councilmember:

NOES: Councilmember:

ABSENT: Councilmember:

ABSTAIN: Councilmember:

____________________________
Mayor Eileen Burke
MAYOR
ATTEST:
_________________________

SERGE AVILA

TOWN CLERK
89 Item #: 2.1

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.1
MEETING DATE: October 22, 2024
AGENDA TITLE: General Plan Update: Draft Vision Statement and Guiding Principles
FROM: Lindsey Klein, Senior Planner, and O’Rourke and Associates RECOMMENDATION: Review and provide feedback on the Draft Vision Statement and Guiding Principles for the General Plan Update (GPU) project (see Attachment 1).

SUMMARY
On November 14, 2023, the Town Council initiated the General Plan Update (GPU).

The project team (Town staff and consultants) compiled a Draft Vision Statement and Guiding Principles based on community input collected over the summer of 2024. The Vision Statement and Guiding Principles will serve as the foundational statement for the GPU.

The Vision Statement and Guiding Principles, located at the start of the General Plan, should describe the future of San Anselmo as the community would like it to be in 20 years. Staff recommend the Town Council review and provide feedback on the Draft Vision Statement and Guiding Principles (see Attachment 1).

BACKGROUND
Existing General Plan
The General Plan is the Town’s long-range policy document for growth, land use, sustainability, and resource and open space conservation. The Town’s current General Plan was last comprehensively updated in 1975 and underwent substantial modifications in 1988.

General Plan Update Process
The GPU process is divided into four major phases. Each phase involves background research and community engagement before culminating in a work product for public review. The work product for the first phase is the Draft Vision Statement and Guiding Principles.
90 Item #: 2.1
As part of the first phase, the project team hosted several outreach events and activities during the summer of 2024 to hear the community’s ideas about their 20-year vision for San Anselmo. Community engagement included:
• Six stakeholder interviews;
• Seven Committee and Commission meetings;
• Three pop up events at Live on the Avenue;
• Ten economic development stakeholder interviews;
• Online Setting Priorities Survey (642 responses collected); and • Two General Plan Advisory Committee (GPAC) meetings.
1 On September 8, 2024, the project team presented the Draft Vision Statement and Guiding Principles to the GPAC and solicited the GPAC’s feedback. During the meeting, the GPAC appointed an ad hoc subcommittee, which worked with Town staff after the meeting to incorporate GPAC comments.

On October 7, 2024, the project team presented the Draft Vision Statement and Guiding Principles to the Planning Commission. The Planning Commission recommended minor modifications, which have been incorporated into the Draft Vision Statement and Guiding Principles.

On October 14, 2024, the Town met with the Federated Indians of Graton Rancheria (FIGR) pursuant to California Senate Bill 18 (SB 18) and Assembly Bill 52 (AB 52), which require the Town to engage in meaningful consultation with tribal governments during the GPU. The meeting resulted in minor additions to the Draft Vision Statement and Guiding Principles, which have been provided to the FIGR for review.

Vision Statement and Guiding Principles
A vision statement and guiding principles are important because they set the tone at the start of the General Plan and clearly identify the community's desired outcomes. The Draft Vision Statement and Guiding Principles are broad, high-level, and aspirational.

Following the Draft Vision Statement and Guiding Principles, goals, policies, and actions, organized into elements of the general plan, tier off the vision. The goals, policies, and actions provide a more detailed and implementable framework for achieving the community's long-term aspirations. For example, a vision statement or guiding principles may broadly support sustainable multi-modal transportation options while policies and actions would support electric vehicles and bicycle infrastructure projects in the town.
1 Summaries of all outreach are included in the October 7 Planning Commission Agenda Item 6.A posted online: https://granicus_production_attachments.s3.amazonaws.com/sananselmoca/6bb8eeef108c7347f3d057ba0cfe9fdb0.pdf. 91 Item #: 2.1
The current General Plan does not include a vision statement or guiding principles. The Draft Vision Statement and Guiding Principles were developed based on feedback received through the community engagement process described above.

DISCUSSION/ANALYSIS
The purpose of this item is to gather Town Council feedback on the Draft Vision Statement and Guiding Principles. The feedback received from the Town Council will be incorporated into a final draft. The final draft will serve as the foundation for guiding future discussions throughout the GPU process. Before the General Plan is finalized, there will be an opportunity to make final adjustments or additions to the Vision Statement and Guiding Principles if new issues are identified through the community's contributions during the GPU.

