Friday, April 25, 2025 12:30 PM
1. Introductions, Welcome and Overview of the Day
2. Brief Review of Departmental Accomplishments
2a. Accomplishments by Department
3. Discussion Item:
3a. Review of the Proposed FY 2025 - 2027 Town Work Plan and Provide Direction to Staff
4. Review and Confirm Updated Work Plan Priorities based on the Outcome of Discussion of Item
3.a
5. Open Time for Public Expression
6. 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 24 hours University of Redlands Marin Campus Scott Hall 101 Seminary Road San Anselmo CA 94960 Special Town Council
Agenda
In-Person special meeting only, there will be no Zoom option available for this Special Meeting.
Accomplishments by Department Report (DOC)
PPT Presentation (PPT)
Library Flyer (PDF)
Parks and Recreation Flyer (PDF)
DRAFT Work Plan Priorities by Department 2025-27 (DOC)
DRAFT Work Plan Priorities by Category 2025-27 (DOC)
The public is welcome to address the Council at this time on matters not on the agenda that are within the jurisdiction of the Council. Please be advised that pursuant to Government Code Section 54954.2, Council is not permitted to discuss or take action on any matter not on the agenda unless it determines that an emergency exists, or that there is a need to take immediate action which arose following posting of the agenda. Comments may be no longer than three minutes and should be respectful to the community.
Special Town Council Agenda April 25, 2025
1 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). Next regular meeting is May 13, 2025.
Administration Department
Town Hall
525 San Anselmo Avenue
San Anselmo, CA 94960
(415) 258-4691
Town Council
Tarrell Kullaway, Mayor
Steve Burdo, Vice Mayor
Eileen Burke, Councilmember
Chantel Walker, Councilmember
Yoav Schlesinger, 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, 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 24 hours prior to the meeting.
Special Town Council Agenda April 25, 2025
2 1 | P a g e
Town of San Anselmo 2023-25 Accomplishments by Department Administration & Finance
1. Implemented a new phone system.
2. Started the Employee Lunch & Learn training.
3. Conducted Town-wide compensation study
4. Redesigned and refreshed Town website.
Town Clerk's Office
1. Completed agenda management software conversion from iLegislate to PEAK.
2. Implemented Boards, Committees, and Commissions software.
3. Implemented and soft launched eComment.
4. Implemented Column software for electronic Uploading of Legal Notices.
Library
1. Rebranded and Expanded the Library of Things to include a telescope, a thermal camera, board games, and other items.
2. Organized and promoted puzzle, clothing and art supply swaps in addition to the launch of the Seed Library, which promoted sustainability, environmental stewardship and community connection.
3. Enhanced services through successful grant applications including ZIP books, state parks passes, hiking backpacks, and Fix-it kits.
Police (CMPA)
1. Implemented Community Service Officer (CSO) program.
2. Partnered with Georgetown University Law Center to pilot Active Bystandership for Law Enforcement (ABLE) program.
3. Created organizational wellness program for the mental and physical health of employees.
4. Modernized policing tactics through the implementation of Automated License Plate Readers (ALPRs) and fleet-wide in-car camera system. 3 2 | P a g e
Planning (Community Development)
1. Housing Element Updated and Certified
2. General Plan Update- completed year 1 of a 2-year process.
3. Proactive implementation of State housing and land use legislation
4. Commenced staff development and cross training
Public Works
1. Completed Firehouse 20 design and at to bid in record breaking time.
2. Memorial Park Renovation including the parking lot, the field, the playground, and the Master Plan.
3. Achieved a Pavement Condition Index of seventy-five, slurry sealing, and coordination of large projects with utilities.
4. Building:
a. Adopted CA Green Building Standards (Ordinance 1181). b. Secured grant and partnered with Symbian to establish an automated solar permitting platform.
Recreation
1. Completed facility improvements, including new flooring, interior and exterior painting, and the installation of a new playground, in partnership with Public Works.
2. Continued growth of events division such as Live on the Avenue, parade and volunteer workdays, Teen Battle of the Bands, and the Volunteer Spring Social.
