San Anselmo City Council
June 24, 2025

Tuesday, June 24, 2025 6:10 PM

1. I. Interviews for the Board of Review and the Bicycle & Pedestrian Advisory Committee - 6:10 PM
1A. 6 Interviews by Time, Attachment No. and Applicant Name (10 Minutes Each) In the Council Chambers at 525 San Anselmo Avenue, San Anselmo, CA 94960 Town Council
Agenda
Meeting held In-Person and via Zoom:
https://us02web.zoom.us/j/87236513956
Or Telephone: +1 669 900 6833 | Webinar ID: 872 3651 3956 How to Submit Comments Before the Meeting: Members of the public are encouraged to submit email correspondence to [email protected] or eComments on the Agendas and Meeting page before the meeting begins.

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

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

For landline phones, raise hand to be recognized with *9 Please be advised that 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.

Staff Report (DOC)
6:10 PM Attachment 2- Bonnie Barnish- Board of Review Application w/Resume (PDF) 6:20 PM Attachment 3- Sandra Becker- Bicycle & Pedestrian Advisory Committee Application w/Resume (PDF)
6:30 PM Attachment 4- Walter Meservey- Bicycle & Pedestrian Advisory Committee Town Council Agenda June 24, 2025
1 1. Consent Agenda:

1.1 Approval of the Draft Minutes of the Regular Meeting of Tuesday, June 10, 2025

1.2 Receive and File the Financial Report on Recreation Fund ending May 31, 2025

1.3 Receive and File Revenue and Expenditure Reports, May 2025

1.4 Approval of Resolution Revising a Statement of Investment Policy for Fiscal Year 2025-2026 Application w/Resume (PDF)
6:40 PM Attachment 5- Bridget Clark- Bicycle & Pedestrian Advisory Committee Application no Resume (PDF)
6:50 PM Attachment 6- Nick Pappas- Bicycle & Pedestrian Advisory Committee Application w/Resume (PDF)
Call to Order. Optional Pledge of Allegiance: The Mayor or a designated Council member will recite the Pledge of Allegiance for members of the Council and the public who wish to join in the recitation. 7:00 PM
Open time for public expression.

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

Council requests for future agenda items.

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

Special Presentations
Introduction of Jamie Bristow, Recreation Supervisor
Introduction of Mimi Fee, Parks and Recreation Administrative Assistant Introduction of Eric Robbe, Building Official
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 June 10, 2024 Staff Report (PDF)
Attachment 1 - May 2025 Budget Report (PDF)
Attachment 2 - May 2025 Capital Outlay (PDF)
Staff Report (DOCX)
Attachment 1 Budget Comparison Report by Subcategory, May 2025 (PDF) Attachment 2 Budget Comparison Report by Department, May 2025 (PDF) Town Council Agenda June 24, 2025
2 1.5 Receive Final Progress Report for FY2023-25 Work Plan Priorities

1.6 Adopt Resolution Approving the 2025-2026 Budget and Workplan

2. Council Business Items:

2.1 Discussion and Consideration of Memorandum of Understanding Proposal with the Service Employees International Union, Local 1021 (SEIU) for the period of July 1, 2025, to June 30, 2028.

2.2 Receive and File an Update on San Anselmo Flood Risk Reduction Project. Receiving an update on the status of the SAFRR project’s application 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).

2.3 Public Hearing for 2
nd Reading and Adoption of an Ordinance Adding Chapter 2 to Title 19 of the San Anselmo Municipal Code (SAMC) to prohibit individuals under 16 years of age from operating a Class 2 e-bike as defined in California Vehicle Code Section Section 312.5, Staff Report (DOCX)
Attachment 1 2025-2026 Investment Policy Resolution (DOCX) Attachment 2 2025-2026 Statement of Investment Policy (DOCX) Staff Report (DOC)
Attachment 1 - Work Plan Priorities by Department (DOC) Attachment 2 - Work Plan Priorities by Category (XLS)
Attachment 3 - FINAL Work Plan Progress Report FY2023-25 (DOC) Staff Report (DOCX)
Attachment 1 25-26 Resolution for Budget Adoption (PDF) In general, the following procedural order applies to items of business:
•Presentation
•Town Council questions
•PUBLIC COMMENT – limited to 3 minutes/person
•Town Council discussion/action
Staff Report (DOCX)
Attachment 1 SEIU Final Tentative Agreement (PDF)
Staff Report (DOC)
Public Comment- Greenmyer (PDF)
Public Comment- McClung (PDF)
Public Comment- Crane (PDF)
Public Comment- Ablay (PDF)
Public Hearing:

In general, the following procedural order applies to public hearing items:
•Staff Presentation
•Town Council Questions
•PUBLIC COMMENT – limited to 3 minutes/person
•Town Council discussion/action
Town Council Agenda June 24, 2025
3 and require any person operating a Class 2 e-bike in the Town of San Anselmo to wear a helmet.

2.4 Approve Memorandum of Understanding (MOU) and Donation Agreement for the Sequoia Park Safe Routes to School Project Areas #1 and #3; authorize the Town Manager to Negotiate and Execute an Agreement with Parametrix for the Design of Project Areas #1 and #3; and Find these Actions Exempt from the California Environmental Quality Act (14 Cal. Code Regs. § 15301)

2.5 Authorize a Professional Services Agreement with Lotus Consulting for a Capital Campaign Feasibility Study and Plan. The Council’s discussion and approval of this agreement 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).

2.6 Consider Making Appointments to the Board of Review and Bicycle & Pedestrian Advisory Committee. Appointing volunteers to serve on a committee is not a “project” under the California Environmental Quality Act (CEQA) because it does not involve an activity that has the potential to cause a direct or reasonably foreseeable physical change in the environment. (Cal. Pub. Res. Code Section 21065).

Staff Report (DOC)
Attachment 1 - DRAFT Ordinance (DOC)
Council Business Items:

Staff Report (PDF)
Attachment 1- Project map of all 5 areas (PDF)
Attachment 2- MOU Agreement (PDF)
Attachment 3- Donation Agreement (PDF)
Public Comment- WTB-TAM (PDF)
Staff Report (DOC)
Attachment 1- Professional Services Agreement (PDF)
Staff Report (DOC)
Attachment 2- Sandra Becker- BPAC- Application w/Resume (PDF) Attachment 1- Bonnie Barnish- Board of Review- Application w/Resume (PDF) Attachment 3- Walter Meservey- BPAC- Application w/Resume (PDF) Attachment 4- Bridget Clark- BPAC- Application no Resume (PDF) Attachment 5- Nick Pappas- BPAC- Application w/Resume (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 accommodations to help ensure 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.

Town Council Agenda June 24, 2025
4 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 July 22 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, Community Development 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 72 hours prior to the meeting.

Town Council Agenda June 24, 2025
5 Item #: Interviews

STAFF REPORT
TOWN OF SAN ANSELMO Item #: Interviews
MEETING DATE: June 24, 2025
AGENDA TITLE: Conducting One Interview for the Board of Review and Four Interviews for the Bicycle & Pedestrian
Advisory Committee
FROM: Administration, Serge Avila, Town Clerk

RECOMMENDATION
Staff recommends that the Town Council conduct one (1) interview for the Board of Review and four (4) interviews for the Bicycle & Pedestrian Advisory Committee.

Below are five (5) applicants scheduled to be interviewed by the Town Council.

Interview
Time Name Board, Committee or Commission
6:10 PM Bonnie Barnish Board of Review
6:20 PM Sandra Becker Bicycle & Pedestrian Advisory Committee 6:30 PM Walter Meservey Bicycle & Pedestrian Advisory Committee 6:40 PM Bridget Clark Bicycle & Pedestrian Advisory Committee 6:50 PM Nicholas Pappas Bicycle & Pedestrian Advisory Committee The Council will have the opportunity to make an appointment to the Board of Review and the Bicycle & Pedestrian Advisory Committee later today.

FISCAL IMPACT
None.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
Conducting interviews is not defined as a project under CEQA (Section 15378 CEQA Guidelines).
6 Item #: Interviews

ATTACHMENTS
Attachment 1- Bonnie Barnish- Board of Review- Application w/Resume Attachment 2- Sandra Becker- Bicycle & Pedestrian Advisory Committee- Application w/Resume
Attachment 3- Walter Meservey- Bicycle & Pedestrian Advisory Committee- Application w/Resume
Attachment 4- Bridget Clark- Bicycle & Pedestrian Advisory Committee- Application no Resume Attachment 5- Nicholas Pappas- Bicycle & Pedestrian Advisory Committee- Application w/Resume
7 Submit Date: Mar 30, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Town of San Anselmo, CA
Application for Appointment to a San Anselmo Board/Commission/Committee Profile
Occupation
Retired federal employee
Employer's Address
Which Boards would you like to apply for?
Board of Review: Submitted
Number of years as resident of San Anselmo?
26 Number of years as a resident in Marin?
26 Name and phone numbers of three San Anselmo residents who can be contacted for referral information about me:

Christopher Martin Chloe Martin Karen Rosenquist
Education Level Achieved *
College/University Degree
Interests & Experiences
Bonnie Barnish
Bonnie Barnish
8 Upload a Resume
You may attach other documentation which you
believe would be helpful to the Council in its
selection process.

I would be able to regularly attend the meetings of this Board/Commission/Committee.

Yes No
I would be available to attend additional meetings when they are necessary.

Yes No
I am familiar with the responsibilities and functions of this Board/Commission/Committee.

Yes No
I have attended meetings of the Board/Commission/Committee as a member of the public.

Yes No
List briefly, previous experience serving the public office, and/or civic commissions, boards, or committees:

I worked for over 20 years as an employee of the federal government, including serving as a manager for more than 15 years.

Reasons for this appointment:

I recently retired and am looking for opportunities to give back to my community. With my employment law and HR background, the Board of Review seems to be a great way for me to use my experience to help the town and its workforce.

What are your qualifications for this appointment?
As a manager with the federal government, I often participated in reviewing adverse actions against federal employees as part of my duties. For 10 years I taught leadership development programs, including labor and employee relations. Prior to that I worked as an employment attorney.

Briefly, what do you consider to be the most important, one or two current issues facing this Board/Commission/Committee?
Ensuring fair and equitable processes are used in actions.

LinkedIn Profile
https://www.linkedin.com/in/bonnie-barnish-86a1bb7?
utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app Copy_of_Bonnie_Barnish_DOL_SESCDP.docx
Bonnie Barnish
9 Please Agree with the Following Statement
I understand that I and all other applicants will be personally interviewed by the Town Council (or the entity overseeing the Steering and Short Term Committees) as part of the selection process for this appointment. I also understand that my application material will be a public document and available on the Town's website. Sensitive materials that you don't wish to be posted on the website should not be included with the application.

I Agree
E-Signature:

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

Bonnie Barnish
10 B o n n i e J. B a r n i s h
3139 18th St. N., Arlington, VA 22201 · (415)378-0758 · bonniebarnish@gmail

Experience Office of Personnel Management (OPM), Workforce Policy and Innovation, Executive Services and Workforce Development
Washington DC, April 2024-March 2025
Supervisory HR Specialist, Talent, Learning and Development. (GS-0201-15). 40+ hours weekly.
● Direct seven employees charged with providing oversight to federal agencies on government-wide training and development policies and implementation. Ensure guidance meets the needs of the 2.2 million employee federal workforce. ● Act as lead contact for OPM with the Chief Learning Officers Council. Provide advice and counsel to the membership on best practices for training and development.
● Partner with federal agencies and external training consultants to develop products and programs that meet continuous learning needs for the federal workforce. ● Serve as the primary OPM contact with the White House and other Federal agencies and private sector organizations on leadership development. ● Lead research of private industry best practices and agency successes and barriers to develop ideas and solutions to assist agencies in developing solutions to human resource challenges surrounding learning and development. ● Prepared the first governmentwide Talent & Learning Survey in over 4 years within one month of onboarding into the position. Distilled relevant information from the survey and briefed the Chief Learning Officer Council on survey findings. ● Redesigned the President’s Management Council’s Interagency Rotation Program, creating the largest cohort in history with 99 employees participating across government.

U.S. Department of Labor, Wage and Hour Division (WHD)
San Francisco, CA Nov. 2005-March 2024
Director, Training and Education Division, Office of Performance and Communication, National Office (remotely based). (GS 14) Aug. 2016-present (except for time in details listed below). 40+ hours weekly. ● Directed seven employees (remotely based) charged with implementing agencywide training programs to ensure 1400 employees have the skills needed to successfully perform their job duties, including oversight of over 50 on-site and virtual training courses annually.
● Designed, planned and facilitated over 10 agency-wide training webinars for over 1400 staff members annually.
● Regularly led cross-functional workgroups to update and improve training for the agency, including a complete redesign of all mission critical training curriculum. 11 B o n n i e J. B a r n i s h
3139 18th St. N., Arlington, VA 22201 · (415)378-0758 · bonniebarnish@gmail Drafted workgroup plans for approval by senior leadership, including briefing memos and presentations.
● Oversaw an annual training budget between $500,000-2,000,000. Ensured all agency funds were spent within agency guidelines and OCFO conference requirements.
● Conducted a regular training needs assessment of all agency employees to determine skill gaps and develop new training programs in response. Ensured all WHD investigators, managers and technicians were skilled in conducting interviews, processing records and data, and applying legal and regulatory principles in their investigative work.
● Participated in agency accountability reviews of over 50 local offices to identify developmental obstacles, prepare reports and recommend plans to address skill gaps, and oversee corrective actions to improve office performance. ● Annually designed, planned, authored and executed training plans on new labor regulations and laws. Plans were prepared for review and approval by senior agency leadership.
● Designed and facilitated meetings of the agency Senior Executives and political leadership to identify strategic goals, obstacles to achieving those goals and plans to remove barriers and achieve results. Implemented use of OneNote to organize meetings and ensure accountability in decision-making.
● Developed and implemented an agency-wide shift to blended learning, modernizing classroom training into web-based classrooms and saving the agency hundreds of thousands of dollars annually.
● Since FY 16, successfully launched training on over 25 major regulatory developments, and 5 changes in acts enforced by the agency, including the Families First Coronavirus Response Act, which was implemented less than 30 days after the law was passed.
● Designed, planned and executed an agency-wide Career Development Program (CDP) in FY 17 to improve employee engagement and retention. Led a crossfunctional team to determine agency needs. Consulted with other federal agencies to build program design based on best practices. Led monthly meeting with a Career Advisory Board that consisted of senior agency leadership to continually improve the program. Led and facilitated multiple CDP workshops during the FY focused on building leadership competencies. More than 50 staff members successfully graduated from the program, with over 80% achieving a promotion within one year of program completion.
● In FY 23, designed and planned the first in-person all-manager Leadership Conference for the agency since 2014. The conference served as a forum to realign the agency’s mission, vision and values. Over 280 managers attended the 12 B o n n i e J. B a r n i s h
3139 18th St. N., Arlington, VA 22201 · (415)378-0758 · bonniebarnish@gmail conference, with participation from the DOL solicitor’s office, the Acting Secretary’s office and the Chief Diversity Officer.
● Designed, planned and launched the WHD Training Academy in FY 23. The academy is a training program that teaches investigative techniques to state and local labor agencies. Worked directly with state labor officials to design and pilot the program.
● Developed and executed an agency-wide equity training plan in FY 22 to infuse diversity, equity, inclusion and accessibility into the culture of the agency in accordance with executive orders.
● In FY 22, initiated an Equity Brain Trust to solicit agency needs from leadership and the field staff to build meaningful DEIA programs. Evaluated results from FY 22 programs and pivoted to an Equity Community of Practice that engaged all 1400 staff in practical discussions relevant to DEIA both in external agency work and internal staff engagement.
● Developed a network of DEIA experts across government to share best practices and training insights. Regularly attend OPM-sponsored DEIA events to better understand current trends and network with other federal agencies. ● Assisted DOL in evaluation of RISE training curriculum to build DEIA skills from US AID and received certification as instructor for course curriculum.

Acting Deputy Regional Administrator, Western Region (San Francisco). (GS 15) June-September 2022. 40+ hours weekly. Detail assignment. ● Supervised four District Office Directors (GS 14). Provided weekly guidance and coaching to District Directors on the development of FY 23 initiative plans and enforcement activities. Provided direction to managers and the Regional Solicitor on final resolution of significant cases, including 2 multi-million dollar investigations. ● Participated in the interviewing and hiring of the San Diego District Director. ● Planned the first in-person Regional Managers Meeting since the pandemic, improving employee engagement across District Offices.
● Oversaw the accountability review of the Seattle District Office to ensure compliance with agency policies and recommend course of action for improvement. ● Represented the agency at meetings with significant community basedorganizations, including the Filipino Worker Center and the Fair Work Center. ● Oversaw end of FY budgetary spending for the Region.

Acting Senior Advisor, Office of Regional Enforcement and Support, National Office (remotely based). (GS 14) October 2020-August 2021. Detail assignment. 13 B o n n i e J. B a r n i s h
3139 18th St. N., Arlington, VA 22201 · (415)378-0758 · bonniebarnish@gmail ● Served as the lead Project Manager for a new electronic case file management system.
● Led the effort to develop a new policy for case collaboration across district offices to increase the impact of investigations in significant industries. ● Collaborated with SOL on modernization policy updates, including implementation of new procedures, use of e-signatures and digital settlement agreements. ● Regularly briefed senior executives on progress of the new system, identifying risks and providing solutions to ensure the project stayed on target.

Planning and Review Officer (PRO) and Training Coordinator, San Francisco Regional Office. (GS 13) February 2011-July 2016.
● Led implementation of the agency's strategic plan, including communicating goals and training all regional staff on annual objectives.
● Tracked progress of performance measures quarterly and adjusted strategies resulting in improvement in efficiency in investigations. ● Built coalitions with external stakeholders to increase awareness of agency mission. ● Selected to serve on a national workgroup to identify improvements to performance measures across the agency. Collaborated with other DOL agencies to better understand modern approaches and share best practices.
● Established an Innovation Council to address region-wide EVS results and provide an avenue for staff to provide their own solutions to identified areas of concern.

Education Washington College of Law, American University, Washington, D.C.

J.D., May 1997
James Madison University, Harrisonburg, VA
B.A. in History, Minor in Women's Studies, May 1994
Awards
Secretary’s Worker Protection Awards
● Residential Health Care Initiative Team, 2013
● Phoenix Residential Construction Misclassification Team, 2015 ● Western Region Garment Investigation Based Evaluation Team, 2017 ● Career Development Program Team, 2018
Secretary’s Innovation Award, 2021
● For transition of training materials into virtual environment in response to COVID19 Pandemic Secretary’s Distinguished Customer Service Award
● Advanced Home Care Training, 2016
14 B o n n i e J. B a r n i s h
3139 18th St. N., Arlington, VA 22201 · (415)378-0758 · bonniebarnish@gmail Secretary’s Exceptional Achievement-Professional-Award
● Foreign Labor Certification Criminal Fraud Referrals Training Team, 2019 ● Wise 1.0 Development and Launch Team, 2023
WHD Administrator’s Impact Award, 2012
WHD Administrator’s Coin Award, 2021
Activities
Regional Liaison, Friends of Frances Executive Board (affinity group), Sept. 2022-present ● Plan monthly (primarily virtual) DOL-wide events to promote the female workforce at DOL.

WHD Technician Pipeline Workgroup, Summer 2022-March 2024 ● Team member on cross-functional workgroup that is re-evaluating the Technician position to determine how best to meet the agency needs. Successfully implemented providing credentials to all current and future Technicians. ●
Training
DOL Aspiring Executive Program Graduate-March 2024
Yale Executive Education Certificate-Foundations of Management Excellence, June 2021 Training Officers Consortium-Member since 2020
15 Submit Date: Mar 24, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Town of San Anselmo, CA
Application for Appointment to a San Anselmo Board/Commission/Committee Profile
Question applies to multiple boards
If you are interested in applying for a Youth Commissioner opportunity, please click here. You will not need to fill out the below form to be considered for a Youth Commissioner position.

Occupation
Nonprofit Consultant
Employer's Address
287 Butterfield Road San Anselmo, CA 94960
Which Boards would you like to apply for?
Bicycle and Pedestrian Committee: Submitted
Number of years as resident of San Anselmo?
14 Number of years as a resident in Marin?
35 Name and phone numbers of three San Anselmo residents who can be contacted for referral information about me:

Lynn Davison 415.526.2653 Kevin Fox 415.302.4977 Nancy Boughey 415.497-2340 Education Level Achieved *
College/University Degree
Sandra Becker
Sandra Becker
16 Interests & Experiences
I would be able to regularly attend the meetings of this Board/Commission/Committee.

Yes No
I would be available to attend additional meetings when they are necessary.

Yes No
I am familiar with the responsibilities and functions of this Board/Commission/Committee.

Yes No
I have attended meetings of the Board/Commission/Committee as a member of the public.

Yes No
List briefly, previous experience serving the public office, and/or civic commissions, boards, or committees:

I served on the HEAC for San Anselmo I served as Treasurer of the board of Leadership Public Schools for 4 years. I am an Advisory Board member of Marin Environmental Housing Collaborative I am member, supporter and volunteer of Marin County Bicycle Coalition.

Reasons for this appointment:

As an avid cyclist and pedestrian, I am interested in improving the safety and quality of pathways for both. I believe communities must evolve to remain sustainable, as environmental impacts - particularly climate - increase their burdens on local communities.

San Anselmo has an opportunity to encourage less dependency on cars by developing inviting and safe pathways for human powered transport.

What are your qualifications for this appointment?
I am the founder and principal consultant for Cycle Advisors, providing C-level advisory services to nonprofit organizations, with specific expertise in finance and strategic planning.

I am experienced advising and serving on nonprofit boards of directors. I attend community meetings regularly to educate myself, support, and provide solutions to community based problems.

Briefly, what do you consider to be the most important, one or two current issues facing this Board/Commission/Committee?
Based on the response of local merchants at the recent General Plan meeting, one challenge is to educate/communicate with the community to increase support for any proposed changes. Another important issue is to increase safety through the enforcement of current laws and by reducing traffic congestion on San Anselmo Ave in downtown San Anselmo.

LinkedIn Profile
https://www.linkedin.com/in/sandrambecker/
Sandra Becker
17 Upload a Resume
You may attach other documentation which you
believe would be helpful to the Council in its
selection process.

Please Agree with the Following Statement
I understand that I and all other applicants will be personally interviewed by the Town Council (or the entity overseeing the Steering and Short Term Committees) as part of the selection process for this appointment. I also understand that my application material will be a public document and available on the Town's website. Sensitive materials that you don't wish to be posted on the website should not be included with the application.

I Agree
E-Signature:

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

CA_Summ_of_Services_2024.pdf
Sandra Becker
18 exclusively for nonprofit organizations
Sandra Becker helps nonprofit organizations maximize their impact by ensuring they have the tools needed to enhance their strategic decision making. She builds bridges between development, finance, and program teams to provide meaningful data for all stakeholders. She has 25+ years of experience serving nonprofit clients across many sectors, successfully managing change to maximize impact.

Consulting Services
• CFO services, interim and/or fractional
• Budgets and forecasting
• Analyze and report on business processes
• Provide system needs assessment, recommendations and implementation • Develop fiscal sponsorship programs
• Project Management
Organizational Development
• Strategic planning
• Board development
• Governance
• Financial literacy for boards of directors
• Restructure, recruit and coach finance teams
• Startup organizations
Selected Clients
• Marin Community Foundation, Novato, CA
• Aim High for High School, San Francisco
• Disruptive Technology Index, Los Angeles, CA
• USA for UNHCR, Washington, D.C.
• Village Enterprise Fund, San Carlos, CA
• Global Fund for Women, San Francisco
• End of Life Choices California, San Diego County
• National Equity Project, Oakland, CA
• Mercy for Animals, Los Angeles, CA
• Goodwill Industries Redwood Empire, Santa Rosa, CA
Cycle Advisors [email protected] 415.310.1880 19 Submit Date: Apr 27, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Town of San Anselmo, CA
Application for Appointment to a San Anselmo Board/Commission/Committee Profile
Question applies to multiple boards
If you are interested in applying for a Youth Commissioner opportunity, please click here. You will not need to fill out the below form to be considered for a Youth Commissioner position.

Occupation
retired
Employer's Address
n/a
Which Boards would you like to apply for?
Bicycle and Pedestrian Committee: Submitted
Number of years as resident of San Anselmo?
37 Number of years as a resident in Marin?
37 Name and phone numbers of three San Anselmo residents who can be contacted for referral information about me:

Ted Fehlhaber 415-846-4510 Tarrell Kullaway 206-240-2235 Peter Hively 415-377-1425 Education Level Achieved *
Master's Degree
Walter H Meservey
Walter H Meservey
20 Upload a Resume
You may attach other documentation which you
believe would be helpful to the Council in its
selection process.

Interests & Experiences
I would be able to regularly attend the meetings of this Board/Commission/Committee.

Yes No
I would be available to attend additional meetings when they are necessary.

Yes No
I am familiar with the responsibilities and functions of this Board/Commission/Committee.

Yes No
I have attended meetings of the Board/Commission/Committee as a member of the public.

Yes No
List briefly, previous experience serving the public office, and/or civic commissions, boards, or committees:

I worked for the Office of Thrift Supervision, Department of the Treasury, from 1988 to 1999.

My responsibilities included automating the production of S&L examination reports and supporting the West Region's Financial Analysis Unit.

Reasons for this appointment:

As a resident of San Anselmo and an avid bicyclist, I wish to assist in efforts to make local bicycling safer and more convenient.

What are your qualifications for this appointment?
Computer programming, financial, and systems analysis experience, and documentation experience.

Briefly, what do you consider to be the most important, one or two current issues facing this Board/Commission/Committee?
As a long-term resident of San Anselmo, I have to say that one of the most important issues is the increase in automobile traffic through San Anselmo. One way to mitigate that increase is to figure out how to make bicycle traffic safer and more convenient, along with encouraging bicycle traffic where it is practical.

LinkedIn Profile
Walt_s_Resume_-
_EK_s_edits.doc
Walter H Meservey
21 Please Agree with the Following Statement
I understand that I and all other applicants will be personally interviewed by the Town Council (or the entity overseeing the Steering and Short Term Committees) as part of the selection process for this appointment. I also understand that my application material will be a public document and available on the Town's website. Sensitive materials that you don't wish to be posted on the website should not be included with the application.

I Agree
E-Signature:

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

Walter H Meservey
22 Walter H. Meservey
San Anselmo, CA 94960
(415) 457-2662
[email protected]
Senior SQL Database Developer with expertise in design, development, and implementing database systems in financial, healthcare, insurance and banking industries. Excellent teamwork and collaboration skills, organized and detail oriented, ability to manage multiple projects and under tight deadlines in fast-paced and changing environments.

Software:

SQL Server 2008, T-SQL, SSIS, Microsoft Office VBA.

Systems:

Windows, LINUX/UNIX, VAX/VMS, VM/CMS, TSO/ISPF
EMPLOYMENT HISTORY:

Hudson Healthcare, Napa March 2007-August 2015
Senior Information Analyst (T-SQL, SSIS, VBA, Access databases and projects)  Worked closely with CFO to re-write monthly close process in T-SQL, reducing closing time from one week to several hours.
 Supported database of record (Policy Submissions, Policies, Claims, Financial information)
 Automated production of Policy declaration Word documents from actuarial spreadsheets
 Automated production of several hundred Excel spreadsheets from SQL Server database
 Produced statistical reporting ETL files for state regulatory agencies, including several in XML.
 Supported the majority of Hudson Healthcare's Ad-Hoc database query requests Wells Fargo, San Francisco June 2005-March 2007
Consultant and FTE (T-SQL, VBA, Access, Excel, ASP, HTML)  Designed, implemented, pushed into production, and supported a multiple-user CRM with role-based security, probably saving WF at least $50,000 in licensing fees according to manager’s estimate
 Designed and implemented an automated process to extract and transpose financial institution (FIRE) data, saving WF at least $20,000 in internal consulting fees based on written estimates from another group
 Assisted in streamlining monthly Acordia referral reporting process from approximately ten business days to two business days, and took over responsibility for reporting process
 Automated a table-driven system producing 137 spreadsheets on a monthly basis  Translated website database from Access to SQL Server. Modified and maintained website database
 Maintained website ASP code
1 23
 Supported the majority of group’s Ad-Hoc database query requests Aperio Group LLP, Larkspur CA November 2004-March 2005
Consultant (Access, VBA, SQL, Excel)
 Debugged, enhanced, and documented Access-based portfolio accounting system.

Automated production of 25 Excel charts displaying cumulative returns. Replaced cumulative return calculation module with logarithm queries.  Implemented contact tracking database to be used by Aperio partners.  Contributed to partner user manual.
 Performed daily reconciliation of custodial portfolios and cash balances.

Previous Employment:

North American Honda, Torrance CA Consultant (Access, VBA, SQL)  Maintained, supported and enhanced American Honda's Automobile System Engineering Information databases. Automated the data collection and database deployment procedures and collapsed three database variants into one code base.

McKesson Corporation, San Francisco, CA
Senior Technical Financial Analyst (FOCUS, Access, SQL, Excel, DB2 and ORACLE via ODBC)  Designed, implemented and documented client Top 200 Product Indexing System.  Analyzed, proposed and implemented SQL solution for nine-percent variances in package sizes for equivalent generic drugs.

Wells Fargo Bank, San Francisco, CA
Consultant (Access, SQL, Excel, Oracle)
 Analyzed and cleaned vendor data downloads. Documented data quality problems and presented detailed list to vendor.
 Imported cleaned vendor data into Access, performed QA testing on table relational.

BayView Bank, San Mateo, CA December
Vice President, Information Manager (Access, Brio/Oracle, SQL, Excel, PowerPoint)  Created series of Brio Queries that collected delinquency information from Oracle databases; used Pivot Tables to summarize that information and export it to Excel.  Automated production of Credit Department’s monthly board package: a 32-page PowerPoint presentation.
 Created and maintained a 273 Million-Dollar Criticized Asset Portfolio database.  Performed extensive data cleaning on portfolio servicing data and created a variety of Ad Hoc reports.

County of Marin, Information Services Department, Novato, CA June-November 1999 Principal Systems/Business Analyst (Access, Cold Fusion, SQL, HTML, Excel, PowerPoint, FrontPage)  Participated in the analysis and design of the web-based financial reporting and budgeting system for Marin County.

2 24
OFFICE of THRIFT SUPERVISION, US Treasury, San Francisco, CA Program Development/Business Analyst (SAS and Focus on VAX, SQL, Access, Excel, FrontPage, Paradox)
Implemented a cross-sectional nationwide thrift reporting system that is the core report for all agency examine
EDUCATION:

University of Chicago, MBA and BA in Biology
3 25
Submit Date: Jun 08, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Town of San Anselmo, CA
Application for Appointment to a San Anselmo Board/Commission/Committee Profile
Question applies to multiple boards
If you are interested in applying for a Youth Commissioner opportunity, please click here. You will not need to fill out the below form to be considered for a Youth Commissioner position.

Occupation
Care Manager
Employer's Address
N/A
Which Boards would you like to apply for?
Bicycle and Pedestrian Committee: Submitted
Number of years as resident of San Anselmo?
25 Number of years as a resident in Marin?
50+
Name and phone numbers of three San Anselmo residents who can be contacted for referral information about me:

Susan Reed - 415-717-7688 Stacy Wilcox - 415-686-0607 Andrea Star - 415-717-4158 Education Level Achieved *
College/University Degree
Bridget A Clark
Bridget A Clark
26 Upload a Resume
You may attach other documentation which you
believe would be helpful to the Council in its
selection process.

Interests & Experiences
I would be able to regularly attend the meetings of this Board/Commission/Committee.

Yes No
I would be available to attend additional meetings when they are necessary.

Yes No
I am familiar with the responsibilities and functions of this Board/Commission/Committee.

Yes No
I have attended meetings of the Board/Commission/Committee as a member of the public.

Yes No
List briefly, previous experience serving the public office, and/or civic commissions, boards, or committees:

I've served on the BPAC for the past 3 years, on the Climate Action Commission for 2 years and have participated in the Butterfield Corridor Safety Committee for many years.

Reasons for this appointment:

I care deeply about the safety for pedestrians and cyclists (of all ages) in our community.

What are your qualifications for this appointment?
I've served as a Safe Routes to School Leader for 3 elementary schools, have been a mountain bike volunteer coach for several years and have good connections and relationships with the schools and the community.

Briefly, what do you consider to be the most important, one or two current issues facing this Board/Commission/Committee?
Slower speeds on streets, safer crossings and increased communication of safety issues to the community.

LinkedIn Profile
Bridget A Clark
27 Please Agree with the Following Statement
I understand that I and all other applicants will be personally interviewed by the Town Council (or the entity overseeing the Steering and Short Term Committees) as part of the selection process for this appointment. I also understand that my application material will be a public document and available on the Town's website. Sensitive materials that you don't wish to be posted on the website should not be included with the application.

I Agree
E-Signature:

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

Bridget A Clark
28 Submit Date: May 14, 2025
First Name Middle
Initial
Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Town of San Anselmo, CA
Application for Appointment to a San Anselmo Board/Commission/Committee Profile
Question applies to multiple boards
If you are interested in applying for a Youth Commissioner opportunity, please click here. You will not need to fill out the below form to be considered for a Youth Commissioner position.

Occupation
Consultant, Energy and Climate
Employer's Address
58 Spruce Ave, San Anselmo, CA 94960
Which Boards would you like to apply for?
Bicycle and Pedestrian Committee: Submitted
Number of years as resident of San Anselmo?
1 Number of years as a resident in Marin?
1 Name and phone numbers of three San Anselmo residents who can be contacted for referral information about me:

Jason Cardillo - 415-425-4575 Xantha Bruso - 415-730-6271 Jana Kopyciok - 510-225-8109 Education Level Achieved *
Master's Degree
Nicholas Pappas
Nicholas Pappas
29 Interests & Experiences
I would be able to regularly attend the meetings of this Board/Commission/Committee.

Yes No
I would be available to attend additional meetings when they are necessary.

Yes No
I am familiar with the responsibilities and functions of this Board/Commission/Committee.

Yes No
I have attended meetings of the Board/Commission/Committee as a member of the public.

Yes No
List briefly, previous experience serving the public office, and/or civic commissions, boards, or committees:

I have had various professional roles serving public offices, including roles as legislative staff in the California Assembly, advising local electeds as a staff member in a trade association supporting local government energy providers, and as a consultant to local governments.

This would be my first appointed or elected position in public office.

Reasons for this appointment:

BPAC Application: As a parent of two young children in San Anselmo, I am deeply interested in supporting improved safety and access for kids, families, and others engaging in active transportation within our community. Active transportation is the most important tool the town has to reduce traffic and improve environmental outcomes. While we have, in many ways, a very solid infrastructure network for walking and biking, significant safety and connectivity issues remain unresolved, resulting in vehicle-on-bicycle and vehicle-onpedestrian collisions leaving residents and visitors with life-altering injuries each and every year. CAC Application: Climate action at the state and national levels has been my professional focus throughout my career, and I am interested in applying my technical and policy expertise in support of my local community's efforts to achieve its climate goals.

Nicholas Pappas
30 What are your qualifications for this appointment?
BPAC Application: In addition to my personal interest and enthusiasm in improving bike and pedestrian access, I have a substantial professional background in policy and planning issues relevant to BPAC. Specifically, in my roles supporting state and local government officials, I have substantial experience originating and reviewing policy proposals, negotiating stakeholder perspectives towards aligned outcomes, and interfacing with stakeholders and the public on those policy processes. From a domain knowledge perspective, I have completed graduate coursework in transportation system design and transportation policy as part of a broader graduate-level curriculum on energy, transportation, and climate, as well as graduate coursework in public policy. I have extensive experience developing, informing, interpreting, and implementing statute and regulation through my experience working with state and local governments over a fifteen year career in energy and climate policy. As a recent arrival in the community, I have sought out opportunities to support existing bike and pedestrian programs, including the Safe Routes to School program, and worked with other Wade Thomas parent volunteers to build enthusiasm for student bike commuters along the San Anselmo bike spine. Among other examples, I recently organized several bike-themed booths at the Wade Thomas Earth Day Fair, including a bike repair clinic, bike blender station, and cargo bike demo event, and presented maps indicating school route safety hazards to the local Safe Routes task force and to the Bike and Pedestrian Advisory Committee. CAC Application: In addition to my personal interest and enthusiasm in supporting Town efforts to reduce emissions, I have a substantial professional background in energy and climate policy issues relevant to CAC. Through my professional and academic work, I have in-depth experience with the core emissions drivers in the Town's inventory (energy, heating, transportation, etc) and have substantial experience developing and implementing state-level climate policies relevant to the town's efforts. From a domain knowledge perspective, I have an MS degree in Energy Systems which encompassed engineering, economics, and policy coursework focused on energy and climate issues, and have fifteen years of professional experience working on state level energy and climate policies. I currently run a boutique consulting firm supporting clean energy, storage, and environmental organizations develop and implement energy policy at the state level. I also recently completed Marin's Resilient Neighborhoods program. In my personal life, I have worked extensively to build a lifestyle which is both joyful and low-carbon - enjoying active transportation, a rich, delicious, low-carbon diet, and travel leaning in to the amazing beauty in our backyard.

Nicholas Pappas
31 Upload a Resume
You may attach other documentation which you
believe would be helpful to the Council in its
selection process.

Briefly, what do you consider to be the most important, one or two current issues facing this Board/Commission/Committee?
BPAC Application: Traffic and Safety Active transportation is the best tool available to reduce trips and congestion in the Ross Valley, with an abundance of weekday vehicle trips generated for school pick-up/drop-off and student extracurriculars which could readily be replaced with active transportation. Improving access to active transportation through safe, intuitive infrastructure connections is the best strategy the town can pursue to address the broader traffic crisis impacting quality of life in the community for all residents. In parallel, reducing safety hazards on active transportation corridors is critical to supporting user uptake. While we have safe bike corridors, arterial congestion and the rise of app-based navigation is pushing more and more traffic onto infrastructure designated as a "safe route" for kids to get to school. San Anselmo's narrow streets, often impacted by parking on one or both sides, leads to consistent "close call" conflict during morning and afternoon school commute hours. CAC Application "Climate Action" can refer to two very distinct activities:
adaptation and mitigation. On climate hazard adaptation, San Anselmo faces major risks related to wildfires and severe storms (flooding / landslides) which pose serious risks to public safety, property values, and general quality of life for the town. While mitigating these risks is likely beyond the scope of the CAC, educating the community regarding the direct implications of climate change on local residents may be a useful engagement tool to support the CAC's core mission of supporting the development and execution of the Town's mitigation strategies. As noted in the San Anselmo 2030 Climate Action Plan, 55% of of 2016 community emissions come from transportation. Not only is transportation the majority share of emissions, transportation is the sector which is most directly in scope for Town policy action. As a member of the Commission, I would look forward to supporting the continued evolution and implementation of the Town's specific strategies and tactics to reduce transportation emissions, as well as the significant emissions from residential and commercial energy use.

LinkedIn Profile
https://www.linkedin.com/in/nickpappas/
Please Agree with the Following Statement
I understand that I and all other applicants will be personally interviewed by the Town Council (or the entity overseeing the Steering and Short Term Committees) as part of the selection process for this appointment. I also understand that my application material will be a public document and available on the Town's website. Sensitive materials that you don't wish to be posted on the website should not be included with the application.

I Agree
E-Signature:

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

Nicholas Pappas
33 Nick Pappas 925.262.3111 | [email protected] | LinkedIn

SUMMARY
Electric sector consultant providing strategy and expertise for the 21st century grid. Mission-driven focus on the development and implementation of policy, market, and technology solutions to rapidly decarbonize global energy systems.

EXPERIENCE
NP Energy, San Anselmo, CA 03/2021-Present
Principal
Ø Lead a boutique consulting firm focused on supporting utility sector decarbonization, with particular emphasis on the intersection of reliability and decarbonization in utility resource planning.

Ø Provide synthesis, analysis, and strategy for clients adapting to structural changes in the energy market and policy design, with expertise in integrated resource planning, reliability markets and programs, and emissions policies.

Ø Develop and implement regulatory and legislative strategies for clean energy deployment; recent engagement and advocacy focused in western states (CPUC, OPUC, PUCN, WRAP) and wholesale markets (PJM, MISO, ISO-NE).

Ø Advise clean energy startups on product and go-to-market strategy in the highly complex utility industry.

California Community Choice Association (CalCCA), Sacramento, CA / San Francisco, CA 01/2019-03/2021 Director of Strategic Initiatives and Outreach
Ø Led CalCCA’s resource planning and procurement efforts, including internal policy development and consensusbuilding, policymaker and stakeholder engagement, and thought leadership on the suite of electric sector policy and market transformations impacting competitive retailers in California’s hybrid electricity market.

Ø Developed and managed CalCCA’s energy data program, the engine of CalCCA’s data-driven policy advocacy, communications, and internal benchmarking efforts across over twenty member CCAs.

UC Davis Energy Graduate Group (UCD), Davis, CA 09/2016-01/2019 Masters Student, Energy Systems & Graduate Student Researcher, UCD Department of Economics Ø Augmented public policy career with interdisciplinary deep dive into ‘hard skills’ – theory, methods, data analysis, and other aspects of economics, policy, and engineering disciplines related to energy, transportation, and climate.

Ø Conducted research on electric sector policy design and transportation electrification under faculty advisors from Economics (Prof. James Bushnell) and Civil and Environmental Engineering (Prof. Alissa Kendall).

Energy and Environmental Economics (E3), San Francisco, CA 06/2018-09/2018 Summer Associate (Internship)
Ø Developed E3 policy research, strategic analysis, and recommendations for California’s retail choice transition.

Ø Contributed data analysis, visualization, and financial modeling for joint-utility building electrification study.

Southern California Edison (SCE), Sacramento, CA 12/2012-05/2016 Senior Legislative Advocate | Legislative Advocate
Ø Managed SCE position development, negotiation, advocacy, and coalition outreach on dozens of bills spanning the full spectrum of utility operations, including resource planning, transmission, distribution, rate design, demandside management, and distributed resources.

Ø Developed lasting relationships with energy sector policymakers and stakeholders through a collaborative approach emphasizing the development of viable, sustainable policy solutions for the energy transition.

California State Assembly, Sacramento, CA 10/2010-12/2012 Legislative Director | Jesse M. Unruh Assembly Fellow
Ø Developed an insider’s view of energy policy and politics as the advisor to a key member of the Assembly Committee on Utilities and Commerce during the formative period of California’s climate policy development.

Ø Managed the legislative agenda and bill analysis for thousands of committee and floor votes and met with hundreds of community and stakeholder interests on legislative and community issues.

EDUCATION
M.S. Energy Systems – University of California, Davis 2018 Jesse M. Unruh Assembly Fellowship – California State Legislature 2011 B.A. Economics; Minors Writing, Latin American Studies – University of California Davis 2010 34 Item #: 1.1

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.1
MEETING DATE: June 24, 2025
AGENDA TITLE: Approval of the Draft Minutes of the Regular Town Council Meeting of the June 10, 2025
FROM: Serge Avila, Town Clerk
RECOMMENDATION: For Council to consider the approval of the Draft Minutes of the Regular Town Council meeting of June 10, 2025.

ATTACHMENT:

Attachment 1- June 10, 2025 Draft Minutes
35 1
San Anselmo Draft Council Minutes
Regular Meeting
Town Council Chambers and via Zoom
Tuesday, June 10, 2025
Call to Order: Optional Pledge of Allegiance
COUNCILMEMBERS PRESENT: Steve Burdo
Eileen Burke
Terrell Kullaway (Mayor)
Chantel Walker
COUNCILMEMBERS ABSENT: Yoav Schlesinger
STAFF MEMBERS PRESENT: Dave Donery, Town Manager
Emily Longfellow, Assistant Town Attorney
Serge Avila, Town Clerk
Heidi Scoble, Community Development Director
Jerry Healy, Pubic Works Manager
Mark Matundan, Civil Engineer
Maddie O’Grady, Recreation Director
Will Messinger, Assistant Engineer

A. Call to Order: 6:00 P.M.

B. Mayor Kullaway announced that item B.1 will be discussed in Closed Session B.1 Conference with Labor Negotiators pursuant to Government Code Section 3540 Agency Designated Representatives: Christopher Boucher, David Donery, and Jeff Zuba Employee Organization: SEIU 1021
C. Public Comment on Closed Session Items
Mr. Jackson Dobronyi, Assistant Planner for the Town of San Anselmo and proud member of the Service Employees International Union Local 1021 (SEIU- Si, Se Puede!), Public Works Department employee Jordan Wright, Public Works Engineer Matthew Ferrer, Public Works Engineer Will Messinger, Recreation Coordinator Vincent Lin, and Public Works employee Kurt Reis discussed the on-going labor negotiations and asked for a fair contract.

D. Council adjourned to Open Session.

The Town of San Anselmo Town Council Reconvened in the Council Chambers and via Zoom at 525 San Anselmo Avenue, San Anselmo, CA 94960 at 7:00 PM.

