San Anselmo City Council
March 10, 2026

CIRCULATION
Policy C-B.1: Local Neighborhood Streets. Protect the quality of life and residential identity on local neighborhood streets from the effects of speeding vehicles and cutthrough traffic withtraffic calming measures that slowvehicle speedsand direct passthrough traffic to arterial streets which are designed to handle higher vehicle speeds and volumes.

Action C-B.1.a:Traffic CalmingImplementation andCommunityEngagement.

Implement appropriatetraffic calming treatments on residential streets to enhance safety, reduce vehicle speeds, and support comfortable walking and biking conditions. Support resident-driven traffic calming efforts by providing technical resources and assistance to help community members identify, prioritize, and implement feasible measures, and evaluate the effectiveness of installed improvements to ensure they achieve desired traffic-volume and speed reductions.

Policy C-B.2: Roadway Traffic Circulation. Maintain adequate traffic circulation while balancing the needs of all system users along Sir Francis Drake Boulevard, Center Boulevard, Red Hill Avenue, Butterfield Road, and in downtown. Action C-B.2.a: Progress Evolution of The Hub. Develop designs and secure funding for near-term improvements to the Hub as identified in The Hub Transportation Study.Thisincludesincorporation of traffic,transit,pedestrian,and bicycle enhancements.

Action C-B.2.b: Major Thoroughfare Roadway Improvements. Improve Sir Francis Drake Boulevard, Center Boulevard, Red Hill Avenue, and intersections along these roadways by investing in transportation infrastructure to improve safety and accessibility for pedestrians and other non-vehicle roadway users while maintaining adequatecirculation forregionalthrough traffic.
Policy C-B.3: Circulation in Commercial Hubs.Ensureefficientand distinguishable accesstoand withinthetown’sdowntown andcommercialhub alongGreenfield Avenue through targeted multimodal improvements.

Action C-B.3.a: Circulation Monitoring. Continue to monitor and study traffic circulation, safety, and parking within the town’s commercial hubs and implement improvements as recommended.
 See the LandUse andCommunityDesignElementandtheEconomic Development Element for additional policies and actions related to community design and commercial hubs.
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Policy C-B.4: Hillside Roadways. Allow limited improvements to existing roadways serving hillside properties on a case-by-case basis for restricted efforts suchas spot widening and access/egress improvements. Efforts should be made to balance mobility and safety needs with the desire to maintain the residential identity.

Action C-B.4.a: Hillside Roadways and Emergency Access. Evaluate and implement limited improvements to existing hillside roadways, such as spot widening and access/egress enhancements, on a case-by-case basis to support mobility and safety while maintaining the area’s residential character. As part of this effort, study and identify hillside roadways where temporary on-street parking restrictions may be necessary during elevated fire-risk days to ensure adequate access for fire response vehicles.
Action C-B.4.b: Limited Construction Impact on Hillside Roadways. Require the submission and approval of a Construction Management Plan prior to the issuance of any grading or building permits for any improvements on hillside properties.  See the Land Use andCommunity Design Element and the Safety Element for additionalpoliciesandactionsrelatedtohillside developmentandemergency response planning.

Policy C-B.5: Roadway Extensions to Adjoining Communities. Prioritize protection of existing neighborhoods by discouraging new vehicular roadway extensions north of Sir Francis Drake Boulevard or Red Hill Road, while retaining flexibility to review potential connections should future studies identify significant mobility or safety benefits.  SeetheLand Useand CommunityDesign Elementforadditionalpoliciesand actions relatedtogrowthmanagement.
Policy C-B.6: Traffic Level of Service. Maintain a traffic Level of Service (LOS) standard of “E” for signalized intersection operations during peak hours to ensurean efficient roadway network and allow for consistent evaluation of development project impact on local roadwaytraffic.
Action C-B.6.a: TrafficImpactStudies. Require that discretionary development projects be evaluated for level of service impacts in accordance with the Town of San Anselmo’s Vehicle Miles Traveled (VMT) Screening Criteria and Thresholds of Significance. Projects that exceed the level ofservicethreshold for signalized intersections shall provide feasible mitigation measures to reduce level of service impacts to levels consistent with Town policy.
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ALTERNATIVE TRANSPORTATION
Goal C-C: Promote a universally accessible transportation network which offers strong transit,pedestrian, and bikeway alternatives to the automobile for all ages and abilities.

Policy C-C.1: Bicycle and Pedestrian Master Plan. Regularly review, update, and implement the Town’s Bicycle and Pedestrian Master Plan to maintain eligibility for grant funding and to advance a safe, accessible, and connected active transportation network for users of all ages and abilities.

Action C-C.1.a: Maintenance of Pedestrian and Bicycle Facilities. Develop a program for prioritizing and funding the construction and maintenance of pedestrian and bicycle facilities based on safety, connectivity, removal of access barriers for all ages and abilities, and the relationship to existing and planned land uses, along with other adopted evaluation criteria.

Action C-C.1.b: Pedestrian-Oriented Improvements in Commercial Hubs.

Implement sidewalk, pedestrian crossing, and other pedestrian-oriented improvements identified in the Town’sBicycleand Pedestrian MasterPlan— including those along Sir Francis Drake Boulevard, San Anselmo Avenue, Red Hill Avenue,and Greenfield Avenue,and evaluate and implement feasible recommendations from the Downtown Active Transportation & Circulation Study to enhance walkability and safety in Downtown and key commercial hubs.

Policy C-C.2: Pedestrian Safety and Access. Provide a safe and accessible walking environment along San Anselmo's pedestrian network, which is intended to link residential areas to schools, shopping, work, recreation areas, and other important community destinations.

Action C-C.2.a: Accessibility Improvements. Continue to construct improvements that provide access for all individuals along the Town’s pedestrian network, including reconstruction of facilities in compliance with federal and State accessibility requirements.

Action C-C.2.b: Downtown Pedestrian Infrastructure. Implement sidewalk and pedestrian crossing improvement recommendations as included in the Pedestrian and Bicycle Master Plan. Evaluate and implement the recommendations in the Downtown Active Transportation & Circulation Study, where feasible.

Policy C-C.3: Bicycle Network. Continue to expand San Anselmo’s bicycle network to safely and comfortably connect residents to schools, shopping, work, recreation, and 140
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other daily destinations, with a focus on improved paths and crossings at larger and high vehicle volume roadways and traffic calming installations and signageon local streets. Action C-C.3.a: Bicycle Infrastructure. Implement bicycle infrastructure recommendations, such as multi-use paths, bicycle priority routes, bike racks, and lockersin areaswith high demand,andtrafficcalminginstallations,asincluded in the Pedestrian and Bicycle Master Plan.

Policy C-C.4: Bicycle Parking. Seek opportunities to install bicycle parking facilities at public destinations, including at transit stops, parks, schools, shopping locations, and other essential public facilities, and require bicycle parking facilities in new development.

Action C-C.4.a: Bicycle Parking Requirements. Require short-term and long-term bicycle parking facilities for commercial and multifamily developments in accordance with or more stringent than the California Green Building Standards Code.

Policy C-C.5: Safe Routes to School. Coordinate with the Transportation Authority of Marin to identify locations for improvements that provide safe walking and bicycling routes for children to travel to and from schools.

Policy C-C.6: Transit Service. Continue to support the improvement and expansion of local and regional transit and paratransit service.

Action C-C.6.a: Transit Agency Partnerships. Partner with Marin Transit and the Golden Gate Bridge Highway and Transportation District to survey transit needs and to improve bus routing, frequency, and service provisions in response to evolving trends.

Action C-C.6.b: Transit-dependent Population. Actively encourage local and regional transit agencies, providers, and local initiatives to expand reliable and accessible paratransit, shuttles, and other alternative transportation options for non-driving adults and persons with disabilities in San Anselmo.

Policy C-C.7: Transit Stop Access and Provisions. Collaborate with local and regional transit operators to provide transit stops that are safe, accessible, and comfortable for residents and visitors to utilize.

Action C-C.7.a: Transit Stop Accessibility, Amenities and Connections. Partner with local and regional transit operators to ensure transit stop amenities, such as benches, shelters, lighting, signage, and trash receptacles, and locate or align transit stops to connect seamlessly with bicycle and pedestrian routes. For development projects within 200 feet of a transit stop, require ADA-compliant 141
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infrastructure improvements that provide fully accessible and comfortable access to the stop.

Action C-C.7.b: Mobility Hub Access and Multimodal Connections. Improve transit vehicle access and circulation at the Hub by implementing recommendations from the Hub Transportation Study. Work with the Transportation Authority of Marin to evaluate participation in the Metropolitan Transportation Commission’s Bay Area Mobility Hub Program,supporting first- and last-mile travel options at major transit locations. In coordination with transit and regional agencies, identify locations near major corridors suitable for ridesharing, carpool pick-ups, and park-and-ride facilities.

PARKING
Goal C-D: Provide and manage parking in a manner that meets resident, business, and visitor needs while balancing the guiding principles of economic development, sustainability, and excellence in governance.

Policy C-D.1: Adequate Parking. Encourage provision of public and private parking that serves measured parking demand and encourages travel by means of transportation other than by single-occupancy vehicle.

Action C-D.1.a: Parking Needs Assessment. Regularly conduct a study of appropriate parking types (e.g., long-term spaces, two-hour spaces, 10-minute spaces) and locations for public parking facilities within commercial hubs.

Action C-D.1.b: Parking Ordinance Updates. Continue to monitor and amend, as needed, the Town's parking ordinance to accommodate varied land uses, encourage efficientuseof limited spaceforparked vehicles,balanceparkingdemand with othercommunity goals, and reflect parking best practices from other jurisdictions.

Policy C-D.2: Parking Management. Use parking regulations, metered parking, enforcement, and curb management strategies to manage growing parking demand and maximizeefficientuseof theparkingsupplyindowntown, while monitoring and addressing potential spillover parking impacts on surrounding neighborhoods.

Action C-D.2.a: Parking Management Recommendations. Continue to implement general and location-specific recommendations from the San Anselmo Downtown Parking Study to increase effective turnover and utilizationof existingparking spaces through increased parking enforcement, parking management strategies, adjustment of parking fees, and reducing maximum parking duration. As parking demand evolves over time, monitor for potential spillover effects inadjacent 142
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neighborhoods and apply appropriate parking management strategies, such as time limits, permitting, or enforcement adjustments, to minimize impacts without constructing additional parking. These strategies are intended to optimize existing supply and do not preclude the Town from considering additional parking facilities if needed in the future.

Policy C-D.3:Residential Off-Street Parking. Require the provision of off-street parking spaces on residential lots, to the extent permitted by State law, to reduce on-street parking demand and circulation networkconflicts.
Policy C-D.4: Attractive Parking. Provide public and private parking in an attractive manner that enhances the sense of place, aligns with neighborhood context, and mitigates theurban heatisland effect.
Action C-D.4.a: Parking Landscaping Requirements. Require that all parking lots be landscaped, set back from the right-of-way, and screened from public view; for parking lots with eight or more parking spaces, require them to minimize impervious surface area and provide shade through shade trees, solar arrays, and other cooling technologies.
 SeetheEconomicDevelopmentElement,Land Useand CommunityDesign Element, and Sustainability,ClimateChange,and ResiliencyElementforadditionalpoliciesand actions related to parking provision and management, community design, electric vehicle(EV)charging,and resilience.
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PARKS, RECREATION & PUBLIC FACILITIES

8. Parks, Recreation, and Public Facilities
San Anselmo’sparks,library,and publicfacilitiesanchorcommunitylife;theyoffer spacesforrecreation,learning,fitness,and connection thatstrengthen theTown’s social fabric. As demographics evolve, the Town will enhance and modernize its parks, facilities, and programs to serve the needs of an increasingly diverse community.

8.1 PURPOSE OF THE ELEMENT
This element presents a framework for governing future decisions about how San Anselmo will provide and maintain parks, recreational opportunities, and public facilities for today’s residents, as well as future generations.

The Parks, Recreation, and Public Facilities Element includes the following sections.

8.2 Parks and Recreation. Describes the parks and recreational facilities and programming in San Anselmo.

8.3 Public Facilities. Provides an overview of public facilities and services.

8.4. Navigating Towards 2045. Discusses how future social, environmental, and technologicalchangesmayaffecthowthe Town plans for parks, recreational programs, and public facilities.

8.5 Goals, Policies, and Actions. Identifies goals, policies, and actionsto maintain and improve parks and recreational and public facilities.

8.2 PARKS AND RECREATION
The Town owns and operates seven parks throughout San Anselmo totaling 17.8 acres, as illustrated in Table PR-1 and Figure PR-1. These park facilities primarily include developed recreational uses and amenities that support active recreation. Open space areas are discussed in the Open Space and Conservation Element.

Table PR-1: Parks in San Anselmo
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Park Name Acreage
Creek Park 1.2
Imagination Park 0.2
Memorial Park 12.2
Robson-Harrington Park 2.6
Lansdale Park 0.6
Hilldale Park 0.03
Red Hill Dog Park 1.0
Total 17.8
Creek Park, located in the downtown, serves as a central gathering space for the community and is the site of many local events, such as Live on the Avenue. In 2019, the Town initiated a project to reimagine the one-acre Creek Park. The recommended design includes a creek plaza, a bridge leading to a lawn area with stage, a multi-level deck area, a children’s play area, a pollinator garden, and new public restrooms. The General Plan includes an action to implement the planned improvements for Creek Park.