3. Expanded childcare division to meet increasing demand, while the sports division reinvested in equipment and fostering partnerships.
Ross Valley Fire
4 3 | P a g e
1. Restructured Department's Command Staff following the end of the executive management contract with County of Marin. New structure includes a dedicated Fire Chief and a full-time Administrative Battalion Chief.
2. Worked with Town of San Anselmo to plan for Station 20 remodel project. Station remodel is underway and on schedule.
3. Planned 3-person engine company for all Ross Valley Fire Department engines starting July 2025.
5 SAN ANSELMO TOWN COUNCIL
& STAFF RETREAT
April 25, 2025
6 AGENDA
• Welcome & Introductions
• Schedule for the Day:
• Purpose & Desired Outcomes
• Review Department Accomplishments
• Review FY2025-27 Work Plan Draft: Categories & Department Priorities • Discuss Town Council “Bike Rack”
• Finalize Refined Work Plan Priorities for FY2025-27
7 PURPOSE & OUTCOMES
The purpose of today’s discussion is
for staff to present the two-year Work Plan
priorities, to receive feedback and input from the
Town Council, and to refine the
Work Plan priorities for consideration
for inclusion in the upcoming
Budget and Work Plan document
8 DEPARTMENT
ACCOMPLISHMENTS
The Town develops Work Plan priorities every
two years in the spring following a
Town Council election.
Staff provides an update, or “progress report” on the
Work Plan every six months, and at the end of each
two-year cycle reports out on accomplishments that
each department has made over this period
9 ADMINISTRATION & FINANCE
1. Implemented a new phone system
2. Started employee lunch & learn training
3. Conducted Town-wide compensation study
4. Redesigned and refreshed Town website
10 TOWN CLERK’S OFFICE
1. Completed Agenda Management Software Conversion from iLegislate to PEAK
2. Implemented Boards, Committees, and Commissions software
3. Implemented and soft launched eComment
4. Implemented Column software for electronic Uploading of Legal Notices 11 LIBRARY
1. Rebranded and Expanded the Library of Things to include a telescope, a thermal camera, board games, and other items.
2. Organized and promoted puzzle, clothing and art supply swaps in addition to the launch of the Seed Library, which promoted sustainability, environmental stewardship and community connection.
3. Enhanced services through successful grant applications including ZIP books, state parks passes, hiking backpacks, and Fix-it kits.
12 POLICE (CMPA)
1. Implemented Community Service Officer (CSO) program.
2. Partnered with Georgetown University Law Center to pilot Active Bystandership for Law Enforcement (ABLE) program.
3. Created organizational wellness program for the mental and physical health of employees.
4. Modernized policing tactics through the implementation of Automated License Plate Readers (ALPRs) and fleet-wide in-car camera system. 13 PLANNING
(COMMUNITY DEVELOPMENT)
1. Housing Element Updated and Certified
2. General Plan Update- completed year 1 of a 2-year process.
3. Proactive implementation of State housing and land use legislation
4. Commenced staff development and cross training
14 PUBLIC WORKS
1. Completed Firehouse 20 design and at to bid in record breaking time.
2. Memorial Park Renovation including the parking lot, the field, the playground, and the Master Plan.
3. Achieved a Pavement Condition Index of seventy-five, slurry sealing, and coordination of large projects with utilities.
4. Building:
a. Adopted CA Green Building Standards (Ordinance 1181) b. Secured grant and partnered with Symbian to establish an automated solar permitting platform
15 RECREATION
1. Completed facility improvements, including new flooring, interior and exterior painting, and the installation of a new playground, in partnership with Public Works.
2. Continued growth of events division such as Live on the Avenue, parade and volunteer workdays, Teen Battle of the Bands, and the Volunteer Spring Social.
3. Expanded childcare division to meet increasing demand, while the sports division reinvested in equipment and fostering partnerships.
16 ROSS VALLEY FIRE DISTRICT
1. Restructured Department's Command Staff following the end of the executive management contract with County of Marin. New structure includes a dedicated Fire Chief and a full-time Administrative Battalion Chief.