Open Time for Public Expression
Mr. Ross Asselstine discussed flood control issues and Town liabilities. He thanked the Finance Committee for their assistance.

Mr. David Luskuman, Lincoln Park, congratulated the Council on the new parking system. He pointed out an inconsistency with respect to the area in front of the Post Office. 36 2
Mr. Rene Voss gave an update on goat grazing and was concerned about the impacts to biodiversity.

Bridget discussed the Start Smart Program stating on June 19th at the Central Marin Police Authority. It is a class that parents should attend regarding newly licensed drivers. She would like to see less plastic use at Live on the Avenue.

Council requests for future agenda items; Committee liaison reports; questions and comments to staff; miscellaneous items
Council member Burke reported she is trying to organize Greenfield Avenue into a Fire Wise Neighborhood Group; attended the Memorial Park Committee meeting.

Council member Walker reported she attended the North Bay Cal Cities meeting; she would like to agendize the support of a Veterans Affinity Group. The Council supported this request.

Vice Mayor Burdo reported he attended the Memorial Park meeting; the Ross Valley Paramedic Authority (RVPA) meeting; had a question about parking in front of the Post Office.

Mayor Kullaway reported she attended the Infrastructure Committee meeting; would like to have a conversation about the botanical study done on the goat grazing- the Council supported this request; was interviewed by Marin Magazine; she, along with Vice Mayor Burdo, marched in the Fairfax Parade; met with some cargo bike families to discuss needs.

Town Manager Donery stated there was no reportable action taken during Closed Session Town Manager Donery reported staff was looking at modifications to the parking program including the area in front of the Post Office.

Special Presentation
There were no Special Presentations.

1. Consent Agenda

1.1 Approved the Draft Minutes of the Regular Meeting of May 27, 2025

1.2 Received and Filed a Report of Checks Issued for the Month of May 2025

1.3 Accepted the Sir Francis Drake Boulevard and Sierra Avenue/Broadmoor Avenue Traffic Signal Improvement Project and Authorize Staff to File a Notice of Completion

1.4 Authorized the Town Manager to Award the Construction Contract for the 2025 Street Resurfacing Project

1.5 Approved a Special Event Application- San Anselmo Community Parade 2025

1.6 Approved a Special Event Application- Goblin’s BOOtacular 2025

1.7. Accepted and Filed the Resignation of Denise Krawitz from the Racial Equity Committee Mayor Kullaway opened the meeting to public comments.

There were no comments.
37 3
Mayor Kullaway closed the meeting to public comments.

Vice Mayor Burdo wanted to pull item #1.7 for discussion.

M/s, Burke/Burdo, Motion to approve Consent Calendar items #1.1 through #1.6.

AYES: Burke, Walker, Vice Mayor Burdo, Mayor Kullaway
ABSENT: Schlesinger

1.7. Accept and File the Resignation of Denise Krawitz from the Racial Equity Committee Vice Mayor Burdo recognized the work of Denise Krawitz.

M/s, Burdo/Walker, Motion to approve Consent Calendar item #1.7.

AYES: Burke, Walker, Vice Mayor Burdo, Mayor Kullaway
ABSENT: Schlesinger

2. Council Business Items

2.1 Approve the Isabel Cook Community Center (ICC) Paint Project Engineer Matundan presented the staff report and a PowerPoint presentation that included the following: 1) ICC Paint Program; 2) History; 3) What is the ICC used for? 4) What is the purpose? 5) Gym/Vista; 6) Recreation Offices/Art Studios; 7) Breezeway; 8) Fiscal Impact.

Jerry Healy, Public Works Manager was also available to answer questions from the Council regarding the dampness of the lower building; funding sources; if the building will need more work; if future improvements have been prioritized, if outdoor artwork could be incorporated.

Mayor Kullaway opened the meeting to public comments.

There were no comments.

Mayor Kullaway closed the meeting to public comments.

M/s, Walker/Burke, Motion to approve the Isabel Cook Community Center (ICC) Paint Project.

AYES: Burke, Walker, Vice Mayor Burdo, Mayor Kullaway
ABSENT: Schlesinger

2.2 Provide staff feedback on the Preliminary Proposed 2025/2026 Budget and Work Plan Finance Director Zuba presented a staff report and a PowerPoint presentation that included the following: 1) Thank you to staff, Finance and Administration team and IFMC; 2) 2024-2025 General Fund Review; 2) 2025-2026 Proposed Budget; 3) General Fund Budget Features; 4) General Fund Revenue Highlights; 5) General Fund Expenditure Highlights; 6) Special Revenue Funds; 7) Parking Fund; 8) Recreation Fund; 9) Library Tax Fund; 10) Debt Service Funds; 11) Capital Programs Fund; 12) Active Transportation; 13) Measure J Sales Tax Fund; 14) Road Maintenance Fund; 15) Internal Service Funds; 16) Five-Year Financial Forecast; 17) Recommendation. Staff answered questions from the Council regarding the Library Budget; the five-year outlook; the basis of the salary projections for Public Safety; the possibility of restructuring the costs for Public Safety.

Mayor Kullaway opened the meeting to public comments.
38 4
There were no comments.

Mayor Kullaway closed the meeting to public comments.

Councilmember Walker stated it will be important to clarify the General Plan priorities.

Vice Mayor Burdo thanked staff for working to “tighten the belt”. 3 Public Hearing

3.1 Receive and File the Annual Report on Staff Vacancies, Recruitment and Retention Efforts as Required Under AB 2561
Finance Director Zuba presented the staff report and a PowerPoint presentation that included the following: 1) AB 2561 Compliance Presentation; 2) Background; 3) AB 2561 Summary; 4) Why AB 2561 Was Adopted; 5) Current Staffing; 6) Recruitment Highlights; 7) Retention Strategies; 8) Ongoing Challenges. Staff answered questions from the Council regarding a review of parity; paying candidates for interviewing.

Mayor Kullaway opened the Public Hearing.

There were no comments.

Mayor Kullaway closed the Public Hearing.

M/s, Burdo/Burke, Motion to Accept the Annual Report on Staff Vacancies, Recruitment and Retention Effort as Required Under AB 2561.

AYES: Burke, Walker, Vice Mayor Burdo, Mayor Kullaway
ABSENT: Schlesinger
M/s, Burdo/Schlesinger, Motion to adjourn the meeting at 8:55 p.m.

AYES: Burke, Walker, Vice Mayor Burdo, Mayor Kullaway
ABSENT: Schlesinger
Respectfully submitted,
Toni DeFrancis,
Recording Secretary
39 Item #: 1.2

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.2
MEETING DATE: 6/24/25
AGENDA TITLE: Financial Report on Recreation Fund
FROM: Mattie O’Grady – Director of Community Services
RECOMMENDATION: That Town Council review the Recreation Fund revenue and expenditure report for the period ending May 31, 2025.

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, and childcare and camps. Additional revenue is generated through facility rentals and administrative fees.

DISCUSSION/ANALYSIS
As of May 31, 2025, 92% of the fiscal year has elapsed and the Recreation Fund is listed at 107% of projected revenues and 88% of projected expenditures.

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 2,382,430 107% 2,210,355 1,954,970 88% 427,459 19% 2023-24 1,984,971 2,154,457 108% 1,953,381 1,815,495 93% 338,962 17% 2022-23 1,875,414 2,074,701 111% 1,848,926 1,631,407 88% 443,293 24% 2021-22 1,348,625 2,142,104 159% 1,507,369 1,482,755 98% 659.349 49% 2020-21 1,408,125 1,317,950 94% 1,550,947 1,091,942 70% 226,007 16% 2019-20 1,627,269 1,454,793 90% 1,676,763 1,405,544 84% 49,249 3% 2018-19 1,510,604 1,867,312 124% 1,591,144 1,322,214 83% 545,099 36% 2017-18 1,514,000 1,679,943 111% 1,644,385 1,265,329 77% 414,614 27% 2016-17 1,384,325 1,628,481 118% 1,500,570 1,253,686 84% 374,795 27% Attachment 1 - Revenue & Expenditure Report FY 2024-25: Recreation Fund as of 5/31/2025.

Attachment 2 – Capital Outlay Report FY 2024-25 as of 5/31/25 40 6/10/2025 3:49:51 PM Page 1 of 2
Budget Report
Town of San Anselmo Group Summary
For Fiscal: 2024-2025 Period Ending: 05/31/2025
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 0.00 0.00% 0.00 33,899.00 Department: 00 - UNDESIGNATED Total: 33,899.00 33,899.00 0.00 0.00 33,899.00 0.00% Department: 61 - SPORTS
480 - FEES FOR SERVICES 568,375.00 568,375.00 213,861.57 37.63% 72,951.50 782,236.57 600 - SALARIES AND WAGES 30,000.00 30,000.00 10,486.75 34.96% 2,136.25 19,513.25 602 - EMPLOYEE BENEFITS 2,295.00 2,295.00 802.19 34.95% 163.44 1,492.81 611 - OUTSIDE SERVICES 222,650.00 222,650.00 -60,128.34 -27.01% 60,330.85 282,778.34 629 - MISCELLANEOUS 54,500.00 54,500.00 11,057.47 20.29% 342.43 43,442.53 Department: 61 - SPORTS Surplus (Deficit): 258,930.00 258,930.00 176,079.64 9,978.53 435,009.64 -68.00% Department: 62 - CULTURE
480 - FEES FOR SERVICES 177,860.00 177,860.00 14,501.72 8.15% 7,184.22 192,361.72 611 - OUTSIDE SERVICES 124,300.00 124,300.00 2,933.21 2.36% 21,002.40 121,366.79 629 - MISCELLANEOUS 3,500.00 3,500.00 2,559.79 73.14% 0.00 940.21 Department: 62 - CULTURE Surplus (Deficit): 50,060.00 50,060.00 19,994.72 -13,818.18 70,054.72 -39.94% Department: 63 - CHILD CARE
480 - FEES FOR SERVICES 1,408,120.00 1,408,120.00 -67,871.86 4.82% 67,934.50 1,340,248.14 600 - SALARIES AND WAGES 521,439.76 521,439.76 23,205.42 4.45% 48,335.46 498,234.34 601 - RETIREMENT 28,941.04 28,941.04 2,227.20 7.70% 2,860.07 26,713.84 602 - EMPLOYEE BENEFITS 117,494.32 117,494.32 16,488.83 14.03% 9,737.35 101,005.49 611 - OUTSIDE SERVICES 426,200.00 426,200.00 118,984.84 27.92% 31,449.21 307,215.16 622 - DEPARTMENT SUPPLIES 4,500.00 4,500.00 3,217.73 71.51% 0.00 1,282.27 629 - MISCELLANEOUS 37,600.00 37,600.00 5,944.27 15.81% 0.00 31,655.73 Department: 63 - CHILD CARE Surplus (Deficit): 271,944.88 271,944.88 102,196.43 -24,447.59 374,141.31 -37.58% Department: 64 - EVENTS AND OTHER
480 - FEES FOR SERVICES 29,000.00 29,000.00 18,898.00 65.17% 7,775.00 47,898.00 611 - OUTSIDE SERVICES 15,000.00 15,000.00 7,988.62 53.26% 1,000.00 7,011.38 629 - MISCELLANEOUS 0.00 0.00 -29.99 0.00% 0.00 29.99
Department: 64 - EVENTS AND OTHER Surplus (Deficit): 14,000.00 14,000.00 26,856.63 6,775.00 40,856.63 -191.83% Department: 65 - PROGRAM ADMINISTRATION
480 - FEES FOR SERVICES 27,000.00 27,000.00 -7,314.00 27.09% 308.00 19,686.00 600 - SALARIES AND WAGES 320,106.91 320,106.91 68,734.98 21.47% 25,354.78 251,371.93 601 - RETIREMENT 34,948.82 34,948.82 10,415.60 29.80% 2,169.76 24,533.22 602 - EMPLOYEE BENEFITS 62,562.69 62,562.69 -6,318.72 -10.10% 8,746.11 68,881.41 610 - TRAINING 8,000.00 8,000.00 3,279.04 40.99% 407.00 4,720.96 611 - OUTSIDE SERVICES 114,500.00 114,500.00 44,902.57 39.22% 150.00 69,597.43 613 - PUBLICATION / DUES 1,200.00 1,200.00 763.18 63.60% 0.00 436.82 614 - MAINTENANCE 900.00 900.00 900.00 100.00% 0.00 0.00 615 - BUILDING MAINTENANCE 200.00 200.00 -232.00 -116.00% 0.00 432.00 617 - UTILITIES 13,000.00 13,000.00 -972.77 -7.48% 1,388.06 13,972.77 618 - HIRING 800.00 800.00 -5,516.64 -689.58% 0.00 6,316.64 619 - MISCELLANEOUS 817.46 817.46 -1,370.02 -167.59% 0.00 2,187.48 620 - OFFICE SUPPLIES 25,000.00 25,000.00 -6,449.44 -25.80% 18.56 31,449.44 622 - DEPARTMENT SUPPLIES 6,000.00 6,000.00 1,510.50 25.18% 293.30 4,489.50 Department: 65 - PROGRAM ADMINISTRATION Surplus (Deficit): -561,035.88 -561,035.88 102,332.28 -38,219.57 -458,703.60 18.24% Report Surplus (Deficit): -59,731.81 427,459.70 0.00 0.00 427,459.70 0.00% 41 Budget Report For Fiscal: 2024-2025 Period Ending: 05/31/2025 6/10/2025 3:49:51 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 0.00 427,459.70 -59,731.81 427,459.70 Report Surplus (Deficit): -59,731.81 427,459.70 0.00 0.00 427,459.70 42 6/10/2025 3:50:09 PM Page 1 of 3
Budget Report
Town of San Anselmo Account Summary
For Fiscal: 2024-2025 Period Ending: 05/31/2025
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 450,000.00 278,264.25 171,735.75 38.16 % 450,000.00 4,478.12 SubCategory: 631 - CAPITAL OUTLAY - CONSTRUCTION Total: 278,264.25 450,000.00 450,000.00 171,735.75 38.16% 4,478.12 Expense Total: 278,264.25 450,000.00 450,000.00 171,735.75 38.16% 4,478.12 Fund: 21 - RECREATION Total: 278,264.25 450,000.00 450,000.00 171,735.75 38.16% 4,478.12 Report Total: 4,478.12 278,264.25 450,000.00 450,000.00 171,735.75 38.16% 43 Budget Report For Fiscal: 2024-2025 Period Ending: 05/31/2025 6/10/2025 3:50:09 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 450,000.00 450,000.00 171,735.75 38.16% 4,478.12 278,264.25 Expense Total: 450,000.00 450,000.00 171,735.75 4,478.12 278,264.25 38.16% Fund: 21 - RECREATION Total: 450,000.00 450,000.00 171,735.75 4,478.12 278,264.25 38.16% Report Total: 4,478.12 278,264.25 450,000.00 450,000.00 171,735.75 38.16% 44 Budget Report For Fiscal: 2024-2025 Period Ending: 05/31/2025 6/10/2025 3:50:09 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 450,000.00 450,000.00 171,735.75 38.16% 4,478.12 278,264.25 Report Total: 4,478.12 278,264.25 450,000.00 450,000.00 171,735.75 38.16% 45 Item #: 1.3

STAFF REPORT
TOWN OF SAN ANSELMO Item #:1.3
MEETING DATE: June 24, 2025
AGENDA TITLE: Revenue and Expenditure Reports, May 2025 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 May 31, 2025.

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 that 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 May 31, 2025, 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 May 2025 reporting period, the town’s general fund revenue increased its base relative to the prior year by $0.708M. A majority of the Town’s revenue is collected at specific times.
46 Item #: 1.3
As shown above, the Town’s overall revenue base increased by $0.708M as its  The Town receives property tax disbursements from the County of Marin in December (55%), April (40%), and June (5%). Property Tax revenue increased by $0.479M. The Town is expecting a 3.0% increase in property taxes in fiscal year 2024-2025. The 2022-2023 excess Education Revenue Augmentation Fund (ERAF) payment to the Town is offsetting that increase in Property Tax revenue.

The payment is usually received in August however, it was received in October 2023. That is outside of 60 days of year-end, so it was not recorded back into 2022-23 but rather recorded as revenue in 2023-24.
 The Town receives disbursements monthly from the State for Sales Tax. The collections for the fiscal year 2024-25 will begin in September. Revenues from Sales Tax decreased by $0.080M compared to the previous period, as individuals adjusting their dining habits as menu prices climbed, purchases of non-essential merchandise and general consumer goods slumped, and a weaker return from grocers.
 Revenue from Licenses & Permits increased by $0.208M compared to the previous period, due to construction activity in the Town and the timing of business license collections.
 Intergovernmental revenue decreased by $0.063M compared to the previous period due to receiving a $0.160M grant in fiscal year 2023-2024 from the Department of Housing and Community Development SB2 Grant for Objective Design & Development Standards, ADU Work, and Inclusionary Study. In the current fiscal year, the Town received a $0.065M grant for work on the Housing Element. The change is reduced by the timing of collections for Prop 172 sales from Marin County compared to the prior period.

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 May 2025 reporting period end, the Town’s General Fund expenditures have increased by $0.478M 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 MAY YTD FY25 MAY YTD FY24 $ Change % Change
Property Tax 16,339,706.08 15,860,666.04 479,040.04 3.02% Sales Tax 1,098,010.07 1,178,753.61 (80,743.54) -6.85%
Property Transfer Tax 77,538.00 63,495.55 14,042.45 22.12% Franchise Taxes 783,322.65 777,133.98 6,188.67 0.80%
Licenses & Permits 1,370,608.37 1,162,494.81 208,113.56 17.90% Fines 69,345.11 94,073.30 (24,728.19) -26.29%
Cash & Investment Interest 135,362.82 17,899.95 117,462.87 656.22% Intergovernmental 227,076.03 290,679.33 (63,603.30) -21.88% Other Fees 365,791.88 329,796.77 35,995.11 10.91%
Transfers In 288,408.01 272,002.61 16,405.40 6.03%
Total 20,755,169.02 20,046,995.95 708,173.07 3.53%
47 Item #: 1.3
As shown above, the Town’s expenditures base overall increased by $0.478M, which is driven by compensation, retirement, outside services – public safety, and debt service:
 Compensation (Salaries & Wages and Benefits) increased by $0.239M 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 health insurance premiums.
 Retirement increased by $0.110M compared to the prior period due to the Town’s CalPERS unfunded liability payment, cost of living, step adjustments, and fully staffed positions.
 Outside Services decreased by $0.410M compared to the previous period due to the Memorial Park Parking Lot Project being completed in fiscal year 23-24 and a portion being funded by the General Fund.
 Outside Services – Public Safety increased by $0.667M compared to the previous fiscal year due to payments for Public Safety JPA’s, Central Marin Police Authority, and Ross Valley Fire Department.
 Maintenance decreased by $0.117M compared to the previous period due to maintenance at the fire stations due to the replacement of the garage door, fixing a water leak, and restroom updates. In addition, there was additional work on medians in the prior year due to the removal of brush and weeds.  Debt Service increased by $0.052M compared to the previous fiscal year due to the repayment of the 2021 Pension Obligation Bonds. The bond payments are due in August and February.
 Internal Service Fund Charge increased by $0.095M compared to the previous period due to increased payments to the Internal Service Funds for Building Maintenance, Vehicle Replacement, and Information Technology.  Transfers Out decreased by $0.150M compared to the previous fiscal year due to the Town, not budgeting transfers to the Special Events ($0.029M), Downtown Revitalization Fund ($0.015M) Information Technology Fund ($0.075M), and Vehicle Replacement Fund ($0.100M) offset by including a transfer to the Parks Capital Improvement Fund ($0.050M).

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 Category MAY YTD FY25 MAY YTD FY24 $ Change % Change
Compensation 4,037,432.42 3,797,910.39 239,522.03 6.31% Retirement 378,637.59 268,302.64 110,334.95 41.12%
Training 49,267.61 35,592.25 13,675.36 38.42%
Outside Services 2,090,505.05 2,501,169.97 (410,664.92) -16.42% Outside Services - Public Safety 10,057,212.08 9,389,522.12 667,689.96 7.11% Maintenance 112,110.21 229,430.63 (117,320.42) -51.14%
Utilities 14,827.62 23,295.04 (8,467.42) -36.35%
Supplies 183,728.63 234,119.42 (50,390.79) -21.52%
Debt Service - Pension Bond 638,811.71 585,985.33 52,826.38 9.01% Other Expenditure 195,200.01 160,310.04 34,889.97 21.76% Internal Service Charge 1,380,494.15 1,284,760.38 95,733.77 7.45% Transfers Out 640,000.00 789,895.72 (149,895.72) 0.00%
Total 19,778,227.08 19,300,293.93 477,933.15 2.48%
48 Item #: 1.3
taken together overall and are 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, May 2025 Attachment #2: Budget Comparison Report by Department, May 2025 49 Town of San Anselmo
2024-2025 Rev & Exp Report
as of 05/31/2025
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 9,270,884.10 95.36% 10,030,351.00 10,030,351.00 9,560,880.35 95.32% 401 - PENSION 2,756,290.00 2,920,096.50 2,866,917.13 98.18% 3,020,000.00 3,020,000.00 3,042,603.16 100.75% 402 - PROPERTY TAX OTHER 4,097,971.00 4,029,898.65 3,786,360.36 93.96% 3,998,058.00 3,998,058.00 3,813,760.57 95.39% 410 - OTHER TAXES 1,503,000.00 1,542,571.04 1,178,753.61 76.41% 1,559,106.00 1,530,000.00 1,098,010.07 71.77% 411 - FRANCHISE TAXES 848,000.00 933,022.37 777,133.98 83.29% 936,500.00 936,500.00 783,322.65 83.64% 420 - BUSINESS LICENSE 290,000.00 277,534.46 260,694.02 93.93% 290,000.00 290,000.00 300,614.42 103.66% 421 - PARKING 0.00 0.00 0.00 0.00% 0.00 0.00 0.00 0.00% 422 - CONSTRUCTION 1,141,000.00 1,047,323.09 901,800.79 86.11% 1,016,000.00 1,091,000.00 1,069,993.95 98.07% 430 - VEHICLE CODE 10,000.00 4,354.86 3,650.67 83.83% 15,000.00 15,000.00 10,009.66 66.73% 431 - LIBRARY 1,250.00 2,512.30 2,360.67 93.96% 1,500.00 1,500.00 2,257.38 150.49% 432 - PARKING 115,000.00 109,148.12 88,061.96 80.68% 117,990.00 117,990.00 57,078.07 48.38% 440 - USE OF MONEY AND PROPERTY 100,000.00 453,141.00 17,899.95 3.95% 100,000.00 100,000.00 135,362.82 135.36% 450 - STATE REVENUE 297,500.00 313,861.71 290,679.33 92.61% 170,500.00 235,500.00 227,076.03 96.42% 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 178,250.00 174,960.06 158,383.35 90.53% 198,500.00 198,500.00 201,801.78 101.66% 490 - MISCELLANEOUS REVENUE 102,772.00 179,796.79 171,413.42 95.34% 115,555.00 115,555.00 163,990.10 141.92% 519 - TRANSFERS IN 384,030.00 386,731.87 272,002.61 70.33% 403,318.00 403,318.00 288,408.01 71.51% 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 22,096,489.59 20,046,995.95 90.72% 21,972,378.00 22,083,272.00 20,755,169.02 93.99% Expense
600 - SALARIES AND WAGES 3,336,127.00 3,286,881.51 3,004,699.72 91.41% 3,552,174.00 3,552,174.00 3,193,353.86 89.90% 601 - RETIREMENT 561,590.00 293,531.19 268,302.64 91.41% 428,706.00 428,706.00 378,637.59 88.32% 602 - EMPLOYEE BENEFITS 890,116.00 737,406.43 712,099.62 96.57% 872,566.00 872,566.00 765,272.98 87.70% 604 - RETIREE BENEFITS 164,779.00 164,779.00 81,111.05 49.22% 180,796.00 180,796.00 78,805.58 43.59% 610 - TRAINING 55,750.00 38,490.19 35,592.25 92.47% 68,750.00 68,750.00 49,267.61 71.66% 611 - OUTSIDE SERVICES 3,283,506.00 2,493,908.52 2,501,169.97 100.29% 2,659,465.00 2,734,465.00 2,090,505.05 76.45% 612 - OUTSIDE SERVICES - POLICE (CMPA) & FIRE (RVFD) 10,223,358.00 10,243,115.04 9,389,522.12 91.67% 10,974,172.00 10,974,172.00 10,057,212.08 91.64% 613 - PUBLICATION / DUES 25,272.00 17,472.68 17,444.68 99.84% 27,522.00 27,522.00 19,277.16 70.04% 614 - MAINTENANCE 119,135.00 102,103.92 97,934.18 95.92% 123,485.00 123,485.00 69,853.59 56.57% 615 - BUILDING MAINTENANCE 50,000.00 146,978.67 114,051.77 77.60% 60,000.00 60,000.00 22,979.46 38.30% 616 - VEHICLE MAINTENANCE 2,000.00 25,231.23 23,295.04 92.33% 16,050.00 16,050.00 14,827.62 92.38% 617 - UTILITIES 0.00 100,123.67 84,389.14 84.28% 0.00 0.00 91,921.35 0.00% 618 - HIRING 1,000.00 3,168.83 3,093.83 97.63% 1,000.00 1,000.00 13,269.10 1,326.91% 619 - MISCELLANEOUS 50,000.00 50,285.97 39,258.84 78.07% 25,000.00 25,000.00 4,562.64 18.25% 620 - OFFICE SUPPLIES 0.00 21,326.13 20,168.51 94.57% 32,754.00 32,754.00 30,659.32 93.60% 622 - DEPARTMENT SUPPLIES 202,450.00 195,567.55 174,692.07 89.33% 133,197.00 133,197.00 148,506.67 111.49% 623 - BOOKS / MAGAZINES / VIDEOS 27,500.00 38,714.81 29,077.49 75.11% 29,000.00 29,000.00 26,247.17 90.51% 628 - Internal Service Charge 1,333,375.00 1,333,374.96 1,284,760.38 96.35% 1,437,812.00 1,437,812.00 1,380,494.15 96.01% 629 - MISCELLANEOUS 38,500.00 45,520.30 43,406.21 95.36% 105,500.00 105,500.00 51,021.65 48.36% 630 - EQUIPMENT 500.00 0.00 343.37 0.00% 500.00 500.00 12,740.74 2,548.15% 631 - CAPITAL OUTLAY - CONSTRUCTION 0.00 381,015.63 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 176,067.00 175,985.33 175,985.33 100.00% 173,929.00 173,929.00 173,811.71 99.93% 670 - TRANSFERS OUT 2,464,500.00 2,464,895.72 789,895.72 32.05% 605,000.00 640,000.00 640,000.00 100.00% Total Expense: 23,415,525.00 22,769,877.28 19,300,293.93 84.76% 21,972,378.00 22,082,378.00 19,778,227.08 89.57% Total Fund: 01 - GENERAL FUND: -1,980,935.00 -673,387.69 746,702.02 0.00 894.00 976,941.94 Report Total: -1,980,935.00 -673,387.69 746,702.02 0.00 894.00 976,941.94 ITEM 1.3 - ATTACHMENT 1 ITEM 1.3 - ATTACHMENT 1
50 Town of San Anselmo
2024-2025 Rev & Exp Report
as of 05/31/2025
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 2,464,895.72 789,895.72 32.05% 605,000.00 640,000.00 640,000.00 100.00% 11 - TOWN COUNCIL 63,255.00 54,954.93 32,743.93 59.58% 71,446.00 71,446.00 65,702.51 91.96% 12 - ADMINISTRATION 1,565,944.00 1,556,055.62 1,403,844.89 90.22% 1,669,529.00 1,669,529.00 1,500,386.93 89.87% 16 - LEGAL SERVICES 425,000.00 259,765.00 222,610.50 85.70% 330,000.00 330,000.00 153,234.75 46.43% 18 - PLANNING 1,050,401.00 1,005,737.96 833,601.70 82.88% 1,169,800.00 1,169,800.00 948,458.83 81.08% 19 - Building & Inspections 0.00 0.00 0.00 0.00% 0.00 0.00 0.00 0.00% 21 - NON-DEPARTMENTAL 2,120,808.00 1,775,454.55 1,621,897.13 91.35% 1,488,431.00 1,488,431.00 1,339,139.61 89.97% 30 - POLICE 5,184,636.00 5,204,393.04 4,770,693.62 91.67% 5,474,469.00 5,474,469.00 5,020,713.25 91.71% 32 - ROSS VALLEY FIRE SERVICE 5,088,722.00 5,090,465.78 4,649,249.13 91.33% 5,559,703.00 5,559,703.00 5,047,995.40 90.80% 40 - DEBT SERVICE 587,567.00 587,285.33 587,285.33 100.00% 640,429.00 640,429.00 640,111.71 99.95% 41 - ENGINEERING AND INSPECTION 1,809,804.00 1,660,231.03 1,502,822.04 90.52% 1,699,695.00 1,774,695.00 1,555,577.65 87.65% 42 - STREETS 1,185,909.00 1,220,177.31 1,133,404.05 92.89% 1,278,642.00 1,278,642.00 1,092,828.84 85.47% 71 - LIBRARY 847,839.00 868,149.87 802,764.42 92.47% 899,716.00 899,716.00 841,243.66 93.50% 81 - PARKS 694,458.00 725,266.27 673,491.80 92.86% 768,688.00 768,688.00 642,471.19 83.58% 82 - RECREATION/GENERAL FUND 326,682.00 297,044.87 275,989.67 92.91% 316,830.00 316,830.00 290,362.75 91.65% Total Expense: 23,415,525.00 22,769,877.28 19,300,293.93 84.76% 21,972,378.00 22,082,378.00 19,778,227.08 89.57% Total Fund: 01 - GENERAL FUND: 23,415,525.00 22,769,877.28 19,300,293.93 84.76% 21,972,378.00 22,082,378.00 19,778,227.08 89.57% Report Total: 23,415,525.00 22,769,877.28 19,300,293.93 84.76% 21,972,378.00 22,082,378.00 19,778,227.08 89.57% ITEM 1.3 - ATTACHMENT 2 ITEM 1.3 - ATTACHMENT 2
51 Item #: 1.4

STAFF REPORT
TOWN OF SAN ANSELMO Item # 1.4
MEETING DATE: June 24, 2025
AGENDA TITLE: Approval of Resolution Revising a Statement of Investment Policy for Fiscal Year 2025-2026
FROM: Jeff Zuba, Finance & Admin Services Director
RECOMMENDATION: That the Town Council consider approving the attached Resolution setting the Statement of Investment Policy for fiscal year 2025-2026.

BACKGROUND
The purpose of the Town’s investment policy is to ensure, through the prudent investment of its idle cash, that the Town obtains the highest yield possible without risk to the safety and liquidity of its funds.

The Town has maintained a Statement of Investment Policy since 1985. Town staff reviews the policy on an annual basis and updates the policy as needed to comply with the California Government Code Section 53600 et seq.

Staff has reviewed the 2025 update to the Local Agency Investment Guidelines issued by the California Debt and Investment Advisory Commission, as well as the Town’s Statement of Investment Policy (attachment 2), to confirm that all investment types remain allowable. No changes have been made to the Statement of Investment Policy for Fiscal Year 2025-2026. The policy presented for Council consideration remains in compliance with California Government Code Section 53600 et seq.

In compliance with the policy, the Town’s idle cash is invested when interest exceeds the interest generated by the operating fund bank account. Finance Department staff reconcile all Town accounts monthly. The Town Treasurer reviews the reconciliation reports and, together with the Director, prepares a Quarterly Investment Report for presentation to the Town Council.

At its meeting on April 22, 2025, the Town Council received an overview of the Town’s depositories, investment accounts, and investment practices. In response to Council feedback, staff was directed to consider adding a goal or purpose statement to the 52 Item #: 1.4
Investment Policy. This item will be brought forward to the Infrastructure and Fiscal Monitoring Committee for discussion in the fall.

FISCAL IMPACT
There would be no direct fiscal impact on the Town to approve this resolution.

GENERAL PLAN CONSISTENCY
Not applicable.

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: 2025-2026 Investment Policy Resolution
Attachment 2: 2025-2026 Statement of Investment Policy
53 ITEM 1.4 – ATTACHMENT 1
ITEM 1.4 – ATTACHMENT 1
RESOLUTION NO. XXXX

RESOLUTION OF THE SAN ANSELMO TOWN COUNCIL SETTING A
STATEMENT OF INVESTMENT POLICY FOR FISCAL YEAR 2025-2026 WHEREAS, the State of California Government Code requires the Town to review and update the Town’s Statement of Investment Policy annually; NOW THEREFORE BE IT RESOLVED, as follows:

Section 1. California Environmental Quality Act
The Council further finds that this Resolution does not constitute a "project" under the California Environmental Quality Act ("CEQA") because it does not involve an activity which has the potential to cause a direct or reasonably foreseeable indirect physical change in the environment. (Cal. Pub. Res. Code§ 21065).

Section 2. Statement of Investment Policy
that the San Anselmo Town Council hereby adopts the revised Statement of Investment Policy for Fiscal Year 2025-2026 attached hereto.

RESOLUTION PASSED AND ADOPTED at the regular meeting of the San Anselmo Town Council on the 24th day of June, 2025, by the following vote:

AYES: Councilmember:

NOES: Councilmember:

ABSENT: Councilmember:

ABSTAIN: Councilmember:
______________________________
Tarrell Kullaway, Mayor
ATTEST:
____________________________________
Serge Avila, Town Clerk
54 ITEM 1.4 – ATTACHMENT 2
ITEM 1.4 – ATTACHMENT 2

TOWN OF SAN ANSELMO

STATEMENT OF INVESTMENT POLICY
Fiscal Year 2025-2026

PURPOSE
This Statement is intended to provide guidelines for the prudent investment of the Town’s temporary idle cash, and to outline the policies for maximizing the efficiency of the Town’s cash management system. The ultimate goal is to enhance the economic status of the Town while protecting its pooled cash. The Statement of Investment Policy is reviewed annually by the Town Council, and any modifications to the statement must be approved by the Town Council.

OBJECTIVE
The Town’s cash management system is designed to accurately monitor and forecast expenditures and revenues, thus enabling the town to invest funds to the fullest extent possible.

The town attempts to obtain the highest yield obtainable as long as investments meet the criteria established for safety and liquidity.

POLICY
San Anselmo operates its temporary pooled idle cash investments under the prudent investor standard as defined in Government Code Section 53600.3. “When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence… that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the agency.” This affords the Town a broad spectrum of investment opportunities as long as the investment is deemed prudent and is allowable under Government Code Section 53600, et seq.

Criteria for selecting investments and the order of priority are:

1. Safety: The safety and risk associated with an investment refers to the potential loss of principal and interest, or a combination of these elements. There is safety if there is assurance that principal will be preserved.

2. Liquidity: An investment is liquid if it can be converted to cash with a minimal chance of losing principal or interest.

3. Yield: Yield is the potential earnings of an investment, or its rate of return. 55 ITEM 1.4 – ATTACHMENT 2
ITEM 1.4 – ATTACHMENT 2
Investments may be made in the following instruments:
 United States Treasury obligations.
 United States Agency obligations.
 Federal Instrumentalities.
 Negotiable Certificates of Deposit
 Non-negotiable Certificates of Deposit
 Local Agency Bonds
 State of California and Others Bonds and Registered Warrants.  Bonds, Notes, Warrants or other evidence of indebtedness of a local agency within the State of California.
 Medium-term notes of a maximum of five years maturity issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. Notes eligible for investment shall be rated in a rating category of “A” or its equivalent or better by a nationally recognized rating service. The purchase of eligible medium-term notes may not exceed thirty percent (30%) of the Town’s surplus money.  California State Local Agency Investment Fund (LAIF) Pooled Money Investment Program operated by the State Treasurer’s office.
 Passbook Savings Account Demand Deposits.
 Mutual Funds and Money Market Mutual Funds.

Other investment instruments authorized by State legislation shall not be used unless Town Council approval is obtained.

Safekeeping:

Securities purchased from broker/dealers shall be held in third party safekeeping by the trust department of the Town’s bank, or other designated third-party trust, and in the Town’s name and control whenever possible.
56 ITEM 1.4 – ATTACHMENT 2
ITEM 1.4 – ATTACHMENT 2
Town Constraints:

The Town strives to maintain the level of investment of all funds as near to 100% as possible through daily and projected cash flow determinations. Idle cash management and investment transactions are the responsibility of the Finance and Administrative Services Director.

All participants in the investment process shall act responsibly as custodians of the public trust.

Investment officials shall recognize that the investment portfolio is subject to public review and evaluation. The overall program shall be designed and managed with a degree of professionalism that is worthy of the public trust. Nevertheless, in a diversified portfolio, it must be recognized that occasional measured losses are inevitable and must be considered within the context of the overall portfolio’s investment return, provided that adequate diversification has been implemented. The basic premise underlying the Town’s Investment Policy is to ensure the Town’s financial integrity.
________________________________________ Dated: ______________________ David P. Donery, Town Manager
57 Item #: 1.5

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 1.5
MEETING DATE: June 24, 2025
AGENDA TITLE: 2023-25 Work Plan Priorities Final Progress Report FROM: Administration
RECOMMENDATION: Receive final progress report, 2023-25 priorities work plan

SUMMARY
Town Council adopted the 2023-25 final work plan priorities at their June 27, 2023, meeting. Council requested regular updates on progress.

BACKGROUND
Council received progress reports at 6-month intervals over the course of the two-year work plan. The final work plan priorities were organized by Department in Attachment 1 and by Category in Attachment 2. Staff designed a reporting mechanism organized by Department to track progress for each priority. Percentages were assigned to measure progress over the two-year period.

DISCUSSION/ANALYSIS
The final progress report for the 2023-25 work plan priorities is found in Attachment 3.

Included are detailed narratives detailing accomplishments and potential future goals for each priority.

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).
58 Item #: 1.5

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 final progress report, June 2025 59 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 60 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. 61 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
62 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 63 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 64 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. 65 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
66 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.
67 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.

Description: Provide homeowners with information on earthquake strengthening for existing one- and two-family dwellings, develop a soft-story program for existing structures, and an automatic gas shutoff valve program.

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

Description: The Building Department is interested in the possible allocation of fire abatement funding to help homeowners in the WUI to add WUI compliant vents and siding to reduce the potential of fires or the spread of fire within San Anselmo and Marin County.

Staff Impact: High
Fiscal Impact: Low
68 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
69 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. 70 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 71 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. 72 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
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3 4
5 6
7 8
9 10
11 12
13 14

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

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

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

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

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

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

Utilize comprehensive planning
to balance the community's
character with its evolving
needs
Implement Housing Element
programs, policies and
actions (PLAN)
Improve shelving for Library
special collections (LIB)
Implement new Town
telephone system (F/A)
Complete and implement
Economic Development Plan
(PLAN)
Update Town’s Investment Policy
(F/A)
Conduct comprehensive
General Plan Update (PLAN)
Complete and implement
Economic Development Plan
(PLAN)
Study the organization of
Library physical public space
(LIB)
Implement Online Records
Management Program (F/A)
Develop Gas Station Ban
Ordinance (PLAN) Update Fee Study (F/A)
Implement Housing Element
programs, policies and actions
(PLAN)
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:6/16/2025
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1 C D E F G H I J K L M N
Livability & Quality of Life Quality Facilities Connecting with the Community
Sustainable, Natural and
Built Environment Excelling in Town Services Planning for the Future 15 16
17 18
19 20
21 22
23 24
Implement phase 3 of
Millennium Playground
restoration (REC)
Develop an annual plan to
address maintenance for all
Town-maintained buildings
and facilities (PW)
Update the Planning
Department web pages
(PLAN)
Evaluate and develop a
Water Conservation Plan for
Town buildings, Parks, and
medians(PW)
Continue to convert the fleet of
vehicles to electric & hybrid
(CMPA)
Develop and implement
program with Ross Valley Fire
Department (RVFD) to aid in
fire resistance “hardening” of
dwellings in WUI (PW-BLD)
Upgrade and Improve the
facilities at the Robson
Harrington House (REC)
Initiate complete overhaul
and redesign of the website
(CMPA)
Develop 5-year Capital
Improvement Plan, that
includes a regular update and
communication schedule for
all capital improvement
projects (PW)
Implement new SB2 legislation
regarding certification of officers
(CMPA)
Update Green Building code
(PW-BLD)
Resurface Tennis Courts &
Stripe Two for Pickle Ball (REC)
Develop and implement AgeFriendly Strategic Plan (REC) Develop and implement
program with Ross Valley Fire
Department (RVFD) to aid in
fire resistance “hardening” of
dwellings in WUI (PW-BLD)
Initiate complete overhaul and
redesign of the website (CMPA)
Research and develop plan for
improvements to Red Hill Dog
Park (REC)
Create a Volunteer Corps for
Parks and Recreation Projects
(REC)
Develop online permiting for
solar systems - SB 379
Compliance (PW-BLD)
Develop 5-year Capital
Improvement Plan, that includes a
regular update and communication
schedule for all capital
improvement projects (PW)
Implement phase 3 of
Millennium Playground
restoration (REC)
Update and reorganize
Recreation Department
webpage (REC)
Update Green Building code
(PW-BLD)
Develop an annual plan to address
maintenance for all Townmaintained buildings and facilities (PW)
Updated:6/16/2025
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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
“hardening” of dwellings in WUI
(PW-BLD)
Perform needs assesment for
living quarters at Station 19
(RVFD)
Develop online permiting for solar
systems - SB 379 Compliance (PWBLD)
Implement expedited permiting
program - per AB 2234
requirements (PW-BLD)
Update Green Building code (PWBLD)
Expand Toddler Enrichment
Programs (REC)
Updated:6/16/2025
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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:6/16/2025
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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:6/16/2025
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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:6/16/2025
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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:6/16/2025
80 Working Copy
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1 O
Investing in People
41 42
43 44
45 Updated:6/16/2025
81 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
100% - The Town completed a class and compensation study with Gallagher in March 2025. The survey was completed in time for bargaining with SEIU Local 1021.
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.
82 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
50% - 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.
100% Complete – Kicked off the Lunch & Learn program in January 2025 and will hold them quarterly.
83 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
90% - Town issued an RFP at the end of September and
anticipate awarded the project December 2024. We’ve
completed the cost allocation study and are in the final stages of the fee study which should be presented to the Town Council in July 2025.
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.
100% Complete – Town implemented Teams Phones in March
2025
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.
50% - Continuing to gather a list of software providers to reach out and demo to see if it would be a better fit for the Town. 84 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
85 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
50%
This has been the main focus of the Chief of Police, the Human Resources Manager, and the three City/Town Managers for the past 2 years.

The Central Marin Police Authority was down 15 Officers on the street when this report was made 2 years ago. At full staffing, CMPA has 42 officers. We are currently down 10 Officers on the street which includes 1 vacancy, 3 officers at the academy, 5 officers on field training, and 1 officer off work on worker’s compensation.

Even though staffing has improved dramatically we are
currently anticipating an additional 4-6 more vacancies before the end of 2025, with the next police academy starting in January 2026.

In the meantime, 2 Traffic Officers, 2 Detectives, and 1 School Resource Officer have been reassigned to the patrol division to 86 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 6 keep up with the routine calls for service. In addition, all patrol teams are down 1 to 2 officers as well.
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.
100%
Increased training was completed for perishable skills. CMPA has also added ABLE training to its yearly training 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.
100%
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.
87 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
100%
Created 6-year plan to convert all police vehicles to all electric models.

Purchased 2 electric patrol SUVs (currently being outfitted). They will replace 2 combustion vehicles.

Purchased 2 electric watch commander trucks (currently being built). They will replace one combustion vehicle that runs 24/7.

Purchased 2 electric CSO vehicles for routine parking matters.

Replaced 2 combustion vehicles.

FY 25/26 budget contains the purchase of 3 more electric patrol SUVs and 2 more electric unmarked vehicles.

Preparing to break ground on EV charger infrastructure project which will outfit our main station parking lot with 220v EV chargers.
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.
88 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
85%
A medium-term solution is currently being employed to rotate the collection in and out of the public space. 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
100%
Architects have designed a plan. It is in fundraising phase. 89 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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
Construction not yet started though there is a project design. The plan is solidly in a fundraising 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%
Focus has shifted to improving the public space. Addressing needs in the staff area will take place during a later phase. 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%
90 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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. Interior Library will be completed after new HVAC system is installed, fall 2025. 91 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
50% 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
92 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
75% 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% Complete
During the 2023-2024 Fiscal Year, the Town Council adopted Zoning Code amendments to facilitate economic development 93 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
100% Complete
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 94 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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”.
95 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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 96 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.
97 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.

Ongoing.

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
Ongoing.

This summer the Town’s pavement condition index hit an alltime high for at least the last 20-plus years at 75 PCI. 98 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.

Ongoing.

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
Ongoing.

Construction 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.
99 2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 19 (HVAC), and other building maintenance issues for
all Town-maintained buildings and facilities.

The Resilience Hub is under construction and expected to be completed in August 2025.

Library roof and HVAC are in design pending construction in 2025.