Imagination Park, located in the heart of downtown San Anselmo and adjacent to the San Anselmo Town Hall, serves as a central public gathering place featuring open lawn areas, public art, and seating. It provides space for informal recreation, relaxation, and community events that contribute to the vibrancy of downtown. The park complements nearby Creek Park byoffering a smaller, more contemplative setting for residents and visitors.

Imagination Park is located in the heartof downtown San Anselmo. 145
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Memorial Park is a community park and the town’s most developed recreational facility, featuring multiple sports fields, grassy areas, sports courts, a children's playground, a skate park, a community garden, picnic tables, and restrooms. The park has an adopted master plan, and the General Plan includes an action to continue the phased implementation of the plan and, if opportunities arise, to consider minor updates.

Robson-Harrington Park, located two blocks from the downtown area, features benches, picnic areas, and a community garden with approximately 30 small garden plots. The park includes the Robson House, a turn-of-the-20th century mansion that is available to rent as an indoor facility for events and meetings. Robson House also houses the Town’s childcare program and after-school activities. The General Plan includes an action to improve landscaping, restore historical features of the property, and complete necessary maintenance, structural repairs, and accessibility upgrades to the property.

San Anselmo has two neighborhood pocket parks. Lansdale Park offersa playground, benches, and picnic tables. Hilldale Park, the Town’s newest park, was created through the conversion of a dead-end street. The General Plan includes an action to create additional pocket parks, as opportunities arise, to fill gaps in the town’s network of parks. The Red Hill Dog Park, located behind the Red Hill Shopping Center, is owned by the Tamalpais Union High School District and managed by the Town.

Robson House provides after school activities.
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Ross Creek
San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
Sleepy
Hollow
Creek
Devon Dr
Mo r ningside Dr
Cam ino deHe rre ra
Scenic
Ave
Oak Knoll Ave
SequoiaDr
Barber Ave
L ive Oak Av e
Wellington Ave
Jordan Ave
Tamarack Dr
Brookside Dr
Lincoln
Park
Valley
Rd
Spri n g Grove Av e
Los Angeles Blvd
Laurel Ave
Calume
Ave t
Santa Margarita
Dr
Fawn Dr
UpperRd
W
Lansdale Ave
Melville Ave
Mariposa Ave
Redwood Rd
BrooksideDr
Canyon Rd
R i dge R d
Elm Ave
Fernhill Ave
Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
TomahawkDr
The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
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OaklandAv e
Sunny Hills Dr
Oak Ave
5th Ave
Hawthorne
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Sir Francis Drake Blvd
Sir Francis Drake
Blvd
Sequoia Dr
Nova Albion Way
F orrest Ave
San Anselmo Ave
Ross Ave
San Francisco Blvd
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
Butterfield Rd
5th Ave
Center Blvd
Center Blvd
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
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T O W N O F

F A I R F A X

T O W N O F R O S S

C I T Y O F

S A N R A F A E L
kj
kj
Robson-Harrington Park
Creek Park
TUHSD Field
and Red Hill
Dog Park
Hilldale
Pocket
Park
Imagination
Park
Lansdale
Park
Memorial Park
Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
Town Park
Joint Use Facility
kj Isabel Cook Community Center
kj Robson-Harrington House
Base Data Sources: Marin County LAFCO; Marin County GIS; USGS National Hydrography Dataset; ESRI World Hillshade Map Service.

Theme Sources: Town of San Anselmo; Marin County GIS; Google Maps.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
December 3, 2025

TOWN PARKS AND RECREATION FACILITIES
PR-1.
0 500 1,000
Feet
SOI

M A P P E D E X T E N T
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Recreational Facilities and Programs
The Town provides a wide range of recreational programming and services, including community events, youth programs, and adult activities. Recreational facilities include the Robson-Harrington House, described above, and the Isabel Cook Community Center (see Figure PR-1). The General Plan includes an action to identify potential improvements or redevelopment options for the Community Center to ensure it continues to meet community needs and to maintain high-quality, accessible facilities and programs for all residents.

The San Anselmo Libraryprovidesprogramming for all ages.

8.3 PUBLIC FACILITIES
Public facilities in San Anselmo include Town Hall, the library, as well as streets, sidewalks, and the storm drainage system. Town Hall serves as the central hub for the Town’s government services and houses administrative offices and the Council Chambers for public meetings. The San Anselmo Library, constructed in 1915 as a Carnegie Library, offers a wide range of programsfor all ages, with a particular focus on children, teens, and older adults.

Section 10.4 incudes policies and actions to maintain and upgrade Town facilities and infrastructure, and to coordinate with partner agencies that provide public services in San Anselmo, such as schools, fire protection, police, and utilities.

8.4 NAVIGATING TOWARDS 2045
Technological,demographic,and socialchangeswillsignificantlyinfluencehow San Anselmo plans for parks, recreation, and public facilities through 2045. An aging 148
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population will increase demand for accessible park design, low-impact recreation, wellness programming, shaded seating, and facilities that support mobility, comfort, and social connection, while a more diverse community may require a broader range of culturally responsive programs, flexible gathering spaces, and inclusive amenities. At the same time, evolving lifestyles and post-pandemic patterns have reinforced the importance of outdoor spaces for mental and physical health, informal social interaction, and community life, increasing expectations for high-quality, adaptable public spaces.

Climate change will further shape planning and investment decisions. Increased storm intensity and floodrisk will require flood control and stormwater infrastructure associated with creeks, parks, and public rights-of-waytosafelymanagehigherflowsandprotect surrounding neighborhoods. Public facilities will also play an expanding role in climate resilience by serving as cooling centers and resilience hubs during extreme heat, power outages, and other emergencies. In addition, parks and open spaces provide opportunities to support biodiversity through native landscaping, riparian restoration, and habitat features that help species adapt to changing climate conditions.

Technological advances will complement these shifts by improving how facilities are designed, managed, and used. Growing use of micromobility, such as e-bikes and scooters,willinfluencetraildesign,safety,and parkingneeds,whilesmartinfrastructure, energy-efficient systems, and water-saving technologies can enhance sustainability and reduce operating costs. Expanded digital access, including public Wi-Fi and technologyenabled programming, may also be expected in parks and community facilities. Together, these trends underscore the need for flexible, inclusive, and resilient parks and public facilities that can adapt to changing community needs, climate conditions, and technological innovation over time.
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8.5 GOALS, POLICIES, AND ACTIONS
Goal PR-A Upgrade, maintain, and improve parks and recreational facilities to ensure safe, inclusive, sustainable, and accessible spaces for all ages, abilities, and user groups. Integrate climate-resilient design, native landscaping, and universal accessibility while supporting diverse recreational needs, including children, teens, older adults, people with disabilities, and dog owners.

Policy PR-A.1: Park and Facility Improvements. Regularly upgrade and replace aging or deficient Town facilities and parks to meet thecommunity’s recreational needs and enhanceaccessibility.Effectivelybalancetheneedsof variousgroups,includingtheaging community, children, teenagers, people with disabilities, and dog owners.

Action PR-A.1.a: Park Needs Assessment and Funding Strategy. Everyfiveyears, conduct a community-informed assessment of park and facility needs and establish funding strategies to support ongoing improvements and long-term maintenance.

Action PR-A.1.b: Park and Recreation Master Plans. Prepare or update master plans, develop cost estimates, and identify possible funding sources to improve neighborhood and community parks and recreation facilities, including the following:
• All Parks: Identify and implement accessibility improvements to ensure all parks, playgrounds, and facilities are usable by children, older adults, and adults with disabilities. Incorporate landscaping improvements that support biological diversity and climate resilience through the increased use of California native plants, prioritizing locally native plant species where they best meet site needs and functions.
• Robson-Harrington House and Park: Identify and prioritize needed maintenance, structural repairs, accessibility upgrades, and supporting infrastructure improvements, such as a public restroom facility, to enhance public use of the mansion, improve the surrounding landscape, and restore and preserve of historic features.
• Sorich Park: Update the park master plan, including consideration of possible relocation of the Town’s corporation yard and/or visual enhancements that would improve the interface with the adjacent public uses. • Isabel Cook Community Center: Identify improvements or potential 150
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redevelopment options, including the feasibility or a new or substantially modernized community center, to support programs that evolve with community needs, consistent with the 2015 Community Facilities Master Plan. Develop cost estimates and identify possible funding sources.
• Memorial Park: Continue the phased implementation of the adopted master plan. If the opportunity arises, consider minor updates to the plan. • Creek Park: Implement the planned improvements to Creek Park.

Action PR-A.1.c: Parkland Expansion Strategy. Evaluate opportunities to expand the Town’s park system, including new pocket parks, and amend the Municipal Code to establish a parkland dedication and in-lieu fee ordinance consistent with the Quimby Act, ensuring new subdivisions contribute to meeting community park needs. Assess the feasibility of exemptions for deed-restricted affordable units and regularly update in-lieu fees to reflect current and anticipated land and facilitycosts. Policy PR-A.2: Memorial Park. In accordance with Measure D, approved by the San Anselmo voters in November 2015, Memorial Park maynot be utilizedas a flood detention basin, nor may any non-recreational uses bepermitted that adverselyaffect or reducethe recreational amenities of the park. Additionally, no public land within Memorial Park may be sold or transferred by the Town without voter approval in a general election.

Policy PR-A.3: Park and Facility Maintenance. Continually improve the condition of parks and recreation facilities to create a high quality, safe, diverse, and enjoyable recreation experience for all San Anselmo residents.

Action PR-A.3.a: Funding for Maintenance. Identify and pursue new funding strategies to increase resources dedicated to maintaining park and recreation facilities.

Action PR-A.3.b: Sustainable Park Operations and Design. Incorporate sustainability principles such as reduced water and energy, use of recycled and non-toxic materials, stormwater capture, and carbon sequestration in the design of park facilities. Parks should be maintained and managed to enhance their value as biological resources and natural habitat.

Action PR-A.3.c: Dog Use of Parks. Educate park users about permitted dog use of parks through communications and infrastructure, such as signage and clean up materials.

Action PR-A.3.d: Public Safety in Parks. Work with local law enforcement and the Town Council to address issues related to public safety and the quality of the parks experience.
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Policy PR-A.4: Parkland Acreage Standard. Strive to achieve a citywide standard of 3.0 acres of improved park and recreation land per 1,000 residents, and pursue opportunities to enhance and expand park facilities over time to move toward this standard.

Policy PR-A.5: Coordinate Park and Recreation Planning. Continue to build strong working relationships between departments and appointed bodies responsible for park and recreation planning, design, and maintenance.

Policy PR-A.6: Community Connection. Continue to build a strong connection between the Public Works Department, the Recreation Department, and the San Anselmo community.

Policy PR-A.7: Community Support. Actively encourage and support volunteerism and fundraising initiatives to support high-quality park facilities and recreation programs.

Support sustainable, long-term initiatives that could include partnerships with individuals, businesses, non-profitorganizations, and community groups.

Action PR-A.7.a: Encouragement and Promotion. Promote the benefits and opportunities of private fundraising for parks through public awareness campaigns, informational materials, and community outreach. Offer incentives to encourage private donations, such as naming rights, plaques, public acknowledgements, and tax deductions. Celebrate contributions through official events and pressreleases. Goal PR-B Provide high-quality recreational services and programs that meet the needs of and are accessible to all residents, promoting fitness, health, knowledge, and cultural understanding.

Policy PR-B.1: Adaptive and Inclusive Recreational Programming. Provide accessible, affordableandfinanciallysustainablerecreation programsthatadaptovertimeto changingcommunity needs and interests, align recreation offerings and fee structures with demonstrated demand, promote fitness, health, cultural understanding, and support inclusive community use of parks and facilities.

Action PR-B.1.a: Community Recreation Needs Assessment and Program Alignment. Regularly,and at least once everyfive years, conduct community recreation needs assessments using inclusive outreach methods and multiple languages and formats, as appropriate, to inform recreation programing and fee structures. Align programs and fees with demonstrated demand, equitable access, and long-termfinancialsustainability.
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Policy PR-B.2: Coordinated Programming. Work across Town departments and with local schools, the County of Marin, sports leagues, and athletic associations to provide complementary and mutually supportive programming year-round.

Action PR-B.2.a: Joint Use. Explore joint use and maintenance agreements with local schools to utilize their facilities available for mutually supportive programming.

Policy PR-B.3: Equal Access to Recreation Programs. Ensure recreation programming is responsive to and serves the needs, interests, and desires of the entire community, including those of different ages, abilities, and income levels. Action PR-B.3.a: Facility and Event Locations. Continue to identify Town facilities and locate Town events in places that are easily accessible by public transit, walking, biking, and rolling to the greatest extent possible.

Action PR-B.3.b: Financial Assistance. Explorewaysof providingfinancialsupportto allow more residents of need to access recreation programs, services, and events.

When available, leverage recreation programming revenues to support equitable program access.

Policy PR-B.4: Age-Specific Programs.Provide facilities, programs, and resources that are specifically designed to meet the needs ofchildren, teens, and older adults, as well as those designed for intergenerational participants.