2. Worked with Town of San Anselmo to plan for Station 20 remodel project. Station remodel is underway and on schedule.
3. Planned 3-person engine company for all Ross Valley Fire Department engines starting July 2025.
17 WHAT IS A WORK PLAN?
A Work Plan outlines the goals, priorities,
initiatives, and operational activities that a
jurisdiction’s government intends to undertake
within a specific timeframe—usually annually
or over a multi-year period. It serves as a
roadmap to guide departments, allocate
resources, and measure progress in service to
the community.
18 REVIEW FY2025-27
WORK PLAN DRAFT:
CATEGORIES & DEPARTMENT
PRIORITIES
Presented at Town Council Meeting on
Tuesday, April 22, 2025
19 WORK PLAN CATEGORIES
Livability and Quality of Life – Create opportunities for lifelong learning and diverse entertainment through innovative Recreation & Library programs for residents of all ages and abilities Quality Facilities – Maintaining and improving Town facilities for use by residents and Town staff Connecting with Community – Provide equitable community engagement that includes outreach approaches with intentional effort to engage a representation of the Town’s diverse audiences Sustainable, Natural and Built Environment – Thoughtful planning and operations ensure the long-term viability of the Town’s infrastructure, facilities and environment.
Excelling in Town Services – Provide excellent and sustainable delivery of services by making data-driven investments & decisions.
Support continuous improvement and cross-departmental collaboration to improve service delivery to residents and provide for their public safety.
Planning for the Future – Utilize comprehensive planning efforts to balance the community’s character with its evolving needs. 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. 20 ADMINISTRATION & FINANCE
Priorities
Implement Town-wide Compensation Study Results
Invest in Human Resource Management Software
(NeoGov)
Update Finance/Payroll/HR Systems
Enhance Technology Infrastructure & Cybersecurity
Evaluate and Implement Use of Robotic Process
Automation
Investing in People
Investing in People
Excelling in Town Services
Investing in People, Excelling in Town Services
Excelling in Town Services
Work Plan Categories
21 Priorities
Comprehensive General Plan Update (including
Circulation Update)
Continue to Advance Economic Development &
Housing Element Implementation
Continue to Enhance Service Levels &
Professional Development
Work Plan Categories
Planning for the Future
Sustainable, Natural and Built Environment
Excelling in Town Services, Investing in People
COMMUNITY DEVELOPMENT –
PLANNING DEPARTMENT
22 Priorities
Develop & Implement Residential Seismic and
Fire Home Hardening Programs
Enhance Customer Service and Online
Accessibility
Simplify and Expedite Economic Development
Support
Improve Building Permit Processing
Work Plan Categories
Sustainable, Natural and Built Environment
Excelling in Town Services
Excelling in Town Services
Excelling in Town Services
COMMUNITY DEVELOPMENT –
BUILDING DEPARTMENT
23 Priorities
Leverage Emerging Technologies to Create
Learning Opportunities for Residents and
Streamline Workflows for Staff
Foster Community Connection & Sustainability
Improve the Organization of Physical Public
Space & Implement Plans to Improve Services
Work Plan Categories
Planning for the Future, Excelling in Town
Services
Livability and Quality of Life
Quality Facilities
LIBRARY
24 Priorities
Remodel Library Space
Install Modern HVAC System and Repair Roof
Work Plan Categories
Quality Facilities
Quality Facilities
LIBRARY + PUBLIC WORKS
(INTERDEPARTMENTAL)
25 Priorities
Address Staffing Issues: Retention & Recruiting
Continue to Transition Fleet to All Electric
Models
Improve Emergency Ingress & Egress Into
Neighborhoods on Problematic Streets in Town
Increase Training for Frontline Supervisors and
Field Training Officers
Work Plan Categories
Investing in People
Sustainable, Natural and Built Environment
Excelling in Town Services
Investing in People
POLICE (CMPA)
26 Priorities
Improve all Modes of Transportation in Town,
with an Emphasis on Biking and Walking.