FISCAL IMPACT
On April 23, 2024, the Town Council authorized a Professional Services Agreement with O’Rourke and Associates to prepare the GPU and related environmental review pursuant to CEQA for a total not-to exceed contract amount of $1,022,805. The scope of work for the GPU includes the preparation of a vision statement and guiding principles.

The Town’s 2024-2025 Adopted Budget allocates $550,000 from the General Fund to support the GPU in Fiscal Year 2024-25, and an additional $241,000 from the General Plan Maintenance Fee fund is reserved to fund the GPU. The remaining costs are anticipated to be budgeted in Fiscal Year 2025-2026.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
Receipt of a presentation about the GPU and the ensuing discussion about the vision for the GPU is not a “project” under 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).

The forthcoming adoption of the updated General Plan will be subject to CEQA review.

It is expected that the GPU will require the preparation of a Program Environmental Impact Report (EIR). The EIR prepared as part of the GPU will thoroughly and adequately assess the impacts of the updated General Plan in compliance with CEQA.

The EIR will address the following environmental factors consistent with the current CEQA Guidelines:
• Aesthetics
• Agriculture / Forestry Resources
• Air Quality
• Biological Resources
• Cultural Resources
• Energy
92 Item #: 2.1
• Geology/Soils
• Greenhouse Gas Emissions
• Hazards & Hazardous Materials
• Hydrology/Water Quality
• Land Use / Planning
• Mineral Resources
• Noise
• Population / Housing
• Public Services
• Recreation
• Transportation
• Tribal Cultural Resources
• Utilities / Service Systems
• Wildfire
In addition, the EIR shall include discussion of cumulative impacts and significant and unavoidable impacts on the environment, if any. A range of reasonable alternatives to the GPU shall be evaluated, including a “No Project” alternative.

The current Climate Action Plan (CAP) for the Town of San Anselmo does not specifically address the GPU. The Draft Vision Statement and Guiding Principles provide an opportunity to align future policies with the Town’s climate goals.

ATTACHMENT
Attachment 1 - Draft Vision Statement and Guiding Principles 93 SAN ANSELMO VISION AND GUIDING PRINCIPLES
Draft for October 22, 2024 Town Council Meeting
Vision Statement
The Town of San Anselmo envisions a future where natural beauty, community well-being, and sustainable progress harmoniously coexist.

We respectfully acknowledge that San Anselmo resides on the ancestral lands of the Coast Miwok, and we honor their enduring connection to this land. Our town honors its heritage, scenic beauty, and sense of community and belonging while embracing innovation, inclusivity, climate action, sustainability, economic vitality, and fiscal responsibility. Together, we strive to create a safe, welcoming, and vibrant community for all people, where the values of social equity, environmental stewardship, and community connection are fundamental.

Guiding Principles

1. Environmental Stewardship: Protect and enhance our open spaces, wildlife habitats, and biological diversity through thoughtful land use, environmental policies, and responsible access to open space and scenic vistas.

2. Climate Action, Resilience, and Sustainability: Lead in eliminating greenhouse gas emissions, mitigating and adapting to climate change, and building a resilient community that can withstand environmental challenges, prioritizing support for our most vulnerable populations.

Embrace sustainable practices in all aspects of town life.

3. Architectural and Scenic Beauty: Maintain and complement the diverse and historic qualities of the built environment, and preserve and enhance the scenic beauty of San Anselmo.

4. Economic Vitality: Support a thriving local economy that strengthens Town revenues by fostering a variety of businesses, encouraging sustainable economic practices, and ensuring that economic growth is inclusive, responsive to the changing needs of the community, and in alignment with our environmental and social goals. Encourage businesses in the town’s commercial districts and downtown to foster vibrancy and contribute to attractive gateways to San Anselmo.

Attachment 1
94 5. Housing: Promote a wide range of housing options that are affordable at all income levels, accessible, and sustainable while protecting the town’s natural resources and respecting its charming architecture.

Encourage housing that meets the needs of existing residents and welcomes a diverse spectrum of future residents.

6. A Community of Belonging: Foster an inclusive, welcoming, and socially connected community where people of all ages, backgrounds, and abilities have a sense of belonging, equitable access, and opportunities to thrive. Emphasize community engagement, connections, and volunteerism to enhance the social fabric of the town.