Action PR-B.4.a: Age-Friendly Community Implementation. Implement the San Anselmo Age and Disability Action Plan, annually reviewing progress and prioritizing age-friendly and accessible programs, services, and infrastructure improvements to support the Town’s goal of becoming an age-friendly community.

Action PR-B.4.b: Older Adult and Healthy Aging. Partner with agencies and service providers to expand and strengthen healthy aging resources, and provide regular, accessible, and age-appropriate outreach to older adults about available programs, services, and opportunities in San Anselmo.

Policy PR-B.5: Community Events. Improve community health and unity by providing community-wide, family-oriented special events that bring the community together.

Goal PR-C Provide high-quality public facilities and infrastructure that meet the needs of current and future residents, businesses, and visitors in the most efficientandcost-effectivewayspossible.
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Policy PR-C.1: Ongoing Maintenance. Proactively maintain public facilities and infrastructure through ongoing preventative care, and ensure the timely repair, replacement, and upgrading of Town facilities, infrastructure, and equipment.

Action PR-C.1.a: Capital Improvement and Agency Coordination Program. Maintain and update a multi-year Capital Improvement Plan for Town infrastructure and facilities, and coordinate with partner agencies to align projects, maximize resources, achieve economies of scale, and reduce construction impacts.

Action PR-C.1.b: Asset Management Program. Develop a proactive Asset Management Program to identify needed facility and infrastructure maintenance, upgrade, and replacement timing and costs. Seek additional funding opportunities and strategies to avoid increased costs of deferred maintenance.

Policy PR-C.2: Sustainable Design and Operations. Design and operate public facilities and infrastructure to minimize non-renewable energy and resource consumption, improve environmental quality, and reduce greenhouse gas emissions.

Policy PR-C.3: Schools. Maintain effective,collaborativerelationshipswith theRoss Valley School District, Tamalpais Union High School District, and University of Redlands to optimize the use of school facilities for publicbenefit. Policy PR-C.4: Emergency Services. Work closely with the Central Marin Police Authority and the Ross Valley Fire Department to provideexceptional fire, publicsafety, and paramedic services.

Policy PR-C.5:TrafficSafety. Coordinate traffic enforcement programs with the Central Marin Police Authority to ensure the safety of pedestrians, bicycles, and motorists and to evaluate and mitigate potential traffic hazards.
Policy PR-C.6: Street Maintenance. Provide efficient, effective street maintenance, sweeping, and lighting programs to assure well-maintained and safe streets.

Action PR-C.6.a: Pavement Maintenance. Continue to maintain and implement the Pavement Condition Index (PCI) program to evaluate and prioritize street resurfacing projects. Regularly review and adjust prioritization criteria as needed to ensure that pavement condition,traffic safety, equity, and community input are addressed.

Action PR-C.6.b: Sidewalk Repair. Continue to implement the Sidewalk Improvement Program to repair sidewalks on an ongoing basis and to require that new development upgrade street frontages to current standards, where practicable, to enhance accessibility.
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Policy PR-C.7: Storm Drainage. Continue to monitor and pursue improvements to the storm drainage system, including programs to reduce flooding, improve water quality, remove debris, and respond to climate-related changes. Evaluate the potential for restoration of the natural hydrologic function of creeks and drainageways where possible.

Policy PR-C.8: Potable Water. Work with the Marin Municipal Water District (Marin Water) to meet projected water demand, encourage water conservation, and ensure the reliability and safety of the water supply and distribution system.

Policy PR-C.9: Energy Reliability and Backup Systems. Support improvements to local energy infrastructure and work with energy providers and public agencies to enhance grid safety and resilience, including accelerating electric infrastructure planning. Strengthen energy reliability at Town facilities by evaluating and upgrading backup power systems with renewable and non-diesel alternatives such as solar generation, battery storage, and renewable fuel cells.

Policy PR-C.10: Utility Undergrounding. Continue to pursue undergrounding of overhead utility lines, and support utility maintenance and replacement programs to reduce wildfire hazards.

Policy PR-C.11: Wastewater. Support effortsby the Ross Valley Sanitary District to maintain high quality wastewater collection and treatment facilities and implement sustainability programs.
 See the LandUse andCommunityDesignElement, Circulation Element, Safety Element, ConservationandOpenSpace Element, andthe Sustainability, Climate Change, andResiliencyElementforadditional policiesandactionsrelatedtoutilities, sidewalks, flooding,stormwater,waterquality,energy,and sustainabilityin Town facilitiesandservices.
Goal PR-D Cultivateavibrant, accessible, andfinanciallysustainablelibrary that serves as a vital community hub, enriching lives through diverse programs, resources, and technological opportunities for all residents.

Policy PR-D.1: Library Services and Resources. Continue to enhance and adapt library services and resources to support individual and community connection, discovery, and lifelong learning.

Action PR-D.1.a: Library Services. Maintain adequate staffing and service hours to support high-quality library programs, services, and resources that meet community needs.
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PARKS, RECREATION & PUBLIC FACILITIES
Action PR-D.1.b: Technological Resources. Continue to provide access to the internet and technological resources at the library to meet community needs and adapt to ongoing changes in information technology.

Policy PR-D.2: Library Funding. Maintain a dedicated and sustainable funding source for the library to provide high-quality services, resources, and facilities while evaluating opportunities for facility and service enhancements that adapt with evolving needs of the community.

Action PR-D.2.a: Library Grants. Actively seek and apply for grants and alternative fundingsourcestofurtherenhancelibraryofferings.

Action: PR- D.2.b: Funding Strategies and Coordination. Within fiveyears, conduct a feasibility study to identify sustainable funding strategies (including dedicated revenue, grants, and public-private partnerships) and assess future library space, program, and expansion needs to ensure the library’s continued role as a vibrant community hub. 156
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SAFETY

9. Safety
San Anselmofacesa rangeof environmentalhazards,includingwildfire,flooding, landslides, earthquakes, and extreme weather, many of which are expected to intensify with climate change. The Town will strengthen preparedness, invest in resilient infrastructure, and use emerging technologies to anticipate risks and protect community safety in the years ahead.

9.1 PURPOSE OF THE ELEMENT
San Anselmo faces serious risks that can adversely impact the overall community safety, including earthquakes, geologic instability leading to landslides, wildland fires, flooding, high winds and extreme weather, and drought. Having experienced these events in the past, the Town anticipates they may occur in the future, with some expected to increase in frequency or intensity as a result of climate change.

Increasing temperatures may increase the risk of wildland fires and extended droughts. Winter storms may become more intense, which could result in flooding in previously unaffected areas or contribute to unstable conditions on hillsides and slopes.

The Safety Element focuses on identifying public safety risks and creating a unique set of goals, policies, and actions that address hazards applicable to San Anselmo.

The Safety Element will allow the Town to address and prepare for these hazards, thereby reducing impacts on the community.

The Town takes great pride in its responsibility to safeguard the well-being of its community members. Among other things, this includes adequately anticipating potential emergencies caused by natural and human-caused hazards and planning response strategies in the event of emergencies and disasters. This element provides the necessary context to understand the hazards that threaten the community and outlines policies and practices that take tangible steps toward ensuring the community's continued prosperity.

The Safety Element includes the following sections.
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9.2 Hazard Mitigation, Emergency Preparedness, Response, and Recovery.

Provides an overview of the Town’s approach to reducing safety risks and responding to disasters when they occur.

9.3 Seismic and Geologic Hazards. Describes seismic and geologic hazards including earthquakes, liquefaction, and landslides.

9.4 Flooding Hazards. Describes flooding hazards from heavy rainfall and dam failure.

9.5 Fire Hazards. Discusses wildfire and urban fire risks and fire hazard zones.

9.5 Weather-Related Hazards. Discusses hazards related to drought, extreme heat, and severe wind.

9.6 Navigating Towards 2045. Describes how the Town will modify policies and integrate new technologies to prepare for and respond to environmental hazards and a changing climate.

9.6 Goals, Policies, and Actions. Identifies goals, policies, and actions to minimize hazards and risks to life and property.

9.2 HAZARD MITIGATION, EMERGENCY PREPAREDNESS, RESPONSE, AND RECOVERY The ability to anticipate, evaluate, and mitigate potential risks posed by natural and humancaused hazards is paramount to a community's longevity. Although this element specifically addresses natural and human-caused hazards, hazard mitigation and emergency preparedness involve many more considerations beyond identifying the hazards themselves.

Public Safety
Police Services
The Central Marin Police Authority (CMPA), created in
2013, is a full-service police agency for the
communities of Corte Madera, Larkspur, San
Anselmo, and portions of Greenbrae . Formed under a
Joint Powers Agreement (JPA) between the
communities it services, two members from each
City/Town Council oversee the CMPA and are on the
CMPA Police Council. General management of the
CMPA is the function of the JPA’s Management
Committee that is comprised of the City and Town Managers of each jurisdiction, while 158
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SAFETY
operational function is assigned to the Chief of Police. The CMPA provides police services to these communities, comprising approximately 35,000 residents.

Fire Services
Ross Valley Fire Department is a consolidated
department with the mission of protecting lives,
property, and the environments of the communities
of Ross, San Anselmo, Sleepy Hollow, and Fairfax
through education, prevention, and community
service. Ross Valley Fire Department is governed by a
JPA that includes the Town of San Anselmo, the Town
of Fairfax, the Town of Ross, and the Sleepy Hollow
Fire Protection District.

The Ross Valley Fire Department is an all-risk, fulltime professional fire department with a total of four stations staffed with four engine companies that
include firefighter EMTs and/or Paramedics 24 hours per day, 365 days per year. The department responds to all requests for emergency and non-emergency assistance within their service area as well as for neighboring areas of Marin, and state or nationwide on an automatic or mutualaid basis. Services provided by the department include fire suppression (urban fires, wildland, and vegetation fires), emergency medical services, fire prevention and inspection, community education (Community Emergency Response Team [CERT] training), hazardous materials spills and leaks, vehicle accidents, and disaster response (floods and landslides).

The incorporated boundaries of the town are within the Ross Valley Fire Department Local Responsibility Area (LRA). Outside of the Town of San Anselmo boundaries and adjacent to the town, there are lands that are within the State Responsibility Area (SRA). The SRA is served by the Marin County Fire Department (responsible for initial response in the SRA) and augmented by the California Department of Forestry and Fire Protection (CalFire) should the initial response escape containment and further aid be required.

Marin County Community Wildfire Protection Plan
The Marin County Community Wildfire Protection Plan (CWPP) provides a scientifically based assessment of wildfire hazard and threat to homes in Marin County's wildland urban interface (WUI). The CWPP was developed through a collaborative process involving Marin County fire agencies, county officials, county, state, and federal land management agencies, and community members. The purpose of the CWPP is to provide fire agencies, land managers, and other stakeholders with guidance and strategies to reduce fire hazard and the risk of Ross Valley firefightersfightan early
morning structure firein Sleepy Hollow.
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SAFETY
catastrophic wildfires in the WUI, while promoting the protection and enhancement of the county's economic assets and ecological resources.

Hazard Mitigation
The Marin County Multi-Jurisdiction Hazard Mitigation Plan (MJHMP) identifies and assesses the natural and human-caused hazards that threaten San Anselmo and recommends proactive policy and procedural actions to reduce these risks. This preemptive planning is intended to decrease the probability of future emergency situations and minimize the effects should one occur.

Examples of hazard mitigation and prevention can be found in many Town policies, but they are most prominently displayed in the numerous codes regulating construction and development.

The 2024 MJHMP includesa specificannexfortheTown of San Anselmo(“Town ofSan Anselmo Annex”). The 2024 MJHMP, including the Town of San Anselmo Annex, for the Town of San Anselmo planning area was developed in accordance with the Disaster Mitigation Act of 2000 and followed the Federal Emergency Management Agency’s (FEMA) Local Hazard Mitigation Plan guidance. The MJHMPincorporatesa processwherehazardsareidentified and profiled,thepeopleand facilities at risk are analyzed, and mitigation actions are developed to reduce or eliminate hazard risk. The implementation of these mitigation actions includes both short and long-term strategies and involves planning, policy changes, programs, projects, and other activities. The 2024 MJHMP, including the Town of San Anselmo Annex, was approved and adopted by the Town of San Anselmo on August 27, 2024, and received approval from FEMA in 2024. Therefore, the Town is eligible to apply for federal hazard mitigation grant funding that can be used to mitigate many of thenaturallyoccurringhazardsidentified in San Anselmo.Sections of the Safety Element are supplemented by the MJHMP, which is incorporated by reference in this element, as allowed by California Government Code Section 65302(g). Weblink:
https://www.townofsananselmo.org/94/Disaster-Preparedness.

Emergency Management
Emergency management is provided by the Marin County Sheriff's Department Office of Emergency Services. This division provides all aspects of emergency management, including disaster mitigation, preparedness, response, and recovery activities.