Greening of Town Infrastructure and Improving
Infrastructure to be More Resilient Both for
Energy Efficiency and Emergency Preparedness.
Improve Parks, Community Buildings & Open
Space Access Throughout Town
Work Plan Categories
Sustainable, Natural and Built Environment
Planning for the Future
Sustainable, Natural and Built Environment
PUBLIC WORKS
27 Priorities
Develop & Strengthen Community Partnerships
to Enhance and Grow Sports Programs
Develop & Implement a Comprehensive
Marketing Strategy
Evaluate & Enhance Age & Disability Programs,
Including Facilities
Sustainably Fund and Produce Live on the
Avenue
Work Plan Categories
Investing in People
Connecting with Community
Livability and Quality of Life
Livability and Quality of Life
RECREATION
28 Priorities
Commitment to Maintaining & Enhancing
Recreation Facilities
Work Plan Categories
Quality Facilities
RECREATION + PUBLIC WORKS
(INTERDEPARTMENTAL)
29 Priorities
Fire Station 20 Remodel
Closure of Fire Station 18
Fill Current Firefighter/Paramedic Positions
Expand Current Finance Contract to Include
Human Resources Functions
Fill the Vacant Emergency Services Coordinator
Position
Work Plan Categories
Excelling in Town Services, Quality Facilities
Excelling in Town Services
Excelling in Town Services
Excelling in Town Services
Excelling in Town Services
ROSS VALLEY FIRE DEPARTMENT
30 TOWN COUNCIL “BIKE RACK”
Enterprise AI on website (Excelling in Town Services - Admin/Finance) (Burdo) Program to address commercial vacancies on the Avenue (Planning for the Future - Community Development-Planning) (Walker)
Multi-agency disaster planning (Excelling in Town Services – CMPA) (Burdo) EOC Staff Training (Excelling in Town Services – CMPA) (Burdo) Solar Infrastructure including streetlights) Sustainable, Natural and Built Environment – Public Works) (Burdo)
Implement Memorial Park Master Plan (Livability and Quality of Life – Recreation) (Burke) Teen voice/engagement in decision-making (Livability and Quality of Life/Connecting with the Community – Recreation. Library) (Walker)
31 FINALIZING THE FY 2025-27 WORK PLAN
1. Review suggested edits and additions to Work Plan Priorities
2. Finalize proposed changes
3. Town Council votes on each proposal
4. A) Bring revised and finalized Draft Work Plan Priorities to an upcoming Council meeting for approval, or
B) Bring draft Work Plan Priorities to the next Council meeting for further discussion
32 33
34 35
DRAFT—2025-27 Priorities Work Plan
by Department
Finance/Admin Services Workplan
1) Category: Investing in People
Priority: Implement Town-wide compensation study results Description: Conducted a Town-wide compensation study. The goal of reviewing employee compensation is to benchmark the town’s salaries to provide competitive compensation to comparable local municipalities and assist in the recruitment and retention of talented employees. Become Employer of Choice.
Employee Impact: High
Fiscal Impact: High
2) Category: Investing in People
Priority: Invest in human resource management software (NeoGov) Description: A software tailored specifically for public sector organizations that will offer several key benefits such as streamlined recruitment and onboarding, improved compliance, enhanced employee management, and analytics and reporting. Removes manual tasks like data entry, paper filings, and communication follow-ups. It will allow HR to modernize operations and improve employee and candidate experience.
Employee Impact: High
Fiscal Impact: High
3) 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. This will also allow for critical work to continue such as processing payroll or paying vendors in the event of an emergency. 36 DRAFT--FY2025-27 Priorities Work Plan
2 Employee Impact: High
Fiscal Impact: Medium
4) Category: Investing in People, Excelling in Town Services Priority: Enhance Technology Infrastructure and Cybersecurity Description: Modernize and maintain the Town's IT infrastructure to ensure reliable, efficient, and secure systems that support all departments and community needs. Implement advanced cybersecurity measures to protect sensitive data and safeguard against emerging threats.