ICC Roof replacement is scheduled for summer 2025, and ICC will be painted in Fall 2025.

Parkside Preschool play area was constructed in fall 2024.

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

Town Hall Carpet replacement completed.

Firehouse 20 renovation currently under construction,
completion estimated in 2026.
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.

Town received a TAM grant for $900,000 for sidewalks on Butterfield Road near Brookside Elementary School, and
$100,000 for other sidewalk infill projects.

A downtown active transportation safety and circulation study completed.
100
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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.

Ongoing.

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.
100%.

The Resilience Hub is under construction and expected to be completed in August 2025.
101
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 21 Public Works /Planning- 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% Complete
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% Complete
102
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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% Complete
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 103
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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% Complete
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% Complete
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 104
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 24 beginning for applicants using the 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% Complete
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.
15% Complete
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. 105
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 25 Acata generates email responses with useful forms and information based on the questions asked within an email.

Currently, the Town’s two permit techs are at full capacity with the daily processing of permits and occasional mailer or other department tasks. 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% Complete
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% Complete
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.
106
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 26 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 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.
90%
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. 107
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 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
100% - The interior room and the exterior porch have been repainted. New carpets have been installed, floors
refinished, and new facility chairs purchased. Windows
have been replaced and window treatments/blinds have
been installed. A new sink has been installed in the kitchen. 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
100% - Marin Age & Disability Institute (MADI) was awarded a grant and is partnering with the Town to create the first county Age & Disability Friendly platform.
108
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 28 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.

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.

A survey was conducted, assessment report findings
presented, and the final 2025-2028 Age and Disability
Friendly Action Plan was approved by both the Parks and Recreation Commission and Town Council in May of 2025.

The Action Plan will be used as a roadmap for
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.
100% - The Town Manager’s office purchased a volunteer
database platform and has conducted staff training. The platform has been successfully launched for the Fall 2024 Downtown Clean-up, Spring 2025 Park Clean up, and Spring 2025 Boards, Committees, and Commissions Social.
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
100% - Staff has created consistent programming for the toddler age group which includes: toddler phonics, art in the park, sensory classes, and music.
109
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 29 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.
5) Category: Connecting with the Community
Priority: Update and reorganize the
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.
100% - The department has completed webpage updates.
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
Ongoing. An updated application and process will be
reviewed by the new events supervisor in the coming year. 110
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 30 existing events. The application process will
include interdepartmental communications,
insurance requirements and street closure
and janitorial costs.

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 includes 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.
111
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 31 The Memorial Park Advisory Committee is currently
exploring funding options.
2) Category: Quality Facilities
Priority: improvements to Red Hill Dog
Park
Description: This project would include
improvements to the drainage and ground
covering.
50% - Drainage and decomposing wood chips continue to
be an issue. The dog park steering committee continually hosts volunteer work parties to maintain the park, but an alternative solution is needed to address the drainage. 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 met with the Scientific Art Studio to discuss phase 3 of Millennium playground. This project is currently on hold as staff is focusing on the Memorial Park Master Plan Amendment.
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. The Community Gardens Committee is working
on prioritizing projects next fiscal year and will continue to focus on repairing the walls in the gardens.
112
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 32 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.

The rest of the building will be painted in FY 25-26 with support from Measure J and the Recreation Fund.

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
Completed
113
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 33 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).

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
Priority: Renovate living quarters at Station 20
Description: Complete renovation
construction on Fire Station #20.
25%
The project has begun as of March 1, 2025, and is
expected to be completed by July 1, 2026.
*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 90%
114
2023-2025 Work Plan Priorities FINAL Progress Report –June 2025 34 Priority: Filling Firefighter Vacancies
Description: Complete: July 1, 2025
The Department has hired 5 Firefighter Paramedics
between July 1, 2024 and June 1, 2025. Three
positions are still unfilled. A recruitment to fill the remaining three positions will take place by July 1,
2025.

The Department is currently experiencing
recruitment challenges. Current and expected open
positions are forecast to be at 3-4 vacancies.
115
Item #: 1.6

STAFF REPORT
TOWN OF SAN ANSELMO Item #:1.6
MEETING DATE: June 24, 2025
AGENDA TITLE: FY 2025-2026 Budget and Workplan
FROM: Jeff Zuba, Finance & Admin Services Director
RECOMMENDATION: That the Town Council consider adopting the attached resolution approving the Fiscal Year 2025-2026 Budget and Workplan.

BACKGROUND
At its June 10, 2025, meeting, Town Council held a public hearing to review and provide feedback on the FY 2025-2026 proposed budget presented by staff.

DISCUSSION/ANALYSIS
The Town Council directed staff to proceed with the proposed Budget and Workplan without modification. The attached resolution formally adopts the FY 2025-2026 Budget and Workplan.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The Council’s discussion and adoption of the attached resolution 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: Resolution Adopting FY 2025-2026 Budget
116
ITEM 1.6 – ATTACHMENT 1
ITEM 1.6 – ATTACHMENT 1
RESOLUTION NO. XXXX

A RESOLUTION OF THE SAN ANSELMO TOWN COUNCIL ADOPTING THE FISCAL YEAR 2025-2026 BUDGET AND WORKPLAN
WHEREAS, the San Anselmo Town Council held a public hearing on the Proposed FY 2025-2026 Budget and Workplan on June 10, 2025; and
WHEREAS, the Council has determined that the FY 2025-2026 Proposed Budget and Workplan will allow for the continuation of basic municipal services and the necessary construction of capital improvements.

NOW THEREFORE, BE IT RESOLVED as follows:

Section 1. California Environmental Quality Act
The Council's discussion and adoption of this resolution approving the fiscal year 2025-2026 budget and workplan is not a "project" under the California Environmental Quality Act ("CEQA") because it does not involve an activity which has the potential to cause a direct or reasonably foreseeable indirect physical change in the environment. (Cal. Pub. Res. Code§ 21065).

Section 2. 2025-2026 Budget & Workplan
Be it further resolved that the San Anselmo Town Council adopts the FY 2025-2026 Budgeted Expenditures and Transfers Out as allocated below and as reflected in the Budget and Workplan, which is attached hereto and incorporated herein by reference:

Major Funds
General Fund $22,649,053
Measure J Sales Tax Fund 2,958,573
Grants Fund 505,142
Recreation Fund 2,687,320
Road Maintenance Fund 1,710,712
Special Revenue Funds
Community Services Master Plan Fund 4,000
Downtown Revitalization Fund 30,890
Emergency Reserve Fund -
State Gasoline Tax 720,631
Library Tax Fund 331,160
Robson HouseFund 43,597
Special Events 101,882
Measure A Parks Tax Fund 367,979
Isabel Cook Center 154,587
Measure C Wildfire Tax Fund 410,000
Climate Action Fund 150,000
Capital Project Funds
Active Transportation 75,000
Equipment Replacement Fund -
117
ITEM 1.6 – ATTACHMENT 1
ITEM 1.6 – ATTACHMENT 1
Park Improvement Fund 232,000
Debt Service Funds
Measure G Debt Service Fund 402,584
Internal Service Funds
Insurance Fund 822,515
Building Maintenance Fund 1,202,301
Technologies Replacement Fund 290,109
Vehicle Replacement Fund 100,000
Total $35,950,035
118
ITEM 1.6 – ATTACHMENT 1
ITEM 1.6 – ATTACHMENT 1
RESOLUTION PASSED AND ADOPTED, at a regular meeting of the San Anselmo Town Council held on the 24th day of June 2025, by the following vote:

AYES: Councilmember:

NOES: Councilmember:

ABSENT: Councilmember:

ABSTAIN: Councilmember:
__________________________________

TARRELL KULLAWAY
MAYOR
ATTEST:
____________________________________

SERGE AVILA

TOWN CLERK
119
ITEM 1.6 – ATTACHMENT 1
ITEM 1.6 – ATTACHMENT 1

EXHIBIT A
FY 2025-2026 BUDGET AND WORKPLAN
120
FY 2025-2026

BUDGET & WORK PLAN

TOWN OF SAN ANSELMO
SANANSELMO.GOV/BUDGET
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
121
2 Town of San Anselmo | Budget & Work Plan FY 2025-2026

TABLE OF CONTENTS
TOWN MANAGER’S MESSAGE ..........................................................................................................4 OVERVIEW OF FUNDS .........................................................................................................................9 TABLE: OVERVIEW OF FUNDS........................................................................................................................... 9 GENERAL FUND.................................................................................................................................... 10 GENERAL FUND REVENUE................................................................................................................................ 10 GENERAL FUND EXPENDITURES...................................................................................................................12 TOWN COUNCIL.........................................................................................................................................................22 ADMINISTRATION & FINANCE..........................................................................................................................24 LEGAL SERVICES .......................................................................................................................................................28 LIBRARY ........................................................................................................................................................................29 PLANNING......................................................................................................................................................................32 PUBLIC SAFETY – FIRE PROTECTION SERVICES.................................................................................36 PUBLIC SAFETY – POLICE ...................................................................................................................................38 ENGINEERING ............................................................................................................................................................40 STREET & PARK MAINTENANCE....................................................................................................................44 BUILDING........................................................................................................................................................................47 RECREATION ............................................................................................................................................................... 50 DEBT SERVICE.............................................................................................................................................................52 NON-DEPARTMENTAL SERVICES..................................................................................................................53 MEASURE D SALES TAX FUND........................................................................................................55 MEASURE D SALES TAX FUND ........................................................................................................................59 EMERGENCY RESERVE FUND...........................................................................................................61 EMERGENCY PROJECTS FUND........................................................................................................................61 MEASURE J SALES TAX FUND .........................................................................................................59 MEASURE J SALES TAX FUND..........................................................................................................................59 DOWNTOWN REVITALIZATION ......................................................................................................63 DONWTOWN REVITALIZATION FUND.......................................................................................................63 GRANTS FUND ......................................................................................................................................65 GRANTS FUND ............................................................................................................................................................65 RECREATION FUND............................................................................................................................ 68 RECREATION FUND................................................................................................................................................ 68 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
122
Town of San Anselmo | Budget & Work Plan FY 2025-2026 3

TABLE OF CONTENTS
SPECIAL REVENUE FUNDS...............................................................................................................74 COMMUNITY SERVICES MASTER PLAN FUND.....................................................................................74 ROAD MAINTENANCE FUND............................................................................................................................76 STATE GASOLINE TAX FUND .............................................................................................................................79 LIBRARY TAX FUND ..................................................................................................................................................81 ROBSON HOUSE FUND.......................................................................................................................................84 SPECIAL EVENTS FUND....................................................................................................................................... 87 MEASURE A – PARKS TAX FUND ................................................................................................................... 89 ISABEL COOK CENTER (ICC) FUND...............................................................................................................91 MEASURE C – WILDFIRE TAX FUND........................................................................................................... 94 CLIMATE ACTION FUND .......................................................................................................................................96 CREEKSIDE COMMONS FUND ....................................................................................................................... 98 PARKING FUND.......................................................................................................................................................100 CAPITAL PROJECTS FUNDS ...........................................................................................................102 ACTIVE TRANSPORTATION FUND ...............................................................................................................102 CAPITAL RECONSTRUCTION FUND ..........................................................................................................104 EQUIPMENT REPLACEMENT FUND ..........................................................................................................106 PARK IMPROVEMENT FUND.......................................................................................................................... 108 DEBT SERVICE FUND.........................................................................................................................110 MEASURE G – DEBT SERVICE FUND..........................................................................................................110 MUNICIPAL LEASE – DEBT SERVICE FUND...........................................................................................114 INTERNAL SERVICE FUNDS.............................................................................................................115 INSURANCE FUND..................................................................................................................................................115 BUILDING MAINTENANCE FUND.................................................................................................................117 TECHNOLOGIES REPLACEMENT FUND...................................................................................................119 VEHICLE REPLACEMENT FUND ....................................................................................................................121 APPENDIX A ........................................................................................................................................ 123 TABLE: CAPITAL PROJECTS BUDGET SUMMARY .............................................................................123 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
123
4 Town of San Anselmo | Budget & Work Plan FY 2025-2026 Tarrell Kullaway
Mayor
Steve Burdo
Vice Mayor
Eileen Burke
Council Member
Chantel Walker
Council Member
Yoav Schlesinger
Council Member
Town of San Anselmo
525 San Anselmo Avenue
San Anselmo, CA 94960-2682
(415) 258-4600
www.sananselmo.gov
TOWN MANAGER’S MESSAGE
June 12, 2025
Honorable Mayor Kullaway, Town Council, and San Anselmo Residents, In 2025, municipal budgets across California and the nation are facing significant challenges and are being shaped by projected deficits and the need for careful fiscal management. These budgets often involve proposed cuts, adjustments, and shifts in priorities to address revenue shortfalls and maintain essential services. With that notion as a backdrop, I am pleased to present the Town of San Anselmo’s Fiscal Year (FY) 2025-2026 Proposed Annual Budget & Work Plan, the annual roadmap for operations in the Town of San Anselmo. This extensive, detailed, and, importantly, balanced budget continues progress towards the Town Council’s priorities while protecting the Town’s General Fund reserve balances.

The budget documents are the product of many teammates working in a collaborative manner to align resources that are consistent with the Town Council’s and community’s priorities, while continuing to maintain fiscal responsibility. In implementing the Council’s budget, our team strives to advance our organizational values of teamwork, customer service, innovation, meeting challenges, and professional development. I want to acknowledge and thank all of the Town’s employees for their efforts to improve the community we serve. It is an honor to work with such a dedicated, community-focused team of professionals.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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Town of San Anselmo | Budget & Work Plan FY 2025-2026 5 TOWN MANAGER’S MESSAGE

CHALLENGES
City budgets for 2025 are being shaped by a combination of fiscal challenges, the need for strategic resource allocation, and a commitment to providing essential services to residents. The budget process is ongoing, with public hearings and council deliberations continuing throughout the year.

This document represents our continued commitment to prudent fiscal management, to effective service delivery and to supporting an affordable quality of life for our residents. Once adopted by the Council, the budget establishes the direction for all Town programs and services for the coming year. It represents the consensus of Council direction and staff recommendations on how to best accomplish Council goals and respond to the highest priorities of community needs.

As with most organizations, our success is based on our people and the great efforts put forth by a relatively small group to achieve the multitude of needs inherent in running a town. Employee compensation comprises the largest expenditure in any municipality, and employees deserve a fair wage and competitive benefits for the work they perform. Towns such as San Anselmo have fairly steady, reliable revenues with property taxes making up about 78% of the Town’s budget with sales taxes bringing in less than 10% followed by a variety of permit, license and franchise revenues making up the balance. San Anselmo has traditionally found a healthy balance of funding operational (personnel) costs, including the Town’s share of the Police and Fire Department agencies along with finding grant dollars and special revenue sources such as Measure J proceeds to address the tremendous capital needs of our infrastructure including our roads, parks and facilities. With the fiscal uncertainty of the next few years, the Town has had to “tighten our belt” to be able to withstand the known rising costs and the unknown revenue shortfalls.

This particular budget attempts to hold onto years of effort in doing so while addressing rising costs and high expectations while balancing the need to continuing to maintain a nimble response to demands for services.

TOWN ORGANIZATIONAL STRUCTURE
Town Council is the legislative body which represents the public, receives input, develops and adopts policy, resolves public issues, and formulates Town policy through motions, resolutions and ordinances which reflect the needs of the public.

Town staff, led by the Town Manager and the Department Heads, carry out the day-to-day work of the organization. These departments include:
• Administration & Finance
• Community Development
• Fire
• Police
• Public Works
• Recreation
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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6 Town of San Anselmo | Budget & Work Plan FY 2025-2026 TOWN MANAGER’S MESSAGE

TOWN STAFF

ELECTED

REPRESENTATIVES
TOWN

DIRECTORS

PUBLIC SAFETY

PARTNER AGENCIES
MAYOR

TARRELL

KULLAWAY

COUNCIL MEMBER
EILEEN
BURKE

COMMUNITY

DEVELOPMENT

HEIDI SCOBLE

DIRECTOR

ROSS VALLEY

FIRE DEPARTMENT

DAN MAHONEY

FIRE CHIEF
DEPUTY

TOWN CLERK

SERGE AVILA

TOWN CLERK

CECILY WILSON

LIBRARY

LINDA KENTON

DIRECTOR & ASSISTANT

TOWN MANAGER

CENTRAL MARIN

POLICE AUTHORITY

MICHAEL NORTON

CHIEF OF POLICE

COUNCIL MEMBER

CHANTEL
WALKER

ADMINISTRATION
& FINANCE

JEFF ZUBA

DIRECTOR

TOWN MANAGER

DAVID DONERY
TOWN

TREASURER

JOHN MAHL

PUBLIC WORKS

SEAN CONDRY

DIRECTOR

COUNCIL MEMBER
YOAV

SCHLESINGER

RECREATION &

SPECIAL EVENTS
MATTIE O’GRADY

DIRECTOR

TOWN ATTORNEY

MEGAN ACEVEDO

VICE MAYOR
STEVE
BURDO

SAN ANSELMO RESIDENTS
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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Town of San Anselmo | Budget & Work Plan FY 2025-2026 7 TOWN MANAGER’S MESSAGE
The Town develops, organizes and prioritizes its ongoing capital needs through the development of a Capital Improvement Program, commonly referred to as the CIP. Development of the CIP considers projects identified by staff and the Town Council and organizes them into a plan that, due to the size and scope of projects, spans multiple fiscal years. The Town’s current CIP spans fiscal years 2024-2025 through 2028-2029 and considers a wide range of projects.

The Infrastructure and Fiscal Monitoring Committee (IFMC) provides ongoing oversight and advisory guidance to the Town Council on the CIP and corresponding budget implications. The IFMC also serves as the Measure J Oversight Committee.

Project categories within the current CIP include:
• Active Transportation
• Bridges
• Buildings
• Drought, Climate & Solar
• Park Improvements
• Storm Sewers & Drainage
• Streets
For a full list of projects including timelines and associated budgetary information, please visit:
sananselmo.gov/CIP

CAPITAL PROGRAMS
In 2022, Town residents passed Measure J, a successor sales and use tax measure to the former Measure D sales and use tax passed in 2013. Proceeds from Measure D were used exclusively for road infrastructure and improvements. Measure J continues and enhances ongoing funding for roads and infrastructure along with providing ongoing funding for enhanced staffing in the Ross Valley Fire Department, for park and building improvements, active transportation enhancements, and projects to help mitigate the effects of climate change. These projects in total make up the Town’s Capital Improvement Program (CIP). Additional transportation funding is also provided by California’s Senate Bill 1 (SB 1) and County Measure AA which supplement the Town’s road improvement program.

Over the past decade, the Town’s pavement condition index (PCI) has gone from a 58 (fair) to a selfassessed score of 72 (satisfactory). According to the Metropolitan Transportation Commission, the average PCI in the Bay Area is 67. In Marin, the average is 68. 5-YEAR CAPITAL IMPROVEMENT PLAN
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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8 Town of San Anselmo | Budget & Work Plan FY 2025-2026 TOWN MANAGER’S MESSAGE

BUDGET FORMAT
The operations of the Town are budgeted primarily in the Town’s General Fund. Significant maintenance projects and other capital improvements are contained in the Capital Reconstruction Fund. Road and drainage improvement projects are funded through the Road Maintenance Fund and grants in the Grants Fund. The Recreation Fund accounts for most of the revenue and expenditures related to recreation programs. The Library Tax Fund tracks expenditures related to the special Library services tax. The Measure J Sales Tax Fund tracks activity related to capital and other projects funded through the use of Measure J proceeds. A list of all the Town funds, a description of their functions, and a summary of revenue and expenses are contained in the Overview of Funds section at the beginning of the budget document.

CONCLUSION
Balancing the Town’s annual budget amidst fiscal challenges involves a multifaceted approach that prioritizes both revenue generation and expenditure management, while also considering the impact on essential services and long-term sustainability. The proposed FY 2025-2026 budget represents a prudent plan that adequately addresses the Town’s pressing capital and equipment needs, while maintaining a staffing structure that strives to meet the needs of its citizens. The Town’s staff remains committed to providing excellent community services to the residents of San Anselmo.

ACKNOWLEDGEMENTS
As stated earlier in this message, the development of the Town’s annual budget and work plan requires teamwork, foresight, experience, and leadership. From top to bottom, the leadership and dedication from within each Town department is reflected within this document.

The Town’s team in this endeavor, led by Finance and Administrative Director Jeff Zuba and Senior Accountant and Financial Supervisor Robyn Clifford, submit a proposed budget following the Town’s strict standards, which reflect a careful balancing of accountability and progress with the overarching policy of ‘living within our means’.

Respectfully submitted,
David P. Donery,
Town Manager
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
128
Town of San Anselmo | Budget & Work Plan FY 2025-2026 9

OVERVIEW OF FUNDS

TOWN OF SAN ANSELMO
Overview of Funds
Changes in Fund Balance
2025-2026

DESCRIPTION
EST. FUND

BALANCE
JUNE 30,
2025

REVENUE TRANSFERS
IN
TOTAL

RESOURCES

AVAILABLE

EXPENDITURES TRANSFERS
OUT
EST. FUND

BALANCE &

RESERVE
JUNE 30,
2026
GENERAL FUND 8,138,206 22,240,868 413,185 30,792,259 22,094,053 555,000 8,143,207

SPECIAL REVENUE FUNDS
Community Services Master Plan Fund 5,202 - - 5,202 4,000 - 1,202 Road Maintenance Fund 600,579 797,158 796,261 2,193,998 1,710,712 - 483,286 State Gasoline Tax Fund - 720,631 - 720,631 - 720,631 - Measure J Sales Tax Fund 939,316 2,493,023 - 3,432,339 2,958,573 - 473,766 Emergency Reserve Fund 209,169 - - 209,169 - - 209,169
Downtown Revitalization Fund 27,481 24,390 - 51,871 30,890 - 20,981 Grants Fund 62,940 505,142 - 568,082 505,142 - 62,940
Recreation Fund 1,097,616 2,362,320 - 3,459,936 2,648,505 38,815 772,616 Library Tax Fund 3,808 327,353 - 331,161 331,160 - 1
Robson House (91,971) 26,220 - (65,751) 43,597 - (109,348) Special Events Fund 9,535 12,600 - 22,135 101,882 - (79,747) Measure A Parks Tax Fund 244,063 123,916 - 367,979 367,979 - - Isabel Cook Center (ICC) Fund (2,836) 122,524 - 119,688 154,587 - (34,899) Measure C Wildfire Tax Fund 324,431 410,000 - 734,431 410,000 - 324,431 Climate Action Fund 82,722 - 105,000 187,722 150,000 - 37,722 Creekside Commons Fund (69,968) - - (69,968) - - (69,968)

CAPITAL PROJECT FUNDS
Active Transportation 85,270 124,651 - 209,921 75,000 - 134,921 Capital Reconstruction 630 - - 630 - - 630
Equipment Replacement - - - - - - -
Park Improvement 561,214 561,214 232,000 329,214
Debt Service Fund - - - - - - -
Measure G Debt Service 403,939 207,000 - 610,939 402,584 - 208,355 Municipal Lease Fund - - - - - - -
Internal Service Fund - - - - - - -
Insurance Fund 621,367 700,000 - 1,321,367 822,515 - 498,852 Building Maintenance Fund 866,772 493,493 - 1,360,265 1,202,301 - 157,965 Technologies Replacement 19,215 302,901 - 322,116 290,109 - 32,006 Vehicle Replacement Fund 352,672 - - 352,672 100,000 - 252,672 TOTAL 14,491,372 31,994,190 1,314,446 47,800,008 34,635,589 1,314,446 11,849,973 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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10 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND
Understanding municipal finance takes a lot of effort and willingness to read and interpret a large volume and wide variety of information. The Town strives to make all communications, including financial information, as approachable and understandable as possible.

In this section, we are presenting information about how the Town receives its funding and how it gets spent. We are presenting it in a format that has been developed to lay out the basic structures of the income and outflow of tax dollars and other funds the Town receives and spends.

The Town of San Anselmo receives funding to operate through a variety of sources. Many are wellknown, such as property tax and sales tax. These two sources make up most of the Town funding. As you will see in this budget document, the Town’s operations are accounted for in the General Fund.

PROPERTY TAXES

PROPERTY TAX
Property tax is the primary source of revenue
for the Town of San Anselmo. The basic property
tax is 1% of the assessed valuation, of which the
Town receives less than one quarter. In FY 2025-
2026, the assessed valuation of San Anselmo
properties is expected to increase 3.7%, an
indication that property sales remain strong.

SECURED
The Town’s share of 1% of the Town’s assessed
valuation is billed by the County of Marin. A
property assessment may not exceed a 2%
increase in any year unless the property has been
sold or improvements have been constructed.

UNITARY
State collected and distributed tax on utilityowned properties. In Marin County, PG&E property accounts for approximately 25% of
unitary tax collections.

UNSECURED
Tax on property such as business office
equipment and possessory interest tax

SUPPLEMENTAL
Taxes assessed on property sales and new
construction outside the regular tax bills

HOMEOWNERS’ EXEMPTION (HOPTR)
Reimbursement for the property tax lost on the
$7,000 homeowners’ property tax exemption.

PENSION OVERRIDE TAX
The Town’s pension tax is used to pay for the
cost of the employee pension program. The rate
is $0.059 per $100 of a property’s assessed value.

MUNICIPAL SERVICES TAX
The Town’s Municipal Services Tax is used to pay
for general Town services. It is assessed annually
at $78 per residential living unit or $0.052 per
square foot for commercial space.

EDUCATIONAL REVENUE AUGMENTATION

FUND (ERAF) PROPERTY TAX
In FY 1992-1993, the State began diverting
property taxes from local governments into
the Educational Revenue Augmentation
Fund (ERAF) to increase school funding. Marin
County is one of five counties that generates
excess ERAF taxes, meaning more revenue is
deposited than local schools require. As a result,
the ERAF formula allows Marin jurisdictions to
receive a portion of ERAF revenues back.

PROPERTY TAX IN LIEU OF MOTOR VEHICLE

LICENSE FEES (VLF)
The motor vehicle license fee (VLF), or motor
vehicle in-lieu tax, is a tax on the ownership of a
registered vehicle in place of taxing vehicles as
personal property.

GENERAL FUND REVENUE
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
130
Town of San Anselmo | Budget & Work Plan FY 2025-2026 11

GENERAL FUND

OTHER TAXES

SALES TAX
In total, the Town receives 2% of the 9.25% sales
tax on retail sales taking place within the Town:
1% under State law (Bradley-Burns) and 1% from
Measure J. However, San Anselmo generates
less sales tax revenue than many neighboring
cities due to its location away from major
freeways and high-traffic commercial areas.

PROPERTY TRANSFER
The Town and County of Marin each receive
$0.55 per $1,000 of the sales price of property
sold in San Anselmo.

FRANCHISE TAXES

GARBAGE FRANCHISE
The Town receives 11% of the revenues of the
garbage service from Marin Sanitary Service.

CABLE TV FRANCHISE
The Town receives 5% of the revenue generated
by Comcast and AT&T from San Anselmo cable
subscribers. Under current legislation, franchise
fees do not apply to high-speed internet access
charges collected by cable providers.

ELECTRICITY & GAS FRANCHISE
The Town receives 0.5% of electrical service
revenue and 1% of gas service revenue from
PG&E in San Anselmo.

PERMITS & LICENSES

BUSINESS LICENSE TAX
Each business in San Anselmo is required to
have a business license. Most license fees are
based on the gross receipts of the business with
a minumum fee of $15. An administrative fee is
no longer charged.

CONSTRUCTION
Building, electrical, plumbing, heating, air,
and mechanical permits and plan check fees
Revenues have steadily increased over the past
few years due to strong building activity and
turnover in real estate.

FINES

VEHICLE CODE
The Town, County, and State each receive a
share of the fines collected for vehicle code
citations issued in San Anselmo. The State and
County are the first to collect their share on the
fines imposed by the courts.

USE OF MONEY & PROPERTY

INTEREST
The Town invests its idle funds in accordance
with investments authorized under State law.

Because the Town pools its cash, each fund
receives a proportionate share of interest
earnings based on its average quarterly cash
balance.

STATE REVENUE
PROPOSITION 172 SALES TAX
Allocation of 0.5% of sales tax approved by
California voters to fund public safety costs.

ABANDONED VEHICLE PROGRAM
Cities and towns are eligible to receive
reimbursement for their costs in enforcing State
abandoned vehicle laws. This revenue is turned
over to Central Marin Police Authority.

MOTOR VEHICLE LICENSE FEE
The California Department of Motor Vehicles
collects a property tax on the depreciated value
of motor vehicles, and the State distributes the
funds to local governments on a per capita
basis.

STATE MANDATED REIMBURSEMENT
Legislation known as SB 90 previously required
the State to reimburse local governments for
the cost of implementing state mandates, such
as domestic violence calls and Open Meeting
Act laws. No reimbursement is expected this
year from the State.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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12 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND

FEES FOR SERVICE

GENERAL PLAN MAINTENANCE FEE
Fees collected from Planning applicants for
General Plan maintenance.

RESALE INSPECTIONS
Town code requires an inspection by the
Building Inspector at the time a residential
property is sold, to identify health and safety
hazards needing correction.

PLANNING FEES
Cost recovery for labor to process planning
permit applications, such as variances, use
permits, design review, and subdivisions.

TRANSFERS IN

FROM STATE GASOLINE TAX FUND
Municipalities receive a share of State gas tax
revenues, distributed on a per capita basis, for
costs associated with street maintenance. This
revenue is received into the Gas Tax Fund, a
special revenue fund. Transfers are made to the
General Fund to support street maintenance
activities as appropriate.

FROM RECREATION FUND
Recreation Fund transfers its share of annual
unfunded pension liability payment to the
General Fund.

GENERAL FUND EXPENDITURES

LABOR COSTS

SALARIES
Salaries and salary-related costs are the largest
single expenditure for the Town, approximately
73% of the Town’s expenditures, including Fire
and Police Department contract cost.

FINAL SALARY & LEAVE BUYOUT
Employees may opt to cash out one week of
vacation per year. Upon separation from the
Town, an employee’s accrued vacation time
payout costs and any other monies due are paid
from this category.

PAYROLL TAXES
The Town participates in Social Security at a rate
of 6.2% of total salary up to a limit of $176,100 in
2025 and in Medicare at a rate of 1.45% of total
salary without limit.

OVERTIME & TEMPORARY HIRES
Costs associated with overtime pay and
temporary help.

HEALTH BENEFITS
The Town currently has a cafeteria benefits plan
that pays the equivalent of family Kaiser, dental,
vision, a small life insurance policy for each
employee and long-term disability premium
currently in the amount of approximately
$2,893 per month. Any unused portion of the
FY 2024-2025 cafeteria benefits plan is given to
employees as “cashback” up to a cap of $365 per
month. The cashback program offers flexibility to
employees in their choices for health coverage.

Employees hired after July 1, 2014, have their
medical benefit limited to a maximum of $2,050
per month with no cashback option.

MISCELLANEOUS
OTHER
Miscellaneous Town revenues, such as copy
machine revenue, reimbursement of water
costs by the Robson Community Garden,
donations by Friends of the Library, etc.

DONATIONS
Donations from community groups or residents.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
132
Town of San Anselmo | Budget & Work Plan FY 2025-2026 13

GENERAL FUND

RETIREMENT
The Town is a member of the Public Employees Retirement System (PERS). The various plans are described in terms of a percentage of annual salary at a certain retirement age. For example, the 2% @ 55 plan allows an employee to retire at age 55 with 2% of his/her annual salary for each year of service. The Town had one retirement plan for Miscellaneous employees (2.7% @ 55) until February 2007, when a second-tier retirement plan (2% @ 55) was enacted in order to reduce retirement costs.

The current configuration of retirement plans and their rates (expressed as a percentage of payroll) is:

Group Tier Formula 2025-2026 Rate 2024-2025 Rate
Miscellaneous Tier 1
Effective prior to Feb 2007 2.7% @ 55 16.09% 16.02%
Tier 2
Effective Feb 2007 to Jan 2013 2.0% @ 55 12.58% 12.52%
PEPRA
Effective Jan 2013 2.0% @ 62 7.96% 7.87%
Currently, part of the pension rate is expressed as a percentage of monthly salary. Employees pay the employee share, which is 8% for Miscellaneous in Tier 1 and 7% for Tier 2.

In FY 2012-2013 the Town’s PERS rate was reduced to reflect the sale of Pension Obligation Bonds to pay the Town’s Employer Side Fund liability of $3,521,184. In 2003, CalPERS combined agencies with less than 100 members into risk pools based on plan type. The Employer Side Fund was created to account for the difference between the funded status of the pool and the funded status of individual plans. The repayment of the Pension Obligation Bonds is reflected in the Expenditure Summary under General Fund Departments, Debt Service (Pension Obligation Bonds). Overall, the refinancing of the side fund is saving the Town approximately $60,000 per year.

In January 2013, the State Public Employees’ Pension Reform Act (PEPRA) went into effect. Any person who becomes a new member of the retirement system on or after January 1, 2013 may only be offered the new pension benefit plan specified in the Reform Act. All non-safety new hires are subject to a formula providing 2% of compensation for each year of service for an individual retiring at age 62, increasing to 2.5% for an individual retiring at age 67. PEPRA employees must pay 50% of the cost of the pension, 7.75% effective July 1, 2023.

In May 2014, the CalPERS Board adopted changes to the existing pooling structure policies and a new policy for allocating the pools’ unfunded accrued liability, effective for the FY 2015-2016 employer contribution rates. Due to unintended consequences resulting from the PEPRA changes and existing PERS policies on risk pools, changes were necessary to ensure the proper funding of the pools. In order to address the problem, CalPERS combined twelve risk pools into two, one for Safety and one for Miscellaneous. Employer contributions toward the unfunded liability for plans in a risk pool are collected as dollar amounts instead of contribution rates expressed as a percentage of payroll for an estimated 30 years.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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14 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND
In September 2021, the Town issued Pension Obligation Bonds to pay the Town’s Employer side unfunded liability of $9,070,378. Due to the favorable interest rate environment at the time of issuance, the projected savings over the life of the bond is estimated to be $5,351,965. The savings between the CALPERS amortization schedule and bond repayment schedule will be paid to the Pension Trust each year to alleviate any future unfunded liability concerns. For the Town, year 3 savings estimated to be paid to the Pension Trust is $47,000.

With the consolidation of Police services into the Central Marin Police Authority and Fire services into the Ross Valley Fire Department, the Safety pension costs are included in their respective budgets.

SERVICES & SUPPLIES

LEGAL ADVERTISING
Legally required advertising for noticing public
meetings, bidding, ordinances, and General
Plan amendments.

VEHICLE OPERATIONS
Preventive and repair maintenance for the Town
fleet of cars and trucks.

EQUIPMENT MAINTENANCE
Town equipment, including office equipment,
copy machines, postage machines, fax
machines, and mowers.

PUBLICATIONS & DUES
Professional and technical publications and
membership dues in professional organizations.

OUTSIDE SERVICES
Outside audits, technical consulting assistance,
Joint Powers Agreements for county-wide
services, and parking meter collection.

TRAINING
Workshops, seminars, and conferences to keep
staff current.

INTERNAL SERVICE CHARGE – BUILDING

MAINTENANCE
Janitorial, heating and air conditioning, minor
repairs, telephone, gas, electricity, water, and
sewer.

INTERNAL SERVICE CHARGE – INFORMATION

TECHNOLOGY
Technology support for departments

SUPPLIES
Postage, copy paper, reimbursable employees
costs (such as mileage allowance, uniforms,
boots, and protective clothing tools), and
miscellaneous supplies and services related to
the technical functions of each department.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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Town of San Anselmo | Budget & Work Plan FY 2025-2026 15

GENERAL FUND
Property Taxes
$17,694,248
Total Revenue
$22,649,054
Sales Taxes
$1,610,620
Permits & Licenses
$1,403,000
Franchise Taxes
$976,000
Transfers In
$413,185
Fees for Services
$215,500
Miscellaneous Revenue
$157,500
Interest Income
$135,000
State Revenue
$31,500
Fines
$12,500
Fire
$5,959,920
Police
$5,814,695
Public Works
$2,724,209
Street & Park Maintenance
$2,054,547
Engineering
$669,661
Community
Development
$2,050,893
Building
$1,134,173
Planning
$916,720
Administration & Finance
$1,712,209
Non-Departmental
$1,494,219
Library
$952,892
Debt Services
$681,689
Transfers Out
$555,000
Recreation
$359,068
Legal Services
$280,000
Town Council
$64,260

SUMMARY OF GENERAL FUND

REVENUES & EXPENDITURES
FY 2025-2026
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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16 Town of San Anselmo | Budget & Work Plan FY 2025-2026

PROPERTY TAX ALLOCATION
Property taxes in San Anselmo provide over 78% of the Town’s operating revenue for FY 2025-2026. For every $1.00 of property tax paid by San Anselmo property owners, the Town receives approximately $0.26. The illustration below demonstrates how each dollar of property taxes is allocated:

GENERAL FUND

ERAF SHARE OF

SAN ANSELMO

GENERAL FUND
$0.05129

SAN ANSELMO

GENERAL FUND
$0.2132

MARIN COUNTY

GENERAL TAXING

DISTRICT
$0.1629

ROSS VALLEY
SCHOOL
$0.1942

TAMALPAIS UNION

HIGH SCHOOL

DISTRICT
$0.1259

ERAF SHARE OF

MARIN COUNTY

GENERAL TAXING

DISTRICT
$0.8704
ROSS
VALLEY

SANITARY
$0.0421
MARIN
COUNTY
OPEN
SPACE
$0.00981
MARINSONOMA

MOSQUITO
VECTOR
$0.00293

MARIN COUNTY

SCHOOL SERVICE
FUND
$0.00981

ERAF SHARE OF

ROSS VALLEY SANITARY
$0.01246

MARIN COUNTY

TRANSIT DISTRICT
$0.00573

BAY AREA

AIR QUALITY

MANAGEMENT

DISTRICT
$0.00188

MARIN COMMUNITY

COLLEGE
$0.1259
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
136
Town of San Anselmo | Budget & Work Plan FY 2025-2026 17

GENERAL FUND

SALES & USE TAX ALLOCATION
Sales tax in San Anselmo is currently assessed at 9.25%. Of this amount, the Town receives 1% as per State Law, and an additional 1.0% from Measure J which is allocated towards road and infrastructure repairs and upgrades. The chart below shows a breakdown of how your local sales taxes are used:

SOURCE AMOUNT
State General Fund 3.9375%
City or County General Fund (Bradley-Burns) 1.0000%
Measure J – San Anselmo Transaction & Use Tax 1.0000%
County Public Safety 0.5000%
County Realignment – Mental Health, Welfare & Public Safety 1.5625% Countywide Transportation Fund 0.2500%
Transportation Authority of Marin (TAM) 0.2500%
Fractional Code – SMRT in Marin County 0.2500%
Marin Parks, Open Space & Farmland Preservation – Transactions & Use Tax 0.2500% Total 9.2500%
STATE

GENERAL FUND

3.9375%
COUNTY

REALIGNMENT

1.5625%

MEASURE J

1.0000%
COUNTY
PUBLIC
SAFETY

0.5000%

COUNTYWIDE

TRANSPORTATION
FUND

0.2500%

TRANSPORTATION

AUTHORITY OF

MARIN (TAM)

0.2500%

FRACTIONAL
CODE

0.2500%

MARIN PARKS, OPEN

SPACE & FARMLAND

PRESERVATION

0.2500%

CITY OR COUNTY

GENERAL FUND
(BRADLEY-BURNS)

1.0000%
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
137
18 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET %TOTAL
BEGINNING BALANCE 8,492,480 7,820,868 7,820,868 8,138,206

REVENUE
Property Taxes 16,671,531 17,048,409 17,103,281 17,694,248 78.1% Franchise Taxes 933,022 936,500 924,047 976,000 4.3%
Sales Taxes 1,679,152 1,673,000 1,608,033 1,610,620 7.1% Licenses, Permits, Fees, Fines 1,440,872 1,515,490 1,540,155 1,415,500 6.2% Use of Money & Property 453,141 100,000 100,000 135,000 0.6% Other Agency Revenue 177,281 92,500 88,441 31,500 0.1%
Fees for Services & Miscellaneous 356,354 314,055 381,953 373,000 1.6% SUBTOTAL 21,711,353 21,679,954 21,745,910 22,235,868 98.2% TRANSFERS IN 386,732 403,318 394,871 413,185 1.8%
TOTAL REVENUE AND TRANSFERS IN 22,098,085 22,083,272 22,140,781 22,649,053 100.0% TOTAL RESOURCES 30,590,565 29,904,139 29,961,648 30,787,259

EXPENDITURES
Salaries 3,286,882 3,552,174 3,492,693 3,905,307 17.2%
Retirement 293,532 609,502 587,799 758,504 3.3%
Other Benefits 902,186 872,566 841,317 971,303 4.3%
Office, Departmental Supplies & Library Materials 279,447 262,350 288,297 233,400 1.0% Training, Publications & Dues 55,963 94,772 91,562 99,397 0.4% Outside Services – Other 2,891,557 2,940,100 2,792,195 2,279,944 10.1% Outside Services – Ross Valley Fire Department 5,090,466 5,559,703 5,536,036 5,959,920 26.3% Outside Services – Central Marin Police Authority 5,204,393 5,474,469 5,476,919 5,814,695 25.7% Internal Charge – Information Technology 219,110 252,975 252,975 302,901 1.3% Internal Charge – Building Maintenance 364,265 374,837 374,837 388,493 1.7% Internal Charge – Insurance 750,000 750,000 750,000 700,000 3.1% Internal Charge – Vehicle Replacement - 60,000 60,000 - 0.0% Debt Service – Principal 410,000 465,000 465,000 510,000 2.3% Debt Service – Interest 175,985 173,929 173,812 170,189 0.8% Capital Outlay 381,016 - - - 0.0%
SUBTOTAL 20,304,802 21,442,378 21,183,442 22,094,053 97.5% TRANSFERS OUT 2,464,896 640,000 640,000 555,000 2.5%
TOTAL EXPENDITURES & TRANSFERS OUT 22,769,698 22,082,378 21,823,442 22,649,053 100.0% NET INCREASE/(DECREASE) (671,613) 894 317,339 - -
ENDING BALANCE 7,820,868 7,821,761 8,138,206 8,138,207
Committed 3,699,225 3,699,225 3,810,202 3,810,202 16.8% Reserves 6,180,999 6,180,105 6,497,444 6,497,444 28.7%
TOTAL BUDGET 30,590,565 29,904,139 29,961,648 30,787,259 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
138
Town of San Anselmo | Budget & Work Plan FY 2025-2026 19

GENERAL FUND
Continued on next page

TOWN OF SAN ANSELMO
General Fund
Revenue Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET

PROPERTY TAXES
Secured 9,290,805 9,624,122 9,624,122 10,041,000 44.33% Unitary 77,891 77,891 77,891 87,856 0.39%
Unsecured 175,459 185,588 181,694 196,213 0.87%
Supplemental 144,298 110,000 139,433 130,000 0.57%
HOPTR 33,083 32,750 33,083 32,332 0.14%
Pension Override 2,920,096 3,020,000 3,029,000 3,097,000 13.67% Municipal Services 448,229 455,019 455,019 448,117 1.98% ERAF – Excess (County) 1,618,953 1,550,000 1,550,000 1,575,000 6.95% Property Tax in Lieu of VLF 1,838,863 1,903,039 1,903,039 1,981,730 8.75% Property Transfer Tax 123,854 90,000 110,000 105,000 0.46% TOTAL PROPERTY TAXES 16,671,531 17,048,409 17,103,281 17,694,248 78.12%

SALES TAXES
Sales Tax – State 1% 1,542,571 1,530,000 1,465,033 1,471,120 6.50% Proposition – 172 Sales Tax 136,581 143,000 143,000 139,500 0.62% TOTAL SALES TAXES 1,679,152 1,673,000 1,608,033 1,610,620 7.11%

FRANCHISE TAXES
Garbage Franchise – Marin Sanitary Service 561,632 545,000 578,481 605,000 2.67% Cable Franchises – AT&T, Comcast 206,809 227,500 181,620 206,000 0.91% Electricity & Gas Franchise – PG&E 164,581 164,000 163,946 165,000 0.73% TOTAL FRANCHISE TAXES 933,022 936,500 924,047 976,000 4.31%

PERMITS & LICENSES
Business License Tax 277,534 290,000 300,615 298,000 1.32% Meter Parking - - - - 0.00%
Merchant Parking - - - - 0.00%
Construction Permits 1,047,323 1,091,000 1,150,000 1,105,000 4.88% TOTAL PERMITS & LICENSES 1,324,857 1,381,000 1,450,615 1,403,000 6.20% FINES
Vehicle Code 4,355 15,000 7,500 10,000 0.04%
Library 2,512 1,500 2,040 2,500 0.01%
Parking 109,148 117,990 80,000 - 0.00%
TOTAL FINES 116,015 134,490 89,540 12,500 0.06%

USE OF MONEY & PROPERTY
Interest 453,141 100,000 100,000 135,000 0.60%
TOTAL USE OF MONEY & PROPERTY 453,141 100,000 100,000 135,000 0.60% ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
139
20 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND
Continued from previous page

STATE REVENUE
State Library Aid 1,500 - 12,000 6,500 0.03%
State Mandated Reimbursements - - 11,441 - 0.00%
Other State Revenue 175,781 92,500 65,000 25,000 0.11%
TOTAL STATE REVENUE 177,281 92,500 88,441 31,500 0.14%

FEES FOR SERVICES
General Plan Maintenance Fee 21,283 15,000 35,000 24,000 0.11% Resale Inspections 53,171 52,000 50,000 55,000 0.24%
Planning Fees 68,424 111,500 86,135 111,500 0.49%
Other Fees 33,679 20,000 20,000 25,000 0.11%
TOTAL FEES FOR SERVICES 176,557 198,500 191,135 215,500 0.95%

MISCELLANEOUS REVENUE
Friends of the Library Donations 58,755 - 58,506 - 0.00% Library Fundraising (288) - - - 0.00%
Ross Valley Fire Department 92,772 95,555 104,555 136,000 0.60% Other Miscellaneous Revenue 28,558 20,000 27,757 21,500 0.09% TOTAL MISCELLANEOUS REVENUE 179,797 115,555 190,818 157,500 0.70% GENERAL FUND OPERATING REVENUE 21,711,353 21,679,954 21,745,910 22,235,868 98.18%

TRANSFERS IN
Transfers In 386,732 403,318 394,871 413,185 1.82%
TOTAL TRANSFERS IN 386,732 403,318 394,871 413,185 1.82% TOTAL REVENUE & TRANSFERS IN 22,098,085 22,083,272 22,140,781 22,649,053 100.00%

TOWN OF SAN ANSELMO
General Fund
Revenue Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
140
Town of San Anselmo | Budget & Work Plan FY 2025-2026 21

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Expenditures Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET

GENERAL FUND DEPARTMENTS

EXPENDITURES
Town Council 54,955 71,446 71,435 64,260 0.28%
Administration & Finance 1,556,055 1,669,529 1,675,983 1,712,209 7.56% Legal Services 259,765 330,000 237,500 280,000 1.24%
Library 868,150 899,716 912,922 952,892 4.21%

COMMUNITY DEVELOPMENT
Planning 1,005,738 1,169,800 1,123,630 916,720 4.05%
Building - - - 1,134,173 5.01%

PUBLIC SAFETY
Fire 5,090,466 5,559,703 5,536,036 5,959,920 26.31%
Police 5,204,393 5,474,469 5,476,919 5,814,695 25.67%

PUBLIC WORKS
Engineering 1,660,231 1,774,695 1,713,518 669,661 2.96% Street & Park Maintenance 1,945,265 2,047,330 2,024,304 2,054,548 9.07% Recreation 297,045 316,830 318,262 359,068 1.59%
Debt Service – Pension Obligation Bonds 587,285 640,429 640,112 681,689 3.01% Non-Departmental 1,775,455 1,488,431 1,452,824 1,494,219 6.60% TOTAL EXPENDITURES 20,304,803 21,442,378 21,183,445 22,094,053 97.55%

GENERAL FUND TRANSFERS OUT
to Building Maintenance Fund 800,000 - - - 0.00%
to Active Transportation Fund 100,000 - - - 0.00%
to Capital Reconstruction Fund - - - - 0.00%
to Climate Fund 105,000 105,000 105,000 105,000 0.46%
to Special Events Fund 29,500 35,000 35,000 - 0.00%
to Downtown Revitilization 15,000 - - - 0.00%
to Insurance Fund 75,000 - - - 0.00%
to Measure A Parks Tax Fund - - - - 0.00%
to Library Tax Fund 15,396 - - - 0.00%
to Municipal Lease Fund - - - - 0.00%
to Park Capital Improvement 500,000 50,000 50,000 - 0.00% to Road Maintenance Fund 450,000 450,000 450,000 450,000 1.99% to Technology Replacement Fund 150,000 - - - 0.00%
to Vehicle Replacement Fund 100,000 - - - 0.00%
to Emergency Project Fund 125,000 - - - 0.00%
TOTAL GENERAL FUND TRANSFERS OUT 2,464,896 640,000 640,000 555,000 2.45% TOTAL EXPENDITURES & TRANSFERS OUT 22,769,699 22,082,378 21,823,445 22,649,053 100.00% ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
141
22 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND

TOWN COUNCIL
The five-member Town Council is the legislative body of the Town. The elected representatives enact ordinances, determine policy, hear appeals, adopt the annual budget, fix salaries, appoint the Town Manager and the members of the Town’s boards, commissions, and committees, and through the Town Manager, monitor the activities of Town staff. Regular meetings of the Council are held on the second and fourth Tuesdays of every month. Councilmembers also serve on regional and local boards and on Council ad-hoc committees.