Preparedness(EmergencyOperationsPlan)
The Marin Operational Area (OA) Emergency Operations Plan (EOP) is primarily responsible for identifying the Town's emergency management strategies. Preparedness activities focus on ensuring Town Departments are adequately trained and prepared for future hazard events as well as ensuring the Town's Emergency Operations Center (EOC) is ready and capable of supporting Town needs in the event of an emergency.
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SAFETY
The EOP addresses the planned response to extraordinary emergency situations associated with large-scale disasters affecting Marin County. The Marin OA consists of the cities/towns, special districts, and unincorporated areas within the county. The plan also addresses integration and coordination with other governmental agencies when required. This document serves as a planning reference and a basis for effective response to any hazard threatening Marin County.

This is accomplished through the following:
• Establishes the emergency management organization required tomitigate any significant emergency or disasteraffecting the Marin OA.
• Establishes the overall operational concepts associated with Marin County's EOC activities and the recovery process.

The 1999 Town of San Anselmo EOP identifies the Town's emergency planning, organization, and response policies and procedures and how they are integrated and coordinated with other governmental entities when required. The plan addresses how preparation and response to extraordinary events or disasters should occur as well as recovery from these types of events.

Response
Emergency response activities typically focus on actions necessary to save lives and prevent further property damage during an emergency or disaster. Many of these activities are conducted in tandem with the Marin County Sheriffs' Department, the Central Marin Police Authority, and the Ross Valley Fire Department's standard emergency response procedures. To guide response activities, the Town relies on the EOP and works closely with first responders and volunteer organizations like CERT, to help orchestrate internal and external communications, logistics, and assistance during large-scale emergencies. If resources become overwhelmed, the Town will request support through the Operational Area using automatic aid and mutual aid agreements currently in place. However, the Town recognizes that mutual aid resources depend on availability and may be limited during a large regional incident. Therefore, consideration for strengthening self-sufficiency is a priority.

Evacuation
As part of the Town's preparedness initiatives, an Evacuation Analysis has been prepared that identifies the routes used for evacuation purposes. These constrained locations are required to be identified by California Government Code Section 65302(g)(5). Figure S-1 depicts the potential evacuation routes that could be used during a hazard event. These roadways are intended to meet evacuation needs; however, the Town recognizes that some constraints may affect evacuation, namely narrow roadways, bridges, and dead ends, which could experience failure or blockage, exacerbating conditions. During an evacuation incident, specific routes will be designated by Ross Valley Fire Department in coordination with the Town and Central Marin Police Authority. 161
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SAFETY
The specific routes and directions identified will be made on a case-by-case basis using incident specific information to ensure travelers can relocate to a safe location.

Figure S-2 identifies both constrained access roadways (single ingress/egress conditions, identified in red) and the locations that use these roadways (constrained access parcels, identified in orange). These constrained access parcels are grouped based on guidelines recommended by CalFire, which identify areas with 30 parcels or more. These locations are identified as they could potentially be more vulnerable during evacuation scenarios, given the limited ingress/egress conditions. The residential areas of town are generally developed, meaning most new home construction is anticipated as infill type developments or redevelopments and accessory dwelling units (ADUs).

Recovery
Recovery activities typically occur after an emergency or disaster event. These activities focus on reestablishing services to any impacted areas, repairing and/or reconstructing damaged buildings and infrastructure, and aiding residents and businesses with permitting and approvals of building plans as part of the reconstruction process. Depending on the scale and type of incident, recovery could occur in specific community locations and/or require specialized expertise to address the issues created. Cleanup of hazardous waste is considered part of the recovery from a major disaster event (fire, flood, landslide, earthquake).
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Ross Creek
San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
Sleepy
Hollow
Creek
Devon Dr
Mo r ningside Dr
Cam ino deHe rre ra
Scenic
Ave
Oak Knoll Ave
SequoiaDr
Barber Ave
L ive Oak Av e
Wellington Ave
Jordan Ave
Tamarack Dr
Brookside Dr
Lincoln
Park
Valley
Rd
Spri n g Grove Av e
Los Angeles Blvd
Laurel Ave
Calume
Ave t
Santa Margarita
Dr
Fawn Dr
UpperRd
W
Lansdale Ave
Melville Ave
Mariposa Ave
Redwood Rd
BrooksideDr
Canyon Rd
R i dge R d
Elm Ave
Fernhill Ave
Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
TomahawkDr
The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
Rd
S OakAve
OaklandAv e
Sunny Hills Dr
Oak Ave
5th Ave
Hawthorne
Ave
Sequoia Dr
Nova Albion Way
F orrest Ave
Ross Ave
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
5th Ave
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
Scenic Ave
Willow Ave
Forbes
Ave
Broadmoor Ave

T O W N O F

F A I R F A X

T O W N O F R O S S

C I T Y O F

S A N R A F A E L
Sir Francis Drake Blvd
Sir
Fra
ncis
Drake
Blvd
San Francisco Blvd
Butt
erfi
e
ld
Rd
Center Blvd
Red Hill Ave
Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
Potential Evacuation Route
Base Data Sources: Marin County LAFCO; Marin County GIS; USGS National Hydrography Dataset.

Theme Source: Town of San Anselmo Safety Element
Prepared for
The Town of San Anselmo
by De Novo Planning Group
March 31, 2025.

EVACUATION ROUTES
S-1. 0 500 1,000
Feet
SOI

M A P P E D E X T E N T
441
Ross Creek
San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
Sleepy
Hollow
Creek
Devon Dr
Mo r ningside Dr
Scenic
Ave
Oak Knoll Ave
Barber Ave
L ive Oak Av e
Wellington Ave
Jordan Ave
Tamarack Dr
Brookside Dr
Valley
Rd
Spri n g Grove Av e
Los Angeles Blvd
Laurel Ave
Calume
Ave t
Santa Margarita
Dr
Fawn Dr
UpperRd
W
Lansdale Ave
Melville Ave
Mariposa Ave
Redwood Rd
BrooksideDr
Canyon Rd
Elm Ave
Fernhill Ave
Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
TomahawkDr
The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
Rd
OaklandAv e
Sunny Hills Dr
5th Ave
Sir Francis Drake Blvd
Sir Francis Drake
Blvd
Sequoia Dr
Nova Albion Way
F orrest Ave
San Anselmo Ave
Ross Ave
San Francisco Blvd
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
Butterfield Rd
5th Ave
Center Blvd
Center Blvd
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
San Anselmo Ave
Scenic Ave
Willow Ave
Forbes
Ave
Broadmoor Ave
Red Hill Ave

T O W N O F

F A I R F A X

T O W N O F R O S S

C I T Y O F

S A N R A F A E L
Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
Roadway Network
Single Access Roadway
Constrained Access Parcel Groups
Parcel Groups of Concern
Other Parcels
Base Data Sources: Marin County GIS; Marin County LAFCo; USGS NHD.

Theme Source: 2023 Town of San Anselmo Safety Element.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
November 21, 2025

CONSTRAINED ACCESS ROADWAYS, PARCEL GROUPS,

AND PARCEL GROUPS OF CONCERN
S-2.
0 500 1,000
Feet
SOI

M A P P E D E X T E N T
442

SAFETY

9.3 SEISMIC AND GEOLOGIC HAZARDS
Seismic and geologic hazards are traditionally addressed together because they both involve the movement of the Earth's surface. Although some geologic events (landslide, subsidence, erosion, etc.) can and do happen independently, the primary catalyst for their occurrence is often a seismic event, commonly referred to as an earthquake. This section identifies four common seismic and geologic hazards that threaten San Anselmo. A key consideration for seismic and geologic hazards is the potential for cascading effects resulting from an event. When an earthquake occurs, the seismic shaking can cause natural gas and water/sewer pipelines to rupture, which may cause other impacts like flooding, erosion, or fires. The goals, policies, and actions in this element are designed to work together to reduce both the individual and collective risk of these hazards.

Seismic Hazards
Northern California is a seismically active region that experiences earthquakes on a regular basis.

San Anselmo is prone to seismic hazards due to its location and proximity to active earthquake faults. These hazards are described below.

Surface Rupture
The Earth is covered in tectonic plates, which are large sections of the Earth's crust that are constantly shifting and moving closer together, further apart, or past one another. The movement of two plates past one another frequently causes friction resulting in plates that "stick." When this occurs, the same forces that push the plates past each other are now concentrated in certain areas. In time, friction can no longer hold the plates together, and the plates suddenly shift, releasing a massive build-up of energy (i.e., earthquake). This rapid movement and release of energy can cause the Earth to fracture and displace the land around it, resulting in an earthquake fault. Some faults are buried beneath the surface, while others are located at the surface of the Earth. Surface rupture of a fault is especially dangerous if structures are built on top of the fault, or infrastructure crosses the fault, as these facilities could be damaged by fault movement. If a surface rupture occurs, the movement could break pipelines and damage roads and bridges, rendering them useless after the event. Areas of known surface rupture hazard in California are identified in Alquist-Priolo Special Study Zones. The San Anselmo planning area does not currently have any Alquist-Priolo Special Study Zones, reducing the concern associated with surface fault rupture.
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SAFETY
Seismic Shaking
Seismic shaking is the recognizable movement caused by the energy released from an earthquake. The same mechanism that creates a surface rupture is also responsible for seismic shaking and can produce an equally devastating effect. Earthquakes may occur without surface rupture, which can still cause significant damage to buildings and other structures. Infrastructure such as roads, pipelines, and power lines are also susceptible to damage and pose additional safety concerns. Unlike surface rupture, seismic shaking consequences are not restricted to the area immediately surrounding the fault. Energy resonating through the ground can travel hundreds of miles and simultaneously cause damage in many locations. The closer to the earthquake's source (epicenter), the stronger the shaking will be. Seismic shaking is of particular concern for San Anselmo due to the proximity to active faults that can generate significant earthquakes. Several faults are located within 15 miles of San Anselmo, which include the San Andreas Fault (capable of generating a magnitude 8.0 earthquake), the Hayward Fault (capable of generating magnitude 7.2 and 7.4 earthquakes), the Rodgers Creek Fault (capable of generating a magnitude 7.0 earthquake) and the San Gregorio fault (capable of generating a magnitude 7.3 earthquake). Of these faults, the San Andreas Fault is the closest in proximity at approximately 8 miles southwest of the town. Figure S-3 depicts the locations of regional faults closest to San Anselmo.

Liquefaction
Liquefaction is a phenomenon that occurs when intense vibrations from an earthquake cause saturated soil to lose stability and act more like a liquid than a solid. This poses significant problems for buildings and other structures in areas where liquefaction can occur, as the ground may give way under the weight of the structure and its foundation. In addition, underground structures are vulnerable to liquefaction. In San Anselmo, the areas along the existing and filled stream channels may be subject to liquefaction. These low-lying areas adjacent to creeks and drainages are the portions of town with moderate and high liquefaction susceptibility levels.

Figure S-4 depicts the liquefaction susceptibility areas within the town; however, analysis of these conditions should occur on a site-by-site basis.

Landslides
A landslide is the movement of earth material down slopes and areas of steep topography.

Although earthquakes often cause them, landslides can occur when a sloped surface can no longer support the material contained within or sitting above it. The instability can be caused by the sheer weight of the material or can be rendered unstable by other events such as heavy rain.

Slopes can become unstable due to erosion and trigger a landslide. Landslides can also be a secondary hazard caused by earthquakes and seismic shaking. When rain causes a slope to fail, the movement of earth materials is typically referred to as a mudslide. 164
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SAFETY
Landslides can move with great force and pose a significant danger to buildings and other structures. In some circumstances, these events may cause bodily harm if bystanders cannot move out of their path in time. The parts of San Anselmo at greatest risk of landslides are primarily along the periphery of the town border, where the steep topography and soil composition combine to create areas that are susceptible to landslide. Anticipating the risk of landslides in the areas identified in Figure S-5 will be essential for protecting the community from these events. 165
445
Rodgers Creek fault
San Andreas fault zone
Burdell Mountain fault
Moraga fault
Lakeview fault
Tolay fault
San Gregorio fault zone
Hayward fault zone
Point Reyes fault
San Andreas fault zone
Bennett Valley
fault zone
Wildcat fault
Bolinas
Corte
Madera
El
Cerrito
Fairfax
Kentfield
Larkspur
Mill Valley
Nicasio
Petaluma
Pinole
Richmond
Ross
San
Anselmo
San Francisco
San Geronimo
San Pablo
San Rafael
Sausalito
Novato
Tiburon
101
101
131
123
13 260
37 1
121
116
12 980
580
80 880
80 280
580
Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Alquist-Priolo Zone of
Required Investigation
Bennett Valley fault zone
Burdell Mountain fault
Hayward fault zone
Lakeview fault
Moraga fault
Point Reyes fault
Rodgers Creek fault
San Andreas fault zone
San Gregorio fault zone
Tolay fault
Wildcat fault
Base Data Sources: Marin County LAFCO; USGS Transportation Dataset; ESRI Hillshade Map Service.