Prioritize sustainable and energy-efficient technologies while exploring innovative solutions to improve accessibility, user experience, and operational efficiency across digital platforms.
Collaborate with departments to identify and deploy tools that enhance service delivery and communication with the community.
Employee Impact: Medium
Fiscal Impact: Medium
5) Category: Excelling in Town Services
Priority: Evaluate and Implement use of Robotic Process Automation Description: Robotic Process Automation (RPA), which our team had the opportunity to see in action at the California Society of Municipal Finance Officers (CSMFO) conference in San Jose earlier this year. Based on what we saw, we believe RPA could significantly benefit our operations, particularly by automating recurring journal entries, running financial reports, and streamlining other repetitive tasks for both the Town and Ross Valley Fire Department.
Employee Impact: High
Fiscal Impact: Medium
Community Development—Department Work Plan Priorities
1) 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 37 DRAFT--FY2025-27 Priorities Work Plan
3 Safety Element) and include new optional element, such as Environmental Justice and Economic Development.
Employee Impact: High
Fiscal Impact: High
2) Category: Sustainable, Natural and Built
Environment
Priority: Continue to advance Economic Development and Housing Element Implementation
Description: The Planning Department will enhance economic development and housing initiatives by refining policies, including potential zoning code amendments, to adapt to evolving business and housing needs while implementing structured actions to achieve the Town’s goals.
Employee Impact: Medium
Fiscal Impact: Medium
3) Category: Excelling in Town Services and Investing in People Priority: Continue to enhance Service Levels and Professional Development Description: The Planning Department will improve customer service by refining its website for better navigation, streamlining processing timelines, ensuring prompt responses, and proactively guiding projects through discretionary processes. Efforts will include ongoing staff training, professional development opportunities, and cross-training where feasible within existing constraints.
Employee Impact: Medium
Fiscal Impact: Medium
Community Development—Building
1) Category: Sustainable, Natural and Built Environment Priority: Develop and implement residential Seismic Program and fire home hardening. 38 DRAFT--FY2025-27 Priorities Work Plan
4 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. 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.
Employee Impact: Medium
Fiscal Impact: Low
2) Category: Excelling in Town Services
Priority: Customer Service and Online Accessibility
Description: Enhance the Building Department’s responsiveness and public interface by improving customer service practices and updating web content. Tasks include developing online customer feedback tools, updating permit guides and FAQs, implementing digital appointment and callback request features, and training staff on service protocols. A key component of this initiative is establishing and adhering to a 24 to 48-hour response timeframe for all public inquiries. These efforts aim to make the permit process more transparent, timely, and user-friendly.
Employee Impact: High
Fiscal Impact: Low
3) Category: Excelling in Town Services
Priority: Economic Development Support
Description: Simplify and expedite the tenant improvement (TI) permit process to attract and support local businesses. This initiative includes publishing a TI Permit Guide, creating a fast-track option for small-scale improvements, coordinating interdepartmental reviews, including the Marin County Environmental Health Department, and continuing to offer no charge pre-submittal meetings. The objective is to lower entry barriers for businesses and contribute to downtown revitalization and economic growth.
Employee Impact: Medium
Fiscal Impact: Low
39 DRAFT--FY2025-27 Priorities Work Plan
5 4) Category: Excelling in Town Services
Priority: Building Permit Process Improvements
Description: Streamline the building permit review process to improve efficiency and reduce turnaround times. Key actions include conducting a workflow analysis, implementing internal checklists and review templates, updating all third-party plan check review contracts to include reduced plan check timeframes, and increasing the number of in-house plan check reviews for projects that do not require structural review. The department will also explore digital plan check tools and coordinate interdepartmental training. The goal is to provide a more predictable and efficient permitting experience for applicants while maintaining compliance and quality control.
Employee Impact: Medium
Fiscal Impact: Medium
Library – Department Work Plan Priorities
1) Category: Planning for the Future, Excelling in Town Services Priority: Leverage emerging technologies to create learning opportunities for residents and streamline workflows for staff.