LABOR COSTS

COMPENSATION
Compensation for each Councilmember is $300 per month.

SERVICES & SUPPLIES

TRAINING
Attendance at meetings of the Marin County
Council of Mayors and Councilmembers
(MCCMC), the League of California Cities
(CalCities), and other meetings and conferences
($18,000).

OUTSIDE SERVICES – OTHER
Election ($15,000).

INTERNAL SERVICE CHARGE – BUILDING

MAINTENANCE
Heat/air, and minor repairs ($2,500).

INTERNAL SERVICE CHARGE – INFORMATION

TECHNOLOGY
All utilities and internet connection ($2,730).

DEPARTMENT SUPPLIES
Frames and certificates for Council
commendations and ceremonies, and Council
meeting supplies ($6,000).

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
142
Town of San Anselmo | Budget & Work Plan FY 2025-2026 23

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Town Council
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET

LABOR COSTS
Salaries 18,600 18,600 18,600 18,600 28.95%
Payroll Taxes 1,423 1,430 1,423 1,430 2.23%
TOTAL LABOR COSTS 20,023 20,030 20,023 20,030 31.17%

SERVICES & SUPPLIES
Training 7,747 15,500 21,497 18,000 28.01%
Outside Services 18,855 27,500 19,250 15,000 23.34%
Internal Service – Building Maintenance 2,365 2,215 2,215 2,500 3.89% Internal Service – Information Technology 2,360 2,650 2,650 2,730 4.25% Departmental Supplies 3,605 3,550 5,800 6,000 9.34%
TOTAL SERVICES & SUPPLIES 34,932 51,416 51,412 44,230 68.83% TOTAL BUDGET 54,955 71,446 71,435 64,260 100.00%
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
143
24 Town of San Anselmo | Budget & Work Plan FY 2025-2026

ADMINISTRATION & FINANCE
The Administration & Finance Department implements the legislative actions of the Town Council and provides for the Town’s administrative, fiscal, personnel, property management, public information, and record-keeping functions. In addition, its staff manages labor relations and staff support, inter-governmental relations, business license administration, risk management, and insurance administration, the Town’s franchise agreements for cable television and solid waste collection, and state and federal mandates such as the Americans with Disabilities Act. The Department provides administration and coordination for various town policies, programs, and procedures.
2024-2025 ACCOMPLISHMENTS
• Implemented a new phone system
• Started employee lunch & learn trainings
• Conducted a Town-wide compensation study
• Redesigned and refreshed the Town website
• Completed an agenda management software conversion
• Implemented Boards, Committees, and Commissions software • Implemented and soft-launched eComment
• Implemented column software for electronic uploading of legal notices 2025-2027 GOALS & WORK PLAN

IMPLEMENT TOWN-WIDE

COMPENSATION STUDY

RESULTS
Category: Investing in People
Description: Conducted a Townwide 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 an employer of choice.

INVEST IN HUMAN RESOURCE

MANAGEMENT SOFTWARE
(NEOGOV)
Category: Investing in People
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 followups. It will allow HR to modernize operations and improve employee and candidate experience.

GENERAL FUND

PRIORITY
1 PRIORITY
2 STAFF IMPACT

STAFF IMPACT
$ FISCAL IMPACT HIGH
$ FISCAL IMPACT HIGH
HIGH
HIGH
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
144
Town of San Anselmo | Budget & Work Plan FY 2025-2026 25

GENERAL FUND

UPDATE FINANCE, PAYROLL & HR

SYSTEMS
Category: Excelling in Town Services
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.

ENHANCE TECHNOLOGY

INFRASTRUCTURE &

CYBERSECURITY
Category: Investing in People, Excelling in Town
Services
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.

EVALUATE & IMPLEMENT AI AND

ROBOTIC PROCESS AUTOMATION
(RPA) OPPORTUNITIES ACROSS

ALL TOWN DEPARTMENTS
Category: Excelling in Town Services
Description: Robotic Process Automation (RPA)
is a technology 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. In
tandem, artificial intelligence (AI) could assist
with tabulating and summarizing large volumes
of financial or operational data, improving
the speed and accuracy of internal reporting.

IMPLEMENT A BI-ANNUAL TOWN

STAFF SATISFACTION SURVEY
Category: Excelling in Town Services
Description: Solicit feedback
from Town staff on a regular basis
about job satisfaction, growth opportunities,
suggestions for service improvements and
identify trends for employee retention.

PRIORITY
3 PRIORITY
4 PRIORITY
5 PRIORITY
6 STAFF IMPACT

STAFF IMPACT

STAFF IMPACT
LOW
HIGH
HIGH
HIGH
$ FISCAL IMPACT MODERATE
$ FISCAL IMPACT MODERATE
$ FISCAL IMPACT
$ FISCAL IMPACT MODERATE

STAFF IMPACT MODERATE
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
145
26 Town of San Anselmo | Budget & Work Plan FY 2025-2026

IMPLEMENT ONLINE RECORDS MANAGEMENT PROGRAM
Category: Connecting with the Community
Description: Through an RFP process, retain services of an online records retention service for the purpose of providing efficient access to Town records for both staff and the public.

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Town Manager 1.00 1.00 1.00
Finance & Administrative Services Director 1.00 1.00 1.00 Deputy Town Clerk 1.00 1.00 1.00
Senior Accountant/Financial Supervisor 1.00 1.00 1.00
Community Engagement Coordinator 0.80 0.80 0.80
Management Analyst 0.00 1.00 1.00
Total 4.80 5.80 5.80

GENERAL FUND

SERVICES & SUPPLIES

TRAINING
Staff attendance at training, seminars, and
meetings of the League of California Cities and
California Municipal Finance Officers Association.

OUTSIDE SERVICES
Annual audits ($33,500), financial reports and
bank charges ($25,000), Solid Waste Compliance
consultation services ($15,000), Sales Taxes
and Property Taxes management ($20,000);
Business Licensing services ($40,000), Record
Management Software ($20,000), Website
($22,000), AI/Robotic Process Automation
($35,000), Human Resource Software ($20,000)

PUBLICATIONS & DUES
Membership in the Marin Managers Association
and California Society of Municipal Finance
Officers.

EQUIPMENT MAINTENANCE
Computers, copy machines, telephone, postage
machine, and other.

INTERNAL SERVICE CHARGE – BUILDING

MAINTENANCE
Janitorial, heat/air, and minor repairs: Electricity,
gas, telephone, water, and sewer ($51,500).

INTERNAL SERVICE CHARGE – INFORMATION

TECHNOLOGY
Technology support for the department
($68,000), and accounting software ($30,000).

OFFICE & DEPARTMENT SUPPLIES
Postage, copy paper, ink cartridges,
miscellaneous supplies, updates of the Municipal
Code.

PRIORITY
7 STAFF IMPACT MODERATE TO HIGH $ FISCAL IMPACT MODERATE ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
146
Town of San Anselmo | Budget & Work Plan FY 2025-2026 27

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Administration & Finance
FY 2025-2026
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET

LABOR COSTS
Salaries 848,114 906,842 938,146 1,009,961 58.99%
Temporary Help 37,339 - - - 0.00%
Overtime 389 - 267 - 0.00%
Retirement 69,297 81,500 75,649 85,026 4.97%
Benefits 87,385 124,360 123,693 130,045 7.60%
Payroll Taxes 58,967 65,727 62,728 71,462 4.17%
TOTAL LABOR COSTS 1,101,491 1,178,429 1,200,483 1,296,494 75.72%

SERVICES & SUPPLIES
Training 5,595 11,000 9,250 9,750 0.57%
Outside Services 290,390 310,000 300,000 237,500 13.87% Publications & Dues 8,765 9,000 10,000 9,000 0.53%
Equipment Maintenance 566 600 500 600 0.04%
Internal Service – Bldg Maint 48,750 50,000 50,000 51,500 3.01% Internal Service – Info Tech 92,250 95,500 95,500 98,365 5.74% Supplies 8,248 15,000 10,250 9,000 0.53%
TOTAL SERVICES & SUPPLIES 454,564 491,100 475,500 415,715 24.28% TOTAL BUDGET 1,556,055 1,669,529 1,675,983 1,712,209 100.00% ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
147
28 Town of San Anselmo | Budget & Work Plan FY 2025-2026

LEGAL SERVICES
The Town Attorney is the legal official of the Town, responsible for providing legal advice to the Town Council and staff and for providing legal representation as needed to protect the Town’s interests.

The Town Attorney is accountable directly to the Town Council.

Litigation resulting from property damage and similar claims against the Town is managed and accounted for through the Town’s self-insurance liability pool program, budgeted through the Insurance Fund.
2025-2026 CHANGES & HIGHLIGHTS
The Department budget for FY 2025-2026 reflects an hourly rate of $275 for Town Attorney.

SERVICES & SUPPLIES

OUTSIDE SERVICES
The cost to provide legal services is separated into three categories:
• Litigation: Legal expenses related to litigation
• General Legal Counsel: General legal counsel includes day-to-day advised on matters such as land use, elections, nuisance abatements, open meeting laws, law enforcement, and the applicability of municipal ordinances, as well as state and federal laws • Personnel Legal Services: Costs for specialized human resources legal counsel

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Legal Services
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET

SERVICES & SUPPLIES
Litigation - 20,000 5,000 20,000 7.14%
General Legal Counsel 246,220 280,000 205,000 245,000 87.50% Personnel Legal Services 13,545 30,000 27,500 15,000 5.36% TOTAL SERVICES & SUPPLIES 259,765 330,000 237,500 280,000 100.00% TOTAL BUDGET 259,765 330,000 237,500 280,000 100.00%
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
148
Town of San Anselmo | Budget & Work Plan FY 2025-2026 29

GENERAL FUND
• Received and implemented four grantfunded initiatives: Zip Books, Hiking Backpacks, iFixit Tool Kits, and Solar Charging
Devices
• Redesigned and reorganized Library
webpage
• Partnered with Town Racial Equity
Committee, Climate Action Commission and
Arts Commission on programs and initiatives
• Created a special Local Author collection

LIBRARY
The San Anselmo Public Library is a hub of information, knowledge, culture, and inspiration in the heart of San Anselmo. The services provided by the Town Library staff are designed to meet the informational and recreational needs of residents and businesses in a timely and professional manner, to enrich the lives of library patrons and to foster a love of reading. The library welcomes over 69,000 patrons annually, circulates approximately 200,000 items, and provides over 300 programs attended by approximately 16,000 participants of all ages.

The library is open for 46 hours during its six-day weekly schedule. It offers free Wi-Fi, a Chromebook, and three public Internet stations. Library staff assist patrons with library materials, research, and reader’s advisory across two public service desks. The San Anselmo Historical Museum, located on the first floor of the library building, houses the local history collection and is open select hours to the public. There are over 100,000 print and digital materials available and these support a community interested in life-long learning, professional growth, and self-discovery.

The library continues to see increased use of e-books, e-audiobooks, and streaming entertainment.

Patrons have access to more than just traditional library materials. The Library of Things provides the opportunity for patrons to explore new hobbies and interests. Residents can learn a musical instrument, view the night sky through a telescope, play a new board game with friends, and much more.

Adult patrons attend Art Talks, Master Gardener presentations and author lectures throughout the year. Youth events include four weekly storytimes, monthly Crafternoons, a Bookworms Book Club, and Read to a Dog. The library strives to motivate readers of all ages in a welcoming environment.

The Carnegie Reading Room has become the community living room, where patrons come to work quietly, read newspapers, and connect with neighbors.
2023-2025 HIGHLIGHTS
2025-2027 GOALS & WORK PLAN
• Leverage emerging technologies to create
learning opportunities for residents and
streamline workflows for staff
• Foster community connection and
sustainability
• Improve the organization of physical public
space and implement plan to improve
services
• Remodel Library public space
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
149
30 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Town Librarian 1.00 1.00 1.00
Librarian II 1.00 1.00 1.00
Senior Library Assistant 0.80 0.80 0.80
Library Assistant 1.00 1.00 1.00
Total 3.80 3.80 3.80

SERVICES & SUPPLIES

MARINET MEMBERSHIP
County-wide automated catalog, circulation
system, delivery, eBooks, and databases
($72,444)

PRINT BOOKS, DIGITAL BOOKS, DVDS &

PERIODICALS
Adult books ($14,133), children’s books ($6,581),
magazines and newspapers ($6,087), videos
($660), and audiobooks ($3,289)

OUTSIDE SERVICES
Outside programs, guest artists, performers, and
lecturers ($21,250)

TRAINING
Conferences, workshops, and webinars to keep
staff current on library trends ($1,000)

PUBLICATIONS & DUES
organization dues and publications for staff
to maintain expertise in library, catalog, and
information services ($1,500)

INTERNAL SERVICE CHARGE - BUILDING

MAINTENANCE
Janitorial, elevator, heat/air, minor repairs,
electricity, gas, water, sewer, telephone, and
Internet ($29,275)

EQUIPMENT MAINTENANCE
Maintenance of office equipment and computers
($250)
INTERNAL SERVICE CHARGE – INFORMATION

TECHNOLOGY
Technology support for the department ($18,746)

OFFICE & DEPARTMENT SUPPLIES
Postage, copy paper, miscellaneous supplies,
cataloging, circulation, and materials repair
supplies ($11,750)
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
150
Town of San Anselmo | Budget & Work Plan FY 2025-2026 31

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Library
FY 2025-2026
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET

LABOR COSTS
Salaries 394,167 413,395 408,885 443,873 46.58%
Temporary Help 74,684 75,000 74,598 95,000 9.97%
Overtime - - - - 0.00%
Retirement 45,507 47,128 47,380 51,098 5.36%
Benefits 92,262 103,615 98,983 116,890 12.27%
Payroll Taxes 34,150 36,544 35,059 39,815 4.18%
TOTAL LABOR COSTS 640,770 675,682 664,905 746,676 78.36%

SERVICES & SUPPLIES
Training (115) 1,000 865 1,000 0.10%
Outside Services 19,958 19,500 52,000 21,250 2.23%
MARINet Database 93,552 95,144 86,497 72,444 7.60%
Publications and Dues 1,907 2,000 750 1,250 0.13%
Internal Service – Building Maintenance 46,000 47,380 47,380 49,275 5.17% Equipment Maintenance - 1,485 250 - 0.00%
Internal Service – Information Technology 17,500 18,025 18,025 18,746 1.97% Books, DVDs & Periodicals 38,715 29,000 29,000 30,750 3.23% Supplies 9,863 10,500 13,250 11,500 1.21%
TOTAL SERVICES & SUPPLIES 227,380 224,034 248,017 206,215 21.64% TOTAL BUDGET 868,150 899,716 912,922 952,892 100.00%
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
151
32 Town of San Anselmo | Budget & Work Plan FY 2025-2026

PLANNING
The Planning Department plays a key role in shaping the Town’s physical, environmental, and economic future through both current and long-range planning efforts. Staff review development applications, provide public information on land use and zoning, and maintain, implements, amends, and/or and develops major policy documents such as the General Plan, Housing Element, and Climate Action Plan.

Current planning focuses on reviewing land use permit applications for new homes, remodels, additions, accessory dwelling units (ADUs), commercial remodels, and other development projects to ensure compliance with zoning regulations, design standards, and state law. Staff also assist the public with zoning inquiries and guide applicants through the permitting process.

Long-range (advanced) planning focuses on developing and updating policies and programs that guide the Town’s future character, growth, housing, sustainability, and resilience. Key initiatives include implementing and updating elements of the General Plan, such as the Housing Element, Safety Element, and related action plans, as well as updating the Zoning Code to comply with state requirements. This includes creating objective design standards and amending the Town’s regulations for accessory dwelling units (ADUs).

The Planning Department also provides staff support to advisory bodies including the Planning Commission, Open Space Committee, Economic Development Committee, Sustainability Commission, and General Plan Advisory Committee, ensuring that community voices are reflected in the Town’s planning decisions.
2024-2025 ACCOMPLISHMENTS

PLANNING COMMISSION REVIEW
• 8 Public Hearings

PLANNING PROJECTS
Completed 74 current planning projects, including:
• 14 address changes
• 23 administrative design reviews
• 1 non-ministerial accessory dwelling unit
• 1 appeal
• 2 chicken permits
• 1 conditional use permit
• 8 Planning Commission design reviews
• 2 lot line adjustments
• 2 minor exceptions
• 1 parcel merger
• 6 pre-applications
• 1 SB 9 development project
• 7 sign permits
• 1 study session
• 3 variances
• 1 wireless telecommunications (Section
6409) permit

GENERAL FUND
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
152
Town of San Anselmo | Budget & Work Plan FY 2025-2026 33

GENERAL FUND

1. Onboard new Climate Action Coordinator:

Successfully hired and onboarded a new halftime Climate Action Coordinator to strengthen the Town’s capacity for long-range policy work
and climate action implementation. The Climate
Action Coordinator is now integrated and actively
contributing to key projects and initiatives.

2. Comprehensive General Plan Update,
including the Circulation Update: Established
the General Plan Advisory Committee (GPAC)
and officially launched the General Plan Update.

To date, the process has produced a Vision
Statement and Guiding Principles, completed
Existing Conditions Reports, and drafted General
Plan Goals, Policies, and Actions. By June
2025, outreach efforts will include seven GPAC
meetings, two Planning Commission meetings,
16 meetings with Boards, Committees, and
Commissions, six stakeholder meetings, six
public workshops, six pop-up events, and five
community surveys.

3. Develop Gas Ban Ordinance: Finalized an
Ordinance for Town Council consideration
of a Gas Ban Ordinance, which required the
preparation of a study to support the ban.

4. Continued Economic Development Growth
in Town: The Town strengthened the Planning
Department’s Economic Development and
Housing initiatives by implementing Housing
Element actions to reduce barriers to housing
and establishing clearer policies and frameworks.

The Economic Development Committee was
restructured to focus on targeted projects
and programs in alignment with the Planning
department, including communications,
placemaking, collaboration with merchants,
property owners, and the Chamber, tracking
metrics, and supporting the General Plan
Update.

LONG RANGE (ADVANCED) PLANNING PROJECTS
PLANNING DEPARTMENT REFINEMENTS (JULY 2024-PRESENT)
• Developed new Climate Action Coordinator Onboarding Procedures and Templates • Staff development and cross training
• Created new General Plan Update web page
• Created and amended Housing related webpages (sananselmo.gov/planning) o Updated pages for Accessory Dwelling Units, Fair Housing, Housing Element Implementation, Housing Assistance, and Inclusionary Housing o Created pages for Source of Income, “Share Your Thoughts,” Short-Term Rentals, and Exploring Alternative Housing in San Anselmo
• Updated ADU/JADU information sheet (sananselmo.gov/ADUInfo) • Updated SB 9 Development Project and Urban Lot Split Forms COMPLETED GOALS FROM FY 2024-2025 WORK PLAN
• Initiated the 2045 General Plan Update
• Updated Zoning Code to implement
Housing Element policies
• Revised Objective Design and
Development Standards
• Updated Accessory Dwelling Unit (ADU)
regulations
• Amended Safety Element
• Provided legislative updates on SB 9, SB
450, SB 684, and SB 1123
• Processed General Plan Amendments to
align with State Density Bonus Law
• Planning Commission policy discussions:
o Story pole requirements
o Zoning issues related to hillside and
irregular lots
o Priority Conservation Areas
o R-1 zoning minimum lot size
o Co-housing regulations
o Residential standards for properties
above/below 150 ft elevation
• Annual Housing Progress Report and
General Plan Implementation Update for
2024
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
153
34 Town of San Anselmo | Budget & Work Plan FY 2025-2026 CONTINUE TO ENHANCE THE PLANNING DEPARTMENT’S LEVELS OF SERVICE Category: Planning for the Future
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.

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Director 1.00 1.00 0.50*
Principal Planner 0.00 0.00 1.00
Senior Planner 1.00 1.00 0.00
Assistant Planner 1.00 1.00 1.00
Total 3.00 3.00 3.00
*50% of the Director is assigned to the Planning Department; the remaining 50% is assigned to the Building Department. 2025-2026 GOALS & WORK PLAN

GENERAL FUND

COMPREHENSIVE GENERAL

PLAN UPDATE, INCLUDING THE

CIRCULATION UPDATE
Category: Planning for the Future
Description: Continue the comprehensive
update of the Town’s 1988 General Plan. This
effort involves updating all elements of the
General Plan—excluding the already updated
Housing and Safety Elements—and will
incorporate new optional elements such as
Sustainability and Economic Development.

Aspects of the 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.

CONTINUE TO ADVANCE

ECONOMIC DEVELOPMENT

AND HOUSING ELEMENT

IMPLEMENTATION
Category: Planning for the Future
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.

PRIORITY
1 PRIORITY
2 PRIORITY
3 STAFF IMPACT MODERATE TO HIGH STAFF IMPACT MODERATE TO HIGH

STAFF IMPACT MODERATE TO HIGH
$ FISCAL IMPACT MODERATE
$ FISCAL IMPACT LOW
$ FISCAL IMPACT HIGH
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
154
Town of San Anselmo | Budget & Work Plan FY 2025-2026 35

GENERAL FUND

SERVICES & SUPPLIES

TRAINING
Workshops, seminars, and conferences to keep
planning staff current on planning procedures
and law ($7,000)

OUTSIDE SERVICES
Participation in countywide GIS digital mapping
system; Update to Town’s General and planning
projects requiring the use of consultants
($225,000)

PUBLICATIONS & DUES
Planning organization dues and publications
required for staff to maintain expertise in
planning procedures and changes in land use
law ($4,000)

EQUIPMENT MAINTENANCE
Set planning department share of Town Hall
computers, copy machines, telephone, postage
machine, and other equipment
INTERNAL SERVICE CHARGE – BUILDING

MAINTENANCE
Janitorial, heat/air, electricity, gas, telephone,
Internet/e-mail, water, and sewer ($29,000)
INTERNAL SERVICE CHARGE – INFORMATION

TECHNOLOGY
Technology support for the department
($33,000)

SUPPLIES
Set planning department share of Town Hall
postage, copy paper, map paper, files, pens, and
printer ink ($6,000)

TOWN OF SAN ANSELMO
General Fund
Planning
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET

LABOR COSTS
Salaries 362,486 412,570 421,320 469,630 51.23%
Temporary Help - - - - 0.00%
Overtime 1,460 - 900 - 0.00%
Retirement 36,204 40,571 40,903 46,834 5.11%
Benefits 48,923 58,565 57,106 62,603 6.83%
Payroll Taxes 26,935 30,844 31,401 33,653 3.67%
TOTAL LABOR COSTS 476,008 542,550 551,630 612,720 66.84%

SERVICES & SUPPLIES
Training 6,218 5,250 5,000 7,000 0.76%
Outside Services 452,521 550,000 500,000 225,000 24.54% Publications & Dues 1,692 4,000 2,750 4,000 0.44%
Equipment Maintenance - - - - 0.00%
Internal Service – Building Maintenance 25,750 26,500 26,500 29,000 3.16% Internal Service – Information Technology 30,000 31,000 31,000 33,000 3.60% Supplies 13,549 10,500 6,750 6,000 0.65%
TOTAL SERVICES & SUPPLIES 529,730 627,250 572,000 304,000 33.16% TOTAL BUDGET 1,005,738 1,169,800 1,123,630 916,720 100.00% ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
155
36 Town of San Anselmo | Budget & Work Plan FY 2025-2026 PUBLIC SAFETY — FIRE PROTECTION SERVICES
On July 1, 1982, the San Anselmo Fire Department merged with the Fairfax Fire Department to form the Ross Valley Fire Department (RVFD), administered under a joint powers authority (JPA) to provide fire protection to San Anselmo, Fairfax, and the unincorporated county area known as Sleepy Hollow. Through June 30, 2010, the Department provided service to Sleepy Hollow through a contract for service with the Town of San Anselmo.

On July 1, 2010, Sleepy Hollow Fire Protection District became a full member of the joint power authority and on July 1, 2012, the Town of Ross joined as a full member. Today the JPA provides fire protection services to San Anselmo, Fairfax, Ross, and Sleepy Hollow. The Department is
governed by an eight-member Board of Directors, two
from each agency.

An annual budget is adopted by the Ross Valley Fire
Department Board of Directors and funded through
assessments to the towns of San Anselmo, Fairfax and
Ross, and the Sleepy Hollow Fire Protection District.

The Department also receives outside revenue through
service contracts with the County of Marin and the Ross Valley Paramedic Authority, as well as through fees for plan checks and inspections.

GENERAL FUND
FY 2024-2025 ACCOMPLISHMENTS
• Fire Station 20 Remodel: The project was started on
March 1, 2025.
• Closure of Fire Station 18: A Plan was implemented to ensure a fiscally responsible approach. • New Firefighter-Paramedic Position: Three new Firefighter Paramedics were hired to begin transitioning to a three-person engine company on July 1, 2025. • Fire Chief: The Fire Board approved the hire of a Department Fire Chief on June 14, 2024. • Battalion Chief (40 hours): The Fire Board approved the creation of a new Battalion chief position working a 40-hour work week on June 12, 2024.

Sleepy
Hollow

12.80%
Ross

23.37%
San
Anselmo

40.53%
Fairfax

23.30%

ROSS VALLEY FIRE DEPARTMENT

BUDGET ALLOCATION BY
MEMBER AGENCY (%)
FY 2025-2026
2025-2026 GOALS & WORK PLAN
FIRE STATION 20 REMODEL
Description: Ensure project
completion while remaining within
budget.

FIRE STATION 21 REMODEL
Description: Secure funding and
create a set of construction plans.

HIRE FOUR ADDITIONAL

FIREFIGHTER PARAMEDICS
Description: Bring staffing level to
full staffing with no vacant positions

HUMAN RESOURCES SUPPORT

FUNCTIONS
Description: Enter into a contract
agreement with a vendor to
support the Department in Human
Resources functions.

PRIORITY
1 PRIORITY
2 PRIORITY
3 PRIORITY
4 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
156
Town of San Anselmo | Budget & Work Plan FY 2025-2026 37

GENERAL FUND

OTHER COSTS

PROPERTY MAINTENANCE
A total of $42,500 is budgeted for property
maintenance at Stations 19 and 20, located in
San Anselmo. Of the total budget, $15,000 for
each station is budgeted as reimbursement to
the Fire Department for handling routine repairs
and minor improvements. Capital expenditures
made at Station 20 (Butterfield Road) are
matched by the Sleepy Hollow Fire Protection
District, up to a maximum of $10,000. Routine
Maintenance made at Station 19 (San Anselmo
Ave) are matched by the Town of Ross, up to a
maximum of $4,050.

FIRE EQUIPMENT
With the recent update to the Vehicle and
Apparatus Replacement Schedule and Funding
Plan, San Anselmo’s FY 2025-2026 contribution
for vehicle and apparatus replacement is
$157,226.

ROSS VALLEY FIRE DEPARTMENT BUDGET
The Ross Valley Fire Department FY 2025-2026 Approved Budget along with annual audits and other financial information can be found at:

ROSSVALLEYFIRE.ORG/ABOUT/FINANCIAL-INFORMATION

TOWN OF SAN ANSELMO
General Fund
Public Safety – Fire Protection Services
FY 2025-2026
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET

SERVICES & SUPPLIES
Ross Valley Fire Department – Fire Services 5,038,722 5,499,703 5,497,036 5,917,420 99.29% Station 19 Maintenance 25,872 30,000 19,500 25,000 0.42% Station 20 Maintenance 25,872 30,000 19,500 17,500 0.29% Ross Valley Fire Department – Disaster Coordinator - - - - 0.00% Defensible Space Inspection - - - - 0.00%
TOTAL SERVICES & SUPPLIES 5,090,466 5,559,703 5,536,036 5,959,920 100.00% TOTAL BUDGET 5,090,466 5,559,703 5,536,036 5,959,920 100.00% ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
157
38 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND
PUBLIC SAFETY — POLICE
On January 1, 2013, the San Anselmo Police Department joined the Twin Cities Police Authority, which included the City of Larkspur and the Town of Corte Madera. The new authority was named the Central Marin Police Authority (CMPA). CMPA operates as a Joint Powers Authority to provide police services to San Anselmo, Corte Madera, and Larkspur. The agency is governed by the Police Council, comprised of two members from each respective City or Town Council.

An annual budget is adopted by the Central Marin Police Authority Council and funded through assessments
to the three members. The costs for administration,
communications, and investigations are shared equally,
with each member paying one-third. The costs for
Community Service Officers are shared on an equal basis between the Town of San Anselmo and the City of Larkspur, since they are the only jurisdictions using them.

The costs for field operations, juvenile and school resource officers, and traffic are allocated according to a funding formula based upon the number of calls for service, total crimes, citations, and accidents on a rolling three-year period. This method of cost allocation ensures that if one member has additional patrol field needs, the costs are fairly allocated to the town or city receiving the services.

FY 2024-2025 ACCOMPLISHMENTS
• Continued working with the Management
Committee to address ongoing staffing
issues in recruitment and hiring of new police
officers
• Through recruitment efforts and the use of
a marketing strategy, staff interviewed over
250 candidates, conducted 20 background
investigations, and hired 12 police officers
• Ttwo Officers in Field Training Program and
nine Officers in the Police Academy
• Achieved full staffing of police officers for the
first time in several years due to aggressive
marketing, recruiting, and training
• Recruited, hired, and trained two records
clerks to fill existing vacancies and a part-time
Administrative Assistant to assist command
staff members with clerical duties
• Continued the multi-year project to convert
our fleet to electric vehicles to adopt more
sustainable and renewable energy
• Purchased two Patrol all-electric Chevy
Blazers and two Watch Commander allelectric Ford F-150s • Conducted a needs assessment to determine
the appropriate charging infrastructure to
support an all-electric fleet
• Continued to focus on increased e-bike
education and enforcement
• Trained in many areas, including, but not
limited to:
o Duty to Intercede
o Crisis Intervention
o De-escalation & Communication
o Emotional Intelligence
o First Aid & AED
o Defensive Tactics
o Safer Handcuffing Techniques
o Firearms Skills
o Active Shooter Response
o Practical Decision-Making
San
Anselmo

38.43%

CENTRAL MARIN POLICE AUTHORITY

BUDGET ALLOCATION BY
MEMBER AGENCY (%)
FY 2025-2026
Corte
Madera

27.86%
Larkspur

33.71%
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
158
Town of San Anselmo | Budget & Work Plan FY 2025-2026 39

GENERAL FUND
FY 2025-2026 CHANGES & HIGHLIGHTS
The FY 2025-2026 Budget and Work Plan represents CMPA’s commitment to fiscal responsibility and long-term sustainability, ensuring the continuation of providing the highest level of police services. This budget reflects an overall increase of $431,770 (7.89%) in San Anselmo’s share over the FY 2024-2025 adopted budget. The changes in the CMPA FY 2025-2026 budget are attributed to:

INCREASES
+ Pers Lump Sum AUL
+ Health benefits for retired full-time
employees
+ PERS costs for current employees
+ Academy and Training due to hiring of
many new recruits and associated costs of
sending them to the Police Academy for
training
+ Cost to Pension Obligation Bond debt
service
+ Dispatch Services contracted with Marin
County Sheriff’s Office
+ Vehicle replacement fund

DECREASES
− Estimated salaries for current full-time
employees due to anticipated vacancies
throughout the fiscal year. Budget has an
applied anticipated vacancy factor of 2.5
full-time Police Officer positions
− Annual contribution to Insurance Fund
− Annual contribution to Reserve Fund
− Contribution to the OPEB Trust
− General Liability and Worker’s
Compensation contributions to Bay Cities
Joint Powers Insurance Authority pool
FY 2025-2026 GOALS & WORK PLAN
• Focus on increased traffic enforcement and
additional traffic safety programs
• Focus supervisory development to aid in
proper supervision of the volume of new
police officers
• Begin a trial period of studying the feasibility
of implementing AI generated police
reports through use of body worn camera
footage. This emerging technology aims to
significantly reduce report writing time and
frees officer time to more efficiently respond
to calls for service and perform traffic safety
enforcement.
• Enter into a contract with The Six Foundation
to provide physical and mental wellness
services for all employees. Work with the
Bay Cities Joint Powers Insurance Authority
(BCJPIA) to study the benefits of these
services with the anticipation of lowering
workers’ compensation liabilities.
• Continue the multi-year project to convert
our fleet to electric vehicles to adopt more
sustainable and renewable energy. This
includes working with local and state entities
to explore funding options for EV projects to
reduce fiscal impacts to the Authority.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
159
40 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Public Safety – Police
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % TOTAL

SERVICES & SUPPLIES
Police Services Contract 5,204,393 5,474,469 5,474,469 5,814,695 100.00% Building Maintenance - - - - 0.00%
Supplies - - 2,450 - 0.00%
TOTAL SERVICES & SUPPLIES 5,204,393 5,474,469 5,476,919 5,814,695 100.00% TOTAL BUDGET 5,204,393 5,474,469 5,476,919 5,814,695 100.00% The Central Marin Police Authority FY 2025-2026 Budget can be found at the Central Marin Police Authority Transparency Portal:

CENTRALMARINPOLICE.ORG/227/REPORTS-AND-BUDGETS

CENTRAL MARIN POLICE AUTHORITY BUDGET
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
160
Town of San Anselmo | Budget & Work Plan FY 2025-2026 41

GENERAL FUND

ENGINEERING
The Engineering staff is responsible for administering public works projects, natural disaster preparedness and response, and providing cost-effective engineering management of Town infrastructure within budget limits. Assistance services to the public on questions of drainage, road conditions, traffic calming, red curb, open space areas, parks, etc.

The Towns infrastructure consists of the following:

FY 2024-2025 ACCOMPLISHMENTS
• The Town has continued to improve the
Pavement Condition Index (currently at 72)
over the past 8 years, by completing asset
protection projects such as slurry seals and
repaving streets throughout Town.
• Completed Firehouse 20 design and
released project for bidding in record time
• Memorial Park Renovation including the
parking lot, the field, the playground, and
the Master Plan
• 40 Lane Miles of roads
• 20 Bridges
• 5 Ped Bridges
• 6 Buildings
• 6 Parks
• 3 Public Parking Lots
• 3 major medians
• 12 Traffic signals
• 3 Rapid Flash lighted crosswalks
• 600+ Street lights
• 21 Miles of Drainage

IMPROVE ALL MODES OF

TRANSPORTATION THROUGHOUT

TOWN WITH AN EMPHASIS ON

BICYCLING & WALKING
Category: Sustainable, Natural and Built
Environment
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.

IMPROVEMENTS & GREENING

OF TOWN INFRASTRUCTURE TO

PROMOTE RESILIENCE, BOTH

FOR ENERGY REDUCTION &

EMERGENCY PREPAREDNESS
Category: Planning for the Future
Description: Looking at ways to reduce
energy use and water usage while improving
infrastructure to adapt to climate change.
2025-2027 GOALS & WORK PLAN
The department includes the Public Works Director, Assistant Public Director, and Assistant Civil Engineers, position. Consultant Services will continue to be needed for road design, traffic engineering, flood control and other projects.

PRIORITY
1 PRIORITY
2 STAFF IMPACT
LOW

MODERATE
$ FISCAL IMPACT

STAFF IMPACT MODERATE
$ FISCAL IMPACT MODERATE
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
161
42 Town of San Anselmo | Budget & Work Plan FY 2025-2026

IMPROVING PUBLIC PARKS, OPEN SPACE ACCESS & COMMUNITY BUILDINGS

THROUGHOUT TOWN
Category: Sustainable, Built and Natural Environment
Description: Rebuilding playgrounds, public parking lots, renovation of park facilities, new trails in open space, building upgrades.

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Director of Public Works/Town Engineer* 0.70 0.70 0.70
Assistant Director of Public Works** 0.50 0.50 0.50
Assistant Civil Engineer* 0.25 0.50 0.50
Building Official 1.00 1.00 0.00
Building Inspector 1.00 1.00 1.00
Code Enforcement Official 1.00 1.00 0.00
Permit Services Technician 1.00 1.00 0.00
Administrative Services Assistant I/II 1.00 1.00 0.00
Total 6.45 6.75 1.70

GENERAL FUND
* 30% of the Public Works Director and 75% of the Assistant Engineers are assigned to capital project management,
therefore, their correspondence salaries are reflected in Measure J Sales Tax fund or Road Maintenance Fund.
**The Assistant Public Works Director is assigned to road projects half time; thus, half the salary is reflected in the Road Maintenance fund.
***In April 2024, the operations of the Building Department transitioned to the Community Development Department,
under the direction of the Community Development
Director.

SERVICES & SUPPLIES

TRAINING
Attendance at professional training seminars
and conferences ($15,000)

OUTSIDE SERVICES
Participation in countywide GIS digital mapping
system ($9,000); Engineering services for special
projects including traffic safety, emergency
response, etc. ($156,000)

PUBLICATIONS & DUES
Memberships in public works and engineering
organizations, societies, and professional
registration fees ($1,125)

VEHICLE MAINTENANCE
Maintenance of department vehicles ($3,550)

INTERNAL SERVICE CHARGE - BUILDING

MAINTENANCE
Janitorial, elevators, heat/air, and other
maintenance ($14,500); electricity and gas, water,
telephone, Internet/e-mail, and sewer ($14,500)
INTERNAL SERVICE CHARGE – INFORMATION

TECHNOLOGY
Technology support for the department
($35,000)

OFFICE & DEPARTMENT SUPPLIES
Postage, copy paper, ink cartridges,
miscellaneous supplies, tools, and supplies for
engineering, surveying, and drafting ($8,000)

PRIORITY
3 STAFF IMPACT HIGH $ FISCAL IMPACT HIGH
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
162
Town of San Anselmo | Budget & Work Plan FY 2025-2026 43

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Public Works – Engineering
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % TOTAL

LABOR COSTS
Salaries 635,845 819,293 769,241 298,901 44.63%
Temporary Help 55,683 - 5,254 - 0.00%
Overtime 2,916 - 2,191 - 0.00%
Retirement 57,632 73,971 68,478 33,738 5.04%
Benefits 104,556 127,815 127,259 51,406 7.68%
Payroll Taxes 47,317 66,866 57,395 21,191 3.16%
TOTAL LABOR COSTS 903,949 1,087,945 1,029,818 405,236 60.51%

SERVICES & SUPPLIES
Training 16,114 27,500 23,500 15,000 2.24%
Outside Services 595,573 505,000 515,000 170,000 25.39% Workers’ Compensation Claim - - - - 0.00%
Publications & Dues 1,485 2,250 3,000 1,125 0.17%
Equipment Maintenance 6,368 5,500 - 2,750 0.41%
Internal Service – Building Maintenance 55,000 56,650 56,650 29,000 4.33% Vehicle Maintenance 9,117 3,550 1,250 3,550 0.53%
Internal Service – Information Technology 60,000 61,800 61,800 35,000 5.23% Supplies 12,625 24,500 22,500 8,000 1.19%
TOTAL SERVICES & SUPPLIES 756,282 686,750 683,700 264,425 39.49% TOTAL BUDGET 1,660,231 1,774,695 1,713,518 669,661 100.00% ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
163
44 Town of San Anselmo | Budget & Work Plan FY 2025-2026

STREET & PARK MAINTENANCE
The Street and Park Maintenance division of the Public Works Department is responsible for the ongoing maintenance of Town streets, median islands, parking lots, traffic and street signs, pavement markings, curb painting, storm drains, emergency response, and other Town maintenance projects as required. In addition, staff is responsible for maintaining the Town’s parks and community gathering areas (Memorial Park, Creek Park, Sorich Park, Lansdale Station Park, Imagination Park, Robson-Harrington Park and Grounds and Faude Park) and for the maintenance and upkeep of the landscaped areas surrounding Town Hall and the Community Center.