Theme Source: USGS Quaternary Faults Database; CGS Alquist-Priolo Zones.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
April 2, 2025

REGIONAL EARTHQUAKE FAULTS
S-3. 0 ½ 1
Miles
S a n
F r a n c i s c o
B a y
S a n P a b l o
B a y
P a c i f i c O c e a n
446
Ross Creek
San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
Sleepy
Hollow
Creek
Devon Dr
Mo r ningside Dr
Cam ino deHe rre ra
Scenic
Ave
Oak Knoll Ave
SequoiaDr
Barber Ave
L ive Oak Av e
Wellington Ave
Jordan Ave
Tamarack Dr
Brookside Dr
Lincoln
Park
Valley
Rd
Spri n g Grove Av e
Los Angeles Blvd
Laurel Ave
Calume
Ave t
Santa Margarita
Dr
Fawn Dr
UpperRd
W
Lansdale Ave
Melville Ave
Mariposa Ave
Redwood Rd
BrooksideDr
Canyon Rd
R i dge R d
Elm Ave
Fernhill Ave
Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
TomahawkDr
The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
Rd
S OakAve
OaklandAv e
Sunny Hills Dr
Oak Ave
5th Ave
Hawthorne
Ave
Sir Francis Drake Blvd
Sir Francis Drake
Blvd
Sequoia Dr
Nova Albion Way
F orrest Ave
San Anselmo Ave
Ross Ave
San Francisco Blvd
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
Butterfield Rd
5th Ave
Center Blvd
Center Blvd
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
San Anselmo Ave
Scenic Ave
Willow Ave
Forbes
Ave
Broadmoor Ave
Red Hill Ave

T O W N O F

F A I R F A X

T O W N O F R O S S

C I T Y O F

S A N R A F A E L
0 500 1,000
Feet
SOI

M A P P E D E X T E N T
* There are no areas with this rating
within the San Anselmo Planning Area
Liquefaction Susceptibility
Very Low
Low *
Moderate
High
Very High *
Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
Base Data Sources: Marin County LAFCO; Marin County GIS; USGS National Hydrography Dataset.

Theme Source: Marin County GIS Liquefaction Dataset.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
November 24, 2025

LIQUEFACTION SUSCEPTIBILITY
S-4.
447
Ross Creek
San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
Sleepy
Hollow
Creek
Devon Dr
Mo r ningside Dr
Cam ino deHe rre ra
Scenic
Ave
Oak Knoll Ave
SequoiaDr
Barber Ave
L ive Oak Av e
Wellington Ave
Jordan Ave
Tamarack Dr
Brookside Dr
Lincoln
Park
Valley
Rd
Spri n g Grove Av e
Los Angeles Blvd
Laurel Ave
Calume
Ave t
Santa Margarita
Dr
Fawn Dr
UpperRd
W
Lansdale Ave
Melville Ave
Mariposa Ave
Redwood Rd
BrooksideDr
Canyon Rd
R i dge R d
Elm Ave
Fernhill Ave
Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
TomahawkDr
The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
Rd
S OakAve
OaklandAv e
Sunny Hills Dr
Oak Ave
5th Ave
Hawthorne
Ave
Sir Francis Drake Blvd
Sir Francis Drake
Blvd
Sequoia Dr
Nova Albion Way
F orrest Ave
San Anselmo Ave
Ross Ave
San Francisco Blvd
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
Butterfield Rd
5th Ave
Center Blvd
Center Blvd
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
San Anselmo Ave
Scenic Ave
Willow Ave
Forbes
Ave
Broadmoor Ave
Red Hill Ave

T O W N O F

F A I R F A X

T O W N O F R O S S

C I T Y O F

S A N R A F A E L
0 500 1,000
Feet
SOI

M A P P E D E X T E N T
Landslide Susceptibility Classes
0 3 5 6 7 8 9 10
Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
Base Data Sources: Marin County LAFCO; Marin County GIS; USGS National Hydrography Dataset.

Theme Source: California Geological Survey Map Sheet 58, 2011.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
November 24, 2025

LANDSLIDE SUSCEPTIBILITY
S-5.
i n c r e a s i n g s u s c e p t i b i l i t y
448

SAFETY

9.3 FLOODING HAZARDS
Flood
Flooding is caused by the accumulation of water on the ground surface. This typically occurs after heavy rainfall but can also result from water delivery/storage infrastructure failures such as pipes, storage containers, and dams/reservoirs. Worsening drought conditions caused by climate change may exacerbate the effects of flooding, as surfaces that typically absorb water can quickly dry out and become less permeable. Flooding presents dangers to people and structures alike.

Standing water may be deep enough to cause drowning, while shallow waters can easily damage buildings and property. Fast-moving water is hazardous, as it may sweep people or cars downstream or cause damage to structures.

Ross Valley, including San Anselmo, is naturally prone to flooding. The topography and geologic makeup of the region (steep slopes and shallow soils with a low absorption capacity), the naturally occurring local watershed runoff which has been altered and placed in culverts, coupled with an increase in the probability of intense rainfall, are all factors increasing the likelihood of flooding.

The town is susceptible to periodic flooding from the San Anselmo and Sleepy Hollow creeks, which impacts the low-lying areas of the town and neighboring communities bordering these drainages. Historically, the creeks have caused floods as the volume of water during large storm events becomes more than the creek capacity can effectively manage. Localized flooding is most often associated with excessive ponding and overflow into lower-lying properties, even during smaller 5-year storm events. This localized flooding is generally the result of the drainage network having inadequate capacity and can occur within or outside of FEMA-identified floodplains. Figure S-6 displays the designated FEMA floodplains in and near San Anselmo.

Two of the most severe floods in the past fifty years
occurred in the winters of 1982 and 2005. In 1982,
floodwaters were three to four feet deep on San
Anselmo Avenue. All commercial buildings in the
Downtown area suffered waterdamageand one
house was destroyed. From December 31, 2005, to
January 1, 2006, an atmospheric river event caused
San Anselmo Creek tooverflow its banks, resulting
in more than four feet of water rushing down San
Anselmo Avenue in the Downtown area. Town
facilities, including the police station, San Anselmo Library, Council Chambers, and Fire Station 19, were damaged as well as 140 businesses and 290 homes. 169
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Dam Failure
When dams that are designed to hold water fail, the body of water suddenly and abruptly moves downstream. These downstream areas can become inundated depending on how much water is behind the dam and the topography of the downstream areas. The specific areas of land that would become flooded and covered with water resulting from a dam break is considered an "inundation zone." These downstream areas are typically much larger than the areas identified on flood maps because the volume of water released will often overwhelm any stormwater infrastructure in these areas. The Phoenix Lake Dam, owned by the Marin Municipal Water District (Marin Water), is located in the neighboring Town of Ross, south of San Anselmo. Failure of this dam could inundate a small portion of southern San Anselmo that includes approximately 30 parcels located between Bolinas and Belle Avenues. The damage potential would be small given Phoenix Lake's overall storage capacity; however, damage within this portion of the town could still occur. Figure S-7 identifies the dam inundation zone within San Anselmo. 170
450
Ross Creek
San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
Sleepy
Hollow
Creek
Devon Dr
Mo r ningside Dr
Cam ino deHe rre ra
Scenic
Ave
Oak Knoll Ave
SequoiaDr
Barber Ave
L ive Oak Av e
Wellington Ave
Jordan Ave
Tamarack Dr
Brookside Dr
Lincoln
Park
Valley
Rd
Spri n g Grove Av e
Los Angeles Blvd
Laurel Ave
Calume
Ave t
Santa Margarita
Dr
Fawn Dr
UpperRd
W
Lansdale Ave
Melville Ave
Mariposa Ave
Redwood Rd
BrooksideDr
Canyon Rd
R i dge R d
Elm Ave
Fernhill Ave
Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
TomahawkDr
The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
Rd
S OakAve
OaklandAv e
Sunny Hills Dr
Oak Ave
5th Ave
Hawthorne
Ave
Sir Francis Drake Blvd
Sir Francis Drake
Blvd
Sequoia Dr
Nova Albion Way
F orrest Ave
San Anselmo Ave
Ross Ave
San Francisco Blvd
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
Butterfield Rd
5th Ave
Center Blvd
Center Blvd
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
San Anselmo Ave
Scenic Ave
Willow Ave
Forbes
Ave
Broadmoor Ave
Red Hill Ave

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S A N R A F A E L
0 500 1,000
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100-year Flood Zone
Regulatory Floodway
500-year Flood Zone
Area of Minimal Flood Hazard
Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
Base Data Sources: Marin County LAFCO; Marin County GIS; USGS National Hydrography Dataset; ESRI Hillshade Map Service.

Theme Source: FEMA National Flood Hazard Layer, Marin County 10-18-2023.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
November 24, 2025

FEMA FLOOD ZONE DESIGNATIONS
S-6.
unshaded
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Ross Creek
San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
Sleepy
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Creek
Devon Dr
Mo r ningside Dr
Cam ino deHe rre ra
Scenic
Ave
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SequoiaDr
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Wellington Ave
Jordan Ave
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Brookside Dr
Lincoln
Park
Valley
Rd
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Los Angeles Blvd
Laurel Ave
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Ave t
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Dr
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Melville Ave
Mariposa Ave
Redwood Rd
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Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
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The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
Rd
S OakAve
OaklandAv e
Sunny Hills Dr
Oak Ave
5th Ave
Hawthorne
Ave
Sir Francis Drake Blvd
Sir Francis Drake
Blvd
Sequoia Dr
Nova Albion Way
F orrest Ave
San Anselmo Ave
Ross Ave
San Francisco Blvd
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
Butterfield Rd
5th Ave
Center Blvd
Center Blvd
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
San Anselmo Ave
Scenic Ave
Willow Ave
Forbes
Ave
Broadmoor Ave
Red Hill Ave

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San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
Phoenix Dam Inundation Area
Base Data Sources: Marin County LAFCO; Marin County GIS; USGS National Hydrography Dataset; ESRI Hillshade Map Service.

Theme Source: DWR Division of Safety of Dams Dam Breach Inundation Maps.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
November 24, 2025

DAM FAILURE INUNDATION AREA
S-7.
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SAFETY

9.4 FIRE HAZARDS
Wildfires
The most common type of natural hazard in California is wildfire, which can quickly burn large areas of undeveloped or natural land. Wildfires often begin as smaller fires caused by lightning strikes, downed power lines, mechanical equipment use, or unattended campfires but may rapidly expand in size if conditions are dry and/or windy. The recent trend toward more prolonged periods of drought within the western United States increases the likelihood of a wildfire.

Typically, wildfires pose minimal threats to people and buildings in urban areas, but increasing human encroachment and development into natural areas increases the likelihood of bodily harm or structural damage. This encroachment occurs in areas called the wildland-urban interface (WUI), which is considered an area within a fire hazard severity zone, as defined by CalFire.

The Town of San Anselmo is located within a mapped
WUI area and borders open space lands managed by
Marin Water. The hillsides and canyons within the
town and surrounding areas carry some wildfire
hazard potential, which is a risk to urbanized areas
within the town. Figure S-8 depicts the fire threat
classifications within the town and surrounding areas.

Based on this mapping, the northeastern and
southwestern portions of the town are considered to
have moderate to high wildfire threat conditions.

However, San Anselmo does not currently have any
Very High Fire Hazard Severity Zones identified by
CalFire.

Significant wildfires have occurred in San Anselmo and Marin County in the past and will continue to pose a threat to people and property. The last major wildfire to occur within the perimeters of the town boundary was the Sorich Park fire in 1976, which burned over 284 acres in and around San Anselmo. Figure S-9 depicts the WUI in the San Anselmo planning area.

Urban Fires
The possibility of an urban fire confronts every community. Many urban fires begin as isolated incidents caused by faulty electrical appliances, cooking mishaps, improper storage of chemicals, or industrial malfunction but can spread to other buildings if conditions permit. Many factors contribute to urban fires' severity and extent, but modern building codes and practices have helped reduce their effects. Despite these improvements, it is important to acknowledge the Wildfireburning on theSan Anselmo
side of theTerra Linda- Sleepy Hollow
Divide.
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risks associated with fires in urban areas. No matter its size, any fire can be fatal or cause people severe harm and can damage buildings and other structures.

Water Supply
Marin Water provides water service in San Anselmo. The district owns approximately 21,600 acres of watershed land and provides water service to communities from the Golden Gate Bridge to southern Novato and west from the San Francisco Bay to the San Geronimo Valley. According to Marin Water’s Urban Water Management Plan, adequate water supplies are expected during normal years, single dry years, and multiple dry years to meet expected demand within the town and service area through 2045. This is especially important for ensuring adequate supplies are available for fire suppression needs within San Anselmo. As a standard practice, new developments and major remodels are required to conduct water pressure/flow testing and mitigate issues if water flows are deemed inadequate.
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San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
Sleepy
Hollow
Creek
Devon Dr
Mo r ningside Dr
Cam ino deHe rre ra
Scenic
Ave
Oak Knoll Ave
SequoiaDr
Barber Ave
L ive Oak Av e
Wellington Ave
Jordan Ave
Tamarack Dr
Brookside Dr
Lincoln
Park
Valley
Rd
Spri n g Grove Av e
Los Angeles Blvd
Laurel Ave
Calume
Ave t
Santa Margarita
Dr
Fawn Dr
UpperRd
W
Lansdale Ave
Melville Ave
Mariposa Ave
Redwood Rd
BrooksideDr
Canyon Rd
R i dge R d
Elm Ave
Fernhill Ave
Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
TomahawkDr
The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
Rd
S OakAve
OaklandAv e
Sunny Hills Dr
Oak Ave
5th Ave
Hawthorne
Ave
Sir Francis Drake Blvd
Sir Francis Drake
Blvd
Sequoia Dr
Nova Albion Way
F orrest Ave
San Anselmo Ave
Ross Ave
San Francisco Blvd
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
Butterfield Rd
5th Ave
Center Blvd
Center Blvd
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
San Anselmo Ave
Scenic Ave
Willow Ave
Forbes
Ave
Broadmoor Ave
Red Hill Ave

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S A N R A F A E L
0 500 1,000
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M A P P E D E X T E N T
Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
Base Data Sources: Marin County LAFCO; Marin County GIS; USGS National Hydrography Dataset; ESRI Hillshade Map Service.