7. Social Equity and Diversity: Commit to social equity, respect, and understanding in all community interactions. Actively promote diversity and inclusiveness as fundamental values that strengthen the town, while honoring the history and enduring presence of the Coast Miwok.

8. Healthy Community: Offer and improve access to our parks, recreation programs, facilities, and events which provide affordable opportunities for active living, personal enrichment, education, and social connection to all members of the community.

9. Sustainable Transportation: Prioritize multi-modal transportation options and improvements that eliminate greenhouse gas emissions, such as zeroemission vehicles, public transit, cycling, and pedestrian-friendly infrastructure.

Improve and promote safety, accessibility, and traffic flow.

10. Safety and Preparedness: Ensure the safety and well-being of all residents through high-quality public services, resilient infrastructure, improved safety and noise regulation, and robust emergency preparedness and response plans.

11. Excellence in Governance: Provide high-quality public facilities and fiscally responsible, innovative, transparent, and responsive local government services to ensure the health, safety, and welfare of the community.

Communicate with and engage all members of the community to align leadership with the diverse needs and values of San Anselmo’s residents. 95 Item #: 2.2

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.2
MEETING DATE: October 22, 2024
AGENDA TITLE: Fire Station 20 Renovation
FROM: Department of Public Works
RECOMMENDATION: Staff recommends that the Town Council take the following actions:

1. Authorize staff to award the Fire Station 20 – Design, Repair, and Renovation Project (Project) to the lowest responsible bidder and authorize the Town Manager or their designee to execute the contract;

2. Find the Project to be categorically exempt from the California Environmental Quality Act (CEQA) under CEQA Guidelines Section 15301 Class 1, because it involves the maintenance and minor alteration of an existing facility with negligible or no expansion of use.

SUMMARY
On March 14, 2023, the Town Council provided direction to staff for the use of the American Rescue Plan Act State & Local Fiscal Relief Funds (ARPA). One of the projects authorized for funding was the Fire Station 20 Design, Repair, and Renovation Project.

BACKGROUND
Fire Station 20, located at the corner of Butterfield Rd and Arroyo Ave and situated over Sleepy Hollow Creek, began construction in 1959. The current fire station living area has two dormitory-style bedrooms, one dormitory-style bathroom, an entryway office, a kitchen, and a living room. The fire truck apparatus bay is adjacent to the living area, and part of the space is currently used as a workout area. With the closure of Station 18, Station 20 will support additional personnel. The building is nearly 65 years old and desperately needs repair to all the exterior materials (windows, siding, and roof). It also requires new interior space planning to accommodate additional personnel and a diverse workforce.

DISCUSSION/ANALYSIS
On January 1, 2022, the Town agreed to an amended Joint Powers Agreement (JPA) with Ross Valley Fire Department, which included improvements in accommodation for 96 Item #: 2.2
emergency services personnel. In the fall of 2023, the Town hired the local architectural practice Fairchild Broms Design to begin concept design for the repair and renovation of Fire Station 20.

A unique aspect of Fire Station 20 is that it is in the AE Flood zone and built bridging over a creek. The Town’s Municipal Code Chapter 11, Protection of Flood Hazard Areas, which adopts FEMA requirements for flood zones, requires residential structures that undergo a substantial improvement to be lifted one foot above the Base Flood Elevation (BFE) or for non-residential structures to be floodproofed. Fire Station 20 is an essential service building with an additional requirement to be lifted higher than one foot above the BFE. Fire Station 20’s new living area will be raised two feet above the BFE.

The new fire station living area will be approximately 2,400 square feet (SF) (865 SF larger than the current living area), the apparatus bay will remain the same,1980 SF as it is currently, and the bid alternate Personal Protective Equipment (PPE) Room will be a 170 SF addition to the apparatus bay. The living area of the fire station will require most of the construction: lifting the floor and roof, reconfiguring the interior space to accommodate an additional bedroom and accessible bathroom, constructing a rear addition to allow for a gym within the living area, and larger kitchen, living and dining spaces. Some work is proposed for the apparatus bay, which includes fireproofing the demising wall between the living area and apparatus bay and a new (PPE) room.

The proposed design uses exterior materials that are Wildland Urban Interface (WUI) compliant, even though the parcel is not located in a WUI-designated area. Fire does not follow the boundaries on maps, and staff believe safeguarding essential service buildings from future fires is crucial.