Street and Park Maintenance are also responsible for the development of improvements for most of the Town’s parks and community gathering areas to further serve public needs and enhance existing landscapes. This enhancement includes reduced fire fuel and improved accessibility for disabled persons in Town parks and public gathering areas. 2024-2025 ACCOMPLISHMENTS

GENERAL FUND
• Focused on internal operations and continue
to improve productivity and efficiency
through teamwork, cross-training and
accountability, and scheduling software
implementation
• Continued to work proactively with residents,
utilities, and contractors to abate traffic safety
and other hazards in the public right of way
• Continued training and work on stormwater
improvements as required by the State
• Looked for ways to improve maintenance
on the medians and parks, along with ADA
improvements in the parks and buildings.
• Inspected and clean all storm drain structures
prior to the winter season
• Repainted all curb markings (Red, Green,
Yellow) in the downtown business district
• Inspected and repainted all yellow pavement
markings around school zones for pedestrian
safety
2025-2026 GOALS & WORK PLAN
• Complete counts and condition assessment
of town assets, to better understand the
maintenance needs and cost for replacement
• Focus on roles and responsibilities for the
staff and outside contractors, to efficiently
proactively maintain and respond to Town
failures
• Challenge the crew to take-on lite electrical,
plumbing and Heating repairs, reducing the
use of contract labor cost
• Continue to receive, track and respond to
resident calls for deficiencies, related to
Town and privately owned property
• Track each catch-basin and storm drain for
Fall servicing, winter response and priority
for upgrades
• Look for ways to reduce landfill bins by
improving signage and adding user friendly
recycling and compost bins
• Continue to refresh the street signage and
curb paint to better inform the public on
traffic and parking restrictions
• Add outside safety and educational training
for practical daily activities, typical of Street
and Park assets
• Work closely with engineering and Public
Relations on Downtown parking study
• Focus on internal operations and continue to
improve productivity and efficiency through
teamwork, cross-training and accountability,
and scheduling software implementation
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
164
Town of San Anselmo | Budget & Work Plan FY 2025-2026 45

GENERAL FUND

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Maintenance Supervisor 1.00 1.00 1.00
Senior Maintenance Worker 2.00 2.00 2.00
Maintenance Worker I/II 3.00 3.00 3.00
Public Works Manager 1.00 1.00 1.00
Total 7.00 7.00 7.00

TEMPORARY HIRES/OVERTIME
Summer hires to supplement regular crews
for street painting and other projects at peak
maintenance times, overtime during storms
and part-time janitorial work

REIMBURSABLE COSTS
Safety and other work clothing provided

SERVICES & SUPPLIES

TRAINING
Staff attendance at safety training seminars and
CalOSHA current regulations. ($4,000)

OUTSIDE SERVICES
Routine and specialized maintenance and
repair of Town streetlights ($31,000), traffic
signals ($58,000), sidewalks and other concrete
work ($55,000); mandated storm water pollution
control program and projects ($52,500); street
sweeping ($145,000); contractor services to help
maintain the Town’s landscaped grounds and
trees, poison oak and other brush/fire hazard
removal ($60,000); and medians ($85,000)
INTERNAL SERVICE CHARGE – BUILDING

MAINTENANCE
Janitorial, heat/air, and minor repairs, streetlights,
traffic signals, and other facilities; water for
landscaping, electricity, internet/e-mail and
sewer expenses ($177,000)

EQUIPMENT MAINTENANCE
Maintenance of field radios, mowers and other
equipment

VEHICLE MAINTENANCE
Fuel, oil, maintenance, and repair of maintenance
vehicles. ($37,500)

EQUIPMENT RENTAL
Miscellaneous equipment rental
INTERNAL SERVICE CHARGE – INFORMATION

TECHNOLOGY
Technology support for departments ($19,760)

SUPPLIES
Materials and supplies for paving, street
maintenance, traffic control, and other services;
supplies needed to maintain parklands and
open space areas, park furnishing, and removal
of graffiti. ($139,400)
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
165
46 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Public Works – Street & Park Maintenance
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % TOTAL

LABOR COSTS
Salaries 602,966 633,403 612,268 680,486 33.12%
Temporary Help 44,660 55,000 11,000 50,000 2.43%
Overtime 2,233 5,000 4,595 4,500 0.22%
Retirement 61,347 64,822 63,372 71,212 3.47%
Benefits 137,431 145,402 147,438 161,359 7.85%
Payroll Taxes 49,777 54,050 48,048 57,231 2.79%
TOTAL LABOR COSTS 898,414 957,677 886,721 1,024,788 49.88%

SERVICES & SUPPLIES
Training 426 5,000 700 4,000 0.19%
Outside Services 624,101 688,861 695,000 644,600 31.37% Workers Compensation Claim - - - - 0.00%
Equipment Maintenance 17,839 6,500 11,150 6,500 0.32%
Internal Service – Building Maintenance 166,400 171,492 171,492 177,000 8.62% Vehicle Maintenance 37,675 43,500 40,000 37,500 1.83%
Internal Service – Information Technology 17,000 19,000 19,000 19,760 0.96% Supplies 183,410 154,800 187,000 139,400 6.78%
Equipment Rental - 500 13,241 1,000 0.05%
TOTAL SERVICES & SUPPLIES 1,046,851 1,089,653 1,137,583 1,029,760 50.12% TOTAL BUDGET 1,945,265 2,047,330 2,024,304 2,054,548 100.00% ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
166
Town of San Anselmo | Budget & Work Plan FY 2025-2026 47

GENERAL FUND

BUILDING
The Town of San Anselmo Building Department is responsible for ensuring that all construction within the Town complies with adopted building codes, safety regulations, and the Planning and Zoning Code. The Department plays a critical role in safeguarding public health, safety, and welfare through the application of state and local codes related to structural integrity, fire protection, energy efficiency, and accessibility.

The Building Department provides services to property owners, contractors, design professionals, and the general public. Core functions include permit intake and issuance, plan review, building inspections, and code enforcement related to unpermitted or unsafe structures. In addition, the Department assists members of the public by responding to inquiries about building requirements, permit status, inspection procedures, and general code compliance. Staff are committed to providing clear, helpful, and timely information to support informed decision-making by residents and applicants.

The Department also coordinates with other Town departments including Planning, Public Works, and Fire to ensure consistent and efficient development review and construction oversight. • Issued 1,079 total permits, including:
o 909 for residential properties
o 78 for commercial or mixed-use
properties
o 76 for solar installations
o 16 for electric vehicle charging stations
• Completed 147 resale inspections and
reports
• Both Permit Technicians completed ICC
Permit Technician Certification training
• Full-time Inspector completed ICC
Building Inspector Certification training
2024-2025 GOALS & WORK PLAN

BUILDING PERMIT PROCESS

IMPROVEMENTS
Category: Excellence in Governance
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 inhouse 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.

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 24–48 hour response timeframe
for all public inquiries. These efforts aim to make
the permit process more transparent, timely,
and user-friendly.
2024-2025 ACCOMPLISHMENTS

PRIORITY
1 PRIORITY
2 STAFF IMPACT MODERATE TO HIGH

STAFF IMPACT MODERATE TO HIGH
$ FISCAL IMPACT MODERATE
$ FISCAL IMPACT LOW
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
167
48 Town of San Anselmo | Budget & Work Plan FY 2025-2026

ECONOMIC DEVELOPMENT

SUPPORT
Category: Economic Vitality and
Excellence in Governance
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 continue to offer no charge pre-submittal
meetings. The objective is to lower entry barriers
for businesses and contribute to downtown
revitalization and economic growth.

DEVELOP AND IMPLEMENT

RESIDENTIAL SEISMIC PROGRAM

AND FIRE HOME HARDENING
Category: Climate Action,
Resilience, and Sustainability; Safety
and Preparedness; Housing
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.

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Director of Public Works/Town Engineer* 0.70 0.70 0.00
Community Development Director** 0.00 0.00 0.50
Building Official 1.00 1.00 1.00
Building Inspector 1.00 1.00 1.50
Code Enforcement Official 1.00 1.00 1.00
Permit Technician/Administrative Services Assistant 2.00 2.00 2.00 Total 5.70 5.70 6.00
* 30% of the Public Works Director/Town Engineer is assigned to capital project management, therefore, their corresponding salaries are reflected in Measure J Sales Tax fund or Road Maintenance Fund.
**50% of the Director is assigned to the Planning Department and the remaining 50% is assigned to the Building Department.

GENERAL FUND

PRIORITY
3 PRIORITY
4 STAFF IMPACT MODERATE

STAFF IMPACT MODERATE
$ FISCAL IMPACT LOW
$ FISCAL IMPACT LOW
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
168
Town of San Anselmo | Budget & Work Plan FY 2025-2026 49

GENERAL FUND

SERVICES & SUPPLIES

TRAINING
Attendance at professional training seminars
and conferences ($9,000)

OUTSIDE SERVICES
Participation in countywide GIS digital mapping
system; plan checking, inspection services, and
special project support ($225,000)

PUBLICATIONS & DUES
Building Organizational dues and professional
registration fees

EQUIPMENT MAINTENANCE
Set planning department share of Town Hall
computers, copy machines, telephone, postage
machine, and other equipment ($1,500)
INTERNAL SERVICE CHARGE – BUILDING

MAINTENANCE
Janitorial, elevators, heat/air, other maintenance,
electricity and gas, water, telephone, Internet/email, and sewer ($29,000)

VEHICLE MAINTENANCE
Maintenance of department vehicles
INTERNAL SERVICE CHARGE – INFORMATION

TECHNOLOGY
Technology support for the department
($53,000)

OFFICE & DEPARTMENT SUPPLIES
Set building department share of Town postage,
copy paper, map paper, files, pens, and printer
ink ($6,000)

TOWN OF SAN ANSELMO
General Fund
Building
FY 2025-2026
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % OF TOTAL BUDGET

LABOR COSTS
Salaries - - - 604,837 53.33%
Temporary Help - - - - 0.00%
Overtime - - - 3,000 0.26%
Retirement - - - 55,780 4.92%
Benefits - - - 96,130 8.48%
Payroll Taxes - - - 46,926 4.14%
TOTAL LABOR COSTS - - - 806,673 71.12%

SERVICES & SUPPLIES
Training - - - 9,000 0.79%
Outside Services - - - 225,000 19.84%
Publications & Dues - - - 4,000 0.35%
Equipment Maintenance - - - 1,500 0.13%
Internal Service – Building Maintenance - - - 29,000 2.56% Internal Service – Information Technology - - - 53,000 4.67% Supplies - - - 6,000 0.53%
TOTAL SERVICES & SUPPLIES - - - 327,500 28.88%
TOTAL BUDGET - - - 1,134,173 100.00%
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
169
50 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND
RECREATION – GENERAL FUND
The General Fund support of the Recreation Department in past years has been equal to the total compensation of the Community Services Director and the Administrative Assistant (0.8 FTE), in addition to a number of general administrative costs.
2025-2026 CHANGES & HIGHLIGHTS
In FY 2025-2026, 100% of the Community Services Director’s total compensation and the Administrative Assistant (0.8 FTE) is reflected in the General Fund, in addition to some Outside Services, including janitorial services and internet/email services.

Administrative overhead such as payroll, finance, personnel, legal, and insurance, are provided through other Town funds. The remainder of the Recreation Department’s expenditures are reflected in the Recreation Fund, which is self-supported by recreation program fees.

SERVICES & SUPPLIES

INTERNAL SERVICE CHARGE - BUILDING

MAINTENANCE
Janitorial, internet, e-mail ($21,218).

INTERNAL SERVICE CHARGE – INFORMATION

TECHNOLOGY
Internet, e-mail ($2,300).

DEPARTMENTAL SUPPLIES
Postage, miscellaneous supplies ($2,250).

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Community Services Director 1.00 1.00 1.00
Administrative Services Assistant 0.80 0.80 0.80
Total 1.80 1.80 1.80
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
170
Town of San Anselmo | Budget & Work Plan FY 2025-2026 51

GENERAL FUND

TOWN OF SAN ANSELMO
General Fund
Recreation
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED BUDGET ESTIMATED
ACTUALS BUDGET % TOTAL

LABOR COSTS
Salaries 189,199 213,071 175,008 226,520 63.09%
Temporary Help 16,141 - 50,420 - 0.00%
Retirement 21,716 23,811 17,453 25,620 7.14%
Benefits 34,068 40,379 37,750 63,831 17.78%
Payroll Taxes 14,213 16,969 13,034 17,329 4.83%
TOTAL LABOR COSTS 275,337 294,230 293,665 333,300 92.82%

SERVICES & SUPPLIES
Internal Service – Building Maintenance 20,000 20,600 20,600 21,218 5.91% Internal Service – Information Technology - - - 2,300 0.64% Supplies 1,708 2,000 3,997 2,250 0.63%
TOTAL SERVICES & SUPPLIES 21,708 22,600 24,597 25,768 7.18% TOTAL BUDGET 297,045 316,830 318,262 359,068 100.00%
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
171
52 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND

DEBT SERVICE
In 2012-2013 the Town’s PERS rate was reduced to reflect the sale of Pension Obligation Bonds to pay the Town’s Employer Side Fund liability of $3,521,183.91.

In 2003, CalPERS combined agencies with less than 100 members into risk pools based on plan type. The Employer Side Fund was created to account for the difference between the funded status of the pool and the funded status of individual plans.

The repayment of the Pension Obligation Bonds is reflected in the Expenditure Summary under General Fund Departments, Debt Service (Pension Obligation Bonds). Overall, the refinancing of the side fund is saving the Town approximately $60,000 per year and $600,000 over the ten-year term. The Bonds matured in fiscal year 2021-22.

The Town issued Pension Obligation Bonds to pay the employer side unfunded liability in September 2021. The fourth-year payment is reflected in the 2025-2026 budget. Overall, the issuance of the bonds is saving the Town approximately $47,000 in year 4 and over $5 million over the life of the bonds.

TOWN OF SAN ANSELMO
General Fund
Debt Service
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % TOTAL

SERVICES
Administration Fees 1,300 1,500 1,300 1,500 0.22%
Debt Service – Principal 410,000 465,000 465,000 510,000 74.81% Debt Service – Interest 175,985 173,929 173,812 170,189 24.97% TOTAL SERVICES 587,285 640,429 640,112 681,689 100.00%
TOTAL BUDGET 587,285 640,429 640,112 681,689 100.00%
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
172
Town of San Anselmo | Budget & Work Plan FY 2025-2026 53

GENERAL FUND

NON-DEPARTMENTAL SERVICES
This budget program represents services, participation in joint powers authorities (JPA’s), and other expenditures that represent the Town’s interest and are not attributable to a single department or program.

The Public Employees Retirement System (PERS) has changed the way public entities are charged for pension costs to better reflect actual costs and to reduce unfunded liabilities. As such, members are now charged a flat fee in addition to a percentage of salary. The Town issued Pension Obligation Bonds in 2021 to pay the unfunded liability amount. The amount of savings between CALPERS amortization scheduled and bond repayment schedule will be deposited into the Pension Trust for any future unfunded liability. The amount of $47,000 is what is estimated to be deposited into the trust in FY 2025-2026.

The Town participates in several Joint Powers Authority (JPA) agencies county-wide, and the costs for participation are budgeted under Outside Services.

The San Anselmo Volunteer Effort has generously agreed to fund an annual Volunteer Appreciation recognition and an annual Volunteer of the Year award.

SERVICES & SUPPLIES

RETIREE BENEFITS
The Town provides $225/month for retiree health
for the Town’s retirees. The estimated payment
needed to meet Actuarially Determined
Contribution (ADC) is $190,028

TRAINING
Training and conference attendance by Councilappointed boards, commissioners, and general staff ($6,000).

OUTSIDE SERVICES
Joint powers authorities, contracts, and
memoranda of understanding with other
agencies: Animal control services from
the Marin Humane Society ($157,000);
Transportation Authority of Marin ($26,847);
MERA administrative fee and replacement
fund ($18,827), Marin Local Agency Formation
Commission ($12,277), Association of Bay Area
Governments ($5,058), Marin Climate and
Energy Partnership ($6,184)
INTERNAL SERVICE CHARGE – INSURANCE
Workers Compensation, Liability and Property
Insurance ($700,000)

PROMOTION OF COMMERCE
Town Holiday lights; miscellaneous
advertisement, Economic Development
activities ($15,000)

PUBLICATIONS & DUES
Town’s membership in the League of California
Cities, personnel consortium, PERSPAC, and for
publications ($10,272)

DEPARTMENT SUPPLIES
Employee recognition ($4,000), County
Office of Emergency Services assistance
($6,000), volunteer recognition ($2,000), and
miscellaneous supplies ($1,000)

SAFETY PROGRAM
Correction of unsafe conditions, health & safety
training ($6,500)
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
173
54 Town of San Anselmo | Budget & Work Plan FY 2025-2026

GENERAL FUND

COMMUNITY SERVICE INVESTMENTS
Investments in community service organizations that provide assistance to San Anselmo’s citizens in need:

Community Service Investments 2023-2024 2024-2025 2025-2026 Marin Abused Women’s Services $5,000 $5,000 $5,000
Drake High School Safe & Sober $500 $500 $500
Marin Housing Below Market Rate (BMR) Program $2,250 $2,250 $2,250 Ross Valley School District Yellow Bus $35,500 $37,500 $38,400 Community Homeless Fund $14,152 $14,576 $15,013
Ross Vallet Healthy Communities $2,500 $2,500 $2,500
Total $59,902 $62,326 $63,663

TOWN OF SAN ANSELMO
General Fund
Non-Departmental
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED
ACTUALS BUDGET % TOTAL

SERVICES & SUPPLIES
Retirement 1,829 96,903 93,768 199,167 13.33%
Retiree Benefits 164,779 180,796 180,796 190,028 12.72% Training 2,505 3,500 9,250 6,000 0.40%
Outside Services 413,692 317,960 311,760 314,251 21.03% Publications & Dues 3,624 10,272 5,000 10,272 0.69%
Promotion of Commerce 50,286 25,000 7,500 15,000 1.00%
Safety Program - 6,500 - 6,500 0.44%
Department Supplies 7,724 12,500 9,750 13,000 0.87%
Internal Service – Information Technology - 25,000 25,000 40,000 2.68% Internal Service – Insurance 750,000 750,000 750,000 700,000 46.85% Internal Service – Vehicle Replacement - 60,000 60,000 - 0.00% Construction 381,016 - - - 0.00%
TOTAL SERVICES & SUPPLIES 1,775,455 1,488,431 1,452,824 1,494,219 100.00% TOTAL BUDGET 1,775,455 1,488,431 1,452,824 1,494,219 100.00% ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
174
Town of San Anselmo | Budget & Work Plan FY 2025-2026 55

MEASURE D SALES TAX FUND

MEASURE D SALES TAX FUND
Revenue and expenditures associated with the Measure D one-half percent (0.5%) transactions and use tax measure passed in 2013, designed to repair potholes, repave roads, reduce traffic congestion, maintain and improve sidewalks, drainage, and street medians, preserve public safety, and improve other general Town services, facilities, and infrastructure. Projects completed and funds spent are reviewed by the Capital Programs Monitoring Committee on an annual basis.

In 2022, Town residents passed Measure J, a successor sales and use tax measure to Measure D. Measure J continues and enhances ongoing funding for roads and infrastructure along with providing ongoing funding for enhanced staffing in the Ross Valley Fire Department, for park and building improvements, active transportation enhancements, and projects to help mitigate the effects of climate change.

The Measure D Sales Tax expired on March 31, 2023. There are no reserves remaining in FY 2024- 2025 and no budget set for FY 2025-2026.

TOWN OF SAN ANSELMO
Measure D Sales Tax Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 617,009 8,198 8,198 -

REVENUE
Measure D Sales Tax 18,326 - - -
TOTAL REVENUE 18,326 - - -
TOTAL RESOURCES 635,335 8,198 8,198 -

EXPENDITURES
TOTAL EXPENDITURES 627,137 - 8,198 -
NET INCREASE/(DECREASE) (608,811) - (8,198) -
ENDING BALANCE 8,198 8,198 - -
TOTAL BUDGET 635,335 8,198 8,198 -
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
175
56 Town of San Anselmo | Budget & Work Plan FY 2025-2026

TOWN OF SAN ANSELMO
Measure D Sales Tax Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Measure D Sales Tax 18,820 - - -
Use of Money & Property (494) - - -
TOTAL REVENUE 18,326 - - -

EXPENDITURES
Arterial Median Work - - - -
Bolinas Ave Paving - - - -
Bridge Prevention Maintenance Program - - - -
Crescent Lane Catch Basin - - - -
Drainage - - - -
Madrone Ave Bridge - - - -
Memorial Park EV Stations - - - -
Memorial Park Field Project - - - -
Memorial Park Improvements - - - -
Memorial Park Paving - - - -
Project Management 7,398 - - -
Memorial Park Parking Lot 619,739 - - -
Street Paving - - - -
Slurry & Crack Seal, Digouts - - 8,198 -
Unprogrammed Resurfacing - - - -
TOTAL EXPENDITURES 627,137 - 8,198 -

MEASURE D SALES TAX FUND
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
176
Town of San Anselmo | Budget & Work Plan FY 2025-2026 57

EMERGENCY RESERVE FUND

EMERGENCY PROJECTS FUND
The Emergency Reserve Fund serves as a safety
valve for unanticipated emergency needs.

Prior to FY 2003-2004, the Town’s policy was to
maintain a fund balance of $100,000 to ensure
adequate cash flow in anticipation of emergency
projects, disasters, or other unprogrammed
demands. In 2003-04, $50,000 of this fund was
transferred to the General Fund.

The fund was established for use during winter
storms to respond to hazards on public and
private property. Costs associated with private
property are charged to the property owner,
for reimbursement. When costs are incurred
during emergencies that are declared to be
federal and/or state disasters and are eligible
for disaster assistance, a reimbursement claim
is filed and funds that are received are returned
to the Emergency Projects Fund.

The fund has been used to record the Town’s
expenses incurred in conjunction with the flood
that occurred on December 31, 2005, and the
April 2006 damage on Allyn Avenue. As of June
30, 2014, the Town spent a total of $7.6 million
in recovery costs and related improvements for
the two emergency events and has received
reimbursement from FEMA, OES, and flood
insurance for $4.7 million. Of the remaining $2.9
million costs, the Town has funded $1.7 million
of fire station reconstruction with a municipal
loan, leaving an unreimbursed balance of $1.2
million that was absorbed by the General Fund.

Construction costs for the firehouse remodel
exceeded the $1.7 million construction loan.

The Town has transferred $1.7 million in General
Fund money into the Emergency Projects
fund since 2005 to cover unreimbursed floodrelated expenses. The Town returned $21,729 in reimbursements to FEMA and OES that were
subsequently disallowed.

The Town has been audited with respect to the
reimbursements from FEMA and OES by the
Office of the Inspector General for the flood
expenses. The result of that report was a finding
that the Town’s expenditures were generally
within the guidelines set by the federal and
state government.

When costs are incurred by the Town but are
not eligible for reimbursement by property
owners or other agencies, the annual carryover
and/or a transfer from the General Fund is
recommended to replenish the fund for future
needs.

On March 16, 2020, the Town Manager issued
a Proclamation of the Existence of a Local
Emergency Related to COVID-19. The Town has
been recording all the expenditures that are
related to COVID-19 responses to a COVID-19
project and will submit for all qualified
reimbursements to state and federal agencies.

The Town received $157,512 Coronavirus Relief
Fund direct allocation of CARES Act funding
from the State to reimburse the costs incurred
due to the COVID-19 pandemic during the fiscal
year 2020-21.

On March 11, 2021, President Biden signed the
American Rescue Plan Act which provided
funding to state and local governments to
facilitate recovery from the economic and
public health effects of the Covid-19 Pandemic.

The Town is expected to receive $2.984 million.

The deadline to spend the funding is December
31, 2026 as long as the funds are obligated by
December 31, 2024.

The Town used American Rescue Plan Act
funds to complete the Town Hall roof and HVAC
project. The remaining funds, along with some
Measure J sales tax revenue, are now being used
to remodel Fire Station 20.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
177
58 Town of San Anselmo | Budget & Work Plan FY 2025-2026

EMERGENCY RESERVE FUND

TOWN OF SAN ANSELMO
Emergency Projects Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 3,105,193 1,956,169 1,956,169 209,169

REVENUE
Revenue 269,285 - 128,000 -
Transfers In - - - -
TOTAL REVENUE & TRANSFERS IN 269,285 - 128,000 -
TOTAL RESOURCES 3,374,478 1,956,169 2,084,169 209,169

EXPENDITURES
TOTAL EXPENDITURES 1,418,309 1,439,701 1,875,000 -
NET INCREASE/(DECREASE) (1,149,024) (1,439,701) (1,747,000) - ENDING BALANCE 1,956,169 516,468 209,169 209,169
TOTAL BUDGET 3,374,478 1,956,169 2,084,169 209,169

TOWN OF SAN ANSELMO
Emergency Projects Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Other Miscellaneous Revenue 19,534 - 3,000 -
Use of Money & Property 124,751 - 125,000 -
Transfers In 125,000 - - -
TOTAL REVENUE & TRANSFERS IN 269,285 - 128,000 -

EXPENDITURES
Department Supplies - - - -
Outside Services 1,418,309 1,439,701 1,875,000 -
Emergency Response - - - -
TOTAL EXPENDITURES 1,418,309 1,439,701 1,875,000 -
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
178
Town of San Anselmo | Budget & Work Plan FY 2025-2026 59

MEASURE J SALES TAX FUND

MEASURE J SALES TAX FUND
Revenue and expenditures associated with the Measure J one percent (1.0%) transactions and use tax measure passed in 2022, designed to repair potholes, repave roads, reduce traffic congestion, maintain and improve sidewalks/drainage/street medians, preserve public safety, and improve other general Town services, facilities, and infrastructure. Projects completed and funds spent are reviewed by the Infrastructure & Fiscal Monitoring Committee on an annual basis.

Measure J Sales Tax Revenue is anticipated to be approximately $2,493,023. Expenditures are budgeted for the following:

Project Cost ($)
3-Person Engine Company (Ross Valley Fire Department) 282,653 Active Transportation 124,651
Annual Crack Seal 50,000
Bridge Prevention Maintenance Program 40,000
Bridge Ave Bridge 12,000
Center Blvd Bridge 12,000
Concrete Street Repair 50,000
EV Charging – Creek Park 25,000
EV Charging – Pine Street Parking Lot 25,000
EV Charging – Corp Yard 6,000
Fire Station 20 1,000,000
Hub Transit Roof 30,000
Isabel Cook Community Center Roof & Paint 320,000
Library Roof & HVAC 100,000
Madrone Ave Bridge 12,000
Nokomis Ave Bridge 12,000
Project Design & Inspection 200,000
Salary/Benefits for Engineers (1.05 FTE) 305,356
Sir Francis Drake/Sais/Sunnyhills Traffic Signals 161,913 Sidewalk Gap Closure Program 40,000
Sorich Parking Lot 10,000
Traffic Signal Controller 25,000
Unprogrammed Drainage & Resurfacing 100,000
Total Expenditures $2,958,573
Also included is bridge preventive maintenance local match and bridge replacement local match.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
179
60 Town of San Anselmo | Budget & Work Plan FY 2025-2026

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Director of Public Works & Town Engineer 0.30 0.30 0.30 Assistant Engineer 0.75 1.13 1.13
Total 1.05 1.43 1.43

MEASURE J SALES TAX FUND

TOWN OF SAN ANSELMO
Measure J Sales Tax Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 600,294 1,287,928 1,287,928 939,316

REVENUE
Measure J Sales Tax 2,522,322 2,568,266 2,559,700 2,493,023 Reimbursement - - - 363,005
Use of Money & Property 28,095 - - 20,000
TOTAL REVENUE 2,550,417 2,568,266 2,559,700 2,876,028
TOTAL RESOURCES 3,150,711 3,856,194 3,847,628 3,815,344

EXPENDITURES
TOTAL EXPENDITURES 1,862,783 3,515,501 2,908,312 2,958,573 NET INCREASE/(DECREASE) 687,634 (947,235) (348,612) (82,546) ENDING BALANCE 1,287,928 340,693 939,316 856,770
TOTAL BUDGET 3,150,711 3,856,194 3,847,628 3,815,344
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
180
Town of San Anselmo | Budget & Work Plan FY 2025-2026 61

MEASURE J SALES TAX FUND
Continued on next page

TOWN OF SAN ANSELMO
Measure J Sales Tax Fund
Revenue & Expenditure Summary
FY 2025-2026
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Measure J Sales Tax 2,522,322 2,568,266 2,539,700 2,493,023 Reimbursement - - - 363,005
Interest 28,095 20,000 20,000
TOTAL REVENUE 2,550,417 2,568,266 2,559,700 2,876,028

EXPENDITURES
3-person Engine Company (RVFD) - 261,716 261,716 282,653 ADA Access at Robson-Harrington House - 50,000 - -
ADA Curb Ramps (AT) - 30,000 - -
Annual Crack Seal 50,000 50,000 50,000
Active Transportation 25,410 - - -
Bridge Ave Bridge - 12,000 12,000
Bridge Preventative Maintenance Program - 40,000 - 40,000 Building Bridge #2 Site - - - -
Center Blvd Bridge - 12,000 - 12,000
Concrete Street Repair - 50,000 50,000 50,000
EV Infrastructure & EVs - - - -
EV Charging – Fire Station 19 11,500 21,000 - -
EV Charging – Memorial Park - 23,500 11,321 -
EV Charging – Creek Park - 39,000 - 25,000
EV Charging – Pine Street Parking Lot - 41,000 25,000
EV Charging – Corp Yard - 7,000 - 6,000
Downtown Bike & Pedestrian Safety Study (AT) - - - -
Fire Station 19 Repairs - - - -
Fire Station 20 1,000,000
Hub Transit Station Roof 30,000
ICC Repainting - 135,000 - 135,000
ICC Parkside Preschool Playground - 25,000 27,534 -
ICC Roof Repair - 200,000 200,000
Library HVAC & Roof Replacement - - 100,000
Madrone Ave Bridge 5,291 12,000 4,000 12,000
Memorial Park Parking Lot 130,385 - - -
Memorial Park Renovations 55,228 175,000 16,367 -
Millennium Playground Remodel - - - -
Multimodal Design - 50,000 - -
Nokomis Ave Bridge 1,429 12,000 4,000 12,000
Pedestrian Bridge – Peterson Bridge, Sais Ave to Karl Ave (AT) - 20,000 - - Project Design & Inspection 171,648 200,000 150,000 200,000 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
181
62 Town of San Anselmo | Budget & Work Plan FY 2025-2026 Continued from previous page

MEASURE J SALES TAX FUND
Project Management 190,132 245,928 239,055 305,356
Town Hall Resiliency Hub 189,016 353,357 1,021,000 -
Robson-Harrington House & Friends – Deck - 35,000 - -
Robson-Harrington House – Interior Restroom - 50,000 - - Robson-Harrington House – Painting - 180,000 150,000 -
Robson-Harrington House – Windows 20,770 - 22,896 -
Robson-Harrington House – Carriage House Removal - 125,000 - - Robson-Harrington House – Outdoor Restroom - 65,000 - - Sir Francis Drake Blvd, Broadmoor Ave & Sierra Ave Traffic Signal - 120,000 118,000 - Sir Francis Drake Blvd, Sais Ave & Sunnyhills Dr Traffic Signal - - - 161,913 Sidewalk Gap Closure Program (AT) - 40,000 - 40,000
Street Paving 312,781 400,000 286,674 -
Slurry, Crack Seal & Digouts 487,020 200,000 377,749 -
Sorich Park Parking Lot - - - 10,000
Stormdrain Culvert Lining & Repair - 80,000 - -
Town Hall Doors 9,392 - - -
Traffic Signal Controller 24,930 30,000 8,000 25,000
Unprogrammed Drainage & Resurfacing 225,306 125,000 110,000 100,000 Vista Room Improvements - - - -
Water Well Development & Groundwater Monitoring 2,545 - - - TRANSFERS OUT – TO ACTIVE TRANSPORTATION - - - 124,651
TOTAL EXPENDITURES 1,862,783 3,515,501 2,908,312 2,958,573

TOWN OF SAN ANSELMO
Measure J Sales Tax Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
182
Town of San Anselmo | Budget & Work Plan FY 2025-2026 63

DOWNTOWN REVITALIZATION

DOWNTOWN REVITALIZATION STRATEGY MISSION STATEMENT
As a community of residents, business owners, and commercial property owners, enlisting the cooperation of the Town of San Anselmo, we endeavor to identify and define our downtown as a desirable destination, encourage businesses to meet the needs of our community and create a favorable center of increased social interaction and business.

DOWNTOWN REVITALIZATION
In 1994, residents, businesspeople, and
Town officials began to create a strategy for
enhancing the appearance and vitality of
downtown San Anselmo. The Town hired Urban
Planning Consultant Michael Freedman to
lead community workshops, which resulted in
the adoption of the above mission statement,
and a strategy and priorities for improving the
downtown. Landscape architect George Girvin
was hired by the Town to create a streetscape
conceptual design, which was approved by the
Council in September 1996.

The design plan consists of adding trees, oldfashioned streetlights, outside furniture such as benches, a plaza seating area, signs, and other
improvements to the downtown. In May, 1997,
the Town hired Greenwood & Associates to
perform a study on the feasibility of raising the
funds to build these downtown improvements.

In February 1998, the Town Council adopted a
downtown revitalization plan to bring $300,000
of streetscape improvements to the downtown.

The Council authorized hiring George Girvin to
design the improvements and coordinate the
design with the undergrounding of utilities and
Measure G street repaving project.

Between 1999-2000, a fundraising campaign
was conducted to raise $300,000 for the
streetscape project; the total results of the
fundraising campaign, including interest
revenue, were $341,000.

The Downtown Revitalization Fund accounts
for the revenues and expenses related to the
Downtown Revitalization improvement project.

In Spring 1999, beating out stiff competition, San
Anselmo was awarded a $226,000 grant from
the Metropolitan Transportation Commission’s
Livable Communities program to construct
entry signs to San Anselmo and improvements
to the Hub station bus shelters. A local match
of 11%, or $22,000 was required and these
improvements were completed in conjunction
with the San Anselmo 2000 Streetscape
Improvements.

With the completion of the downtown paving,
tree planting, bench placement, electrical
conduit placement, sidewalk grates and the
majority of the Town Hall Plaza work, the
main project is completed. Benches continue
to be placed as donors indicate a desire for a
memorial bench. Still to be completed is the
tree lighting. Funding is utilized for downtown
tree replacement, flower baskets, and other
miscellaneous services.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
183
64 Town of San Anselmo | Budget & Work Plan FY 2025-2026

DOWNTOWN REVITALIZATION

TOWN OF SAN ANSELMO
Downtown Revitalization Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 21,577 34,981 34,981 27,481

REVENUE
Revenue 16,904 - 10,351 24,390
TOTAL REVENUE 16,904 - 10,351 24,390
TOTAL RESOURCES 38,481 34,981 45,332 51,871

EXPENDITURES
TOTAL EXPENDITURES 3,500 6,500 17,851 30,890
NET INCREASE/(DECREASE) 13,404 (6,500) (7,500) (6,500)
ENDING BALANCE 34,981 28,481 27,481 20,981
TOTAL BUDGET 38,481 34,981 45,332 51,871

TOWN OF SAN ANSELMO
Downtown Revitalization Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Use of Money & Property 1,904 - - -
Donations & Reimbursements - - 10,351 24,390
Transfers In 15,000 - - -
TOTAL REVENUE 16,904 - 10,351 24,390

EXPENDITURES

LABOR COSTS
Regular Salaries - - 7,200 21,960
Payroll Taxes - - 551 1,680
TOTAL LABOR COSTS - - 7,751 23,640

SERVICES & SUPPLIES
Outside Services – Tree - 1,500 1,500 1,500
Outside Services – Other 3,500 5,000 8,600 5,750
TOTAL SERVICES & SUPPLIES 3,500 6,500 10,100 7,250
TOTAL EXPENDITURES 3,500 6,500 17,851 30,890
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
184
Town of San Anselmo | Budget & Work Plan FY 2025-2026 65

GRANTS FUND

GRANTS FUND
This fund was initially established to track the revenue and expenditures related to legally restricted funds obtained through state grants for traffic congestion relief. The State has withheld traffic congestion funds since FY 2004-2005. The fund is currently utilized to track all grant funds associated with road resurfacing and other related capital improvement projects. It has been renamed the Grants Fund to more accurately reflect its use.

Included in the fund in FY 2025-2026 are expenditures associated with the following grants:

Project Cost ($)
Creek Park Contraflow Bike Lanes – Design 166,142
EV Charging – Creek Park 39,000
EV Charging – Pine Street Parking Lot 39,000
EV Charging – Corp Yard 13,000
EV Charging – Isabel Cook Community Center 39,000
HAWK Pedestrian Signal at Saunders Ave & Sir Francis Drake Blvd 204,000 CalRecycle Recycling Grant 5,000
Total 505,142

BRIDGE PREVENTATIVE MAINTENANCE

PROGRAM
Funds were granted by the State for
preventative maintenance in the total amount
of approximately $1.2 million on three bridges
consisting of Center Boulevard Bridge at
Lansdale, Sir Francis Drake Bridge at Tunstead,
and Barber Avenue Bridge. This funding is for
bridges that do not need to be replaced but that
need preventative maintenance.

CENTER BOULEVARD AND BRIDGE AVENUE

BRIDGES
Federal Highway Bridge Program funding for the
replacement of bridges over San Anselmo Creek
at Center Boulevard and Bridge Avenue. There
is a required match for this bridge grant of 11.5%
that was initially anticipated to be covered by the
County of Marin Flood Zone 9 Flood Fee but is
now covered in the Town budget. Initial funding
has been approved for conceptual design.

Subsequent funds will be available for design and
construction phases of the project. Funding for
the entire project has been allocated by CalTrans
but construction has not been authorized.

Funding for the conceptual design, final design
and environmental process is approximately
$1,969,000 and will be authorized upon approval
of the conceptual design. The remainder of the
grant will be spent in subsequent years as the
project progresses.

MADRONE AVENUE BRIDGE
Federal Highway Bridge Program funding to
rebuild the bridge over San Anselmo Creek
at Madrone Avenue. Total grant for design is
$1,267,875. The required local match of 11.5% was
being covered by the County of Marin Flood
Zone 9 Flood Fee but now is incorporated into
the Town budget. The remainder of the grant
will be spent in subsequent years as the project
progresses. Funding for the entire project was
delayed but it appears that funding has been
authorized by CalTrans to continue.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
185
66 Town of San Anselmo | Budget & Work Plan FY 2025-2026

NOKOMIS AVENUE
Federal Highway Bridge Program funding to
rebuild the bridge over San Anselmo Creek at
Nokomis Avenue. The estimated design dollars
is $50,000. There is no required local match for
this bridge grant. The remainder of the grant
will be spent in subsequent years as the project
progresses. Funding for the entire project
was delayed along with bridges throughout
California due to funding issues but it appears
that funding has been authorized by CalTrans to
continue.

CALRECYCLE RECYCLING GRANT
CalRecycle has awarded the Town a $5,000
grant used to purchase and replace public
recycling containers as well as clean up litter in
parks, recreation areas, and roadways. The goal
of CalRecycle’s beverage container recycling
program is to reach and maintain an 80 percent
recycling rate for all California refund value
beverage containers.

TOWN OF SAN ANSELMO
Grants Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 127,552 111,266 111,266 62,940

REVENUE
Revenue 426,121 802,300 455,213 505,142
TOTAL REVENUE 426,121 802,300 455,213 505,142
TOTAL RESOURCES 553,673 913,566 566,479 568,082

EXPENDITURES
TOTAL EXPENDITURES 442,407 802,300 503,539 505,142
NET INCREASE/(DECREASE) (16,286) - (48,326) -
ENDING BALANCE 111,266 111,266 62,940 62,940
TOTAL BUDGET 553,673 913,566 566,479 568,082

GRANTS FUND
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
186
Town of San Anselmo | Budget & Work Plan FY 2025-2026 67

GRANTS FUND

TOWN OF SAN ANSELMO
Grants Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Bridge Ave Bridge - - - -
Bridge Preventive Maintenance 25,474 - 14,014 -
Center Blvd Bridge - - - -
Creek Park Contraflow Bike Lanes – Design - 166,142 - 166,142 EV Charging – Fire Station 19 - 13,000 13,000 -
EV Charging – Memorial Park - 32,500 28,486 -
EV Charging – Creek Park - 39,000 - 39,000
EV Charging – Pine Street Parking Lot - 39,000 - 39,000 EV Charging – Corp Yard - 13,000 - 13,000
EV Charging – Isabel Cook Community Center - - - 39,000 Madrone Ave Bridge 7,717 - 7,717 -
Nokomis Ave Bridge 9,170 - 15,318 -
Sequioa Safe Routes to Schools - - 40,000 -
Sir Francis Drake Blvd Rehabilitation – Hub to Bolinas Ave - - - - HAWK Pedestrian Signal at Saunders Ave & Sir Francis Drake Blvd - 204,000 - 204,000 Hub Study - - - -
Other Revenue 73,432 - 46,020 -
State Recycling Grant 5,000 5,000 - 5,000
Street Paving – Measure AA 305,328 290,658 290,658 -
TOTAL REVENUE 426,121 802,300 455,213 505,142

EXPENDITURES
Bridge Ave Bridge - - - -
Bridge Preventive Maintenance 38,381 - - -
Center Blvd Bridge - - - -
Creek Park Contraflow Bike Lanes – Design - 166,142 - 166,142 EV Charging – Fire Station 19 13,000 13,000 13,000 -
EV Charging – Memorial Park - 32,500 28,486 -
EV Charging – Creek Park - 39,000 - 39,000
EV Charging – Pine Street Parking Lot - 39,000 - 39,000 EV Charging – Corp Yard - 13,000 - 13,000
EV Charging – Isabel Cook Community Center - - - 39,000 Fire Station 20 - - 5,257 -
Madrone Ave Bridge 9,848 - 900 -
Nokomis Ave Bridge 9,310 - 1,488 -
Sir Francis Drake Blvd Rehabilitation – Hub to Bolinas Ave - - - - HAWK Pedestrian Signal at Saunders Ave & Sir Francis Drake Blvd - 204,000 - 204,000 Hub Study - - - -
Imagination Park 61,540 - 60,000 -
Safe Routes to Schools - - 42,982 -
State Recycling Grant 5,000 5,000 - 5,000
Street Paving – Measure AA 305,328 290,658 290,658 -
TOTAL EXPENDITURES 442,407 802,300 503,539 505,142
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
187
68 Town of San Anselmo | Budget & Work Plan FY 2025-2026

RECREATION FUND

RECREATION
The Recreation Department is responsible for developing and administering programs, events, and services that enrich lives and help meet social, recreational, leisure and cultural needs of youth, teens, families, and older adults and people with disabilities through direct and contract programs.

Town residents and the greater Ross Valley community are provided with a variety of sports, leisure, arts and recreational activities and classes for all ages and abilities throughout the year. Program highlights include adult programs, sports programs, gymnastics, afterschool care, afterschool enrichment and toddler enrichment classes. Childcare programs as well as summer day camps and specialty camps fill an important need in Ross Valley for affordable and quality childcare. The Parkside Preschool program has been serving preschool-aged children (and their parents) for over 48 years.

The Department also provides staff support to age and disability friendly programs. We work with the Ross Valley Seniors program and our Age & Disability Friendly Committee offers recreational, social, educational programming and outreach.

We provide staff support to the Parks and Recreation Commission and Arts Commission as well as the Red Hill Dog Park, Skate Park, Robson-Harrington Community Gardens, and Age & Disability Friendly committees.

The Department fundraises for and produces several community events, including, Live on the Avenue (in partnership with several Town departments), Goblins Parade, Breakfast with Santa, Tree Lighting, Egg Hunts, the Community Parade, Volunteer Work Days, and Teen Battle of the Bands.

The Recreation Fund is self-supporting except for general administrative functions such as payroll, finance, legal, maintenance and the Community Services Director’s and the Administrative Services Assistant’s compensation. Internet services and some maintenance functions are provided through the General Fund contribution to the Recreation Department. The Recreation Fund recoups its expenditures through class and program fees, as well as associated revenues such as advertising sales and rental income.
2024-2025 ACCOMPLISHMENTS

EXPANDED COMMUNITY ACCESS TO

PROGRAMS
Increased enrollment across recreation
programs, enabling the Department to serve
more community members by maximizing
capacity and introducing additional offerings.

FACILITY ENHANCEMENTS AT ISABEL COOK

COMMUNITY CENTER
Completed significant upgrades, including
the installation of a new Parkside Preschool
playground, new doors, and refreshed
landscaping. These improvements were funded
through capital outlay reserves allocated in the
FY 2024–2025 Recreation Fund budget.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
188
Town of San Anselmo | Budget & Work Plan FY 2025-2026 69

RECREATION FUND

ENHANCED EVENT CAPABILITIES
Acquired two new professional sound systems
to support the Live on the Avenue music series
and other Town events.

YOUTH SOCCER PROGRAM DEVELOPMENT
Established a new Director of Coaching and
Player Development position to strengthen
coaching quality and support player growth
within the Youth Soccer program.

PUBLIC ART INITIATIVE
Collaborated with the Arts Commission on the
successful installation of the Town’s first mural.

AGE & DISABILITY FRIENDLY PLANNING
Finalized the Age & Disability Friendly grant
process through the California Department
of Aging. In partnership with the Marin Age &
Disability Institute, the Town secured funding
to foster an inclusive culture that supports
aging with dignity and accessibility for people
with disabilities. Developed the 2025–2028
Age and Disability Friendly Action Plan and
implementation roadmap.