Description: Explore emerging technologies, including artificial intelligence, by participating in trainings, conferences, and hands-on learning. Apply new knowledge to improve workflows and create educational opportunities for the local community. Stay adaptable and responsive to evolving technologies and the community’s changing needs.
Employee Impact: High
Fiscal Impact: Medium
2) Category: Livability and Quality of Life
Priority: Foster Community Connection and Sustainability Description: Focus on age-friendly and sustainability programs and collections that unite the community while supporting the needs of diverse groups within San Anselmo.
Employee Impact: Low
40 DRAFT--FY2025-27 Priorities Work Plan
6 Fiscal Impact: Low
3) Category: Quality Facilities
Priority: Improve the organization of physical public space and implement plan to improve services.
Description: Enlist architectural services to help redesign the public library space to modernize and maximize use of space. Identify funding and contractors to implement the plan, most likely in phases.
Employee Impact: Medium
Fiscal Impact: High
Interdepartmental—Library and Public Works
1) Category: Quality Facilities
Priority: Remodel Library public space.
Description: Update and modernize the public area to best serve San Anselmo Library patrons, specifically expanding the children’s area to meet the needs of local families and creating a single point of service desk to streamline and improve patron experience.
Employee Impact: High
Fiscal Impact: High
2) Category: Quality Facilities
Priority: Install modern HVAC system and replace roof.
Description: Construct new roof to repair numerous leaks that have impacted physical materials. Replace aged and inefficient HVAC system to provide high quality climate control for patrons, staff and materials.
Employee Impact: High
Fiscal Impact: High
41 DRAFT--FY2025-27 Priorities Work Plan
7 Police – Department Work Plan Priorities
1) Category: Investing in People
Priority: Address Staffing Issues: Retention and Recruiting Description: The Central Marin Police is still facing significant staffing issues at an impact to patrol staffing and its specialty positions. It is struggling to get officers trained and on the streets by themselves before the next officer retires or resigns. The two-year plan is to not only fill all the vacancies, but to get officers through the academy and the field training program at a pace quicker than we are losing officers.
Employee Impact: High
Fiscal Impact: Medium
2) Category: Climate Action, Resilience, and Sustainability Priority: Continue to transition fleet to all electric models Description: Continue to convert the fleet of vehicles away from sole combustion engines to fully electric models. This will include patrol vehicles, CSO/Cadet vehicles, and unmarked vehicles. Add electric vehicle charging heads to all department parking spots at the Main Station in Larkspur.
Employee Impact: Low
Fiscal Impact: High
3) Category: Excelling in Town Services
Priority: Improve emergency ingress and egress into neighborhoods on problematic streets in Town.
Description: Work with the Ross Valley Fire Department to identify problematic neighborhoods and streets in Town for first responder responses and evacuations.
Work with the San Anselmo Public Works Department to modify existing parking ordinances to make the neighborhoods and streets as efficient as possible during emergency first responder responses and evacuations.
Employee Impact: High
42 DRAFT--FY2025-27 Priorities Work Plan
8 Fiscal Impact: Low
4) Category: Investing in People
Priority: Increase Training for Frontline Supervisors and Field Training Officers Description: CMPA is currently a very untenured agency due to high staff turnover over the last few years. Currently only 18 of 42 officers have eight years or more experience as a police officer. And 13 of 42 officers have less than three years’ experience. CMPA will increase training and workshops for frontline supervisors to ensure the less tenured officers continue on our tradition of providing high quality and safe police services.
Employee Impact: High
Fiscal Impact: Medium
Public Works – Department Work Plan Priorities
1) Category: Sustainable, Natural and Built Environment Priority: Improve all modes of transportation throughout Town with an emphasis on bicycling and walking.
Description: Through various paving projects, sidewalk improvements, safe routes to school, bike and pedestrian paths throughout Town and Open Space continue enhancing access to bikes and pedestrians.