Theme Source: CAL FIRE State Responsibility Area Fire Hazard Severity Zone Maps, 4/1/2024; CAL FIRE Local Responsibility Area Maps Phase 2, 2/24/25.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
November 25, 2025

FIRE HAZARD SEVERITY ZONES
S-8.

Fire Hazard Severity Zones in
State Responsibility Areas
Very High*
High
Moderate
Fire Hazard Severity Zones in
Local Responsibility Areas
Very High*
High*
Moderate
* There are no areas with this rating within the Planning Area. 455
Ross Creek
San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
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Hollow
Creek
Devon Dr
Mo r ningside Dr
Cam ino deHe rre ra
Scenic
Ave
Oak Knoll Ave
SequoiaDr
Barber Ave
L ive Oak Av e
Wellington Ave
Jordan Ave
Tamarack Dr
Brookside Dr
Lincoln
Park
Valley
Rd
Spri n g Grove Av e
Los Angeles Blvd
Laurel Ave
Calume
Ave t
Santa Margarita
Dr
Fawn Dr
UpperRd
W
Lansdale Ave
Melville Ave
Mariposa Ave
Redwood Rd
BrooksideDr
Canyon Rd
R i dge R d
Elm Ave
Fernhill Ave
Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
TomahawkDr
The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
Rd
S OakAve
OaklandAv e
Sunny Hills Dr
Oak Ave
5th Ave
Hawthorne
Ave
Sir Francis Drake Blvd
Sir Francis Drake
Blvd
Sequoia Dr
Nova Albion Way
F orrest Ave
San Anselmo Ave
Ross Ave
San Francisco Blvd
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
Butterfield Rd
5th Ave
Center Blvd
Center Blvd
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
San Anselmo Ave
Scenic Ave
Willow Ave
Forbes
Ave
Broadmoor Ave
Red Hill Ave

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Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
Wildland-Urban Interface
Base Data Sources: Marin County LAFCO; Marin County GIS; USGS National Hydrography Dataset.

Theme Source: Ross Valley Fire Department Wildland-Urban Interface Zones, Town of San Anselmo and Sleepy Hollow Fire Protection District maps.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
November 25, 2025

WILDLAND-URBAN INTERFACE
S-9.
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9.5 CLIMATE AND WEATHER RELATED HAZARDS
Severe weather hazards in San Anselmo include drought, extreme heat, and severe wind and storm events. These hazards have affected plants and animals and damaged properties and vehicles.

Future effects are anticipated due to climate change, which can contribute to the frequency and intensity of severe weather events.

Temperature
Increasing temperatures associated with climate change can act as a hazard multiplier.

Increased temperatures can affect both water supplies and vegetation growth. With drier conditions, vegetation growth may be reduced, which can reduce wildfire vulnerability; however, if dry conditions persist for longer periods, the reduced vegetation may be drier than normal.

These two conditions may change the wildfire risks within the town and the surrounding area, or cause areas that have not burned historically to be at greater risk of ignition.

Drought
A drought is a long period with substantially less precipitation than usual. The primary direct impact of a drought is the reduction of available water supplies. Water reduction is particularly concerning in agricultural areas and natural environments, but it can also affect landscaping in urban areas or human health in extreme cases. Droughts are generally regional events; however, some communities experience "long-distance drought" if the water source areas— potentially hundreds of miles away—are experiencing drought. San Anselmo receives water from Marin Water. The town and many residents have groundwater wells that are used for irrigation. Marin Water has a long-term water supply and management plan that includes a drought analysis that accounts for impacts associated with climate change.

Extreme Heat
Extreme heat is a period when temperatures are abnormally high relative to the normal temperature range. Extreme heat events include:
• Extreme Heat Days: a day during which the maximum temperature surpasses 98 percent of all historic high temperatures for the area. • Warm Nights: a day between April to October when the minimum temperature exceeds 98 percent of all historic minimum daytime temperatures. • Extreme Heat Waves: a successive series of extreme heat days and warm nights where extreme temperatures do not abate; typically, four successive extreme heat days and 177
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warm nights.

According to Cal-Adapt, the State’s portal for local climate change projections, an extreme heat day for San Anselmo is when the temperature exceeds 95.3° F, and a warm night exceeds 58.8°F.

Between 1961-1990, the Town experienced an average of 4 extreme heat days annually, which are projected to increase between 11-20 days by the end of the century due to climate change.

Severe Wind
Wind is simply the movement of air caused by differences in atmospheric pressure and temperature. High-pressure air will naturally move to areas of low pressure. During certain times of the year, these conditions can cause high-speed winds (Diablo Winds), which are fast and forceful enough to damage public facilities, infrastructure, homes, utilities, and uproot or topple mature trees. During these events, debris is transported with enough force to damage property and injure people. Severe wind events can also cause Public Safety Power Shutoff events by utility providers (Pacific Gas & Electric) that distribute electricity to the town. These events de-energize power lines during wind events to reduce the potential of wildfire ignition and spread.

Precipitation
Climate change projections suggest that annual mean precipitation may increase as temperatures are anticipated to increase in the coming decades. Even with increases projected, there is the potential that the increased precipitation may fall during more intense weather events, which could increase flooding. By the endof the century, maximum 1- day precipitation events could increase by 20%, which could overwhelm existing infrastructure and potentially inundate areas that haven't experienced flooding. With greaterand more intense precipitation, the towncould also experience greater instability within hillside areas, causing an increase in landslides and mudslides.

With future temperature increases coupled with increased precipitation amounts, future wildfire impacts are projected to decrease or remain the same by the end of the century. This projection is based on the increase in precipitation, which may occur in fewer larger rain events coupled with higher average temperatures. This projection suggests that vegetation growth will experience an overall reduction or change that reduces future acres burned. Based on historical fires that have occurred, the Town has experienced an annual average of 47.1 acres burned (total acreage burned divided by the number of years analyzed), which is projected to reduce slightly (41.4 acres) or remain approximately the same (47.0 acres) by the end of the century.

A further discussion of the effects of climate change effects, as well as adaptationand resiliency to expected impacts, can be found in the Sustainability, Climate Change, and Resiliency Element. 178
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9.6 NAVIGATING TOWARDS 2045
Over the next two decades, San Anselmo will respond to evolving climatic conditions by strengthening its approach to hazard mitigation, preparedness, and long-term resilience. As wildfire risk, flooding potential, and extreme weather events intensify, theTown willrefineland use decisions, expand defensible space practices, improve stormwater systems, and reinforce slopes and hillsides where instability is likely. These efforts will becomplemented by updated emergency plans, expanded community preparedness programs, and the establishment of resilience hubs that provide safe, accessible spaces for residents to gather, receive services, and obtain critical information during emergencies. Together, these actions will help reduce vulnerabilities and maintain public safety across all neighborhoods.

Advances in technology will also enhance the Town’s ability to anticipate and respond to environmental hazards. Real-time monitoring tools, enhanced early warning systems, and improved modelingsoftwarewillhelp trackwildfireconditions,rainfallintensity, soil movement, and other indicators of emerging risks. Remote sensing, data-sharing platforms, and communication technologies will enable rapid coordination during emergencies, while resilience hubscan integratebackup power,coolingand airfiltration systems, and digital communications to support residents when disruptions occur. By pairing modern tools with proactive planning and community-focused facilities, San Anselmo will strengthen its capacity to protect public safety and adapt to future climatic challenges.
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9.7 GOALS, POLICIES, AND ACTIONS

HAZARD MITIGATION, EMERGENCY PREPAREDNESS, RESPONSE, AND RECOVERY Goal S-A Promote a culture of resilience and preparedness within San Anselmo where community members and businesses are prepared for natural and human-caused emergencies.

Policy S-A.1: Structural Hazards. Support effortsto reduce the number of structures subject to natural hazards.

Action S-A.1.a: Building Code Updates. Regularly update building codes and regulations to address changing hazard conditions and requirements.

Policy S-A.2: Hazard Education. Increase education, outreach, and awareness of hazards and hazard mitigation, especially to vulnerable populations (AFN, Disadvantaged Communities, etc.).

Policy S-A.3: Hazards in New Development. Encourage new development in locations that avoid or reduce exposure to hazards.

Action S-A.3.a: Essential Public Facilities. Locate, when feasible, new essential publicfacilitiesoutsideof identified hazard areas,includinghospitalsand health care facilities, emergency shelters, fire stations, emergency commandcenters, and emergency communications facilities.

Action S-A.3.b: Public Facilities in Hazard Areas. Identify appropriate construction methods to minimize damage to public facilities located within an identified hazard area.
Policy S-A.4: Resilient Utilities and Public Safety Services. Work with public utilities and special districtsthat provide water, sewer, fire protection, and public safety services in order to maintain and improve upon the present level of service and resiliency to natural hazards.

Policy S-A.5: Resilient Town Buildings. Require that Town-owned buildings are maintained to support their resilience in the face of natural disasters.

Action S-A.5.a: Resilient Public Facilities. Maintain the structural and operational integrity of essential public facilities during hazard events. 180
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Policy S-A.6: Agency Coordination. Increase cooperation and coordination among private entities, local agencies, special districts, State and federal agencies, and tribal organizations.

Policy S-A.7: Staff Training. Ensure Town staffare adequately trained to implement State and local regulations designed to avoid loss of life, injury, and property damage from natural disasters.

Action S-A.7.a: Hazard Mitigation Program Review and Integration. Conduct an annual review of hazard mitigation goals and strategies and integrate the findings into the annual budget, staffing allocations, and updates to theCapital Improvement Plan.

Policy S-A.8: Pedestrian Evacuation Routes. Support the development of pedestrian rights-of-way as temporary pathways to serve as additional evacuation routes.

Policy S-A.9: Emergency Response and Evacuation Plans. Support the preparation, implementation, and regular update of local preparedness and evacuation plans and multi-jurisdictional cooperation and communication for emergency situations.

Action S-A.9.a: Emergency Planning. Coordination, and Training Program.

Maintain and update the Town’s Emergency Operations Plan (EOP) to ensure a clear chain of command and strong coordination with the Marin County Operational Area, and participatein regionalemergencyplanningefforts,including updates to the Marin County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP). Adopt each updated MJHMP to remain eligible for FEMA hazard mitigation funding and ensure the plan includes analysis of climate-related risks, identification of vulnerable assets and populations, and strategies to strengthen community resilience.

Policy S-A.10: Post Disaster Recovery. Expand and enhance post disaster recovery strategies, prioritizing community resilience and sustainability.

Action S-A.10.a: Post Disaster Recovery Framework. Develop an all-hazards Post Disaster Recovery Framework for use after a major incident or event.

Policy S-A.11: Community Education. Educate community residents and businesses on emergency preparedness, response, and evacuation procedures and mitigation strategies.
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Action S-A.11.a: Public Outreach. Provide community outreach and education programs on a regular basis, at intervals that keep residents informed about emergency procedures, shelters, safe refuge areas, and evacuation routes to be followed in the event of an emergency.

Policy S-A.12: Circulation System for Evacuations. Continue to study the Town's circulation network and emergency response capabilities to provide effective evacuations during an emergency.

Policy S-A.13: Property Identification.Identify properties through clear street naming and numbering systems for emergency response vehicles.

Policy S-A.14: Access Routes for New Development. Require all new developments and redevelopments to provide a minimum of two points of access by means of public roads that can be used for emergency vehicle response and evacuation purposes.

Action S-A.14.a: Emergency Access Improvements and Roadway Standards.

Evaluate and implement feasible emergency access improvements for existing and new development, including roadway widening, parking restrictions, vehicle pullouts, roadside clearance, and new or improved access routes, and require necessary upgrades during discretionary review when a nexus exists. For areas that do not meet minimum emergency access standards, assess targeted solutions such as hillside pullouts, limited on-street parking, enhanced clearance, or supplemental access routes, with improvements limited to property frontage where appropriate.

Policy S-A.15: Private Road Design. Ensure all private roads are designed and maintained to allow unrestricted emergency equipment and personnel access.

Policy S-A.16: Updated Evacuation Routes. Ensure all Town and Marin County transportationplans reflect updated evacuation routes, strategies, and data. Policy S-A.17: Emergency Response Capability. Maintain a high level of emergency response capability.

Action S-A.17.a: Budget for Emergency Services. Account for current and future emergency service needs during annual budgeting cycles.

Action S-A.17.b: Emergency Service Priorities. Regularly review and update the Town's priorities for future emergency service needs to reflect changing conditions and community needs.
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Action S-A.17.c: Development Review. Consult Fire and Police staff in the development review process to ensure development adequately addresses service levels, security concerns, and safety.
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SEISMIC AND GEOLOGIC HAZARDS
Goal S-B Minimize the risk of injury and structure damage from seismic hazards.