VOLUNTEER ENGAGEMENT
Coordinated the Spring Volunteer Park CleanUp event in collaboration with the Parks and Recreation Commission, encouraging civic
engagement and stewardship of public spaces.

NEW LEADERSHIP APPOINTMENT
Hired a Recreation Supervisor to oversee special
events, marketing, social media, and production
of the seasonal activity guide.

COMMUNITY BUILDING EVENTS
Hosted the inaugural Boards, Commissions,
and Committees Spring Social in partnership
with the Administrative Services Department,
strengthening community leadership and
recognizing volunteers for their service.

FACILITY IMPROVEMENT ADVOCACY
Advocated for and partnered with the Public
Works Department to initiate key capital
projects, including planning for a new roof at
the Isabel Cook Community Center and exterior
painting of the Robson-Harrington House.
2024-2025 CHANGES & HIGHLIGHTS
The Recreation Department saw an increase in participation levels in existing activities. Our inhouse programs sold out quickly and most have waitlists. Our after-school programs, toddler enrichment and summer camps provide youth with affordable opportunities for learning and positive experiences.
2025-2027 WORK PLAN PRIORITIES

DEVELOP AND STRENGTHEN

COMMUNITY PARTNERSHIPS TO

ENHANCE AND GROW SPORTS

PROGRAMS
Category: Investing in People
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.

Draft General Plan Guiding Principles
Alignment:
• Healthy Community
• Excellence in Governance

DEVELOP AND IMPLEMENT A

COMPREHENSIVE MARKETING

STRATEGY
Category: Connecting with the
Community
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.

Draft General Plan Guiding Principles
Alignment:
• Excellence in Governance

PRIORITY
1 PRIORITY
2 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
189
70 Town of San Anselmo | Budget & Work Plan FY 2025-2026

RECREATION FUND

EVALUATE AND INCREASE AGE &

DISABILITY FRIENDLY PROGRAMS

AND SPACES
Category: Livability and Quality of
Life
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.

Draft General Plan Guiding Principles
Alignment:
• A Community of Belonging
• Healthy Community

SUSTAINABLY FUND AND

PRODUCE LIVE ON THE AVENUE
Category: Livability and Quality of
Life
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.

Draft General Plan Guiding Principles
Alignment:
• A Community of Belonging
• Economic Vitality
INTERDEPARTMENTAL PROJECTS – RECREATION & PUBLIC WORKS

COMMITMENT TO MAINTAINING AND ENHANCING RECREATION FACILITIES Category: Quality 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 including the Memorial Park Master Plan Amendment.

Draft General Plan Guiding Principles Alignment:
• Healthy Community
• Architectural and Scenic Beauty

SERVICES & SUPPLIES

OUTSIDE SERVICES
Credit card charges, registration software,
technology services, professional fees ($120,000)

TEMPORARY SALARIES
Part-time recreation staffing costs ($301,500)
DUES
Professional organization dues and publications
required for staff to maintain expertise in
recreation, catalog and information services
($1,000)

TRAINING
Seminars, workshops and conferences to keep
staff current on recreation trends, best practices
and policies and procedures ($8,000)

UTILITIES
Electricity ($14,150).

OFFICE SUPPLIES
Postage, copy paper, ink cartridges, and
miscellaneous supplies ($11,000).

PROMOTIONAL/MARKETING
Advertising, program brochure and mailing
($36,000)

CAPITAL OUTLAY
Program area improvements ($300,000).

PRIORITY
3 PRIORITY
4 PRIORITY
1 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
190
Town of San Anselmo | Budget & Work Plan FY 2025-2026 71

RECREATION FUND

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Recreation Manager 1.00 1.00 0.00
Recreation Senior Supervisor 1.00 1.00 1.00
Recreation Supervisor 0.00 1.00 3.00
Recreation Coordinator II/III 3.00 2.00 1.00
Recreation Program Leader 0.00 0.00 1.00
Childcare Instructor 1.00 2.00 1.00
Total 6.00 7.00 7.00
* The Recreation Director and the Administrative Services Assistant (0.80 FTE) are accounted for in the General Fund.

PROGRAMS
Revenues and expenses are budgeted for each program area:

SPORTS
Includes youth and adult sports leagues, classes,
and clinics, and tumbling and gymnastics
classes

CULTURE
Includes art, theatre, food, music, babysitting
certification, painting, Mah-Jong, Tai-Chi, and
language classes for youth and adults

CHILD CARE
Includes Parkside Preschool, toddler enrichment,
on-campus after-school enrichment classes,
Robson After Care, and summer art, sports, and
general day camps for youth

FACILITY RENTALS & OTHER
Includes picnic reservations and field rental
revenue; Robson House and ICC facility rental
revenue; advertising revenue and other
miscellaneous items

ADMINISTRATION
Includes staff salaries, benefits, and training;
office expenses; utilities expense; credit
card fees; registration software fees; activity
guide production costs; marketing costs; and
equipment maintenance costs
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
191
72 Town of San Anselmo | Budget & Work Plan FY 2025-2026

RECREATION FUND

TOWN OF SAN ANSELMO
Recreation Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 869,405 1,157,131 1,157,131 1,097,616

REVENUE
Revenue 2,473,904 2,210,355 2,479,431 2,362,320
TOTAL REVENUE 2,473,904 2,210,355 2,479,431 2,362,320
TOTAL RESOURCES 3,343,309 3,367,486 3,636,562 3,459,936

EXPENDITURES
Operating Expenditures 2,139,888 2,176,456 2,190,047 2,348,505 Capital Expenditures 14,700 400,000 315,000 300,000
Transfers Out 31,590 33,899 33,899 38,815
TOTAL EXPENDITURES & TRANSFERS OUT 2,186,178 2,610,355 2,538,946 2,687,320 NET INCREASE/(DECREASE) 287,726 (400,000) (59,515) (325,000) ENDING BALANCE 1,157,131 757,131 1,097,616 772,616
TOTAL BUDGET 3,343,309 3,367,486 3,636,562 3,459,936
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
192
Town of San Anselmo | Budget & Work Plan FY 2025-2026 73

RECREATION FUND

TOWN OF SAN ANSELMO
Recreation Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Sports Programs 646,195 568,375 709,692 669,000
Cultural Programs 193,660 177,860 185,238 181,000
School Programs & Childcare 1,479,732 1,408,120 1,525,000 1,461,000 Events & Other Revenue 154,317 56,000 59,501 51,320
TOTAL REVENUE 2,473,904 2,210,355 2,479,431 2,362,320
EXPENDITURES – PROGRAMS ADMINISTRATION

ADMINISTRATION LABOR COSTS
Regular Salaries 291,400 318,107 261,925 306,839
Temporary Help 4,155 - 15,000 4,700
Overtime 1,524 2,000 2,000 1,500
Retirement 32,051 34,949 26,703 29,741
Other Benefits 54,226 37,739 57,529 80,918
Payroll Taxes 22,467 24,823 20,098 23,961
SUBTOTAL – ADMINISTRATION LABOR COSTS 405,823 417,618 383,255 447,659

SERVICES & SUPPLIES
Outside Services 228,650 114,500 114,500 118,748
Training 7,474 8,000 7,000 7,500
Publications & Dues 1,447 1,200 800 1,000
Building Maintenance 235 700 500 11,000
Equipment Maintenance 118 400 1,000 850
Utilities 14,185 13,000 13,500 14,450
Promotion & Marketing 22,543 20,818 31,717 35,000
Furniture - - - -
Office & Departmental Supplies 10,301 11,800 11,800 10,000 SUBTOTAL – SERVICES & SUPPLIES 284,953 170,418 180,817 198,548 TOTAL EXPENDITURES – PROGRAM ADMINISTRATION 690,776 588,036 564,072 646,207 EXPENDITURES – PROGRAMS OPERATIONS
Sports Programs 338,137 309,445 352,000 382,414
Cultural Programs 136,056 127,800 127,800 112,300
School Programs and Childcare 974,344 1,136,175 1,136,175 1,162,584 Events and Other 575 15,000 10,000 45,000
TOTAL EXPENDITURES – PROGRAMS OPERATIONS 1,449,112 1,588,420 1,625,975 1,702,298 CAPITAL OUTLAY – CONSTRUCTION 14,700 400,000 315,000 300,000 TRANSFERS OUT – GENERAL FUND 31,590 33,899 33,899 38,815 TOTAL EXPENDITURES 2,186,178 2,610,355 2,538,946 2,687,320 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
193
74 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

COMMUNITY SERVICES MASTER PLAN FUND
The Community Services Master Plan Fund was initiated in FY 2014-2015 to reflect the revenue and expenditures associated with the Community Facilities Master Planning process. This fund is intended to be used for master planning projects related to Town parks and recreation activities and facilities.

The project was initially funded by a $50,000 grant from Marin County Supervisor Katie Rice and a transfer of $60,000 from the Recreation Fund.

During the Community Facilities Master Plan process, community input was collected from a variety of community members to help develop ideas for the Town’s community facilities. A Master Plan was adopted by the Council at the end of the process, and work will continue toward the goal of carrying out the goals of the Master Plan.

At the completion of the Community Facilities Master Plan, funding was set aside to explore capital funding options.

In FY 2018-2019, the Town Council allocated $30,000 from the General Fund reserve balance for use in a public information program to increase awareness about the Memorial Park Restoration Project.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
194
Town of San Anselmo | Budget & Work Plan FY 2025-2026 75

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Community Servies Master Plan Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 4,950 5,202 5,202 5,202

REVENUE
Revenue & Transfers In 252 - - -
TOTAL REVENUE & TRANSFERS IN 252 - - -
TOTAL RESOURCES 5,202 5,202 5,202 5,202

EXPENDITURES
TOTAL EXPENDITURES - 4,000 - 4,000
NET INCREASE/(DECREASE) - (4,000) - (4,000)
ENDING BALANCE 5,202 1,202 5,202 1,202
TOTAL BUDGET 5,202 5,202 5,202 5,202

TOWN OF SAN ANSELMO
Community Servies Master Plan Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Use of Money & Property 252 - - -
Transfers In - - - -
TOTAL REVENUE 252 - - -

EXPENDITURES
Outside Services - 4,000 - 4,000
TOTAL EXPENDITURES - 4,000 - 4,000
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
195
76 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

ROAD MAINTENANCE
With the adoption of the FY 2002-2003 budget, the Town Council formally recognized its commitment to the ongoing need for road maintenance beyond the resources provided by the Measure G bond funds. To provide additional funds for road maintenance, the Town Council directed staff to budget $400,000 in this fund annually. A Road Impact Fee for construction to be charged on construction projects was approved and collection of that fee began in December 2002. The road impact fee was extended to garbage vehicles in December 2004. Revenue received from the Road Impact Fee and the Garbage Impact Fee is restricted to the Road Maintenance Fund.

In FY 2025-2026, Road Impact fees for construction are estimated at $400,000 and for garbage trucks at $84,000. A General Fund contribution of $450,000 to the fund is included to reflect the Town’s continued commitment to road maintenance. This fund also includes Senate Bill 1 (SB) gas tax at approximately $346,261.

A new 5-Year Capital Improvement Plan (CIP) was prepared by staff in 2024 based on the pavement management program report that outlines the pavement condition index (PCI) of Town streets. It was reviewed and recommended to the Town Council by the Infrastructure and Fiscal Monitoring Committee. The 5 Year CIP was approved by the Town Council in 2024.

The Plan calls for the following projects to be completed in FY 2025-2026:

Project Cost ($)
Salary & Benefits for Engineers (1.88 FTE) 310,712
Street Paving Project 1,230,000
Traffic Signal Controller 20,000
Unprogrammed Drainage & Paving 150,000
Total Expenditures $1,710,712
The Capital Improvement Plan document is available for review on the Town’s website at sananselmo.gov/CIP

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Assistant Director of Public Works 0.50 0.50 0.50
Assistant Civil Engineer 1.00 1.38 1.38
Total 1.50 1.88 1.88
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
196
Town of San Anselmo | Budget & Work Plan FY 2025-2026 77

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Road Maintenance Fund
Income Statement
FY 2025-2026
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 258,419 435,660 435,660 600,579

REVENUE
Revenue & Transfers In 1,271,700 1,264,437 1,248,299 1,593,419 TOTAL REVENUE & TRANSFERS IN 1,271,700 1,264,437 1,248,299 1,593,419 TOTAL RESOURCES 1,530,119 1,700,097 1,683,959 2,193,998

EXPENDITURES
TOTAL EXPENDITURES 1,094,459 1,661,296 1,083,380 1,710,712 NET INCREASE/(DECREASE) 177,241 (396,859) 164,919 (117,293) ENDING BALANCE 435,660 38,801 600,579 483,286
TOTAL BUDGET 1,530,119 1,700,097 1,683,959 2,193,998
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
197
78 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Road Maintenance Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Use of Money & Property 10,136 20,000 5,000 20,000
Road Impact Fees – Construction 389,356 375,000 375,000 400,000 Road Impact Fees – Garbage Trucks 84,000 84,000 84,000 84,000 Reimbursements 15,000 - - -
Measure AA - - - 290,658
Pavement Moratorium - - - 2,500
TOTAL REVENUE 498,492 479,000 464,000 797,158

TRANSFERS IN
from General Fund 450,000 450,000 450,000 450,000
from SB1 323,208 335,437 334,299 346,261
TOTAL TRANSFERS IN 773,208 785,437 784,299 796,261
TOTAL REVENUE & TRANSFERS IN 1,271,700 1,264,437 1,248,299 1,593,419

EXPENDITURES
CMP Replacement - - - -
HAWK Pedestrian Signal - - - -
Hub Study - - - -
Miscellaneous Intersection Striping - - - -
Salaries & Benefits 235,501 330,186 291,768 310,712
Multimodal Design 13,645 - 3,098 -
Sir Francis Drake Blvd Rehabilitation – Hub to Bolinas Ave - - - - Street Paving 502,537 911,110 568,514 1,230,000
Stormwater Regulations - 100,000 -
Other ADA - - - -
Slurry Seal 317 - - -
Traffic Signal Controller - 20,000 - 20,000
Unprogrammed Drainage & Resurfacing 342,459 300,000 220,000 150,000 TOTAL EXPENDITURES 1,094,459 1,661,296 1,083,380 1,710,712 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
198
Town of San Anselmo | Budget & Work Plan FY 2025-2026 79

SPECIAL REVENUE FUNDS

STATE GASOLINE TAX FUND
California municipalities receive a portion of the state gasoline taxes, allocated on a per capita basis, to be used for street maintenance work. Interest earnings on any funds on deposit in the gas tax fund are required to accrue to that fund. Funds may be transferred from the gas tax fund to other funds during the year for street maintenance work.

Starting in FY 1997-1998, the full amount of gas tax revenue received in the fiscal year is transferred to the General Fund on an ongoing basis, rather than just the projected revenue amount, as long as estimated Street Maintenance costs exceed the Town’s gas tax revenue.

On April 28, 2017, the Governor signed Senate Bill 1 (SB1), an increase in vehicle registration fees along with per-gallon gas and diesel tax increases. Distribution of funds to San Anselmo will follow the apportionment formula used for the current gas tax. Funding will be available for basic road maintenance, rehabilitation, and critical safety projects on local streets and roads.

TOWN OF SAN ANSELMO
State Gasoline Tax Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED BUDGET ESTIMATED ACTUALS BUDGET

BEGINNING BALANCE - - - -

REVENUE
Revenue 678,350 702,875 707,985 720,631
TOTAL REVENUE 678,350 702,875 707,985 720,631
TOTAL RESOURCES 678,350 702,875 707,985 720,631
EXPENDITURES 678,350 702,875 707,985 720,631
TOTAL EXPENDITURES & TRANSFERS OUT 678,350 702,875 707,985 720,631

NET INCREASE/(DECREASE) - - - -

ENDING BALANCE - - - -
TOTAL BUDGET 678,350 702,875 707,985 720,631
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
199
80 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
State Gasoline Tax Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
State Gasoline Tax – Regular 355,142 367,438 373,686 374,370 State Gasoline Tax – SB1 323,208 335,437 334,299 346,261 TOTAL REVENUE 678,350 702,875 707,985 720,631

EXPENDITURES
Transfers Out – General Fund 355,142 367,438 373,686 374,370 Transfers Out – Road Maintenance Fund 323,208 335,437 334,299 346,261 TOTAL EXPENDITURES 678,350 702,875 707,985 720,631
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
200
Town of San Anselmo | Budget & Work Plan FY 2025-2026 81

SPECIAL REVENUE FUNDS

LIBRARY TAX FUND
The voters of San Anselmo approved a Special Library Services Tax of $49 per parcel effective July 1, 2010. The revenue from the tax was restricted to expenditures for expanding library hours, improving children’s services at the Library, including hiring a special children’s librarian, and enhancing general Library services.

A special Library Fund was created to record the revenue from the tax measure and the allowable expenditures. Any funds that are not expended at the end of a given year remain in the Fund and are available for budgeted expenditures in future years.

The voters of San Anselmo approved a renewal of the tax in June 2014 at $54 per parcel for nine years, with an annual increase of 3% per year. A special Library Tax Oversight Committee was established with the parcel tax renewal and monitors expenditures from this fund.

In November 2022, voters renewed the existing library parcel tax (expiring in 2024) and extended it for another nine years, until 2033. It is anticipated that the Special Library Services Tax will create projected revenue of $309,111 for the Library in FY 2025-2026.

The Special Library Services Tax requires that the tax funding augment, not displace, funding provided by the Town. To that end, the ordinance requires that the tax continues to be levied only if Town funding of the library remains above 90% of the amount budgeted for FY 2012-2013 ($449,765). The $449,765 figure was arrived at by taking the FY 2012-2013 Library budget ($545,685) and subtracting the budgeted donations from the Friends of the Library ($14,426), budgeted State library funding ($4,290) and budgeted library fines ($27,230). 90% of $499,739 is $449,765.

The amount budgeted in the General Fund for the Library in this proposed budget is $899,716, which is within the allowable parameters established in the Special Library Tax Services measure. 2024-2025 HIGHLIGHTS
• Launched the Seed Library in partnership with Marin Master Gardeners • Rebranded and expanded the Library of Things to include a telescope, boombox, DVD player and a collection of board games
• Provided opportunities for sustainable practice through three swaps: puzzles, clothing, and art supplies
• Hosted popular children’s programs throughout the year including summer reading, Fratello Marionettes, Graham Cracker House construction and the San Francisco Opera Guild’s Sing a Story
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
201
82 Town of San Anselmo | Budget & Work Plan FY 2025-2026

LABOR COSTS
Title 2023-2024 2024-2025 2025-2026
Children’s Librarian 1.00 1.00 1.00
Library Assistant 1.00 1.00 1.00
Senior Library Assistant 0.20 0.20 0.20
Total 2.20 2.20 2.20

SERVICES & SUPPLIES

MARINET
Membership in Link Plus, a Statewide interlibrary loan service, and additional databases, such as Mango Language, and Overdrive
e-books ($16,406)
INTERNET— CORPORATION FOR EDUCATION

NETWORK INITIATIVES IN CALIFORNIA
(CENIC)
High-speed Internet ($8,358)

MATERIALS
Print and digital books, magazines, newspapers,
and film ($48,451)

OUTSIDE SERVICES
Program and special events expenditures
($3,500)

DEPARTMENT SUPPLIES
Postage, copy paper, miscellaneous supplies,
cataloging, circulation, and materials repair
supplies ($4,000)

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Library Tax Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 28,917 29,297 29,297 3,808

REVENUE
Revenue 323,182 325,995 317,053 327,353
TOTAL REVENUE 323,182 325,995 317,053 327,353
TOTAL RESOURCES 352,099 355,292 346,350 331,161

EXPENDITURES
TOTAL EXPENDITURES 322,802 343,166 342,542 331,160
NET INCREASE/(DECREASE) 380 (17,171) (25,489) (3,807)
ENDING BALANCE 29,297 12,126 3,808 1
TOTAL BUDGET 352,099 355,292 346,350 331,161
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
202
Town of San Anselmo | Budget & Work Plan FY 2025-2026 83

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Library Tax Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Library Tax 307,741 325,995 316,603 326,853
Use of Money & Property 45 - 450 500
Transfer In 15,396 - - -
TOTAL REVENUE 323,182 325,995 317,053 327,353

EXPENDITURES

LABOR COSTS
Regular Salaries 129,599 138,387 138,104 147,457
Temporary Help 54,018 50,000 52,302 25,000
Retirement 11,633 12,577 12,522 13,549
Overtime - - - -
Other Benefits 47,525 49,842 49,541 62,182
Payroll Taxes 13,527 10,765 13,856 13,372
TOTAL LABOR COSTS 256,302 261,571 266,325 261,560

SERVICES & SUPPLIES
Outside Services – Programming 3,500 250 250 250
MARINet Database 7,535 7,760 8,646 7,222
Internet - CENIC 8,306 8,555 8,358 8,358
Link+ - - 7,750 6,319
Department Supplies 4,972 8,000 3,950 4,000
Adult Books 14,949 15,000 12,800 11,000
Childrens’ Books 8,582 11,500 8,500 8,500
Audio & Visual Books 845 1,030 213 -
DVDs - 9,500 7,250 5,000
E-Books 17,811 20,000 18,500 18,951
TOTAL SERVICES & SUPPLIES 66,500 81,595 76,217 69,600
TOTAL EXPENDITURES 322,802 343,166 342,542 331,160
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
203
84 Town of San Anselmo | Budget & Work Plan FY 2025-2026

ROBSON HOUSE FUND
The Robson House is an elegant mansion that was donated to the Town in 1968, with the agreement that it be used for the benefit of the community’s children. In 1978, a Robson-Harrington House Association was formed to restore, manage, and maintain the house as a civic, educational, recreational, and cultural center. In 2005, the Association was unable to find new board members willing to take on the considerable responsibilities of the house and the organization disbanded.

Management of the house has reverted to the Town.

Revenue from the rental of the upstairs offices has been sufficient over the past years to cover the ongoing operation and routine maintenance of the house. However, since FY 2011-2012, personnel, utility, and maintenance costs have risen to the point that rental revenue does not cover the regular costs. Rental increases were implemented in FY 2015-2016, but even with a rental increase, rental revenue is not sufficient to cover the considerable deferred maintenance work and capital improvements that are needed to restore and maintain the house. The Town is budgeting $50,000 for adding an ADA bathroom, half of the cost will be funded through the Measure J Sales Tax fund.

The Town took over management of Robson House in FY 2006-2007.

SERVICES & SUPPLIES

OUTSIDE SERVICES
Pest control services, landscape services, fire
safety equipment and special assistance for
repairs ($2,110)

BUILDING MAINTENANCE
Janitorial Service ($23,500) and other repair
services ($1,500)

UTILITIES
Electricity, water, telephone, and sewer ($7,000)

DEPARTMENT SUPPLIES
Material and supplies needed to maintain
Robson house ($1,000)

POSSESSORY TAX PAYMENT
Taxable possessory interest assessment ($2,400)

SPECIAL REVENUE FUNDS
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
204
Town of San Anselmo | Budget & Work Plan FY 2025-2026 85

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Robson House Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE (63,789) (79,801) (79,801) (91,971)

REVENUE
Revenue & Transfers In 25,880 26,220 26,759 26,220
TOTAL REVENUE & TRANSFERS IN 25,880 26,220 26,759 26,220 TOTAL RESOURCES (37,909) (53,581) (53,042) (65,751)

EXPENDITURES
TOTAL EXPENDITURES 41,892 42,510 38,929 43,597
NET INCREASE/(DECREASE) (16,012) (16,290) (12,170) (17,377) ENDING BALANCE (79,801) (96,091) (91,971) (109,348)
TOTAL BUDGET (37,909) (53,581) (53,042) (65,751)
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
205
86 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Robson House Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Dovetail - - - -
Moment Records 20,400 20,400 20,400 20,400
Social Rep, LLC 5,500 5,820 5,500 5,820
Use of Money & Property (20) - 859 -
Transfers In - - - -
TOTAL REVENUE 25,880 26,220 26,759 26,220

EXPENDITURES

LABOR COSTS
Regular Salaries - - - 4,556
Overtime - - - -
Retirement - - - 363
Other Benefits - - - 819
Payroll Taxes - - - 349
TOTAL LABOR COSTS - - - 6,087

SERVICES & SUPPLIES
Outside Services - 2,110 1,750 2,110
Building Maintenance 33,160 30,000 25,287 25,000
Utilities 6,344 7,000 6,556 7,000
Supplies 793 1,000 1,500 1,000
Possessory Tax Payment 1,595 2,400 3,836 2,400
TOTAL SERVICES & SUPPLIES 41,892 42,510 38,929 37,510

TRANSFERS OUT - - - -
TOTAL EXPENDITURES 41,892 42,510 38,929 43,597
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
206
Town of San Anselmo | Budget & Work Plan FY 2025-2026 87

SPECIAL REVENUE FUNDS

SPECIAL EVENTS FUND
This fund was established in FY 2000-2001 to track the revenues and expenses associated with the annual special events sponsored by the Town.

The fund was opened with a balance comprised of the proceeds from 1996 Country Fair Day, which was organized and managed by the Town for the first time in many years.

The fund was utilized in 2007 to fund events commemorating the Town’s centennial anniversary.

Over the years the events that the Town offers to our community have changed. The fund continues to be used to support Town events, such as the Live on the Avenue music series, the Goblins Parade, Children’s Egg Hunts, Breakfast with Santa, Teen Battle of the Bands, and United Against Hate.

Recreation staff fundraises for these events
$100,882 is committed for expenditures for the annual Town events.

TOWN OF SAN ANSELMO
Special Events Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS ACTUAL
BEGINNING BALANCE 34,561 39,052 39,052 9,535

REVENUE
Revenue 42,451 31,000 31,000 12,600
TOTAL REVENUE 42,451 31,000 31,000 12,600
TOTAL RESOURCES 77,012 70,052 70,052 22,135

EXPENDITURES
TOTAL EXPENDITURES 37,960 92,075 60,517 101,882
NET INCREASE/(DECREASE) 4,491 (61,075) (29,517) (89,282) ENDING BALANCE 39,052 (22,023) 9,535 (79,747)
TOTAL BUDGET 77,012 70,052 70,052 22,135
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
207
88 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Special Events Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Breakfast with Santa 5,850 4,000 4,000 5,500
Egg Hunt 2,000 2,000 2,000 3,000
Goblins Parade 2,000 2,000 2,000 2,500
United Against Hate - 1,000 1,000 1,000
Live on the Avenue 680 - - 600
Use of Money & Property 2,421 - - -
Transfers In 29,500 22,000 22,000 -
TOTAL REVENUE 42,451 31,000 31,000 12,600

EXPENDITURES
Temporary Help 565 8,000 1,600 8,000
Overtime - - - -
Retirement - - - -
Payroll Taxes 43 - 86 612
Outside Services - - - -
Special Event Supplies 130 500 - 500
ASCAP Royalties – Events 418 400 418 420
BMI Royalties – Events 842 375 842 850
Breakfast with Santa 3,535 2,000 3,687 4,000
Parade/Country Fair - 500 - -
Egg Hunt 2,815 2,000 1,758 3,000
Goblins Parade 1,762 2,000 2,207 2,500
United Against Hate - 1,000 - 1,000
Teens Battle of the Bands - - - 1,000
Live on the Avenue 27,689 75,000 49,919 80,000
Holiday Tree Lighting 161 300 - -
TOTAL EXPENDITURES 37,960 92,075 60,517 101,882
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
208
Town of San Anselmo | Budget & Work Plan FY 2025-2026 89

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Measure A – Parks Tax Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 37,103 126,578 126,578 244,063

REVENUE
Revenue 304,479 117,485 117,485 123,916
TOTAL REVENUE 304,479 117,485 117,485 123,916
TOTAL RESOURCES 341,582 244,063 244,063 367,979

EXPENDITURES
TOTAL EXPENDITURES 215,004 232,870 - 367,979
NET INCREASE/(DECREASE) 89,475 (115,385) 117,485 (244,063) ENDING BALANCE 126,578 11,193 244,063 -
TOTAL BUDGET 341,582 244,063 244,063 367,979

MEASURE A PARKS TAX FUND
Revenue and expenditures associated with San Anselmo’s share of the Marin County one-quarter per cent (0.25%) transactions and use tax, entitled Marin Parks, Open Space, and Farmland Preservation Transactions and Use Tax Ordinance are accounted for in this fund. Countywide, the tax is estimated to generate $10,000,000 per year for ten years. Fifteen per cent (15%) of the Measure A revenue is allocated to cities, towns, and special districts. San Anselmo’s share is 6.65% of that revenue.

The Town Council annually determines the distribution of these funds. For FY 2014-2015, and including the partial funding for FY 2013-2014, $55,494 was contributed to the Sky Ranch open space acquisition and $66,794 to Memorial Park improvements.

In FY 2015-2016 and going forward, the Town Council decided that on an ongoing basis, 70% of the annual funding will go to Memorial Park and 30% to open space acquisition.

On January 26, 2021, the Town Council approved the Memorial Park Playing Field Repair Project for an estimated amount of $675,000, which $47,000 will come from General Fund Reserve and approximately $439,000 from Measure A Parks Tax Fund to supplement $177,982 from State Proposition 68 Per Capita funding. The project was completed in FY 2022-2023.

In FY 2023-2024, the Town Council approved a donation towards Open Space’s purchase of Upper Hawthorne Canyon from Measure A for $202,560.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
209
90 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Measure A – Parks Tax Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Measure A Parks Tax 127,924 117,485 117,485 123,916
Interest (1,397) - - -
Proposition 68 Park Grant 177,952 - - -
Donation & Transfers In - - - -
TOTAL REVENUE 304,479 117,485 117,485 123,916

EXPENDITURES

SERVICES & SUPPLIES
Memorial Park Improvement 12,832 182,301 - 276,878
Open Space Miscellaneous Services 202,172 50,569 - 91,101 TOTAL SERVICES & SUPPLIES 215,004 232,7870 - 367,979
TOTAL EXPENDITURES 215,004 232,870 - 367,979
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
210
Town of San Anselmo | Budget & Work Plan FY 2025-2026 91

SPECIAL REVENUE FUNDS

ISABEL COOK CENTER (ICC)
The Isabel Cook Center (ICC), located at 1000 Sir Francis Drake Boulevard, is a former school property purchased by the Town with Community Development Block Grant funds. It is comprised of the Recreation Center and the Isabel Cook Community Center. The Center houses the Recreation Department offices, multi-purpose rooms, a gymnasium and a pre-school center. The classroom space is leased to a community non-profit organization of artists, called the San Anselmo Artist Studios.

Rents from the artist studios support the maintenance, operating expenses, repairs, and capital improvements in the complex.

The lower office space (3,800 square feet) is vacant, and the space is being utilized by the Recreation Department for community programs. Several of the upstairs classrooms were converted to artist’s studios and are fully rented.

SERVICES & SUPPLIES

OUTSIDE SERVICES
Special assistance for repair of facility and
equipment. Outside services during employee
vacation/leave ($5,000)

BUILDING MAINTENANCE
Janitorial service, heat/air HVAC; routine and
emergency building maintenance projects
($70,000); Roof & Master Switch ($50,000)

UTILITIES
Electricity, gas, telephone, and sewer ($23,000).

Water is paid for through the Parks budget.

SUPPLIES
Miscellaneous office supplies and minor supply
items for building operation.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
211
92 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Isabel Cook Center (ICC) Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 39,948 59,481 59,481 (2,836)

REVENUE
Revenue 115,855 107,668 119,032 122,524
TOTAL REVENUE 115,855 107,668 119,032 122,524
TOTAL RESOURCES 155,803 167,149 178,513 119,688

EXPENDITURES
TOTAL EXPENDITURES 94,503 222,500 181,349 154,587
NET INCREASE/(DECREASE) 21,352 (114,832) (62,317) (32,063) ENDING BALANCE 61,300 (55,351) (2,836) (34,899)
TOTAL BUDGET 155,803 167,149 178,513 119,688
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
212
Town of San Anselmo | Budget & Work Plan FY 2025-2026 93

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Isabel Cook Center (ICC) Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
ICC Rental Income 115,855 107,668 119,032 122,524
TOTAL REVENUE 115,855 107,668 119,032 122,524

EXPENDITURES

LABOR COSTS
Regular Salaries - - - 4,556
Overtime - - - -
Retirement - - - 363
Other Benefits - - - 819
Payroll Taxes - - - 349
TOTAL LABOR COSTS - - - 6,087

SERVICES & SUPPLIES
Outside Services - 5,000 5,000 5,000
Outside Services – Roof & Master Switch - 125,000 - 50,000 Building Maintenance 69,380 70,000 152,799 70,000
Utilities 24,558 22,000 23,000 23,000
Office & Department Supplies 565 500 550 500
TOTAL SERVICES & SUPPLIES 94,503 222,500 181,349 148,500 TOTAL EXPENDITURES 94,503 222,500 181,349 154,587
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
213
94 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Measure C – Wildfire Tax Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 119,367 189,431 189,431 324,431

REVENUE
Revenue 399,742 380,000 410,000 410,000
TOTAL REVENUE 399,742 380,000 410,000 410,000
TOTAL RESOURCES 519,109 569,431 599,431 734,431

EXPENDITURES
TOTAL EXPENDITURES 329,678 380,000 275,000 410,000
NET INCREASE/(DECREASE) 70,064 - 135,000 -
ENDING BALANCE 189,431 189,431 324,431 324,431
TOTAL BUDGET 519,109 569,431 599,431 734,431

MEASURE C WILDFIRE TAX FUND
In 2019, 17 Marin County agencies with fire
prevention responsibilities formed the Marin
Wildfire Prevention Authority (“MVPA”) through
a Joint Exercise of Powers Agreement. MWPA’s
mission is to organize and sustain local wildfire
prevention including early detection, warning,
and alerts; reducing vegetation; ensuring
defensible space around homes, neighborhoods,
and critical infrastructure; and improving disaster
evacuation routes/procedures; Marin Wildfire
Prevention Measure, levying up to $10 cents per
building square foot tax ($75 per multifamily unit)
for ten years, providing $19,300,000 annually,
with annual inflation adjustments, independent
citizen oversight/audits, and low-income senior
exemptions.

Defensible space and fire-resistant structure
evaluations, and mitigation of fire threats
thereof, will be funded by 20% of the tax measure
proceeds and will be done on a shared service
basis or by a responsible Member.

Local-specific wildfire prevention efforts will
be funded by 20% of the tax measure proceeds
and allocated to each member in proportion
to revenue raised in each member’s respective
tax rate areas. Members must certify that the
tax measure proceeds are used consistently
with the purpose of the Authority and that the
tax measure expenses result in a higher level of
service than would otherwise be provided by
the member. The approximate allocation to the
Town is $405,000 in FY 2025-2026.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
214
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SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Measure C – Wildfire Tax Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Measure C Wildfire Tax 395,991 380,000 410,000 410,000
Use of Money & Property 3,751 - - -
TOTAL REVENUE 399,742 380,000 410,000 410,000

EXPENDITURES

SERVICES & SUPPLIES
Outside Services – Fire Prevention 329,678 380,000 275,000 410,000 TOTAL SERVICES & SUPPLIES 329,678 380,000 275,000 410,000

TRANSFERS OUT - - - -
TOTAL EXPENDITURES & TRANSFERS OUT 329,678 380,000 275,000 410,000 ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
215
96 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

CLIMATE ACTION FUND
On June 11, 2019, the Town Council adopted
Resolution 4286: A Resolution of the Town
Council of the Town of San Anselmo Adopting
San Anselmo Climate Action Plan 2030
(sananselmo.gov/Resolution4286). The Climate
Action Plan 2030 (CAP) is a master plan to guide
the development and implementation of local,
measurable actions and initiatives to reduce local
greenhouse gas emissions 54% by 2030 (from a
2005 baseline, or 45% below 1995 levels), with the
goal of community-scale carbon neutrality by no
later than 2045.

On February 11, 2020, the Town Council adopted
Resolution No. 4325: A Resolution of the Town
Council of the Town of San Anselmo Declaring
a Climate and Ecological Emergency in San
Anselmo (sananselmo.gov/Resolution4325). In
declaring a Climate and Ecological Emergency,
the Town Council directed the Town Manager to:
• Work with staff to include consideration and
prioritization of consistency with the Climate
Action Plan 2030, as amended or updated, in
staff reports to Council
• Earmark specific funds for greenhouse gas
and climate change mitigation annually,
beginning in the FY 2020-2021
Subsequently, the FY 2020-2021 budget,
adopted on June 23, 2020, included the addition
of Appendix B, which tracked the Town’s
anticipated spending on Climate Action Plan
Implementation Programs.

With the adoption of the FY 2021-2022 budget,
the Town Council formally recognized the
ongoing need to devote resources towards
implementing its Climate Action Plan. The
creation of the Climate Fund is intended to
help the Town build its capacity to identify and
undertake climate action at the municipal level
and to provide maximum transparency to the
public on the Town’s progress.

In FY 2021-2022, $50,000 was budgeted to hire
a part-time Climate Action Coordinator and
support related expenses for identifying and
implementing policies, programs, and grants
aligned with the Town’s climate action goals,
as outlined in the San Anselmo 2021-2023 Work
Plan Priorities (Administrative & Finance Priority
#10, adopted April 27, 2021).

The Climate Action Fund budget for FY 2024-
2025 was $155,000. Of this amount, $150,000 is
allocated for outside services, which includes
covering half of the salary for the part-time
Climate Action Coordinator and retaining
consultants on an as-needed basis to support
implementation of climate action initiatives.

These may include assistance with programs
such as SolarAPP+ and SB 1383. Additional
expenditures may support pilot projects
(e.g., streetlight-connected EV chargers,
micromobility charging networks), rebate
programs (e.g., electric landscaping equipment,
heat pumps, E-bikes), Zero Waste activities, an
EV and E-bike show, and educational outreach
materials.

The budget for FY 2025-2026 is proposed to
remain at $155,000 and is expected to cover
staff costs as well as related climate action
initiatives, including consultant support,
pilot projects, rebate programs, Zero Waste
activities, community events, and outreach and
educational materials.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
216
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SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Climate Action Fund
Income Statement
FY 2025-2026
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 85,795 64,677 64,677 82,722

REVENUE
Revenue 136,405 106,000 106,000 106,000
TOTAL REVENUE & TRANSFERS IN 136,405 106,000 106,000 106,000 TOTAL RESOURCES 222,200 170,677 170,677 188,722

EXPENDITURES
TOTAL EXPENDITURES 157,523 155,000 87,955 150,000
NET INCREASE/(DECREASE) (21,118) (49,000) 18,045 (44,000) ENDING BALANCE 64,677 15,677 82,722 38,722
TOTAL BUDGET 222,200 170,677 170,677 188,722

TOWN OF SAN ANSELMO
Climate Action Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Intergovernmental Revenue 27,402 1,000 1,000 1,000
Use of Money & Property 4,003 - - -
Transfers In 105,000 105,000 105,000 105,000
TOTAL REVENUE 136,405 106,000 106,000 106,000

EXPENDITURES

SERVICES & SUPPLIES
Outside Services 157,523 150,000 87,205 150,000
Equipment Grant - 5,000 750 -
TOTAL SERVICES & SUPPLIES 157,523 155,000 87,955 150,000 TOTAL EXPENDITURES 157,523 155,000 87,955 150,000
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
217
98 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

CREEKSIDE COMMON FUND
At the Town Council meeting on September 25, 2018, Town Council discussed an idea related to planning for the renovation of Creek Park following the potential removal of the building at 630-636 San Anselmo Avenue, otherwise known as “Building Bridge 2”. This building is being considered for removal as part of the Marin County Flood Control and Water Conservation District’s San Anselmo Flood Risk Reduction (SAFRR) Program.

An idea was brought forward for a local design competition using the post-building removal, expanded space at Creek Park as a canvas for collecting visionary design proposals with the potential to enliven the park and adjoining commercial district.

The goal of this competition would be to foster creativity and challenge participants to think outside the box; to propose exciting ideas that have never been considered possible for the space; to reimagine the existing urban/park landscape; and to aid in bringing Creek Park into the 21st Century.

On June 25, 2019, the Town Council directed the Town Manager to convene a Community Advisory Group (CAG) to help oversee the public process portion of the design development and conduct fundraising for the project.

Since then, the Town has received a total donation amount of $351,500 toward identifying opportunities to improve public areas associated with the flood control project, with the funding used for preliminary geotechnical studies, preliminary structural bridge, and abutment design, and RHAA renderings to visualize potential improvements.

More funding will be needed for the construction of the project.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
218
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SPECIAL REVENUE FUNDS

TOWN OF SAN ANSELMO
Creekside Commons Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Donations - - - -
Use of Money & Property (1,192) - - -
Miscellaneous Revenue 208,388 - - -
TOTAL REVENUE 207,196 - - -

EXPENDITURES

SERVICES & SUPPLIES
Outside Services 312,096 - - -
Miscellaneous Services - - - -
Transfers Out - - - -
TOTAL SERVICES & SUPPLIES 312,096 - - -
TOTAL EXPENDITURES 312,096 - - -

TOWN OF SAN ANSELMO
Creekside Commons Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 34,932 (69,968) (69,968) (69,968)

REVENUE
Revenue 207,196 - - -
TOTAL REVENUE 207,196 - - -
TOTAL RESOURCES 242,128 (69,968) (69,968) (69,968)

EXPENDITURES
TOTAL EXPENDITURES 312,096 - - -
NET INCREASE/(DECREASE) (104,900) - - -
ENDING BALANCE (69,968) (69,968) (69,968) (69,968)
TOTAL BUDGET 242,128 (69,968) (69,968) (69,968)
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
219
100 Town of San Anselmo | Budget & Work Plan FY 2025-2026

SPECIAL REVENUE FUNDS

PARKING FUND
The Parking Fund was initiated in FY 2021-2022 to account for parking meters and other fees collected as part of Ordinance 1039.

As described per the Ordinance, “all receipts accruing to the Town from the operation of parking meters shall be expended for the acquisition, operation, maintenance, repair, and replacement of parking meters, parking meter collection and enforcement and expenses thereto. Furthermore, excess revenue not expended for the foregoing purposes shall be deposited in the Town’s General Fund or expended for any lawful purpose.

In FY 2025-2026, the Parking Fund will incorporate revenue from the new paid parking program in San Anselmo. Additionally, both the costs associated with parking enforcement provided by Community Service Officers from the Central Marin Police Authority (CMPA) and the corresponding enforcement revenue have been reallocated to the Parking Fund from the General Fund.

TOWN OF SAN ANSELMO
Parking Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 90,058 96,802 96,802 (38,198)

REVENUE
Revenue & Transfers In 45,816 35,000 45,000 375,000
TOTAL REVENUE & TRANSFERS IN 45,816 35,000 45,000 375,000 TOTAL RESOURCES 135,874 131,802 141,802 336,802

EXPENDITURES
TOTAL EXPENDITURES 39,072.00 85,000 180,000 177,713
NET INCREASE/(DECREASE) 6,744 (50,000) (135,000) 197,287 ENDING BALANCE 96,802 46,802 (38,198) 159,089
TOTAL BUDGET 135,874 131,802 141,802 336,802
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
220
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TOWN OF SAN ANSELMO
Parking Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Parking Fees & Fines 41,179 35,000 45,000 375,000
Use of Money & Property 4,637 - - -
Transfers In - - - -
TOTAL REVENUE & TRANSFERS IN 45,816 35,000 45,000 375,000

EXPENDITURES

LABOR COSTS
Regular Salaries - - - 11,399
Retirement - - - 1,299
Benefits - - - 2,573
Payroll Taxes - - - 898
TOTAL LABOR COSTS 16,169

SERVICES & SUPPLIES
Outside Services – CMPA Parking Enforcement 91,544
Outside Services – Parking Meters 39,072 85,000 180,000 70,000 TOTAL SERVICES & SUPPLIES 161,544
TOTAL EXPENDITURES 39,072 85,000 180,000 177,713
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
221
102 Town of San Anselmo | Budget & Work Plan FY 2025-2026

CAPITAL PROJECTS FUND

ACTIVE TRANSPORTATION FUND
On June 21, 2023, the Town Council adopted Resolution 4507: A Resolution of the Town Council of the Town of San Anselmo Adopting an Active Transportation Fund Description and Active Transportation Fund Expenditure Guidelines (sananselmo.gov/Resolution4507).

In creating the Active Transportation Fund, the Town Council affirms the need to identify and implement priority active transportation infrastructure projects beyond the Town’s historical practice of adding “Complete Streets” elements to its existing paving and slurry seal program. Thus, the Active Transportation Fund is intended to be used towards infrastructure projects independent from the ongoing implementation of Complete Streets features that are installed in tandem with larger capital projects.

Furthermore, the Town Council encourages that projects funded through the Active Transportation Fund should generally not be directed primarily or exclusively towards visual treatments (e.g. sharrows, striping, high visibility crosswalks, and Class III bicycle lanes) and should instead be allocated primarily to infrastructure and hardscape treatments that create physical safety, traffic calming effects, and enhanced accessibility and usability for all active transportation users.