This building type is more complex than other mixed-used buildings; therefore, the Town engaged a cost-estimating consultant throughout the design process, beginning with concept design and continuing through design development. A few aspects of the project, such as the generator, PPE Room, and rolling gate, were selected as additional alternate bid items.

The Town will advertise the project for bid in early November and award the lowest responsible bid in early December. Preparation for the temporary living facility will begin this fall. Work on Fire Station 20 that does not impact the creek can start after the bid is accepted, and all other work will begin June 15th, 2025.

FISCAL IMPACT
The current cost estimate for construction is $3,168,000, the additional alternates (PPE room, generator, and rolling gate) are estimated at approximately $190,000, and the temporary living facility is $163,000 for 18 months. Funding for this project is from the following: Sleepy Hollow Fire Protection Authority will provide $1,500,000 through a pending Station 20 Upgrades Contribution Agreement with the Town, American Rescue Plan Act State & Local Fiscal Relief Funds (ARPA) will provide $1,650,000, and the 97 Item #: 2.2
Town’s Building Maintenance Fund will provide an additional $250,000. ARPA funds must be obligated by December 31, 2024, and spent by December 31, 2026. The total current money available is $3,400,000.

GENERAL PLAN CONSISTENCY
The Town finds this project consistent with the following General Plan elements:
 Land Use Element Objective 12: To maintain the current level of public services to the citizens of the Town and to continue to support improvements to public utilities as needed.
 Safety Element Policy S-1.5: Require public buildings are maintained to support their resilience in the face of natural disasters.
 Safety Element Action S-1.5a: Maintain the structural and operational integrity of essential public facilities during hazard events.
 Safety Element Policy S-1.17: Maintain a high level of emergency response capability.
 Safety Element Goal S-5: Prepare and ready the community to respond to fire hazards.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
 The Town finds this project to be categorically exempt from the requirement for the preparation of environmental documents under the California Environmental Quality Act (CEQA) under CEQA Guidelines Section 15301 Class 1, because it involves the maintenance and minor alteration of an existing facility with negligible or no expansion of use.
 This project aligns with the San Anselmo Climate Action Plan 2030 by reducing greenhouse gas emissions through energy efficiency upgrades and using allelectric appliances.

Attachment – Fire Station 20 Draft Plans
98 1. REMOVE ALL INTERIOR PLUMBING FIXTURES, PIPING,

APPLIANCES, MECHANICAL, AND ELECTRICAL EQUIPMENT
NOT BEING REUSED IN NEW DESIGN, INCLUDING:

DUCTWORK, LIGHTING, DEVICES, WIRING, ETC. COORDINATE

WITH MEP, SPRINKLER, IT DRAWINGS
A. VERIFY EQUIPMENT SERVING OTHER AREAS AND
COORDINATE IN THE FIELD.

B. SAVE AND PROTECT FIXTURES AND DEVICES WHERE
NOTED.

2. REMOVE INTERIOR WOOD FRAMED PARTITIONS, INCLUDING

ALL FINISHES AND TRIMS, AS REQUIRED FOR PROPOSED
LAYOUT.

3. REMOVE ALL FLOOR FINISHES AND CEILING FINISHES AND
SUPORT FRAMING AS REQUIRED FOR PROPOSED LAYOUT.

4. REMOVE ALL INTERIOR CASEWORK, EQUIPMENT, AND
FURNISHINGS. VERIFY FURNITURE OR EQUIPMENT TO BE
SAVED AND REUSED WITH OWNER.

5. REMOVE (E) EXTERIOR WINDOWS AND DOORS AS NOTED

6. REMOVE (E) ROOFING AS REQUIRED FOR ROOFING
REPLACEMENT.

7. REMOVE EXISTING WOOD SHED STRUCTURE ADJACENT TO
APPARATUS BAY; REMOVE EXISTING CPMPRESSOR AND

OTHER EQUIPMENT IN SHED AND SAVE FOR REINSTALLATION
AND REUSE.

8. REMOVE (E) EXTERIOR WOOD SHEATHING TYPICAL
THROUGHOUT. STRUCTURE TO REMAIN WHERE WALLS ARE

NOTED TO REMAIN

9. COORDINATE THE RELOCATION OF ALL RADIO AND IT

EQUIPMENT WITH THE OWNER PRIOR TO THE START OF ANY
DEMOLITION.