Policy S-B.1: Seismic Codes. Require that new development and redevelopment meet the most up-to-date seismic codes/ regulations and use methods of construction to withstand stress caused by an earthquake.

Action S-B.1.a: Compliance with Safety Codes. Review all new building plans or substantial renovations for compliance with State and federal seismic safety regulations prior to permit approval.

Policy S-B.2: Earthquake Education. Ensure residents and businesses are educated on emergency preparedness and response procedures during an earthquake.

Policy S-B.3: Seismic Safety Upgrades. Facilitate and support maintenance and improvement of structures potentially vulnerable to seismic hazards.

Action S-B.3.a: Inventory of Seismically Vulnerable Structures. Conduct an inventory of seismically vulnerable structures as a first step in establishing voluntary or mandatory programs for retrofitting these structures. Ensure this inventory highlights historic structures.

Action S-B.3.b: Seismic Hazard Disclosure and Tenant Notification Program.

Require property owners to disclose seismic vulnerabilities, including unreinforced masonry status, retrofit standards, and the potential need for temporary displacement after a major earthquake, to existing and prospective tenants, ensuring they understand associated risks and necessary preparedness measures.

Action S-B.3.c: Seismic Upgrades. Establish incentives for owners of historic or architecturally significant buildings to undertake mitigation to levels that will minimize the likelihood that these buildings will need to be demolished after a disaster and/or establish preservation-sensitive measures for the repair and reoccupancyof historicallysignificantstructures. Policy S-B.4: Infrastructure Resilience. Advocate for and work with regional utilities to enhance the preparedness, protection, and resilience of water, energy, and telecommunications infrastructure.
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Goal S-C Ensure landslide andslope stabilityhazardsare effectively mitigated throughout the town.

Policy S-C.1: Development in Areas of Slope Instability or Steep Topography. Require development in areas of slope instability or steep topography to minimize the potential for landslide and geologic hazards to jeopardize public health, safety, and welfare. Require mitigation of landslides and steep slopes as part of the development process, and discourage and avoid locating development in areas of slope instability.

Policy S-C.2: Geologic Hazards. Continue to protect the community from hazards associated with soil erosion, weak and expansive soils, and liquefaction.

Action S-C.2.a: Enforcement of Building Codes. Continue to enforce building codes and relevant legislation on all new development and redevelopment.

Action S-C.2.b: Inspection of Slope Improvements. Establish a periodic inspection and maintenance program for existing slope improvements.

Policy S-C.3: Building Foundations. Require that new development and redevelopments include proper foundation and support in areas of potential slope instability.

FLOOD HAZARDS
Goal S-D Minimizetheeffectsofnaturalfloodingandpotential inundation from dam failure.

Policy S-D.1: Development within Floodplains. Developmentwithinfloodplainsshall be designed to minimize risks to life and property and satisfy Federal Emergency Management Agency requirements.

Action S-D.1.a: Flood Insurance. Continue to participate in the National Flood Insurance Program andthe Community RatingSystem to reduce floodrisk and improvefloodinsuranceaffordability.
Action S-D.1.b: Floodplain Regulations, Enforcement, and Updates. Continue to enforceand updatefloodplain,drainage,and developmentregulationstomaintain consistency with State and federal requirements.

Action S-D.1.c: Stream Bank Protection. Develop an approach and identify locations for bank protection strategies that should not be limited to:
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• An assessment of banks to inventory areas that appear prone to failure; • Bank stabilization, including installation of rip rap or whatever regulatory agencies allow;
• Stream bed depth management using dredging; and
• Removal of out-of-date coffer dams inrivers and tributary streams. Policy S-D.2: Drainage Infrastructure. Support modifications and updates to public infrastructure to reduce flooding.
Action S-D.2.a: Flood Infrastructure Evaluation, Funding, and Implementation Program. Evaluateand map waterwaysand existingflood protectioninfrastructure to identify, prioritize, and design needed flood control and storm drainage improvements, and pursue funding to construct projects that reduceflood risks and protect vulnerable properties.

Action S-D.2.b: Flood Management. Identifyflood management solutions (i.e., property acquisitions, detention and retention basins, channel widening, acquisitions, relocations, and environmental mitigations) to reduce flood impacts within the town.

Action S-D.2.c: Nature-based Solutions. Promote nature-based methods and best management practices (e.g., bioswales, natural ground cover) through the Town's urban pollution runoffstormwaterprogram.
Policy S-D.3: Best Stormwater Management Practices. Consider best practices regarding natural waterways and constructed stormwater conveyance structures when reviewing development applications, plans, and programs.

Action S-D.3.a: Hydrologic Analysis. Continue to improve existing hydrologic analysisof runoffanddrainagesystemstopredictareasofinsufficientcapacityin the storm drain and natural creek system.

Action S-D.3.b: Impervious Surfaces. Update existing guidelines and regulations that limit the use of impervious surfaces and/or require the use of permeable surfaces, implement other regulations to effectively channeland minimize site runoff,and allow watertopercolate,increasinggroundwater recharge. 186
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Action S-D.3.c: Hydraulic Models. Update hydraulic models as needed in response to major developments in the watershed or major changes to land uses within cities or counties.

Action S-D.3.d: Flood Insurance Map Updates. Asnew flood-control projects are completed, request revisions to flood-insurance rate maps to reflect flood risks as accurately as possible.

Policy S-D.4: Coordination on Flood Management and Mitigation. Coordinate with neighboringjurisdictions,stakeholders,and resourceagencieson flood mitigation and management projects.

Action S-D.4.a: Interagency Flood Mitigation Coordination Program. Collaborate annually with flood control districts, utilities, and neighboring jurisdictions to assess mitigation projects, infrastructure needs, and capital planning.

Action S-D.4.b:Water EfficientLandscapeand Impervious Surface Management Program. Promote drought-tolerant and water-efficientlandscape design, incorporate xeriscape practices and permeable surfaces in Town projects where feasible, and adopt updates to the Marin Municipal Water District’s Water EfficientLandscapeOrdinancetoreducewater demand, enhance conservation, and support groundwater recharge.

Policy S-D.5: Preparation for Potential Dam Inundation. EnsureTown staffandresidents are informed and prepared for potential dam inundation events.

Action S-D.5.a: Inundation Map Updates. Encourage Marin Municipal Water District to update inundation mapping with depth information.

Action S-D.5.b: Flood Evacuation Preparedness. Review the updated mapped inundation areas and coordinate with Marin Municipal Water District on procedures for emergency evacuations.

Action S-D.5.c: Property Owner Information. Provide dam inundation information to potentially affected propertyowners whenever new or updated information becomes available.

WILDLAND AND URBAN FIRES
Goal S-E Prepare and ready the community to respond to fire hazards. 187
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Policy S-E.1: Vegetation Management along Creeks and Steep Slopes. Ensure fuel modificationactivities and vegetation management techniques alongcreeks and steep slopes do not contribute to landslide and erosion hazards.

Action S-E.1.a: Vegetation Management in Fire-Sensitive Areas. Require that vegetation management in fire-sensitive areas include thinning of high fuel vegetation or replanting with fire resistant plant materials. Action S-E.1.b: Non-native Species. Prioritize the removal of non-native species.

Action S-E.1.c: Structural Mitigations. Identify structural mitigations rather than vegetation management in themost fire-sensitive areas (i.e., areas within the WUI), when feasible.

Action S-E.1.d: Biodiversity, Fire, and Fuels Integrated Plan. Prepare a Biodiversity, Fire, and Fuels Integrated Plan (BFFIP) that describes actions necessary to minimize fire hazards and maximize ecological health in Town open space areas in compliance with theMarin County Community Wildfire Protection Plan. Policy S-E.2: Community- and Neighborhood-Based Approach. Encourage the formation of a community- and neighborhood-based approach towildfireeducation and action through local Fire Safe Councils and the Fire Wise Program.

Action S-E.2.a: Homeowner Wildfire ActionsPlans.Engage with homeowners in theWildlandUrban Interfacetopreparea wildfireactionplan. Policy S-E.3: Fire Patrolling. Encourage the Fire Department to increase local patrolling during periods of high fire weather.
Policy S-E.4: Safety Standards in Fire Hazard Areas. Regularly re-evaluate specificfire hazard areas and adopt reasonable safety standards covering such elements as fuel modificationaround homes, adequacy ofexisting and future water supplies, fire flow tests, fire hydrants, routes or throughways for fireequipment access, clarity of addresses and street signs, and long-term maintenance.

Policy S-E.5: Code Consistency. Maintain consistency with the California Building and Fire Codes and Ross Valley Fire Department Standards and best practices.

Action S-E.5.a: Fire Code Consistency and Development Review Requirements.

Maintain and enforce Town regulations to remain consistent with the California Building Codeand Ross Valley Fire Departmentrequirements and require fire risk 188
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analysis and appropriate mitigation measures for subdivisions and development in high firehazardareas.Priortoapprovinganysubdivision in theseareas,review and approve a firerisk study that identifies contributingrisk factors, recommended mitigation actions,thecosts and means of providing fire protection, and the parties responsibleforfundingand benefitingfromthesemeasures. Action S-E.5.b: Properties with Limited Access. Establish mitigations for propertiesin firehazardareaswith restricted and singlepointsof access,including parking restrictions, and investigate the feasibility of establishing special assessment districts to improve road capacity and adequate water supply.

Policy S-E.6: Public Facilities in High and Very High Fire Severity Zones. Prohibit new public/critical facilities(schools, hospitals, fire stations, etc.) from being located in High and Very High Fire Hazard Severity Zones to the greatest extent feasible. If located in these areas,requireadequatefireresponseand evacuation capabilities.

Policy S-E.7: Fire Prevention Programs. Support fire prevention, public education, early detection programs,and propertyinspectionstoidentifyand avoid firehazards. Action S-E.7.a: Property Maintenance for Fire Control. Implement and enforce fire safety and vegetation management requirements on private property, including taking necessary fire prevention actions on undeveloped or hazardous sites and recovering associated costs from property owners. Provide comprehensive public education for residents and businesses on defensible space, vegetation management, landscaping practices, and fire hazard reduction strategies. Policy S-E.8: Vegetation Clearance. Require vegetation clearance and maintenance for all publicand privateroadsand propertiesin thefirehazard areas. Policy S-E.9: Fire Defense Improvements. Allocate adequate funding for fuel breaks and other fire defense improvements on public property and require similar measures for private property incompliance with fire safe regulations. Action S-E.9.a: Grazing for Fuel Management. Continue to consider grazing in open space for grass/light fuel maintenance.

Policy S-E.10: Private Water Sources. Coordinate with owners of private water sources, such as swimming pools, in or adjacent to highfire risk areas for on-site fire protection use. 189
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Policy S-E.11: Prioritization of New Development. Prioritize development in areas with sufficientwatersupplyinfrastructureandroadwaycapacitytoprovideadequate evacuation and emergency equipment access.

Policy S-E.12: Adequate Water Supply. Coordinate with Marin Municipal Water District to ensure adequate water supply and infrastructure for existing and future daily demands and firefighting suppression requirements.

WEATHER-RELATED HAZARDS
Goal S-F Ensure the community can anticipate and adapt to weather-related events.

Policy S-F.1: Construction Techniques. Encourage construction and design techniques that support increasedefficiency andgreater insulation to accommodate future weather extremes.

Policy S-F.2: Tree Trimming. Encourage tree trimming and other hazard reduction activities that minimize or prevent impacts from high wind events.

Policy S-F.3: Energy and Water Conservation Code Updates. Require that updated code adoptions include provisions for greater energy and water conservation measures to reduce impacts from drought and extreme temperatures.
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10. Noise
From the rustleof oaksin the hills tothe hum of traffic on theboulevards to the joyous clamor of a downtownevent, sound is a defining characteristic of San Anselmo.As the community evolves and new noise sources emerge, the Noise Element’s policies will ensure the town preserves its tranquility while remaining a vibrant, welcoming place to live, work, and gather.

10.1 PURPOSE OF THE ELEMENT
This element identifies sources of noise and noise levels in San Anselmo andprovides standards and methods to address exposure to current and projected noise sources. The primary sourceof existing noise in San Anselmo is vehicle traffic from majorcorridors and collector roads. Commercial activity, recreation, construction, landscape maintenance, and truck loading and unloading are among the stationary sources that contribute to the noise environment. The purpose of the Noise Element is to proactively maintain current acoustic conditions and prevent noise increase despite growth, while protecting residents from excessive noise exposure in noise-sensitive areas and at noise-sensitive times of day.

The goals, policies, and actions in the Noise Element will be implemented through the development review process, updates to the Municipal Code, and ongoing coordination with regional partners. As noise sources and mitigation technologies evolve, the Town will periodically review noise standards to ensure they continue to protect community characterwhileremainingpracticaland effective.
The Noise Element includes the following sections.

10.2 Fundamentals of Noise. Describes the fundamentals of sound and noise-related terms.

10.3 Existing Noise Conditions. Discusses the most significant sources of noise in San Anselmo, including roadways and stationary sources.