TOWN OF SAN ANSELMO
Active Transportation Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 100,509 178,270 178,270 85,270

REVENUE
Use of Money & Property 7,063 - - -
Transfer In 100,000 - - 124,651
TOTAL REVENUE 107,063 - - 124,651
TOTAL RESOURCES 207,572 178,270 178,270 209,921

EXPENDITURES
TOTAL EXPENDITURES 29,302 130,000 93,000 75,000
NET INCREASE/(DECREASE) 77,761 (130,000) (93,000) 49,651 ENDING BALANCE 178,270 48,270 85,270 134,921
TOTAL BUDGET 207,572 178,270 178,270 209,921
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
222
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TOWN OF SAN ANSELMO
Active Transportation Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Use of Money & Property 7,063 - - -
Transfer In 100,000 - - 124,651
TOTAL REVENUE 107,063 - - 124,651

EXPENDITURES
Active Transportation 29,302 60,000 93,000 15,000
Bike Racks & Lockers - 20,000 20,000 10,000
Traffic Calming Program - 50,000 25,000 50,000
TOTAL EXPENDITURES 29,302 130,000 93,000 75,000
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
223
104 Town of San Anselmo | Budget & Work Plan FY 2025-2026

CAPITAL PROJECTS FUND

CAPITAL RECONSTRUCTION FUND
The Capital Reconstruction Fund accounts for the revenues and expenses of capital projects. It is funded primarily by the General Fund. Prior to the funding crisis beginning in 2003, Town policy had been to make a transfer from current year General Fund revenues, which is generally 70% of the amount of the prior year’s General Fund carryover (excess of revenues carried over from the prior year, less any transfer needed to replenish the Emergency Projects Fund). Because of the funding shortfalls in the past several years, Council has opted to allocate funds where they are most needed.

Projects are funded on a prioritized basis, based on health, safety, liability, cost-benefit, cost avoidance, and ability to deliver services, and categorized according to prior commitments (whether by written agreement with an outside entity, or by policy direction), liability/safety, and other. The project expenditures are typically categorized as follows:

COMMITMENTS DUE TO GRANTS AND LOANS
These are projects for which the Town has
entered into written agreements for repayment
of funds, or for which the Town would be
responsible for returning funds to the grantee;
in some cases, these funds have already been
spent.

RECOMMENDED DUE TO LIABILITY AND/OR

SAFETY CONCERNS
The projects in this category have been
identified as having safety and/or liability risks
for the Town if they are not accomplished.

RECOMMENDED BASED ON PRIOR

COMMITMENTS AND/OR DIRECTION
These are projects for which Council has
previously appropriated funds, established by
policy as a priority, or given direction to staff to
accomplish.

OTHER
These projects or other funding
recommendations do not fit into another
category. The unprogrammed projects
appropriation is used to fund unanticipated
and emergency needs and cost overruns in
budgeted projects.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
224
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CAPITAL PROJECTS FUND

TOWN OF SAN ANSELMO
Capital Reconstruction Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 10,928 630 630 630

REVENUE
Revenue & Transfers In (21) - - -
TOTAL REVENUE & TRANSFERS IN (21) - - -
TOTAL RESOURCES 10,907 630 630 630

EXPENDITURES
TOTAL EXPENDITURES 10,277 - - -
NET INCREASE/(DECREASE) (10,298) - - -
ENDING BALANCE 630 630 630 630
TOTAL BUDGET 10,907 630 630 630

TOWN OF SAN ANSELMO
Capital Reconstruction Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Snack Shack Revenue - - - -
Miscellaneous Revenue - - - -
Use of Money & Property (21) - - -
Transfers In - - - -
TOTAL REVENUE & TRANSFERS IN (21) - - -

EXPENDITURES
Snack Shack Improvement - - - -
Fire Station Building Repair - - - -
Capital Outlay – Construction 10,277 - - -
Construction – Trails - - - -
TOTAL EXPENDITURES 10,277 - - -
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
225
106 Town of San Anselmo | Budget & Work Plan FY 2025-2026

CAPITAL PROJECTS FUND

EQUIPMENT REPLACEMENT FUND
The Equipment Replacement Fund accounts for revenues that are restricted or otherwise designated for the purchase of Town equipment.

In the past, the Town did not have an adopted equipment replacement schedule and funding program but instead scheduled equipment acquisition and replacement as funds are available.

The Town has allocated about $200,000 each year for the last ten years from the General Fund to the Equipment Fund to fund the following costs:
• Town-wide computer hardware/software replacement or acquisition • The debt service payment for the Marin Emergency Radio Authority (MERA) Bonds • Vehicle lease payment for three electronic vehicles
• Fund Town’s Climate Action Plan activities
During FY 2020-2021, the Town updated its inventory listings for Vehicle and Technology programs.

The Town decided to create two separate Internal Services Funds: Technologies Replacement and Vehicle Replacement funds to maintain the Town’s future Technology and Vehicle replacement activities.

TOWN OF SAN ANSELMO
Equipment Replacement Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 13,561 18,017 18,017 -

REVENUE
Revenue & Transfers In 4,456 - - -
TOTAL REVENUE & TRANSFERS IN 4,456 - - -
TOTAL RESOURCES 18,017 18,017 18,017 -

EXPENDITURES
TOTAL EXPENDITURES - 18,061 18,017.00 -
NET INCREASE/(DECREASE) 4,456 (18,061) (18,017) -
ENDING BALANCE 18,017 (44) - -
TOTAL BUDGET 18,017 18,017 18,017 -
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
226
Town of San Anselmo | Budget & Work Plan FY 2025-2026 107

CAPITAL PROJECTS FUND

TOWN OF SAN ANSELMO
Equipment Replacement Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Miscellaneous Revenue 4,500 - - -
Use of Money & Property (44) - - -
Transfers In - - - -
TOTAL REVENUE & TRANSFERS IN 4,456 - - -

EXPENDITURES
Computer Hardware & Software - - - -
MERA Debt Service Payment - - - -
Public Works Capital Outlay - - - -
Parking Meters - - - -
Climate Action Plan Initiatives - - - -
Public Works Vehicle Replacement - 18,061 18,017 -
Transfers Out - - - -
TOTAL EXPENDITURES - 18,061 18,017 -
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
227
108 Town of San Anselmo | Budget & Work Plan FY 2025-2026

CAPITAL PROJECTS FUND

PARK IMPROVEMENT FUND
The Park Improvement Fund is used to account for designated for the development, enhancement, and maintenance of public parks and recreational facilities. The Park Capital Improvement Fund is used to develop new parks, playgrounds, trails, and other recreational facilities. Existing parks and facilities are improved or upgraded through the installation of new equipment, landscaping, lighting, and accessibility features. Major maintenance projects, such as repairing infrastructure like walking paths, restrooms, and picnic areas, are financed through this fund.

The Park Capital Improvement Fund plays a crucial role in the sustainable development and maintenance of community parks and recreational facilities. Through strategic planning and investment, it helps create vibrant, accessible, and enjoyable public spaces that enhance the overall quality of life for community members.

TOWN OF SAN ANSELMO
Park Capital Improvement Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE - 516,299 516,299 561,214

REVENUE
Use of Money & Property 16,299 - 3,000 1,500
Transfers In 500,000 50,000 50,000 -
TOTAL REVENUE 516,299 - 53,000 1,500
TOTAL RESOURCES 516,299 516,299 569,299 562,714

EXPENDITURES
TOTAL EXPENDITURES - 230,000 8,085 232,000
NET INCREASE/(DECREASE) 516,299 (230,000) 44,915 (230,500) ENDING BALANCE 516,299 286,299 561,214 330,714
TOTAL BUDGET 516,299 516,299 569,299 562,714
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
228
Town of San Anselmo | Budget & Work Plan FY 2025-2026 109

CAPITAL PROJECTS FUND

TOWN OF SAN ANSELMO
Park Capital Improvement Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Use of Money & Property 16,299 - 3,000 1,500
Transfers In 500,000 50,000 50,000 -
TOTAL REVENUE 516,299 50,000 53,000 1,500

EXPENDITURES
Creek Park - - - -
Hilldale Park - 30,000 8,085 22,000
Lansdale Park - - - -
Red Hill Dog Park - - - -
Robson-Harrington Park - 200,000 - 210,000
Sorich Park - - - -
TOTAL EXPENDITURES - 230,000 8,085 232,000
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
229
110 Town of San Anselmo | Budget & Work Plan FY 2025-2026

DEBT SERVICE FUND

MEASURE G DEBT SERVICE
In June 1995, the San Anselmo voters approved a $10.8 million general obligation bond measure, known as Measure G, to finance improvements to the Town’s streets, storm drains, and Library building. This fund is dedicated to the collection of property tax assessments for the repayment of principal and interest on the bonds. As required by law, it was segregated from the Measure G Bond Proceeds Fund which was dedicated to the receipt and expenditure of the $10.8 million bond funds.

A separate fund was established for each issue. The Measure G bond proceeds are fully expended. 1995-1996 1.4 cents
1996-1997 1.2 cents
1997-1998 1.1 cents
1998-1999 1.2 cents
1999-2000 1.3 cents
2000-2001 1.1 cents
2001-2002 1.1 cents
2002-2003 1.1 cents
2003-2004 0.6 cents
2004-2005 0.9 cents
2005-2006 0.8 cents
2006-2007 0.8 cents
2007-2008 0.6 cents
2008-2009 0.7 cents
2009-2010 0.6 cents
2010-2011 0.8 cents
2011-2012 Refunded in conjunction with
1997 and 2000 issues
Any tax proceeds remaining in excess of debt service payments and interest revenue on funds in the debt service fund are designated as a reserve for future year payments.

Series 1997
A $3.55 million general obligation bond issue was sold in July 1997. The tax rate levied per $100 of assessed valuation is as follows:
1997-1998 1.7 cents
1998-1999 1.9 cents
1999-2000 2.0 cents
2000-2001 1.8 cents
2001-2002 1.8 cents
2002-2003 1.8 cents
2003-2004 0.7 cents
2004-2005 1.4 cents
2005-2006 1.2 cents
2006-2007 1.2 cents
2007-2008 1.1 cents
2008-2009 1.0 cents
2009-2010 1.0 cents
2010-2011 1.2 cents
2011-2012 Refunded in conjunction with 1995
and 2000 issues
Series 1995
The first bond issue of $2.125 million was sold in August 1995. The first debt service payment was made in February 1996, and the second in August 1996. This debt service schedule is repeated for the remainder of the series of payments. The debt service is being paid by a tax levied on the tax roll, beginning in the 1995-96 fiscal year. The tax rate levied per $100 of assessed valuation is as follows:

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
230
Town of San Anselmo | Budget & Work Plan FY 2025-2026 111

DEBT SERVICE FUND
Series 2020 (Refunded Series 2003)
2021-2022 0.4 cents
2022-2023 0.4 cents
2023-2024 0.4 cents
2024-2025 0.3 cents
2025-2026 0.4 cents
The total estimated Measure G Debt Service in 2025-2026 is estimated at 0.4 cents per $100 of assessed valuation.

Series 2000
A third bond issue of $2.56 million was sold in August 2000. The tax rate levied per $100 of assessed valuation is as follows:

Series 2003
The final bond issue of $2.565 million was in March 2003. The tax rate levied per $100 of assessed valuation is as follows:
2001-2002 1.2 cents
2002-2003 1.2 cents
2003-2004 0.8 cents
2004-2005 1.0 cents
2005-2006 0.9 cents
2006-2007 0.8 cents
2007-2008 0.8 cents
2008-2009 0.7 cents
2009-2010 0.7 cents
2010-2011 0.8 cents
2011-2012 Refunded in conjunction with 1995
and 1997 issues
2003-2004 1.1 cents
2004-2005 0.8 cents
2005-2006 0.7 cents
2006-2007 0.8 cents
2007-2008 0.6 cents
2008-2009 0.6 cents
2009-2010 0.6 cents
2010-2011 0.7 cents
2011-2012 0.7 cents
2012-2013 0.7 cents
2013-2014 0.7 cents
2014-2015 0.6 cents
2015-2016 0.6 cents
2016-2017 0.6 cents
2017-2018 0.5 cents
2018-2019 0.6 cents
2019-2020 0.5 cents
2020-2021 0.5 cents
2021-2022 Refunded by 2020 Series
Series 2011 (Refunded Series 1995, 1997 and 2000)
2011-2012 2.4 cents
2012-2013 2.3 cents
2013-2014 2.3 cents
2014-2015 2.2 cents
2015-2016 2.2 cents
2016-2017 1.9 cents
2017-2018 1.9 cents
2018-2019 1.8 cents
2019-2020 1.8 cents
2020-2021 1.2 cents
2021-2022 1.1 cents
2022-2023 0.5 cents
2023-2024 0.3 cents
2024-2025 0.3 cents
2025-2026 Matures August 1, 2025
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
231
112 Town of San Anselmo | Budget & Work Plan FY 2025-2026

DEBT SERVICE FUND

TOWN OF SAN ANSELMO
Measure G – Debt Service Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 547,795 497,012 497,012 403,939

REVENUE
Revenue 340,323 304,040 304,040 207,000
TOTAL REVENUE 340,323 304,040 304,040 207,000
TOTAL RESOURCES 888,118 801,052 801,052 610,939

EXPENDITURES
TOTAL EXPENDITURES 391,106 397,113 397,113 402,584
NET INCREASE/(DECREASE) (50,783) (93,073) (93,073) (195,584) ENDING BALANCE 497,012 403,939 403,939 208,355
TOTAL BUDGET 888,118 801,052 801,052 610,939
Fund Balance
The revenue in this fund is collected as part of the property tax bill. The Town receives this revenue in December and April. The Debt Service payments are due in August and February. Due to the timing difference, it is necessary to maintain a fund balance sufficient to make the August payment of the succeeding fiscal year.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
232
Town of San Anselmo | Budget & Work Plan FY 2025-2026 113

DEBT SERVICE FUND

TOWN OF SAN ANSELMO
Measure G – Debt Service Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Measure G 322,776 302,040 302,040 205,000
Interest 17,547 2,000 2,000 2,000
Bond Proceed - - - -
TOTAL REVENUE 340,323 304,040 304,040 207,000

EXPENDITURES
Debt Service – Principal 330,000 350,000 350,000 370,000 Debt Service – Interest 60,281 45,613 45,613 30,584
Bond Administrative Fees 825 1,500 1,500 2,000
Refunding Escrow Deposit - - - -
Cost of Issuance - - - -
TOTAL EXPENDITURES 391,106 397,113 397,113 402,584
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
233
114 Town of San Anselmo | Budget & Work Plan FY 2025-2026

DEBT SERVICE FUND
MUNICIPAL LEASE — DEBT SERVICE FUND
On February 1, 2008, the Town entered into an agreement with Municipal Asset Management, Inc. (Corporation), to finance the restoration, remodeling, and expansion of the downtown Fire Station, Station 19. The financing was accomplished by the Corporation entering into a lease with the Town and the corporation leasing back the property under a Lease/Purchase Agreement, under which the Town is obligated to make rental payments to the Corporation.

The term of the lease was fifteen (15) years and the amount financed was $1,701,094. The annual debt service payment was $158,517. These payments were funded with general operating funds.

The final payment on the lease was made on February 8, 2023.

TOWN OF SAN ANSELMO
Municipal Lease – Debt Service Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

BEGINNING BALANCE - - - -

REVENUE
Transfers In - - - -

TOTAL REVENUE & TRANSFERS IN - - - -

TOTAL RESOURCES - - - -

EXPENDITURES

TOTAL EXPENDITURES & TRANSFERS OUT - - - -

NET INCREASE/(DECREASE) - - - -

ENDING BALANCE - - - -

TOTAL BUDGET - - - -

TOWN OF SAN ANSELMO
Municipal Lease – Debt Service Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE & TRANSFERS IN
Transfers In - - - -

TOTAL REVENUE - - - -

EXPENDITURES
Lease Payment – Principal - - - -
Lease Payment – Interest - - - -

TOTAL EXPENDITURES - - - -
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
234
Town of San Anselmo | Budget & Work Plan FY 2025-2026 115

INTERNAL SERVICE FUNDS

INSURANCE FUND
The Insurance Fund receives and expends funds related to the Town’s liability and workers’ compensation self-insurance coverage.

LIABILITY INSURANCE
On July 1, 1996, the Town became a member of the Bay Cities Joint Powers Insurance Authority (Bay Cities), a self-insurance pool that provides liability insurance coverage to twenty agencies in the Bay Area. Each member agency selects a self-insured retention limit. With the transition to Central Marin Police Authority for police services, the Town’s self-insured retention has been reduced to $10,000 (from the previous amount of $100,000), below which the agency pays the claim costs. The insurance authority is responsible for costs above the limit, although it purchases excess insurance coverage for costs above $1 million, up to $20 million. A premium for coverage is charged based on the self-insured limit selected, the member agency’s claim history and exposure, and the financial standing of the pool. Beginning in FY 1999-2000, Bay Cities coverage includes personnel-related liabilities.

WORKERS’ COMPENSATION
Until June 30, 2003, the Town was a member of the Marin County Risk Management Authority (MCRMA), a self-insurance pool for workers’ compensation coverage. Called an “account pool,” this self-insurance program maintained separate accounts for each pool member. Losses and expenses were paid from the members’ pool account up to the self-insured retention limit.

Effective July 1, 2003, the MCRMA group transferred to the Bay Cities Joint Powers Insurance Authority (Bay Cities), as the MCRMA Program Administrator retired. The Town’s self-insured retention in the Bay Cities Workers Compensation pool is $150,000. Costs more than this limit are paid by the Authority, although it purchases excess insurance coverage from a commercial insurance agency.

Annually, Bay Cities evaluates the financial risk position of each member and establishes an annual assessment based on outstanding claims and claim history. 2025-2026 Highlights
An internal service charge of $700,000 has been made to the General Fund Non-Departmental budget to ensure an adequate claims reserve, as required by Bay Cities.

ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
235
116 Town of San Anselmo | Budget & Work Plan FY 2025-2026

INTERNAL SERVICE FUNDS

TOWN OF SAN ANSELMO
Insurance Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 494,305 595,418 595,418 621,367

REVENUE
Revenue 867,434 789,060 956,631 700,000
TOTAL REVENUE & TRANSFERS IN 867,434 789,060 956,631 700,000 TOTAL RESOURCES 1,361,739 1,384,478 1,552,049 1,321,367

EXPENDITURES
TOTAL EXPENDITURES 766,321 786,912 930,682 822,515
NET INCREASE/(DECREASE) 101,113 2,148 25,949 (122,515)
ENDING BALANCE 595,418 597,566 621,367 498,852
TOTAL BUDGET 1,361,739 1,384,478 1,552,049 1,321,367

TOWN OF SAN ANSELMO
Insurance Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Use of Money & Property 42,434 - - -
Internal Service Charges 750,000 750,000 750,000 700,000 Reimbursement - 39,060 206,631 -
Transfers In 75,000 - - -
TOTAL REVENUE 867,434 789,060 956,631 700,000

EXPENDITURES
Employee Assistance Program (EAP) – Premiums 1,474 1,600 1,605 1,600 Cyber Insurance Program 9,842 21,521 28,996 22,835
Flood Insurance – Premiums 24,043 27,148 27,148 30,597
Liability Insurance – Premiums 452,288 452,224 461,320 478,870 Liability Insurance – Claims 99,115 30,000 185,000 30,000 Workers’ Compensation Insurance – Premiums 191,689 189,419 203,613 203,613 Workers’ Compensation Insurance – Claims (13,581) 50,000 22,000 40,000 State Unempolyment Insurance 1,451 15,000 1,000 15,000
TOTAL EXPENDITURES 766,321 786,912 930,682 822,515
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
236
Town of San Anselmo | Budget & Work Plan FY 2025-2026 117

INTERNAL SERVICE FUNDS

BUILDING MAINTENANCE FUND
The Building Maintenance Fund is to account for the costs of operation of the Town’s maintenance and repair of the Town’s building and accumulate funding for major improvements down the road.

Staff will continue to evaluate the fund and other operating activities that relate to building maintenance, such as custodial services, routine preventative maintenance, and repairs for municipal buildings and facilities, as well as restrooms and structures at Town parks. The goal is to develop a program that provides routine custodial services, preventative maintenance, and capital improvement at the Town facilities to ensure a clean, safe, well-maintained, and accessible environment for use by the community and Town employees.

TOWN OF SAN ANSELMO
Building Maintenance Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 281,652 1,161,958 1,161,958 866,772

REVENUE
Revenue 452,491 374,837 374,837 493,493
Transfers In 800,000 - - -
TOTAL REVENUE & TRANSFERS IN 1,252,491 374,837 374,837 493,493 TOTAL RESOURCES 1,534,143 1,536,795 1,536,795 1,360,265

EXPENDITURES
TOTAL EXPENDITURES 372,185 787,500 670,023 1,202,301
NET INCREASE/(DECREASE) 880,306 (412,663) (295,186) (708,807) ENDING BALANCE 1,161,958 749,295 866,772 157,965
TOTAL BUDGET 1,534,143 1,536,795 1,536,795 1,360,265
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
237
118 Town of San Anselmo | Budget & Work Plan FY 2025-2026

INTERNAL SERVICE FUNDS

TOWN OF SAN ANSELMO
Building Maintenance Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Internal Service Charge 364,050 374,837 374,837 388,493 Grant – Intergovernmental - - - 100,000
Miscellaneous Revenue 55,596 - - -
Use of Money & Property 32,845 - 25,000 5,000
Transfers In 800,000 - - -
TOTAL REVENUE 1,252,491 374,837 399,837 493,493

EXPENDITURES

LABOR COSTS
Regular Salaries - - - 4,598
Overtime - - - -
Retirement - - - 366
Other Benefits - - - 1,985
Payroll Taxes - - - 352
TOTAL LABOR COSTS - - - 7,301

SERVICES & SUPPLIES
Building Maintenance 372,185 225,000 175,000 125,000
ICC Master Switch - 75,000 - 75,000
Janitorial - 97,500 97,500 100,000
Library Roof & HVAC - 100,000 75,000 625,000
Town Hall Gutters - 65,000 47,523 -
Utilities - 225,000 275,000 270,000
TOTAL SERVICES & SUPPLIES 372,185 787,500 670,023 1,195,000 TOTAL EXPENDITURES 372,185 787,500 670,023 1,202,301
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
238
Town of San Anselmo | Budget & Work Plan FY 2025-2026 119

INTERNAL SERVICE FUNDS

TECHNOLOGIES REPLACEMENT FUND
The Technologies Replacement Fund accounts for the costs of operating and maintaining the Town’s network system, which includes computer hardware, telecommunication systems, connectivity to the internet, and software systems.

Costs are billed to the consuming departments at a rate that includes operation and maintenance, and an amount necessary to provide for the replacement of computers or other technology needs.

Activities of the fund also cover cybersecurity, technology disaster recovery, and various data retention needs. Staff will continue to evaluate the fund and other operating activities related to technology and move such activities and funding to the Technologies Replacement Fund in the future.

TOWN OF SAN ANSELMO
Technologies Replacement Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE (6,530) 36,240 36,240 19,215

REVENUE
Revenue 228,354 252,975 252,975 302,901
Transfers In 150,000 - - -
TOTAL REVENUE & TRANSFERS IN 378,354 252,975 252,975 302,901 TOTAL RESOURCES 371,824 289,215 289,215 322,116

EXPENDITURES
TOTAL EXPENDITURES 335,584 275,000 270,000 290,109
NET INCREASE/(DECREASE) - (22,025) (17,025) 12,791
ENDING BALANCE 36,240 14,215 19,215 32,006
TOTAL BUDGET 371,824 289,215 289,215 322,116
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
239
120 Town of San Anselmo | Budget & Work Plan FY 2025-2026

INTERNAL SERVICE FUNDS

TOWN OF SAN ANSELMO
Technologies Replacement Fund
Revenue & Expenditures Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Internal Service Charge 219,325 252,975 252,975 302,901 Miscellaneous Revenue 9,708 - - -
Use of Money & Property (679) - - -
Transfers In – Equipment Fund - - - -
Transfers In – General Fund 150,000 - - -
TOTAL REVENUE 378,354 252,975 252,975 302,901

EXPENDITURES

LABOR COSTS
Regular Salaries - - - 12,122
Overtime - - - -
Retirement - - - 625
Other Benefits - - - 1,641
Payroll Taxes - - - 722
TOTAL LABOR COSTS 15,109

SERVICES & SUPPLIES
Computer Hardware & Software 335,584 275,000 270,000 275,000 TOTAL SERVICES & SUPPLIES 275,000
TOTAL EXPENDITURES 335,584 275,000 270,000 290,109
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
240
Town of San Anselmo | Budget & Work Plan FY 2025-2026 121

INTERNAL SERVICE FUNDS

VEHICLE REPLACEMENT FUND
The Vehicle Replacement Fund accounts for the costs of operating and maintaining the Town’s vehicle program.

During the FY 2020-2021, the Town updated its vehicle inventory list and developed a replacement strategy. Historically, vehicle replacement, repair, or lease expenses have been budgeted in the Equipment Fund or run through the Public Works Department operating cost.

On February 13, 2024, the Town Council adopted Resolution No. 2024-4527: A Resolution of the Town of San Anselmo Town Council Adopting a Fleet Zero-Emissions Vehicle Policy (sananselmo. gov/resolution4527). The purpose of the policy is to document the process and department responsibilities for purchasing and managing the Town’s vehicle fleet in a manner that minimizes GHG emissions and considers life-cycle costs when purchasing fleet vehicles. The policy helps implement several measures from the Town’s Climate Action Plan, ensures compliance with the Advanced Clean Fleets regulation, saves the Town money through reduced fuel and maintenance costs by purchasing ZEVs, and would serve as a model for the community by transitioning to ZEVs in a timely and cost-effective manner. Furthermore, the policy is focused on reducing vehicle size/weight and optimizing the fleet size to reduce overall fleet management costs and reduce environmental impacts associated with the manufacturing and distribution of new vehicles.

Staff will continue to look for opportunities to use alternative fuel vehicles or other opportunities to reduce air pollution.

TOWN OF SAN ANSELMO
Vehicle Replacement Fund
Income Statement
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUAL REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET
BEGINNING BALANCE 231,341 307,672 307,672 352,672

REVENUE
Revenue 114,295 60,000 60,000 -
TOTAL REVENUE & TRANSFERS IN 114,295 60,000 60,000 -
TOTAL RESOURCES 345,636.00 367,672 367,672 352,672

EXPENDITURES
TOTAL EXPENDITURES 37,964 100,000 15,000 100,000
NET INCREASE/(DECREASE) 76,331 (40,000) 45,000 (100,000) ENDING BALANCE 307,672 267,672 352,672 252,672
TOTAL BUDGET 345,636 367,672 367,672 352,672
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
241
122 Town of San Anselmo | Budget & Work Plan FY 2025-2026

INTERNAL SERVICE FUNDS

TOWN OF SAN ANSELMO
Vehicle Replacement Fund
Revenue & Expenditure Summary
FY 2025-2026

DESCRIPTION
2023-2024 2024-2025 2025-2026

ACTUALS REVISED
BUDGET

ESTIMATED

ACTUALS BUDGET

REVENUE
Internal Service Charge - - - -
Use of Money & Property 14,295 - - -
Transfers In – Equipment Fund - - - -
Transfers In – General Fund 100,000 60,000 60,000 -
TOTAL REVENUE 114,295 60,000 60,000 -

EXPENDITURES
Public Works Vehicle Replacement 37,964 100,000 15,000 100,000 TOTAL EXPENDITURES 37,964 100,000 15,000 100,000
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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Town of San Anselmo | Budget & Work Plan FY 2025-2026 123

APPENDIX A
Continued on next page

TOWN OF SAN ANSELMO
Department of Public Works
Capital Projects Budget Summary
FY 2025-2026
PROJECT FUNDING TYPE FY 2025-2026

FUNDING
3-PERSON ENGINE COMPANY (RVFD) TOTAL 282,653
Measure J Sales Tax Fund 282,653
BRIDGE AVENUE BRIDGE (PW052) TOTAL 12,000
Measure J Sales Tax Fund 12,000
BRIDGE PREVENTIVE MAINTENANCE PROGRAM (PW037) TOTAL 40,000 Measure J Sales Tax Fund 40,000
CENTER BLVD BRIDGE (PW025) TOTAL 12,000
Measure J Sales Tax Fund 12,000
CONCRETE STREET REPAIR TOTAL 50,000
Measure J Sales Tax Fund 50,000
CREEK PARK CONTRAFLOW BIKE LANES STUDY TOTAL 166,142
Grants Fund 166,142
EV CHARGING TOTAL 186,000
Grants Fund 130,000
Measure J Sales Tax Fund 56,000
FIRE STATION 20 REMODEL TOTAL 1,000,000
Measure J Sales Tax Fund 1,000,000
HAWK PEDESTRIAN SIGNAL AT SAUNDERS AVE & SIR FRANCIS DRAKE BLVD TOTAL 204,000 Grants Fund 204,000
Road Maintenance Fund -
HUB TRANSIT STATION ROOF TOTAL 30,000
Measure J Sales Tax Fund 30,000
ICC REPAINTING TOTAL 135,000
Measure J Sales Tax Fund 135,000

ICC PARKSIDE PRESCHOOL PLAYGROUND TOTAL -
Measure J Sales Tax Fund -
ICC ROOF REPAIR TOTAL 200,000
Measure J Sales Tax Fund 200,000
LIBRARY HVAC & ROOF REPLACEMENT TOTAL 100,000
Measure J Sales Tax Fund 100,000
MADRONE AVE BRIDGE (PW018) TOTAL 12,000
Measure J Sales Tax Fund 12,000
NOKOMIS AVE BRIDGE (PW017) TOTAL 12,000
Grants Fund -
Measure J Sales Tax Fund 12,000
PROJECT DESIGN & INSPECTION - N/A TOTAL 200,000
Measure J Sales Tax Fund 200,000
PROJECT MANAGEMENT - N/A TOTAL 616,068
Road Maintenance Fund 310,712
Measure J Sales Tax Fund 305,356
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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124 Town of San Anselmo | Budget & Work Plan FY 2025-2026

APPENDIX A
Continued from previous page

TOWN OF SAN ANSELMO
Department of Public Works
Capital Projects Budget Summary
FY 2025-2026
PROJECT FUNDING TYPE FY 2025-2026

FUNDING
STATE RECYCLING GRANT TOTAL 5,000
Grants Fund 5,000
SORICH PARK PARKING LOT TOTAL 10,000
Measure J Sales Tax Fund 10,000
ROBSON HOUSE TOTAL 20,000
Measure J Sales Tax Fund -
Robson House Fund 20,000
SIR FRANCIS DRAKE BLVD, SAIS AVE & SUNNYHILLS DR TRAFFIC SIGNAL TOTAL 161,913 Measure J Sales Tax Fund 161,913
SIDEWALK GAP CLOSURE (PW042) TOTAL 40,000
Measure J Sales Tax Fund 40,000
SLURRY, CRACK SEAL & DIGOUTS - N/A TOTAL 50,000
Measure J Sales Tax Fund 50,000
STREET PAVING (PW106) TOTAL 1,230,000
Road Maintenance Fund 1,230,000
TRAFFIC SIGNALS TOTAL 45,000
Road Maintenance Fund 20,000
Measure J Sales Tax Fund 25,000
UNPROGRAMED RESURFACING, DRAINAGE & FLOOD CONTROL (N/A) TOTAL 250,000 Measure J Sales Tax Fund 100,000
Road Maintenance Fund 150,000
SUBTOTAL – GRANTS FUND 505,142
SUBTOTAL – MEASURE J SALES TAX FUND 2,833,922
SUBTOTAL – ROAD MAINTENANCE FUND 1,710,712
SUBTOTAL – ROBSON HOUSE FUND 20,000
GRAND TOTAL 5,069,776
ITEM 1.6 - Exhibit A
ITEM 1.6 - Exhibit A
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Item #: 2.1

STAFF REPORT
TOWN OF SAN ANSELMO Item #:2.1
MEETING DATE: June 24, 2025
AGENDA TITLE: Discussion and Consideration of Memorandum of Understanding Proposal with the Service Employees
International Union, Local 1021 (SEIU) for the period
of July 1, 2025, to June 30, 2028.

FROM: David Donery, Town Manager
Jeff Zuba, Finance & Admin Services Director
RECOMMENDATION: That the Town Council conduct a public hearing on the Proposed Memorandum of Understanding (MOU) between the Town of San Anselmo and SEIU Local 1021 for the period of July 1, 2025, to June 30, 2028.

SUMMARY
SEIU Local 1021 represents approximately 29 employees in various departments across the Town.

The SEIU Local 1021 MOU expires on June 30, 2025. Over the past few months, representatives of the Town and Local SEIU 1021 have met in good faith and worked diligently to negotiate the terms of a successor MOU. The Town and SEIU 1021 reached a tentative agreement on June 11, 2025, for a three-year successor MOU. The SEIU bargaining team recommended the tentative agreement to its membership.

DISCUSSION/ANALYSIS
The following are the highlights that reflect the terms and significant economic items included in the tentative agreement between the Town and SEIU Local 1021. In addition to the economic items, some operations items were also addressed in the successor MOU.

1. Term of the Agreement: July 1, 2025, through June 30, 2028

2. Salary Increase: Job classes represented in this bargaining group will receive a 6.0% increase to the salary schedule effective July 1, 2025, a 5.5% increase effective July 1, 2026, and a 4% 245
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increase effective July 1, 2027.

Longevity: Longevity pays employees based on their continuous years of service with the Town. Employees become eligible for longevity pay at the following milestones: 2% after 10 years, 4% after 15 years, and 6% after 20 years of continuous service. These percentages are not cumulative; rather, the employee receives the percentage corresponding to their current tier of service only. In order to qualify, service must be continuous from the original date of hire. If an employee separates from Town employment and is later rehired, the new hire date will serve as the basis for calculating longevity eligibility, and any prior service will not be credited. Additionally, for employees hired on or after July 1, 2025, part-time service will be prorated when calculating longevity eligibility.

3. One-Time Payment: Employees represented by the bargaining group will receive a one-time, non-pensionable payment of $3,000 on August 1, 2025, or the pay period following Council ratification of a new MOU, whichever occurs later. This payment will not contribute to Classic or PEPRA employees’ pensions and is just for normal payroll taxes. This payment is a onetime payment only and is not scheduled to recur in the future.

4. Cost of Health Insurance Premium: Effective July 2025, the Town will cover the full cost of Kaiser medical plan based on the employee’s coverage level. It will no longer be under a cafeteria plan model where employees receive an allowance to purchase healthcare plans.

For example, the Town’s healthcare contributions for an employee who is eligible for employee-only coverage will be based on the 2025 cost of Kaiser employee-only premium. Should the employee select a health plan that exceeds the cost of the Kaiser employee-only premium, the employee shall be solely for any difference in premiums (i.e. the 2025 Kaiser employee-only cost is $1,112.90; if an employee selects the PERS Platinum employee-only coverage cost is $1,476.10, so the employee shall pay $363.20 per month for the premium difference).

As another example, the 2025 Kaiser family premium is $2,893.54. If the employee with family coverage selects the Blue Shield Trio HMO plan family plan, they shall pay the difference between the Kaiser family rate and $2,950.45, which is $56.91 per month).

For employees hired prior to June 30, 2014 – per Section 8 of the MOU, any unused portion of the healthcare benefits will be given to the employee, up to $365 per month for full time employees. For employees hired on or after July 1, 2006, who work less than full time, the $365 per month maximum shall be prorated based on the ratio that the regular part-time employees' regular work week bears to a regular full-time work week. Employees hired on or after July 1, 2015, will not receive cash back unless they waive all Town insurance other than dental insurance.

5. Non-Economic Items: In addition to the items discussed above, agreement was reached on other proposals, which reflect minor changes to existing provisions with little or no significant cost. The attached final tentative agreement includes all the changes agreed to by the parties. These negotiated MOU sections include:
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Item #: 2.1
a. Safe Conditions: Revision of language.
b. Holiday (Section 13c): Revision of language when floating holidays are earned.

As part of the Town’s ongoing efforts to ensure competitive and equitable compensation, a Compensation and Pay Equity Study was conducted this year by Gallagher. The study evaluated the Town of San Anselmo’s wages and benefits compared to ten similar jurisdictions, primarily within Marin County, with the inclusion of Orinda as an outside comparator. The results showed that SEIUrepresented positions were, on average, approximately 7.1% below the market in terms of total compensation. One of the key areas where the Town was lagging was in health care offerings. The tentative agreement to provide full-family Kaiser coverage would bring the Town to the median level for most positions. Additionally, the agreed salary increases of 6%, 5.5%, and 4% over the three-year term are not only cost-of-living adjustments, but also include equity adjustments intended to bring all positions to or above the market median, supporting the Town’s ability to recruit and retain qualified employees.

FISCAL IMPACT
The current total annual salary and benefit cost ot the Town for the 27.93 full-time equivalent (FTE) positions of SEIU is $729,860. The additional ongoing costs fo the successor MOU beyond the FY2024-2025 budget is:

FY2025-26 (6%) FY2026-27 (5.5%) FY2027-28 (4%)
Salary $207,502 $185,364 $130,899
Benefits $54,666 $81,702 $69,727
Total Cost $262,168 $267,066 $200,625
*This pension cost results only from the negotiated wage increase and does not include the annual contribution of lump sum unfunded pension liability. With the assumption of the terms and conditions of the pension benefit plan remains unchanged. The cost is $262,168 for fiscal year 2025-2026, $267,066 for fiscal year 2026-2027, and $200,625 for fiscal year 2027-2028. In addition, there is a cost of $84,000 in one-time payments, which includes Social Security and Medicare taxes. These one-time payments will not contribute to Classic and PEPRA employee pension costs.

GENERAL PLAN CONSISTENCY
Not applicable

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The Council’s discussion of this report is not a “project” under the California Environmental Quality Act, because it does not involve an activity which has the 247
Item #: 2.1
potential to cause a direct or reasonably foreseeable indirect physical change in the environment. (Cal. Pub. Res. Code § 21065).

ATTACHMENTS
Attachment #1: SEIU Final Tentative Agreement
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ITEM 2.1 - ATTACHMENT 1
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ITEM 2.1 - ATTACHMENT 1
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ITEM 2.1 - ATTACHMENT 1
ITEM 2.1 - ATTACHMENT 1
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Item #: 2.2

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.2
MEETING DATE: June 24, 2025
AGENDA TITLE: Update on San Anselmo Flood Risk Reduction Project FROM: Sean Condry, P.E., Public Works Director
RECOMMENDATION: Receive update from Town staff on San Anselmo Flood Risk Reduction Project application process.

BACKGROUND AND DISCUSSION
On September 18, 2018, the Board of Supervisors held a public hearing and adopted Resolution No. 2018-99 certifying the final environmental impact report (FEIR) for the SAFRR Project and Resolution No. 2018-100 approving the Project. The approval included flood mitigation projects on two parcels, “one to remove a channel-constricting building on San Anselmo Creek at 634-636 San Anselmo Avenue [BB2] ….” In November 2018, the District purchased BB2, intending to remove the building as part of its SAFRR Project. In April 2020, the Town and the District entered into a cooperative agreement for the design and construction of the Project. The agreement facilitated the removal of the structures atop BB2 and allowed for the creation of a plaza. The District leased BB2 to the Town for use as public park space until the District terminated the lease on September 15, 2022.

In the spring of 2023, the Town informed the District that it would require the District to submit a Conditional Letter of Map Revision (CLOMR) as part of its application for Town permits for the SAFRR project, as required by the Town Code and federal regulations.

In the Town comment response letter regarding BB2, sent on January 30, 2025 to the District, the Town notified the District that it would need approximately six weeks to review the application for a CLOMR, also known as the MT-2 application.

On June 13, 2025, the Town received a draft MT-2 application from the District and a request that the Town’s review be completed in two weeks. Town staff and the consultant will begin reviewing the application and accompanying documentation and modeling. The MT-2 form includes a “Community Concurrence” section that allows for a signature from the “community official responsible for floodplain management,” which indicates that the floodplain manager would be signing the document. However, FEMA’s instructions and the regulations related to this submission suggest that the form 253
Item #: 2.2
must be signed by “the Chief Executive Officer (CEO) for the community involved in this revision request or an official legally designated by the CEO.” (https://www.fema.gov/flood-maps/change-your-flood-zone/paper-application-forms/mt2/instructions-form-1-overview-and-concurrence ).

Town staff will provide further updates to the Town Council related to this process following a thorough review of the District’s submission.

FISCAL IMPACT
None

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
Receiving an update on the status of the SAFRR project’s application 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). 254
Outlook
Save the trees!
From Rachel Greenmyer <[email protected]>
Date Tue 6/24/2025 12:42 PM
To Town Council <[email protected]>
CAUTION: External Sender
Dear Mayor Kullaway and council members Burdo, Burke, Schlesinger and Walker, I recently learned that the redwood trees in Creek Park are at risk of being removed by the county as part of a flood mitigation plan, and that you, the town council, must sign a permit in order for the county to proceed.

Redwood forests, as part of their role in the water cycle, help capture and store large amounts of rainwater, which helps mitigate flooding. Why would we want to lose that benefit? These trees also provide wildlife habitat, noise reduction, shade, and beauty that draws people to Creek Park as a vital community space and indirect source of town revenue. In addition, the town could be held liable if any protected species were harmed in the tree removal process.

There must be another option for flood mitigation that saves the trees, it would be a sad part of San Anselmo’s history if no work-around was attempted and these beautiful redwoods were cut down.

Please do not sign the permit, and explore other options.

Thank you for your time and consideration,
Rachel Greenmyer
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Outlook
Save the Redwoods
From Gigi M <[email protected]>
Date Tue 6/24/2025 11:52 AM
To Town Council <[email protected]>
CAUTION: External Sender
These majestic trees provide more than beauty. Do your research and see how this will impact ALL humans! I say no to the destruction of this beautiful part of San Anselmo! Judy McClung
Sent from my iPhone
256
Outlook
The Fight to Save the Natural Beauty of Creek Park
From John Crane <[email protected]>
Date Tue 6/24/2025 1:03 PM
To Garril Page (IMAP) <[email protected]>; Judd Goodman <[email protected]>; Eileen Burke Contact <[email protected]>; Ann Politzer <[email protected]>; Tony Swan <[email protected]>; Derek Johnson <[email protected]>; BOS <[email protected]>; Flood Inquiry <[email protected]>; Eric Lucan <[email protected]>; Dennis Rodoni <[email protected]>; Stephanie MoultonPeters <[email protected]>; Sackett, Mary <[email protected]>; [email protected] <[email protected]>; Eileen Burke <[email protected]>; Dave Donery <[email protected]>; Sean Condry <[email protected]>; John Crane <[email protected]>; Charles Goodman <[email protected]>; Ross <[email protected]>; Julie McMillian <[email protected]> 1 attachment (375 KB)
TC Minutes 02.09.88.pdf;
CAUTION: External Sender
June 24th, 2025
Mayor and Town Council of San Anselmo
Dear Mayor and Council:

RE: June 24, 2025, San Anselmo Agenda Item 2.2
Dear Mayor and Town Council:

THE FIGHT TO SAVE THE TREES, THE PLAZA AND CREEK PARK AS AN OASIS OF

NATURAL BEAUTY
In 2024 Creek Park turned 50 years old, and tonight I hope the Town Council has the courage to once again protect Creek Park and the Redwoods for future generations as it did in 1988.

The County’s misguided attempts to remove BB2, will destroy the Plaza, and dramatically alter Creek Park forever. This is not what people want as Measure F demonstrated.

In 1988 the Town Council adopted the Campaign for a “Healthy Community for Children.” Please read the attached MINUTES OF THE TOWN COUNCIL MEETING OF FEBRUARY 9, 1988, it was a wise decision to preserve Creek Park for future generations. Please read the attached minutes and please respect the wishes of the community, to maintain the natural beauty of Creek Park that we treasure. It is now your opportunity to act in accordance with the preservation of our community's heritage.
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In 1987 a nine-member committee submitted its final report to the Town Council: “The members had agreed that the purpose of Creek Park was to serve as a quiet and restful oasis that enhances the environment of downtown San Anselmo and the Creek Park Shopping District. It is a community statement that San Anselmo cares for the environment, the Town's natural beauty and the comfort of people of all ages.”
Here is what one resident said about the Plaque dedicated in May 1988: “Thats why that stone was made. To remind people forever with a big rock they would signify the work and effort of people to speak up when any authoritative measure attempts to slip through the cracks and loot public areas where enjoyment and gathering.

Please protect and respect Creek Park's natural beauty and put an end to the San Anselmo Flood Risk Reduction project which has been flawed from the beginning.

Respectfully,
John Crane
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John Crane Films
415.847.5054
email: [email protected]
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Outlook
Save the Trees!
From Jennifer Ablay <[email protected]>
Date Tue 6/24/2025 1:58 PM
To Town Council <[email protected]>
CAUTION: External Sender
Dear Mayor Kullaway and council members Burdo, Burke, Schlesinger and Walker, I recently learned that the redwood trees in Creek Park are at risk of being removed by the county as part of a flood mitigation plan, and that you, the town council, must sign a permit in order for the county to proceed.