10. PROTECT IN PLACE ALL EQUIPMENT, FINISHES, ETC TO
REMAIN

DEMOLITION NOTES

EXISTING CONSTRUCTION TO BE DEMOLISHED

EXISTING CONSTRUCTION TO REMAIN
LEGEND

EXISTING CONSTRUCTION TO BE DEMOLISHED

REMOVE ENTIRE RESIDENTIAL PORTION OF THE STATION TO STRUTURAL SLAB

SLAB, BEAMS AND COLUMNS TO REMAIN

ALL UTILITIES TO BE TERMINATED TO FUTURE POINTS OF CONNECTION - SEE MEP DRAWINGS.

A000.1
B1
A000.1 C1 D1 A000.1
A000.1
A1
6321
GCBAH
4 E
FD
5 111
TOP
OF
BANK
TO
P
O
F
BAN
K

TOP OF BANK
TO
P
O
F
BAN
K
2 3

PROPERTY LINE

BUILDING SETBACK

PROPERTY LINE

BUILDING SETBACK

ARCHITECT / ENGINEER STAMP
SHEET NO.

PROJECT NO.

SHEET TITLE
C Fairchild Broms Design 2024 | All Rights Reserved
DATE
SCALE
20006
Fairchild
Broms
Design
PO BOX 1528
SAN ANSELMO, CA 94960
415.459.8699 RVF Station #20
Town of San Anselmo150 Butterfield RoadSan Anselmo, CA 94960APN - 005-111-68

NOT FOR

CONSTRUCTION - DRAFT
9/30/2024 2:27:59 PM
As indicated
A000

09.30.2024

BID / PERMIT SUBMITTAL

DEMOLITION
PLAN
SCALE: 1/8" = 1'-0" A1

DEMOLITION PLAN
TRU
E
N
ORTH

KEY NOTES
1 (E) RADIO EQUIPMENT TO BE

RELOCATED - COORDINATE WITH
OWNER
2 (E) WATER HEATER TO BE

RETAINED AND REINSTALLED
3 (E) EQUIPMENT TO REMAIN IN

PLACE - PROTECT DURING

CONSTRUCTION

ISSUE / REVISION
Date Description No.
99 DW
DN
DN
DN

DNENTRY PATH
(E) PARKING AND

SERVICE AREA

NEW ADDITION
SHOWN
SHADED
168 SF

ACCESSIBLE PATH
MAX SLOPE 1:20

NEW ADDITION
SHOWN
SHADED
884 SF
A200
B1
A200
A1
A201 A1
6 3
2 1
G
C
B
A
B1 A201
H
4 E
F
D
5 PROPERTY LINE

BUILDING SETBACK
20' - 0"

PROPERTY LINE

BUILDING SETBACK
5' - 0"

TOP OF BANK

AUTOMATIC ROLLING GATE
BBQ
PATIO

PLANTING AREA

LANDSCAPE AREA NIC
12' - 7 1/8"
33' - 4 3/4" 13' - 7 3/4"
(E) FLAGPOLE
A502
22' - 0 3/16"

PLANTING
AREA
A402
A1
+/- 41' -
0"
+/- 28' - 2"
+/- 37' - 6"
31' - 10
7/8"
A401
A1
(E) AREA

REMODELED
1978 SF
(E) AREA

REPLACED
1520 SF
1 2
(E) LANDSCAPE AREA
3 4
5 15' - 0"
3' - 0"
1 6
7 C2 A501 C1
B1
-
-

ARCHITECT / ENGINEER STAMP
SHEET NO.

PROJECT NO.

NOT FOR

CONSTRUCTION
- DRAFT
9/30/2024 2:28:03 PM
1/8" = 1'-0"
A100

09.30.2024

BID / PERMIT SUBMITTAL

PROPOSED SITE
PLAN
SCALE: 1/8" = 1'-0" A1

SITE PLAN
TRUE
NORTH

KEY NOTES
1 42" HIGH CMU WALL WITH CAP,

PAINTED
2 6' HIGH REDWOOD WOOD FENCE
- HORIZONTAL BOARDS
3 (E) FENCE TO REMAIN, TYP
4 (E) SITE LIGHTING TO REMAIN
5 MECHANICAL EQUIPMENT ON
RAISED CONCRETE PAD, 1'-0
ABOVE BFE, SSD AND SMD.