Employee Impact: Medium
Fiscal Impact: Low
2) Category: Planning for the Future
Priority: Greening of Town Infrastructure and improving infrastructure to be more resilient both for energy reduction and emergency preparedness
Description: Looking at ways to reduce energy use and water usage while improving infrastructure to adapt to climate change.
Employee Impact: Medium
Fiscal Impact: Medium
43 DRAFT--FY2025-27 Priorities Work Plan
9 3) Category: Sustainable, Built and Natural Environment Priority: Improving public parks, open space access, and community buildings throughout Town.
Description: Rebuilding playgrounds, public parking lots, renovation of park facilities, new trails in open space, building upgrades.
Employee Impact: High
Fiscal Impact: High
Recreation – Department Work Plan Priorities
1. Category: Investing in People
Priority: Develop and strengthen community partnerships to enhance and grow sports programs
Description: To expand the reach, impact, and sustainability of our sports programs, the department will work diligently to strengthen existing relationships with volunteers, organizations, and community leaders while also cultivating new partnerships that will ensure long-term growth and success.
Employee Impact: High
Fiscal Impact: Low
2. Category: Connecting with the Community
Priority: Develop and implement a comprehensive marketing strategy Description: Modernize and streamline communications with constituents to maintain engagement and build a strong sense of community. The development and execution of a comprehensive marketing strategy will ensure that the Recreation Department effectively promotes its programs, events, and activities to a broad and diverse audience.
Employee Impact: High
Fiscal Impact: Medium
3. Category: Livability and Quality of Life
44 DRAFT--FY2025-27 Priorities Work Plan
10 Priority: Evaluate and enhance Age & Disability Friendly Programs and Spaces Description: The Recreation Department will prioritize the evaluation and enhancement of its programs and spaces to ensure they are accessible, inclusive, and welcoming for individuals of all ages and abilities. This initiative will focus on both the expansion of age-specific and disability-friendly programs, as well as the creation of physical environments that accommodate these programs.
Employee Impact: Medium
Fiscal Impact: Medium
4. Category: Livability and Quality of Life
Priority: Sustainably fund and produce Live on The Avenue Description: The Recreation Department is committed to ensuring the continued success and growth of the Live on The Avenue event series. The event series brings people together, celebrating music, arts, culture, and local talent in a lively, inclusive environment. However, to sustain its future, it is essential to explore diverse and sustainable funding sources and to strategically plan for its long-term viability.
Employee Impact: High
Fiscal Impact: High
Interdepartmental Projects - Recreation & Public Works
1. Category: Quality Facilities
Priority: Commitment to maintaining and enhancing Recreation Facilities Description: The Recreation Department is dedicated to preserving and improving the quality of its facilities to ensure they remain safe, accessible, and enjoyable for the community. In collaboration with the Public Works Department, the Recreation Department will focus on a series of key facility upgrades and restorations.
Employee Impact: Medium
Fiscal Impact: High
Ross Valley Fire – Department Work Plan Priorities
45 DRAFT--FY2025-27 Priorities Work Plan
11 Ross Valley Fire
1) Category: Excelling in Town Services
Priority: Fire Station 20 remodel Project
Description: Complete relocating Fire Station 20 personnel to temporary living quarters to prepare for the remodel project. Continue to work collaboratively with the Town of San Anselmo to ensure project is completed while remaining fiscally responsible.
Employee Impact: High
Fiscal Impact: High
2) Category: Excelling in Town Services
Priority: Closure of Fire Station 18
Description: Complete the closure and transfer of personnel due to the closure of Fire Station 18. Ensure minimal operational impacts are felt by proactive planning and communication.
Employee Impact: High
Fiscal Impact: Low
3) Category: Excelling in Town Services
Priority: Fill current firefighter. Administrative Assistant and Fire Inspector positions Description: Continue to take an aggressive recruitment approach to enhance recruitment strategy to fill 3 firefighter, 1 administrative assistant and 1 fire inspector vacancy.
Employee Impact: High
Fiscal Impact: High
4) Category: Excelling in Town Services
Priority: Expand the current Finance contract to include Human Resources functions Description: Work with San Anselmo Town Staff and the RVFD Fire Board on a new agreement with the Town of San Anselmo that expands the current Finance agreement while also including a new responsibility of Human Resources functions.