Redwood forests, as part of their role in the water cycle, help capture and store large amounts of rainwater, which helps mitigate flooding. Why would we want to lose that benefit? These trees also provide wildlife habitat, noise reduction, shade, and beauty that draws people to Creek Park as a vital community space and indirect source of town revenue. In addition, the town could be held liable if any protected species were harmed in the tree removal process.

There must be another option for flood mitigation that saves the trees, it would be a sad part of San Anselmo's history if no workaround was attempted and these beautiful redwoods were cut down.

Please do not sign the permit, and explore other options.

Thank you for your time and consideration,
Jennifer Ablay
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Item #: 2.3

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.3
MEETING DATE: June 24, 2025
AGENDA TITLE: Public Hearing for 2
nd Reading and Adoption of an
Ordinance Adding Chapter 2 to Title 19 of the San
Anselmo Municipal Code (SAMC) to prohibit
individuals under 16 years of age from operating a
Class 2 e-bike as defined in California Vehicle Code
Section Section 312.5, and require any person
operating a Class 2 e-bike in the Town of San
Anselmo to wear a helmet
FROM: Central Marin Police Authority
RECOMMENDATION: Staff recommends that the Town Council hold a public hearing to conduct the 2
nd reading of the proposed Ordinance (Attachment 1) and vote to adopt the Ordinance, which would add a new chapter to Title 19 of the San Anselmo Municipal Code to prohibit individuals under the age of 16 years of age from operating a Class 2 e-bike and require any person operating a Class 2 e-bike in San Anselmo to wear a helmet in accordance with Section 21214.5 of the California Vehicle Code (CVC).

SUMMARY
Traffic collision data, complaints received by the Central Marin Police Authority, and the observations from police officer enforcement efforts highlight a concerning trend related to youth, under the age of 16 years, unsafely operating Class 2 e-bikes. Assembly Bill 1778 authorizes Marin municipalities to adopt the Marin Electric Bicycle Safety Pilot Program, making the use of Class 2 e-bikes unlawful for anyone under the age of 16 years and adding a provision requiring anyone, regardless of age, to wear an approved helmet when operating a Class 2 e-bike.

BACKGROUND
During the regular Town Council meeting of May 27, 2025, the San Anselmo Town Council received a report from Captain Khalili about the growing popularity of e-bikes among school-aged youth in Marin and their safety concerns. Following that presentation, the Town Council took public comment and voted to introduce by title only and to waive further reading of the proposed Ordinance consistent with AB 1778. To 266
Item #: 2.3
meet the notice requirements, the Ordinance is being brought before Council as a public hearing for its 2
nd reading and adoption.

From 2019 to 2022, 911 calls in Marin related to all bikes rose 110% among schoolaged youth. To better understand this alarming trend, in 2023 Marin County Public Health began to collect data on 911 accidents involving e-bikes vs. conventional bikes.

That data has shown us that the e-bike accident rate in Marin for 10-15 year olds is 5x higher than for all other age groups. On conventional bikes, 10-15 year olds have a 1.5x higher accident rate compared to other age groups.

Beyond the numbers, what was especially concerning was that Marin’s emergency room physicians were reporting that the injuries they saw in teen patients from e-bike accidents were much more serious than injuries from accidents on conventional bicycles. Physicians documented e-bike injuries are more akin to motor vehicle accidents including internal bleeding, pelvic fractures, damage to vital organs, and brain trauma.

It is important to note that while Marin is at the forefront in examining the disproportionate safety risk that e-bikes pose to young riders, Marin’s local data mirrors national trends. The federal Consumer Product Safety Commission’s September 2023 report “Micromobility Products-Related Deaths, Injuries, and Hazard Patterns: 2017– 2022” highlighted that all injuries nationally associated with e-bikes, e-scooters and hoverboards (“micromobility”) have increased 23% annually since 2017 – and 21% from 2022 to 2021 alone. The report also notes that children under 14 accounted for about 36% of injuries from 2017 to 2022, double their 18% proportion of the U.S. population.

Currently, the California Vehicle Code defines the various classifications of e-bikes as follows:

Class 1: Pedal-assist only (no throttle), max. assisted speed 20 mph Class 2: Has a throttle (no pedaling required), max. assisted speed 20 mph Class 3*: Pedal-assist only (no throttle), max. assisted speed 28 mph *State law already requires Class 3 riders to be over 16 In Marin, schools and law enforcement have seen that young riders are riding much heavier, more powerful throttle-powered e-bikes often even before they become experienced bicycle riders and understand traffic rules. Some throttle-powered e-bikes can also be modified by teens (illegally) to go up to 40 or 50mph. These illegal modifications make e-bikes function more like electric motorcycles -- ridden on roads with cars by teens who don’t have driver licenses. Helmet usage on e-bikes can also be just as inconsistent as with conventional bicycles.

On September 30, 2024, the California Legislature passed Assembly Bill 1778 the Marin Electric Bicycle Safety Pilot Program, which authorizes Marin County and its municipalities to adopt ordinances or resolutions to prohibit the operation of Class 2 electric bicycles by individuals under the age of 16 years and require that all Class 2 267
Item #: 2.3
electric bicycle operators wear approved bicycle helmets. AB 1778 requires that the proposed ordinance become inoperative on January 1, 2029.

Adoption of an ordinance governing the provisions of Assembly Bill 1778 changes the following:

Assembly Bill 1778 requires that law enforcement collect particular information for traffic stops for violation of the safety requirements. However, as described, Assembly Bill 1778 is not intended to be used as a stand-alone enforcement violation to initiate traffic stops, but rather will be used in the vast majority of cases as a “secondary element to a primary infraction” – the primary infraction being passing a stop sign, riding unsafely, not wearing a helmet, etc. In those cases where law enforcement is using Assembly Bill 1778 as a “secondary element”, the citation will simply include the standard data collected in all traffic stops – and officers will not be required to collect any additional data associated with the AB 1778 citation.

In very rare cases where an officer initiates a stop based on an Assembly Bill 1778 citation, they will need to include the additional data collection required under the bill.

Marin County Public Health and the Marin County Sheriff’s Office are taking the lead in compiling the required data from Marin’s jurisdictions and submitting the required report to the Legislature by January 1, 2028, as required by the law.

Additionally, the legislation requires that a public information campaign be administered for at least 30 calendar days prior to the enactment of an ordinance or resolution implementing the pilot program. The County of Marin will be resToponsible for conducting the public information campaign.

The attached proposed Ordinance reflects the provisions introduced by Assembly Bill 1778.

DISCUSSION/ANALYSIS
The purpose of adopting an ordinance outlining the provisions of Assembly Bill 1778 is to provide an additional enforcement tool to law enforcement, as well as to provide clear guidance to parents and teens about the unlawful use of Class 2 e-bikes.

A countywide initiative is underway to have all Marin County municipalities adopt similar ordinances. What is most important in countywide uniformity in passing Assembly Bill 1778 ordinances is that the message to parents and teens can be clear and consistent across Marin County: riders under 16 cannot ride Class 2 throttle e-bikes. Currently, young riders are strongly encouraged to ride Class 1 e-bikes.

However, while Assembly Bill 1778 serves as a valuable policy and messaging tool, effective public education for teens and parents remains the most crucial strategy for reducing e-bike-related violations and collision-related injuries among youth in Marin County.
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Item #: 2.3
Marin Electric Bicycle Safety Program:

The proposed Ordinance would add the requirements outlined within Assembly Bill 1778, which are required when establishing local adoption of the Marin Electric Bicycle Safety Program. The proposed ordinance provisions are as follows:

A. California Vehicle Code Section 21214.5 authorizes local governments in Marin County to adopt ordinances prohibiting persons under 16 years of age from operating Class 2 Electric Bicycles and requiring all persons operating Class 2 Electric Bicycles to wear a bicycle helmet that complies, provided the local government administers a public information campaign regarding the ordinance at least 30 days before enactment. The Town wishes to participate in the Marin Electric Bicycle Safety Program in order to promote the safe and efficient use of sidewalks, bicycle paths, pathways, trails, bicycle lanes, and other pedestrian and bicycle facilities in the Town.

B. Enforcement. A violation of the age and helmet requirements related to Class 2 Electric Bicycles described in this Chapter and adopted pursuant to the Marin Electric Bicycle Safety Program shall be deemed an infraction and may be punished as follows:

1. For the first 60 days after the adoption of the proposed ordinance, a violation shall be punishable by a warning.

2. After the first 60 days following adoption of the municipal code prohibiting a person under the age of 16 years from operating a Class 2 e-bike, a violation of the proposed ordinance shall be an infraction punishable by a fine not exceeding $25.00. A fee shall not be imposed upon a citation of this infraction if the parent or legal guardian of the person who violated the prohibition delivers proof to the issuing agency within 120 days after the citation was issued that the person has completed an electric bicycle safety and training course pursuant to California Streets and Highways Code section 894, or an electrical bicycle safety course offered by any local jurisdiction, if one is available.

3. After the first 60 days following adoption of the municipal code requiring a person operating a class 2 e-bike to wear a bicycle helmet, a violation of the proposed ordinance shall be an infraction punishable by a fine of twenty-five dollars ($25). A record of the action shall not be transmitted to the court and a fee shall not be imposed upon a citation of this infraction if the person who violated the requirement, or if that person is an unemancipated minor, their parent or guardian, delivers proof to the issuing agency within 120 days after the citation was issued that the person has a helmet meeting the requirements specified in subdivision (a) of Section 21212 and the person has completed a local bicycle safety course or a related safety course, if one is available, as prescribed by authorities in the local jurisdiction.
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Item #: 2.3
C. Expiration. The proposed ordinance shall remain in effect until January 1, 2029, and as of that date is repealed.

FISCAL IMPACT
None. Adoption of this ordinance will require the County of Marin to conduct the public information campaign and the Marin County Sheriff’s Office to collect data and provide the report to the legislature.

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
Adoption of the proposed Ordinance is not a project within the meaning of the California Environmental Quality Act (CEQA) Public Resources Code section 21065 as it will not result in any direct or indirect physical change in the environment.

ATTACHMENTS
Attachment 1- Proposed Ordinance
270
ORDINANCE NO.

AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF SAN ANSELMO ADDING A NEW CHAPTER 2 TO TITLE 19 OF THE SAN ANSELMO
MUNICIPAL CODE TO PROHIBIT PERSONS UNDER 16 YEARS OLD FROM OPERATING A CLASS 2 ELECTRIC BICYCLE AND REQUIRING ANY RIDER OF A CLASS 2 ELECTRIC BICYCLE TO WEAR A HELMET
WHEREAS, the popularity and growth of electric bicycle use has grown in Marin County, and with it concerns the safety of riders and all road users; and WHEREAS, California Vehicle Code section 312.5(a) classifies electric bicycles into three classes, all electric bicycles are equipped with fully operable pedals and an electric motor that produces less than 750 watts of power. Class 1 consists of low-speed pedal-assisted electric bicycles equipped with a motor incapable of exclusively propelling the bicycle (and providing assistance at speeds no greater than 20 miles per hour). Class 2 consists of throttle-assisted electric bicycles equipped with a motor that may be used exclusively to propel the bicycle (and providing assistance at speeds no greater than 20 miles per hour). Class 3 consists of pedalassisted electric bicycles equipped with a motor that provides assistance only when the rider is pedaling, that ceases to provide assistance when the bicycle reaches a speed of 28 miles per hour, and is equipped with a speedometer; and
WHEREAS, On September 30, 2024, the California Legislature passed Assembly Bill 1778, the Marin Electric Bicycle Safety Program, which authorizes Marin County and local entities within Marin County to enact ordinances to prohibit any person under 16 years of age from operating a Class 2 electric bicycle and to require any person, regardless of age, operating a Class 2 electric bicycle to wear a bicycle helmet; and
WHEREAS, Assembly Bill 1778, includes a requirement that the County of Marin submit a report to the Legislature that includes, among other things, the total number of traffic stops initiated for violations, the results of the traffic stops, and the actions taken by peace officers during the traffic stops, and data relating to electric bicycle crashes, including the ages of those involved in each reported crash; and
WHEREAS, Assembly Bill 1778 further requires the County of Marin to administer a public information campaign for at least 30 calendar days prior to the enactment of the ordinance or resolution.

NOW, THEREFORE, BE IT HEREBY ORDAINED THAT:

SECTION 1: Findings.

The ordinance furthers the public health, safety, and welfare and the above recitals are true and 271
correct and are incorporated as findings herein.

SECTION 2: Ordinance Amendments.

Town of San Anselmo Municipal Code Title 19 (Central Marin Police Matters) is hereby amended to add the following new chapter:

Chapter 2 - Marin Electric Bicycle Safety Pilot Program 19-2.01 Purpose and Scope.

The provisions of this Chapter are intended to enact the program authorized by Vehicle Code Section 21214.5, et seq., in the Town of San Anselmo, on all public roadways, highways, multi-use paths, and other areas where Class 2 Electric Bicycles are allowed under federal, state, and local law. 19-2.02 Definitions.

For purposes of this Chapter, the following definitions apply:

Class 2 Electric Bicycle is defined in Vehicle Code Section 312.5(a)(2). 19-2.03 Prohibitions and Restrictions.

A. No person undersixteen (16) years of age shall operate a Class 2 Electric Bicycle.

B. No person shall operate a Class 2 Electric Bicycle without wearing a bicycle helmet that complies with Vehicle Code Section 21213(b).
19-2.04 Violations.

A. Within sixty (60) days of the effective date this Chapter comesinto effect, any violation of this ordinance shall be punishable by warning notices.

B. Beginning on the sixty-first (61) day after the date this Chapter comesinto effect, and thereafter until this Chapter expires, the following violation shall be punishable as follows:

1. A violation of the prohibition set forth in Section 19-2.03(A) shall be an infraction, punishable by a fine of twenty-five dollars ($25). A fee shall not be imposed upon a citation of this infraction if the parent or legal guardian of the person who violated the prohibition delivers proof to the issuing agency within 120 days after the citation was issued that the person has completed an electric bicycle safety and training course pursuant to Streets and Highways Code section 894, or an electrical bicycle safety course offered by any local jurisdiction, if one is available.

2. A violation of the prohibition set forth in Section 19-2.03(B) shall be an infraction punishable by a fine of twenty-five dollars ($25). A fee shall not be imposed upon a citation of this infraction if the person who violated the requirement, or, if that person is an unemancipated minor, their parent or guardian, delivers proof to the issuing agency within 120 days after the citation was issued that the person has a helmet meeting the requirements specified in Vehicle Code section 21212(a) and the person has completed 272
a safety course established pursuant to Streets and Highways Code section 894, or an electrical bicycle safety course offered by any local jurisdiction, if one is available.

C. No record of any violation of this Chapter shall be transmitted to any Superior Court of the State of California.

D. If this Chapter is violated by a person who is an unemancipated minor, the parent or legal guardian having control or custody of the minor shall be jointly and severally liable with the minor for the amount of any fine imposed pursuant to this subdivision. 19-2.05 – Expiration of Program.

Marin Electric Bicycle Safety Pilot Program shall become inoperative on January 1, 2029, and as of that date is repealed.

SECTION 3: Compliance with the California Environmental Quality Act.

The Ordinance is not a "project" under the California Environmental Quality Act (CEQA), because it does not involve an activity which has the potential to cause a direct or reasonably foreseeable indirect physical change in the environment (Pub. Res. Code § 21065).

SECTION 4: Severability.

The Town Council hereby declares every section, paragraph, sentence, clause, and phrase is severable. If any section, paragraph, sentence, clause or phrase of these ordinance amendments are for any reason found to be invalid or unconstitutional, such invalidity, or unconstitutionality shall not affect the validity or constitutionality of the remaining sections, paragraphs, sentences, clauses or phrases.

SECTION 5: Effective Date.

This Ordinance Amendment shall go into effect thirty (30) days from its adoption. Prior to the expiration of fifteen (15) days of adoption, this Ordinance Amendment or a summary thereof pursuant to Government Code Section 36933, shall be published at least once in a newspaper of general circulation, along with the names of the members of the Town Council voting for and against its adoption.

THE FOREGOING ORDINANCE was introduced at a regular meeting of the San Anselmo Town Council on May 27, 2025, and was adopted at a regular meeting of the San Anselmo Council on June 24, 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

APPROVED:

Tarrell Kullaway, Mayor
ATTEST:

Serge Avila, Town Clerk
273

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.4
MEETING DATE: June 24, 2025
AGENDA TITLE: Approval of the Memorandum of Understanding (MOU) and Donation Agreement for the Sequoia Park Safe Routes to
School Project Areas #1 and #3; authorize the Town
Manager to Negotiate and Execute an Agreement with
Parametrix for the Design of Project Areas #1 and #3; and Find these Actions Exempt for the California Environmental Quality Act (14 Cal. Code Regs. § 15301)
FROM: Sean Condry, P.E., Public Works Director
RECOMMENDATION:

A. That Town Council Authorize the Town Manager to sign the MOU and Donation Agreement for Project Areas #1 and #3
B. That Town Council Authorize the Town Manager to negotiate and execute a consultant agreement with Parametrix for Project Areas #1 and #3

BACKGROUND AND DISCUSSION
The Sequoia Park neighborhood is located within half a mile of San Anselmo’s central business district, and within one mile of several key community destinations, including schools, parks, places of worship, and trailheads. However, the Sequoia Park neighborhood lacks sidewalks, crosswalks, and pedestrian connectivity—issues that residents have raised as concerns over the years.

The Town has also adopted a Complete Streets Resolution as well as active Americans with Disabilities Transition Plan, and it participates in the Safe Routes to School program. There are state and federal requirements that the Town must follow in terms of improving all modes of transportation, whether walking, biking or driving. Following the state and federal requirements ensures that we are in compliance and will receive state and federal funding in term of grants and other funds that impact our roads, sidewalks, and other modes of transportation.

In response, the Town developed the framework for the Sequoia Park Safe Routes to Schools Project (“Project”), aimed to improve safety for residents by creating safer intersections, and prioritizing access to sidewalks, bike routes, and public transportation. The Town evaluated several key areas for infrastructure improvements Item #:2.4
274
and conducted a three-part community workshop series to engage residents in the development of the Project.
• February 13: Workshop 1 focused on reviewing existing conditions in five key project areas within the Sequoia Park neighborhood. Residents identified their key concerns, including blind intersections, gaps in sidewalk continuity, lack of crosswalks, and limited pedestrian connectivity. The Town gathered input on these issues and facilitated discussion around possible solutions. • March 13: Workshop 2 presented proposed improvements for each project area. Attendees participated in breakout sessions where they had the opportunity to review and comment on the design concepts, providing valuable feedback on the proposed changes.
• May 22: Workshop 3 showcased refined designs that incorporated community feedback from the previous sessions. The Town shared that potential funding opportunities were available for 4 of the 5 project areas in the near term and emphasized how resident input helped shape the final set of recommendations aimed at improving safety and accessibility for residents.

Two Project areas in the neighborhood requiring infrastructure improvements will be funded through a generous contribution from an anonymous private donor. The attached Memorandum of Understanding (MOU) outlines the responsibilities of both the Town and the donor, and the Donation Agreement outlines a schedule of payments tied to specific project milestones. This partnership will allow for the timely advancement of critical improvements while reducing the financial burden on the Town.

The two areas are:
• Project Area #1: Red Hill/Greenfield Avenues.
o Constructing a new bulb-out and other features to increase pedestrian safety and connectivity
• Project Area #3: Intersection of Sequoia Drive and Ancho Vista Avenue. o Relocating road alignment to enhance visibility and safety With the donor’s commitment to funding up to $1,470,000 for this portion of the Project, staff is prepared to move forward with design and construction in the coming months.

Therefore, staff is seeking the Council’s authorization to have the Town Manager negotiate and execute an agreement with Parametrix to complete design drawings for Areas #1 and #3. Parametrix created preliminary drawings for the Project and is uniquely qualified to prepare the final design for the bid package that will be used in the construction phase of this portion of the Project.

FISCAL IMPACT
The proposed scope of work for Project areas #1 and #3 is estimated to cost approximately $1,470,000. However, as reflected in the attached MOU and Donation Agreement, the fiscal impact to the Town will be negligible due to the proposed contribution from the donor.

Item #:2.4
275
Item #:2.4

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 maintenance of existing streets, will not create additional automobile lanes and involves negligible or no expansion of use. (14 Cal. Code Regs. § 15301). None of the exceptions to this Class 1 categorical exemption apply in this instance (14 Cal. Code Regs. § 15300.2). Specifically, successive projects of the same type in the same location will not cause significant cumulative impacts, as there are no successive projects planned at this time. There are no unusual circumstances presented by this project and the project will not result in damage to scenic resources within a designated state scenic highway. Finally, the project will not cause a substantial adverse change in the significance of a historical resource, as no historical resources will be impacted.

This Project is consistent with the Town’s Climate Action Plan, in that it makes this neighborhood safer for pedestrians and cyclists, and it supports Safe Routes to School (See CAP T-2, T-3, and T-4).

ATTACHMENTS
Attachment 1- Project map of all 5 areas
Attachment 2- MOU agreement
Attachment 3- Donation agreement
276

1. RED HILL / GREENFIELD
AVE. Small landing area;
dangerous to stand on. Takes
too long to cross Red Hill at
this intersection.

2. HILLDALE DR. No sidewalk
connectivity from the new
Hilldale Pocket Park to United
Markets and Red Hill Avenue.

3. INTERSECTION OF

SEQUOIA DR AND
ANCHO VISTA AVE. Blind
turn at the intersection. No
continuous sidewalk access or
crosswalks.

4. SEQUOIA DR. Gaps in
sidewalk between Coogan and
Grove Hill Ave. No continuous
pedestrian access.

5. JORDAN AVE. Issues with
speeding on Jordan Avenue.

Sequoia Park Safe Routes to School
Project map:
277
The Sequoia Park neighborhood lacks continuous sidewalks, crosswalks, and pedestrian connectivity – issues that residents and the San Anselmo Safe Routes to Schools Task Force have raised for many years.

1. RED HILL / GREENFIELD AVE. Small
landing area; dangerous to stand on. Takes
too long to cross Red Hill at this
intersection.

2. HILLDALE DR. No sidewalk connectivity
from the new Hilldale Pocket Park to United
Markets and Red Hill Avenue.

3. INTERSECTION OF SEQUOIA DR
AND ANCHO VISTA AVE. Blind turn at
the intersection. No continuous sidewalk
access or crosswalks.

4. SEQUOIA DR. Gaps in sidewalk between
Coogan and Grove Hill Ave. No continuous
pedestrian access.

5. JORDAN AVE. Issues with speeding on
Jordan Avenue.
278
1 08249\063\10652160.v2
DRAFT

MEMORANDUM OF UNDERSTANDING
Between the Town of San Anselmo and
LWG Properties, LLC
Regarding the Sequoia Park Safe Routes to Schools Project This Memorandum of Understanding (this “MOU”) is entered into this _____ day of __________, 2025, by and between the Town of San Anselmo, a municipal corporation (the “Town”), and LWG Properties, LLC (“Donor”). The Town and Donor are collectively referred to as the “Parties”.

Purpose
As part of its Sequoia Park Safe Routes to Schools project (the “Safe Routes Project”), the Town wishes to complete improvements to roadways, sidewalks, crosswalks, and adjacent areas to enhance pedestrian safety in several areas, including Red Hill and Greenfield Avenue (Area #1) and the intersection of Sequoia Drive and Ancho Vista Avenue (Area #3). For purposes of this MOU, the improvements contemplated to be made within Area #1 and Area #3 are collectively referred to as the “Project”. The Project is described below and represented in the drawings attached hereto as Exhibit A.

Donor is considering donating an amount up to the Budgeted Funds (as hereinafter defined), along with a right-of-way easement over certain real property owned by Donor as provided below (the “Easement”) required for completion of the Project. The Safe Routes Project as currently envisioned by the Town involves improvements to five (5) areas located within the boundaries of the Town, commonly referred to as Area #1 through Area #5, inclusive. For the avoidance of doubt, the term “Project” as used in this MOU shall mean only the improvements described herein to Area #1 and Area #3, and not to any improvements to Area #2, Area #4, or Area #5.

The Parties desire to enter into this MOU for the purpose of setting forth their respective understandings of the terms on which the Parties would negotiate the terms of and potentially enter into a binding legal agreement (the “Donation Agreement”) pursuant to which the Town would complete the Project and Donor would contribute (i) an amount up to the sum of the Budgeted Funds (the “Monetary Donation”) and (ii) the Easement.

Both the Town and Donor acknowledge that this MOU and the provisions set forth herein are intended as a preliminary outline of the general business terms of a potential donation and are expressly subject to the execution of a binding Donation Agreement, which shall be in form and substance mutually acceptable to the Town and Donor. Neither the Town’s nor Donor’s execution of this MOU is intended to create, nor shall result in, any liability or obligation of any kind which is legally binding upon or enforceable against either the Town or Donor, it being understood that either the Town or Donor may terminate negotiations on the proposed improvements by the Town and donation by Donor without liability or obligation at any time prior to the finalization and full execution of the Donation Agreement.
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Project Description
The following is a general description of the improvements that would constitute the Project.

Area #1 – Red Hill/Greenfield Avenue
Enhance intersection appearance, increase pedestrian safety and optimize connectivity by completing the following:
• Install concrete bulb-outs.
• Reconstruct curb ramps.
• Realign crosswalks.
• Any other associated improvements that may be required due to the above work, including but not limited to, traffic signal upgrades, street light changes, etc.

Area #3 – Intersection of Sequoia Drive and Ancho Vista Avenue Relocate road alignment to enhance visibility and safety by completing the following:
• Demolish and remove existing, non-habitable structure on 100 Sequoia to provide the Town sufficient space to construct its improvements.
• Realign roadway and install improvements within realigned right of way, including gutters and sidewalks.
• Install speed humps and curb ramps.
• Any other associated improvements that may be required due to the above work, including but not limited to, paving realigned roadway.

Project Budget
A detailed Project budget is included as Exhibit B (the “Budget”).

This Budget will be used as the basis for the Donation Agreement with the understanding that the exact amount of the Monetary Donation will be determined upon receipt of General Contractor bids and award of the contract(s), but in no event would the amount of the Monetary Donation exceed the sum shown in the line item contained in the Budget as “Total Construction Phase” (the “Budgeted Funds”). In the event the aggregate cost of the Project shall be less than the amount of the Budgeted Funds, then the amount of the Monetary Donation would be reduced to said aggregate cost. The donation would be made in installments upon the satisfaction of the milestones to be set forth in a Donation Agreement. The Monetary Donation would be refundable to Donor if the Town does not complete the Project in accordance with the terms of the Donation Agreement.
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Responsibilities
Town Duties
The Town would agree to fulfill the following duties:
• Accept Donor’s grant of the Easement over approximately 2,300 sq. ft. of the property commonly known as 100 Sequoia Drive, as shown in Exhibit C (the “Easement Area”), to allow for realignment of the roadway.
• Follow the statutory process to approve the abandonment of portions of the public right of way abutting 79 Sequoia Drive, as shown in Exhibit D. • Process Donor’s right-of-way abandonment and demolition permit applications. • Ensure that the Town’s consultant prepares schematic level and construction drawings for the Project in a timely manner.
• Afford the Donor the opportunity to review and provide comments on the schematic designs for the Project, and incorporate with the schematic designs any comments reasonably provided by Donor.
• Hire an engineering design firm for the Project and manage preparation of the construction documents.
• Oversee permitting, bidding, contractor selection, project management, and construction of the Project.

Donor Duties
The Donor would fulfill the following duties:
• Grant the Easement to the Town over the Easement Area, as shown in Exhibit C. • Apply for and provide all documentation reasonably requested by the Town for the Town’s abandonment of the portion of the right of way abutting 79 Sequoia Drive, as shown in Exhibit D, including a survey, map, and legal description for the area to abandoned.
• Obtain a demolition permit and complete demolition of the existing structure on 100 Sequoia.
• Provide design feedback and review upon request from the Town. • Following completion of the Project on Area #3, maintain sidewalk within the Easement Area as required by State law.
• Donate up to $1,470,000 for the Project in accordance with the provisions of this MOU and the Donation Agreement.

Non-Binding Effect
This MOU is not all inclusive and contains only general parameters of a possible transaction. It does not constitute an offer, an acceptance, or a commitment and is not intended to be binding on or enforceable against the Town or Donor. 281
4 08249\063\10652160.v2
Complete Agreement
This document represents the entire and integrated MOU between the Town and Donor and supersedes all prior negotiations, representations, and agreements, either written or oral. This document may be amended only by a written instrument agreed to and signed by both the Town Manager and Donor. The body of this MOU shall supersede any discrepancy that may exist with respect to any attached exhibits or documents incorporated by reference. No oral agreement or representation by any officer, agent, or employee of either party made during or after the execution of this MOU shall become a part of this MOU except to the extent such oral agreement or representation is expressly reflected in this written MOU or a written amendment to this MOU.

Confidentiality
The parties understand and respect the Donor’s right to privacy. The parties shall keep this agreement and the Donor’s name confidential, to the maximum extent allowable under applicable state or federal law and, except as required by federal or state law, no party will make any public disclosure with respect to this agreement without the prior written consent of the other parties.

IN WITNESS WHEREOF, the parties hereto have executed this MOU as of the date first written above.

TOWN OF SAN ANSELMO
By:

Dave Donery
Town Manager
DONOR
By:

Michael Rider, CFO
LWG Properties, LLC
PO Box 1707
Los Altos, CA 94023
282
A–1
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EXHIBIT A

SEQUOIA PARK SAFE ROUTES TO SCHOOLS
AREA #1 & AREA #3 SCHEMATIC PLANS
283
B–1
08249\063\10652160.v2

EXHIBIT B

PROJECT BUDGET
Item No. Description Unit Quantity Unit Cost Total
1 Mobilization LS 1 $ 45,000 $ 45,000
2 Traffic Control LS 1 $ 30,000 $ 30,000
3 Stormwater Controls (SWPPP) LS 1 $ 5,000 $ 5,000
4 Survey/Layout LS 1 $ 10,000 $ 10,000
5 Demolition LS 1 $ 30,000 $ 30,000
6 Earthwork LS 1 $ 10,000 $ 10,000
7 Aggregate Base CY 40 $ 300 $ 12,000
8 Grading LS 1 $ 10,000 $ 10,000
9 Sidewalk (4" thick) SF 1650 $ 35 $ 57,750
10 Junction Boxes EA 3 $ 1,500 $ 4,500
11 ADA Ramp EA 1 $ 10,000 $ 10,000
12 Curb & Gutter LF 135 $ 100 $ 13,500
13 New Type 1B Pole EA 1 $ 15,000 $ 15,000
14 AC plug TON 10 $ 250 $ 2,500
15 Asphalt - 2" TON 4 $ 350 $ 1,400
16 Striping LS 1 $ 5,000 $ 5,000
17 Manhole EA 1 $ 5,000 $ 5,000
18 Storm Drain Inlet EA 2 $ 5,000 $ 10,000
19 Sidewalk underdrains UCS 145 EA 2 $ 1,500 $ 3,000
Subtotal $ 279,650
Construction Contingency $ 55,930
Subtotal $ 335,580
Design $ 67,220
Project Management $ 33,600
Construction Management $ 33,600
Total Constuction Phase $ 470,000
Scope: Bulbout Redhill Ave at Greenfield Ave to provide pedestrian refuge area, including relocated traffic signal, new curb/gutter/sidewalk, drainage Date of Estimate: 12/18/2024
Prepared by: Scott Schneider, Assistant Public Works Director Detailed Engineer's Estimate
For Construction Items Only
Agency: Town of San Anselmo
Project Name: Sequoia Park Safe Routes to Schools
Project Location: Area #1 Red Hill Ave/Greenfield Ave
284
B
–2
08249\063\10652160.v2
Item No. Description Unit Quantity Unit Cost Total 1 Mobilization LS 1 $ 100,000 $ 100,000 2 Traffic Control LS 1 $ 35,000 $ 35,000 3 Stormwater Controls (SWPPP) LS 1 $ 5,000 $ 5,000 4 Survey/Layout LS 1 $ 10,000 $ 10,000 5 Demolition LS 1 $ 40,000 $ 40,000 6 Earthwork CY 344 $ 300 $ 103,200 7 Aggregate Base CY 60 $ 300 $ 18,000 8 Grading LS 1 $ 10,000 $ 10,000 9 Sidewalk (4" thick) SF 1200 $ 35 $ 42,000 10 Driveway (8" thick) SF 725 $ 40 $ 29,000
11 ADA Ramp EA 3 $ 5,000 $ 15,000
12 Curb & Gutter LF 510 $ 100 $ 51,000
13 Landscaping (prep) SF 2000 $ 10 $ 20,000
14 AC plug TON 63 $ 250 $ 15,750
15 Asphalt - 2" TON 40 $ 350 $ 14,000
16 Striping LS 1 $ 5,000 $ 5,000
17 Manhole EA 1 $ 5,000 $ 5,000
18 Speedhumps EA 3 $ 6,000 $ 18,000
19 Sidewalk underdrains UCS 145 EA 3 $ 1,500 $ 4,500
20 Urility Adjustments LS 1 $ 5,000 $ 5,000
21 Fence Construction LF 130 $ 200 $ 26,000
Subtotal $ 571,450
Construction Contingency $ 114,350
Subtotal $ 685,800
Design $ 177,000
Project Management $ 68,600
Construction Management $ 68,600
Total Constuction Phase $ 1,000,000
Scope: Relocate road for better sightlines, install new sidewalks on both sides, midblock crosswalk, speedhumps, signage
Date of Estimate: 12/18/2024
Prepared by: Scott Schneider, Assistant Public Works Director Detailed Engineer's Estimate
For Construction Items Only
Agency: Town of San Anselmo
Project Name: Sequoia Park Safe Routes to Schools
Project Location: Area #3 Sequoia Drive/Ancho Vista Ave 285
C–1
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EXHIBIT C

RIGHT-OF-WAY EASEMENT AREA
286
D–1
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EXHIBIT D

ABANDONMENT AREA
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1 08249\063\10652161.v3

DONATION AGREEMENT
Between the Town of San Anselmo and LWG Properties, LLC This Donation Agreement (this “Agreement”) is entered into this ___ day of __________, 2025, by and between the Town of San Anselmo, a municipal corporation (“Town”), and LWG Properties, LLC, a California limited liability company (“Donor”). The Town and the Donor may each be referred to individually as a “Party” and collectively as the “Parties.”
WHEREAS, as part of its Sequoia Park Safe Routes to Schools project, the Town wishes to complete improvements to roadways, sidewalks, crosswalks, and adjacent areas to enhance pedestrian safety in several areas, including Red Hill and Greenfield Avenue (Area #1) and the intersection of Sequoia Drive and Ancho Vista Avenue (Area #3). For purposes of this Donation Agreement, the improvements contemplated to be made within Area #1 and Area #3 are collectively referred to as the “Project”. The Project is described below in Section 2 and represented in the drawings attached hereto as Exhibit A. For the avoidance of doubt, the Safe Routes Project as currently envisioned by the Town involves improvements to five (5) areas located within the boundaries of the Town, commonly referred to as Area #1 through Area #5, inclusive. The term “Project” as used in this Agreement shall mean only the improvements described herein to Area #1 and Area #3, and not to any improvements to Area #2, Area #4, or Area #5.

WHEREAS, the Donor has agreed to support the Project through the making of the Monetary Donation (as hereinafter defined) and the granting of the Easement (as hereinafter defined); and
WHEREAS, the Parties wish to set forth their mutual obligations with respect to the Project and formalize the Donor’s support.

NOW, THEREFORE, the Parties hereto agree as follows:

1. Purpose.

Subject to the terms and conditions contained in this Agreement, the Donor agrees to contribute up to One Million Four Hundred Seventy Thousand Dollars ($1,470,000) (the “Aggregate Budgeted Amount”) to pay the actual cost of the planning, design, permitting, and construction of the Project, as more fully detailed below (the “Monetary Donation”). The exact amount of the Monetary Donation will be determined upon receipt of general contractor bids and the award of the contract(s), but shall in no event exceed the Aggregate Budgeted Amount. In the event the aggregate cost of the Project shall be less than the Aggregate Budgeted Amount, then the amount of the Monetary Donation shall be reduced to said aggregate cost. Town shall use the Monetary Donation solely to pay the Direct Costs (as hereinafter defined) of the Project and in accordance with the terms of this Agreement.
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2. Project Description and Project Budget

2.1 Project Description
The following is a general description of the improvements that would constitute the Project.

Area #1 – Red Hill/Greenfield Avenue
Enhance intersection appearance, increase pedestrian safety and optimize connectivity by completing the following:
• Install concrete bulb-outs.
• Reconstruct curb ramps.
• Realign crosswalks.
• Any other associated improvements that may be required due to the above work, including but not limited to, traffic signal upgrades, street light changes, etc.

Area #3 – Intersection of Sequoia Drive and Ancho Vista Avenue Relocate road alignment to enhance visibility and safety by completing the following:
• Demolish and remove existing, non-habitable structure on 100 Sequoia to provide the Town sufficient space to construct its improvements.
• Realign roadway and install improvements within realigned right of way, including gutters and sidewalks.
• Install speed humps and curb ramps.
• Any other associated improvements that may be required due to the above work, including but not limited to, paving realigned roadway.

2.2 Project Budget
A detailed Project budget is attached hereto as Exhibit B.

2.3 Project Design; Project Management
The Town shall engage a licensed architect or engineer to prepare schematic level and construction drawings for the Project promptly following the execution of this Agreement. Donor shall have the opportunity to review and provide comments on the schematic designs and construction drawings. The Town shall incorporate into the schematic designs and construction drawings any comments reasonably provided by Donor.

The Town shall be solely responsible for overseeing the permitting, bidding, contractor selection, project management, and construction of the Project in accordance with the construction drawings.
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3. Monetary Donation and Payment Schedule

3.1 Monetary Donation Milestones.

Subject to the satisfaction of the applicable Milestones and the certification provisions in Section 3.2, the Donor agrees to make donations to the Town according to the following milestone-based (each, a “Milestone”) schedule. Upon written request (each, a “Donation Request”) from time to time, from the Town to the Donor, the Donor will donate the following estimated amounts at the intervals indicated in the table below. However, the amount of each Donation Request will be determined by the payments made to-date and anticipated costs to accomplish the next milestone. Where a Donation Request indicates that the estimated amount for a milestone is insufficient to accomplish the next milestone, the Donor may increase the Monetary Donation amount for that milestone payment. In no event shall the total Donation Requests equal more than the Aggregate Budgeted Amount.

Project Milestone
Traffic Study $40,000*
Area #1 Area #3 Total
Estimated
Date
Town Council Action #1 - Execution of
Memorandum of Understanding and Donation
Agreement by Town and Donor and authorize
Town Manager to negotiate and execute an
agreement with a consultant for completion of
design for the Project
(inclusive of project management and design
costs incurred by the Town to date) $80,000 $80,000 $160,000 6/24/25 Town Council Action #2 - Approval to proceed
with Bidding for Construction; Acceptance of
Easement, Adoption of Resolution of Intent to
Abandon ROW. Planning Commission
approval** of the 100 Sequoia demolition
permit. $50,000 $150,000 $200,000 8/12/25
Receipt of contractor bids and general
contractor selection $30,000 $100,000 $180,000 12/1/25
Work 25% Complete $100,000 $180,000 $280,000 2/1/26
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Work 50% Complete $70,000 $150,000 $220,000 3/15/26
Work 75% Complete $70,000 $150,000 $220,000 5/1/26
Work 100% Complete $70,000 $150,000 $220,000 6/15/26
Total $470,000 $1,000,000$1,470,000
* Donor provided this donation to Town in 2024 and this amount shall be credited toward the Donor’s total contribution amount. Town shall make best efforts to swiftly execute the design, planning and construction of the Project.
** This does not obligate the Planning Commission to approve the demolition permit; rather, this serves as a milestone for purposes of the donation schedule.

3.2. Town Certification.

Each Donation Request will include a record of payments made to-date and the requested amount in the Donation Request will reflect those costs along with anticipated costs to accomplish the next milestone, less the aggregate amount of the Donation installments made to date. Each Donation Request shall be accompanied by a certification of the Town executed by the Town Public Works Director or their designee certifying (i) that the applicable Milestone has been achieved and that (where applicable) the design or construction of the Project has progressed to the percent of completion for the applicable donation draw and (ii) that all prior installments of the Monetary Donation have been expended solely on Direct Costs of the Project.

The Donor shall have no obligation to contribute any installment of the Monetary Donation absent such a certification (or such certification being accurate) or to donate any amount set forth above prior to the Project achieving the applicable Milestone and (where applicable) the percent of construction completion corresponding to such Milestone.

At any time, Donor or its designee may request copies and/or inspect all invoices and payments related to the Project.

3.3 Limitations and Exclusions.

The Monetary Donation shall be used only for the Project’s direct costs (the “Direct Costs”), which shall mean:
a. Design, engineering, permitting, and construction
b. Construction contingency to the extent actually needed and expended on hard construction costs
c. Consultant fees directly related to the Project
Excluded Costs include all costs other than Direct Costs, specifically, including, without limitation:
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a. Town legal fees
b. Town administrative or overhead costs

4. Property Contribution.

4.1 Right of Way Easement Donation.

Donor agrees to grant the to the Town, and the Town agrees to accept, a right-of-way easement, in the form of Exhibit C attached hereto (the “Easement”), over approximately 2,300 square feet of the 100 Sequoia Drive parcel (APN 006-164-06), as depicted and described in Exhibit D attached hereto, for roadway and sidewalk improvements. The Donor shall provide the legal description and easement map at Donor’s sole cost.

In addition to the Easement, the Town agrees to (i) process the abandonment of portions of the public right of way abutting the property commonly known as 79 Sequoia Drive, as shown on Exhibit E attached hereto, and (ii) issue (subject only to the payment of customary Town fees) all necessary documentation for such abandonment (collectively, the “Right-of-Way Abandonment Documentation”).

4.2 Demolition of Non-Habitable Structure.

To facilitate construction of the Project, the Donor agrees to obtain and the Town agrees to process all necessary permits, including a demolition permit (collectively, the “Demolish Permits”), and the Donor agrees to demolish the non-habitable structure on 100 Sequoia Drive at Donor’s expense.

5. Miscellaneous

5.1. Indemnification.

The Town shall indemnify, defend with legal counsel reasonably approved by Donor, and hold harmless Donor, Donor's heirs, and Donor’s successors and assigns from and against any and all liability, loss, damage, expense, and cost of every nature arising out of or in connection with Town’s or Town’s officers’, employees’, agents’, representatives’, or contractors’ negligence, recklessness, or willful misconduct in the design or construction of the Project, or the Town’s failure to comply with any of its obligations contained in this Agreement, except such loss or damage caused by the gross negligence or willful misconduct of the Donor. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement.

5.2 Disputes.

If a dispute should arise regarding the performance of this Agreement, the parties hereby agree to make good faith and reasonable attempts for a period of thirty (30) days to settle the dispute through subsequent agreement between Donor and the Town. Nothing shall prohibit the 292
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parties from seeking remedies available to them at law after they have made a good faith and reasonable attempt for such thirty (30) day period to resolve the dispute pursuant to the provisions of this section.

5.3 Governing Law.

This Agreement shall be governed by the laws of the State of California.

5.4 Notices.

All notices shall be delivered to the addresses below or to such other addresses as designated in writing.

Town:

Town Manager
Town of San Anselmo
525 San Anselmo Avenue
San Anselmo, CA 94960
[email protected]
Donor:

Michael Rider
Chief Financial Officer
LWG Properties, LLC
PO Box 1707
Los Altos, CA 94023

5.5 Complete Agreement.

This document represents the entire and integrated Agreement between the Town and Donor and supersedes all prior negotiations, representations, or agreements, either written or oral. This document may be amended only by written instrument, agreed to and signed by both the Town Manager and Donor. The body of this Agreement shall supersede any discrepancy that may exist with respect to any attached exhibits or documents incorporated by reference. No oral agreement or representation by any officer, agent, or employee of either party made during or after the execution of this Agreement shall become a part of this Agreement except to the extent such oral agreement or representation is expressly reflected in this written Agreement or a written amendment to this Agreement.

5.6 Confidentiality.

The parties understand and respect the Donor’s right to privacy. The parties shall keep this agreement and the Donor’s name confidential, to the maximum extent allowable under applicable state or federal law and, except as required by federal or state law, no party will make 293
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any public disclosure with respect to this agreement without the prior written consent of the other parties.

IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.

Town:

TOWN OF SAN ANSELMO
By: ___________________________
Dave Donery
Town Manager
Donor:

LWG PROPERTIES, LLC,
a California limited liability company
By: ____________________________
Name: Michael Rider
Title: Chief Financial Officer
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EXHIBIT A

SEQUOIA PARK SAFE ROUTES TO SCHOOLS
AREA #1 AND AREA #3 SCHEMATIC PLANS
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EXHIBIT B

PROJECT BUDGET
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EXHIBIT C

FORM OF EASEMENT
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EXHIBIT D

RIGHT-OF-WAY EASEMENT AREA
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EXHIBIT E