LOCATE ALL EQUIPMENT AND
PADS 15'-0" AWAY FROM TOP OF
BANK
6 AUTOMATIC ROLLING GATE WITH

REMOTE ACCESS CONTROL,

KEYPAD AND IN GROUND LOOP
CLOSURE. PROVIDE KNOX BOX,

PER RVFD STANDARDS
7 PERVIOUS CONCRETE PAVERS
TOTAL ADDED SF : 1052 SF (884 + 168)
TOTAL REPLACED SF: 1520 SF
TOTAL REMODELED SF: 1978 SF
TOTAL GROSS BUILDING SF: 4550 SF

ISSUE / REVISION
Date Description No.
100
DW
DN
DN DN
DN
A201 A1
6 6 3
2 1
1 G
C
B B
A
H
4 4
E
F F
D
5 5
B1
A300
A1
A300

TOP OF CREEK BANK
13' - 9" 13' - 9" 11' - 6 1/4"
15' - 2 1/2"
54' - 0"
GYM
116
4' - 6"

SLEEPING
#1
103

SLEEPING
#2
104
BATH 1
106

PUB VEST
101
OFFICE
102
MECH
110
BATH 2
107

DAY ROOM
114
RAMP 1:12

APP BAY
100

SERVICE /
SHOP
119

EMERGENCY

COMM EQUIP
DECK
3' - 6"
6' - 10 3/4"

KITCHEN
111
DINING
112

LAUNDRY
109

STORAGE
113
WH
115
EQ EQ
4' - 6"
5' - 0"
PPE /

TURNOUT
120
1 2
(E) HOSE
DRYER
(E)
S4BA

FILLING

TOOL WASH

EXTRACTOR
HALL
108
VEST
118

SLOPED CEILNG

FULL HEIGHT

STORAGE CAB
5' - 6"

OPENING, NO DOOR
+/- 14' - 8" (E)
(E) OPENING
A500
B1
A500
B2
A2 A501
B1
A3
A1
A2
C1 A500
FOS
FOS
FOS

OF BEAM BELOW
FOS
22' - 1 3/4"
A1
2' - 6"
A400
A2
A400
A1
G
C
C
H
C
A B
K
101
D
109
107
104103
110
105
113
112
116.1
102
116.2
E
EQ3
EQ1 EQ4
EQ2
P3
EQ11
P8
EQ5
A401
A2 106
EQ3
EQ4
P9
F
I
A1
A301
TOP OF

CREEK BANK
STAIR #1
117

SLEEPING
#3
105
A1
B
C
4 4
B
A
A
A
A
115
A
A
A1
A1
P11
P9
A502 C1
4' - 0"
C2
A1 A502
-
120
119
3 118
EQ10
1 3
2A
2A
2A
4 A501
B3
E1
E1
2' - 8 15/16"
EQ6
EQ7
9' - 9"
2' - 8"
B
3' - 5"
FOS
(E) STRUCTURE
14' - 1 15/16"
(E) STRUCTURE
6 1/8"
FOS
7' -6" VIF

FOS (E) STRUCTURE
FOS
(E) STRUCTURE
FOS
(E) STRUCTURE
FOS
(E) STRUCTURE
EQEQ
1 4
C2 A501 C1
B1
COMM
CLOS
121
5 A4
A303

WALL TYPE
NUMBER

WALL TYPE REFERENCE SYMBOL
2 WALL TYPES INDICATED ON THE PLANS

CONTINUE TO ANY CORNERS OR

INTERSECTION OF WALLS ON THE SIDE
INDICATED. WALL TYPES ABOVE OR BELOW

OPENING SHALL BE THE SAME AS EITHER SIDE
OF THE OPENING.

ALIGN DIFFERENT WALL TYPES AS NECESSARY
FOR A CONTINUOUS FINISH SURFACE.

REFER TO THE FINISH SCHEDULE AND

INTERIOR ELEVATIONS FOR WALL FINISHES,
WALL COVERINGS, PANELS, AND TRIM.

SEE DWG A8.0 FOR WALL TYPES. ALL WALLS
NOT NOTED TO BE TYPE 2
(E) WALL TO BE REMOVED
(N) PARTITION, WOOD FRAMING
(E) WALL, PROVIDE BATT

INSULATION WHERE

WALL IS OPENED

TILE WAINSCOT

LOCATION

FULL HEIGHT TILE

LOCATION

SEE INTERIOR ELEVATIONS FOR

ADDITIONAL INFORMATION
1 HR SEPARATION

ARCHITECT / ENGINEER STAMP
SHEET NO.