Employee Impact: Medium
Fiscal Impact: Medium
46 DRAFT--FY2025-27 Priorities Work Plan
12 47
DRAFT— FY2025-27 Work Plan
Priorities by Category
Livability and Quality of Life
Create opportunities for lifelong learning and diverse entertainment through innovative Recreation and Library activities for residents of all ages and abilities.
1. Foster Community Connection and Sustainability (LIB)
2. Evaluate and enhance Age & Disability Friendly Programs and Spaces (REC)
3. Sustainably fund and produce Live on The Avenue (REC) Quality Facilities
Maintaining and improving Town facilities for use by residents and Town staff.
1. Improve the organization of physical public library space and implement plan to improve services (LIB)
2. Install modern HVAC system and replace roof (LIB/PW)
3. Improving public parks, open space access, and community buildings throughout Town (PW)
4. Commitment to maintaining and enhancing Recreation Facilities (REC/PW) Connecting with the Community
Provide equitable community engagement that includes an outreach approach with intentional effort to engage a representation of the Town's diverse audiences.
1. Develop and implement a comprehensive marketing strategy (REC)
2. Foster Community Connection and Sustainability (LIB) Sustainable, Natural and Built Environment
Thoughtful planning and operations ensure the long-term viability of the Town's infrastructure, facilities, and environment.
1. Continue to advance Economic Development and Housing Element Implementation (PLAN)
2. Develop and implement residential Seismic Program and fire home hardening. (BUILD)
3. Continue to transition fleet to all electric models (CMPA) 48 4. Improve all modes of transportation throughout Town with an emphasis on bicycling and walking (PW)
5. Improving public parks, open space access, and community buildings throughout Town (PW)
Excelling in Town Services
Provide excellent and sustainable delivery of services by making data-driven investments & decisions. Support continuous improvement and cross-departmental collaboration to improve service delivery to residents and provide for their public safety.
1. Update Finance/Payroll/HR Systems (ADM/FIN)
2. Enhance Technology Infrastructure and Cybersecurity (ADM/FIN)
3. Evaluate and Implement use of Robotic Process Automation (ADM/FIN)
4. Continue to enhance Service Levels and Professional Development (PLAN)
5. Customer Service and Online Accessibility (BUILD)
6. Economic Development Support (BUILD)
7. Building Permit Process Improvements (BUILD)
8. Improve emergency ingress and egress into neighborhoods on problematic streets in Town (CMPA)
9. Fire Station 20 remodel Project (RVFD)
10. Closure of Fire Station 18 (RVFD)
11. Fill current Firefighter/Paramedic positions (RVFD)
12. Fill the vacant Emergency Services Coordinator position (RVFD/TOWN) Planning for the Future
Utilize comprehensive planning efforts to balance the community's character with its evolving needs.
1. Comprehensive General Plan Update, including the Circulation Update (PLAN)
2. Leverage emerging technologies to create learning opportunities for residents and streamline workflows for staff (LIB)
3. Greening of Town Infrastructure and improving infrastructure to be more resilient both for energy reduction and emergency preparedness (PW) 49 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.
1. Implement Town-wide compensation study results (ADM/FIN)
2. Invest in human resource management software (ADM/FIN)
3. Enhance Technology Infrastructure and Cybersecurity (ADM/FIN)
4. Continue to enhance Service Levels and Professional Development (PLAN)
5. Address Staffing Issues: Retention and Recruiting (CMPA)
6. Increase Training for Frontline Supervisors and Field Training Officers (CMPA)
7. Develop and strengthen community partnerships to enhance and grow sports programs (REC)
Departments:
1. Administration & Finance (ADM/FIN)
2. Community Services (PLAN) or (BUILD)
3. Library (LIB)
4. Police (CMPA)
5. Public Works (PW)
6. Recreation (REC)
7. Ross Valley Fire (RVFD)
50