PROJECT NO.

NOT FOR

CONSTRUCTION
- DRAFT
9/30/2024 2:28:05 PM
1/4" = 1'-0"
A101

09.30.2024

BID / PERMIT SUBMITTAL

FLOOR PLAN
TRUE
NORTH

KEY NOTES
1 COMPRESSOR
2 NEGATIVE PRESSURE THIS
ROOM
3 (E) CONCRETE SLAB AND BEAMS
4 MERA RADIO AND

COMMUNICATIONS BOX, WALL
MOUNTED. COORDINATE WITH

OWNERS CONSULTANTS AND

CONTRACTORS
5 COMMUNICATIONS CLOSET,

COORDINATE REQUIREMENTS

WITH IT AND STATION ALERTING
SYSTEM
SCALE: 1/4" = 1'-0" A1

NEW FLOOR PLAN
1 DOORS IN NEW OPENINGS TO BE LOCATED WITH HINGE SIDE JAMB 4" FROM PERPENDICULAR WALL UON.

2. PROVIDE AND INSTALL 2x FLAT WOOD BLOCKING FOR ALL BATH ACCESSORIES, HANDRAILS,

CABINETS, TOWEL BARS, WALL MOUNTED FIXTURES AND ANY OTHER ITEMS ATTACHED TO WALLS.

3. ALL CHANGES IN FLOOR MATERIALS OCCUR AT CENTERLINE OF DOOR OR FRAMED OPENINGS UNLESS OTHERWISE INDICATED ON THE DRAWINGS.

4. INSTALL ALL FIXTURES, EQUIPMENT, AND MATERIALS PER MANUFACTURER'S RECOMMENDATIONS AND THE REQUIREMENTS OF THE CODES. ALL APPLIANCES, FIXTURES,

AND EQUIPMENT ASSOCIATED WITH PLUMBING, ELECTRICAL, AND MECHANICAL SYSTEMS SHALL BE LISTED BY A NATIONALLY RECOGNIZED AND APPROVED AGENCY.

5. VERIFY CLEARANCES FOR FLUES, VENTS, CHASES, SOFFITS, FIXTURES, ETC., BEFORE ANY CONSTRUCTION, ORDERING OF, OR INSTALLATION OF ANY ITEM OF WORK.

6. PROVIDE DRAFT-STOPPING @ ALL CONCEALED DRAFT OPENINGS (VERTICAL & HORIZONTAL).

AS PER 2022 CBC 718.3-, DRAFT-STOPS SHALL BE INSTALLED SO THE CONCEALED SPACE DOES NOT EXCEED 1,000 SQ. FT. AND IS DIVIDED IN APPROX. EQUAL AREAS.

7. PROVIDE DRAFT-STOPPING @ ALL CONCEALED DRAFT OPENINGS (VERTICAL & HORIZONTAL).

AS PER 2022 CBC 718.3-4, DRAFT-STOPS SHALL BE INSTALLED SO THE CONCEALED SPACE DOES NOT EXCEED 1,000 SQ. FT. AND IS DIVIDED IN APPROX. EQUAL AREAS.

8. PRESSURE TR0EATED LUMBER TO BE USED IF IN DIRECT CONTACT WITH CONCRETE OR CMU IF THERE IS NO PROVIDED AIRGAP.

9. SEE DWGS T0.1 & T0.2 FOR APPLICABLE CODE INFORMATION.

10. ALL DOORS NOT NOTED WITH A NUMBER ARE EXISTING TO REMAIN, VERIFY CONDITION AND

REPLACE HARDWARE TO MATCH NEW DOORS

11. SEE DWG T1.3 FOR TOILET ACCESSORY TYPICAL LOCATIONS & MOUNTING HEIGHTS.

12. ALL WINDOWS NOT NOTATED ARE EXISTING TO REMAIN

13. ALL CONFERENCE ROOM TABLES TO PROVIDE REQUIRED KNEE AND TOE CLEARANCES PER CBC. 27" HEIGH, 19" DEEP

14. A FLOOR LANDING NOT MORE THAN 1/2" BELOW THE THRESHOLD IS REQUIRED ON EACH SIDE

OF AN EGRESS DOOR

ISSUE / REVISION
Date Description No.
101

San Anselmo City CouncilOctober 22, 2024

San Anselmo City Council
October 22, 2024