10.4 Noise and Land Use Compatibility Standards. Presents standards that should be used to evaluate compatibility between new land uses and development projects and noise levels in San Anselmo.
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10.5 Future Noise Environment. Describes future noise conditions expected with development projected under the General Plan.

10.6 Navigating Towards 2045. Discusseshow technologicalchangesmayaffectnoise sources and how the Town monitors and manages noise in the future.

10.7 Goals, Policies, and Actions. Identifies goals, policies, andactions to limit the community’s exposure to noise and vibration.

10.2 FUNDAMENTALS OF NOISE
Noise is a subjective reaction to sound that is loud, unpleasant, unexpected, or undesired.

The effects of noise onpeople can be placed in three categories: • Subjectiveeffectsof annoyance,nuisance,anddissatisfaction; • Interference with activities such as speech, sleep, and learning; and • Physiological effects such as hearing loss or sudden startling. Environmental noise typically produces effects in the first two categories. Workers can experience noise in the last category. A wide variation in individual thresholds of annoyance exists and different tolerances to noise tend to develop based on an individual’s past experiences with noise.

A decibel (dB) is the fundamental unit of sound, and sound is measured on a decibel scale.

The decibel scale is logarithmic, not linear, which means that an increase in 10 dB is 10 times greater than the base number. The perceived loudness of sound is dependent upon many factors, including sound pressure and frequency. The A-weighted decibel scale is used to give greater weight to the frequencies of sound to which the human ear is most sensitive by de-emphasizing the very low and very high frequencies. The A-weighted sound level is expressed as dBA and is the most common method to characterize sound in California. Representative outdoor and indoor noise levels in units of dBA are identified in Figure N-1.

Figure N-1 Typical A-Weighted Sound Levels
Common Outdoor Activities Noise Level
(dBA)
Common Indoor Activities
110 Rock Band
Jet fly-over at 1,000 ft 100
Gas lawn mower at 3 ft 90
Diesel truck at 50 ft. and 50 mph 80 Food blender at 3 ft Gas lawn mower at 100 ft 70 Vacuum cleaner at 10 ft
Heavy traffic at 300 ft 60 Normal speech at 3 ft
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50 Dishwasher in next room
Quiet urban nighttime 40
30 Library
Quiet rural nighttime 20 Bedroom at night
Source: Caltrans, Technical Noise Supplement,Traffic Noise Analysis Protocol 2013. The zero on the decibel scale is based on the lowest sound level that the healthy, unimpaired human ear can detect. A 3 dBA change is a just-perceivable difference. Generally, a change in level of at least 5 dBA is required before any noticeable change would be expected. A 10 dBA change sounds like the noise has approximately doubled.

Community noise is commonly described in terms of the ambient noise level, which is defined as the all-encompassing noise level of a given environment consisting of all noise sources audible at that location. A common statistical tool to measure ambient noise is average, or equivalent, sound level.

The day/night average level (Ldn) is based on the average noise level over a 24-hour day, with a 10-decibel weighting applied to noise occurring during nighttime (10 p.m. to 7 a.m.) hours. The nighttime penalty is based upon the assumption that people react to nighttime noise exposures as though they were twice as loud as daytime exposures. Because Ldn represents a 24-hour average, it tends to disguise short-term variations in the noise environment.

10.3 EXISTING NOISE CONDITIONS
Existing traffic volumes and generally acceptednoise modeling techniques were used to develop noise contours for the major roadways in the planning area. Figure N-2 shows noise contours where noise levels are at or above the 65 dBA level. These include Sir FrancisDrake Boulevard,GreenfieldAvenue,RedHillAvenue,CenterBoulevard,San Francisco Boulevard, and Butterfield Road. Commercial properties atthe Hub are most impacted by high noise levels. The contours indicate maximum noise exposure assuming line-of-sight to the noise source and fall from the roadways since noise decreases exponentially with distance. These contours are intended for screening purposes to identify locations where site-specific noise studiesmay be required when considering new development or changes in land use.
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Ross Creek
San AnselmoCreek
San Anselmo Creek
San Anselmo Creek
Sleepy
Hollow
Creek
Devon Dr
Mo r ningside Dr
Cam ino deHe rre ra
Scenic
Ave
Oak Knoll Ave
SequoiaDr
Barber Ave
L ive Oak Av e
Wellington Ave
Jordan Ave
Tamarack Dr
Brookside Dr
Lincoln
Park
Valley
Rd
Spri n g Grove Av e
Los Angeles Blvd
Laurel Ave
Calume
Ave t
Santa Margarita
Dr
Fawn Dr
UpperRd
W
Lansdale Ave
Melville Ave
Mariposa Ave
Redwood Rd
BrooksideDr
Canyon Rd
R i dge R d
Elm Ave
Fernhill Ave
Deer HollowRd
AllynAve
Crescent Rd
OliveAve
AlderAve
TomahawkDr
The Alameda
RidgewayAve
Hillside Ave
S pring Ln
B aywood Ave
Crest
Rd
S OakAve
OaklandAv e
Sunny Hills Dr
Oak Ave
5th Ave
Hawthorne
Ave
Sir Francis Drake Blvd
Sir Francis Drake
Blvd
Sequoia Dr
Nova Albion Way
F orrest Ave
San Anselmo Ave
Ross Ave
San Francisco Blvd
Saunders Ave
5th Ave
Cedar St
A ngela
Ave
Woodside Dr
Butterfield Rd
5th Ave
Center Blvd
Center Blvd
Oak Av e
The Ala
meda
Suffield Ave
Rutherford Ave
San Anselmo Ave
Scenic Ave
Willow Ave
Forbes
Ave
Broadmoor Ave
Red Hill Ave

T O W N O F

F A I R F A X

T O W N O F R O S S

C I T Y O F

S A N R A F A E L
Base Data Sources: Marin County LAFCO; Marin County GIS; USGS National Hydrography Dataset.

Theme Source: Saxelby Acoustics.

Prepared for
The Town of San Anselmo
by De Novo Planning Group
December 3, 2025

EXISTING NOISE CONTOURS
N-2. 0 500 1,000
Feet
SOI

M A P P E D E X T E N T
Noise Level - Ldn (dBA)
65 66
67 68
69 70
Area where Noise Level > 70
Legend
San Anselmo Town Boundary
Sphere of Influence
Planning Area Boundary
Other Towns and Cities
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The General Plan includes policies and actions to protect the community from excessive noise from new land uses and to ensure new development is not located too close to noise-generating sources.

Stationary Noise Sources
Commercial activity, construction, landscape maintenance, parking lots, loading docks, parks, and schools are among the stationary noise sources in San Anselmo. Stationary noise sources also include mechanical systems for heating, ventilation, and air conditioning; service and delivery trucks idling, loading, and unloading; and recreation activities. The Town Municipal Code establishes maximum noise levels for residential and commercialareas at different times of the dayand prohibits the operation ofanypowered equipment that emits noise at or above 80 dBA at 50 feet from the equipment. Hours for construction and demolition work are regulated, and the operation of gas-powered landscape equipment is restricted. Section 10.6 includes policies and actions to continue to protect the community from unwanted noise.

10.4 NOISE AND LAND USE COMPATIBILITY STANDARDS
The standards listed in Figure N-3 should be used to evaluate the compatibility between new land uses and future noise in San Anselmo. These standards, together with Figures N2 and N-4, help determine whether a proposed development or land use is located in an area where noise levels exceed the normally acceptable noise exposure for that land use type, and whether an acoustical analysis and/or special noise mitigating measures are required. The land use compatibility standards also serve as a guide determining whether noise from stationary sources is acceptable.
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Figure N-3: Noise and Land Use Compatibility Guidelines

10.5 FUTURE NOISE LEVELS
Future increases in noise levels will be largely attributable to vehiculartraffic. Projected noise contours are shown in Figure N-4, whichidentifies areas that may be exposed to excessive noise levels. Policies and actions in the Noise Element address these noise issues through implementation of a variety of noise-mitigating measures and, where feasible, by conditioning future development to limit future noise exposure. 196
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Figure N-4: Projected Future Noise Contours
[To be prepared with the Draft Environmental Impact Report] 197
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10.5 NAVIGATING TOWARDS 2045
As San Anselmo looks toward 2045, technological change is likely to introduce new and evolving noise sources while also transforming how noise is monitored and managed.

Emerging technologies such as delivery drones, increased use of electric but still audible micromobility devices, autonomous or connected vehicles, and new building and mechanical systems may alter the community’s acoustic environment in ways not fully anticipated today. At the same time, advances in noise monitoring technology, including low-cost sensors, real-time data collection, and improved modeling tools, can enhance the Town’s ability to identify noise hotspots, evaluate cumulative impacts, and respond more efficiently to complaints. These tools may support moreproactive, data-driven enforcement and updates to noise standards as conditions change. Periodic review of regulations will help ensure that noise management approaches remain effective, protect noise-sensitive uses and times of day, and preserve San Anselmo’s community character while accommodating innovation and growth.

10.7 GOALS, POLICIES, AND ACTIONS
Goal N-A Protect and preserve the peace and quiet of San Anselmo by minimizing community exposure to excessive noise and vibration.

Policy N-A.1: Compatibility of New Land Uses. Use the Noise and Land Use Compatibility Guidelines in Figure N-3 to establish and maintain acceptable noise levels for different land usesconsistent with state and federal guidelines. Require acoustical analysis and feasible noise attenuation methods for new development and/or land uses that may be exposed to or generate noise exceeding applicable standards.

Action N-A.1.a: Acoustical Study Requirements. Require acoustical studies for development projects subject to discretionary review that may be exposed to or create noise levels exceeding the Noise and Land Use Compatibility Guidelines in Figure N-3. Identified noise control measuresshall ensure compliance with applicable standards, including maintaining interior noise levels of 45 dBA Ldn or lower for new residential uses.

Action N-A.1.b: Landscaping Equipment Noise. Advance and implement regulations to limit noise from landscaping equipment, such as quiet hours, and continue enforcement of the Town’s ban on gas-powered landscape equipment. 198
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Action N-A.1.c: Noise Ordinance and Objective Noise Standards. Review and update the Town’s Noise Ordinance within fiveyears of General Plan adoption to establish clear, objective noise limits for residential, commercial, and mixed-use areas, including temporary construction noise. Apply these standards through the development review and permitting process by incorporating appropriate conditions of approval for noise-generating activities and equipment, and enforce the standards once projects become operational.

Policy N-A.2: Significant Noise Increases.Protect noise-sensitive receptors from adverse noise exposure by requiring feasible mitigation for discretionary projects that would permanently increase ambient noise by:
• > 5 dB where baseline is < 60 dB
• > 3 dB where baseline is 60–65 dB
• > 1.5 dB where baseline is > 65 dB
Where no noise-sensitive receptors are present, the Town may determine that no significant noise impact exists.
Policy N-A.3: Construction Noise. Minimize noise impacts from construction by enforcing limits on construction hours, requiring feasible noise-reducing measures, and applying best management practices to protect nearby residents, schools, and other noise-sensitive receptors.

Action N-A.3.a: Construction Noise Limits and Mitigation Measures . Enforce limitations on construction hours and require feasible noise-reduction measures, such assound barriers,muffled and properlymaintained equipment,and other appropriate technologies, through the development review process. For CEQA analyses, use a 12 dBA increase as the temporary construction noise threshold of significance.
Action N-A-3.b: Construction Notification and Noise ManagementPlans.

Require project applicants to provide advance notice of construction to nearby residents and businesses, including timelines, allowable construction hours, and contact information. Develop guidelines for notice content and distribution. Require major projects to prepare Construction Noise Management Plans detailing monitoring and noise-reduction strategies.

Policy N-A.4: Traffic Noise.Minimize residents’ exposure to traffic noise through land use planning, enforcement, street design, and landscaping.
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Action N-A.4.a: Vehicle Code Noise Enforcement. Enforce the California Vehicle Code provisions related to excessively loud vehicles operating on Town streets.

Action N-A.4.b: Pavement and Street Design. Evaluate the use of roadway surfacing materials or other treatments that reduce traffic noise along arterial and collector streets.

Action N-A.4.c: Sound Barriers and Alternatives. Discourage sound walls where alternative measures, such as berms, landscaping, or building placement, can effectively reduce noise. Where sound walls are necessary, require aesthetically compatible design, appropriate screening, regular maintenance, and measures to minimize sound reflection.
Policy N-A.5: Vibration Impacts. Require evaluation and mitigation of vibration during demolition and construction projects to avoid potential impacts on nearby noise-sensitive receptors.
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GLOSSARY
Glossary
Access and Functional Needs (AFN). A person with a disability, temporary or permanent, or other condition that would require them to need assistance during an evacuation.

Acoustics: The science of sound.

Adaptation. The process of adjusting to and preparing for the current and future impacts of climate change.

Age-Friendly Community: A place that adapts its services and physical structures to be more inclusive and receptive to the needs of its population to improve their quality of life as they age.

Ambient Noise: The distinctive acoustical characteristics of a given area consisting of all noise sources audible at that location. In many cases, the term ambient is used to describe an existing or pre-project condition such as the setting in an environmental noise study.

Attenuation: The reduction of noise.

A-Weighting: A frequency-response adjustment of a sound level meter that conditions the output signal to approximate human response.

Bay Area Air District (BAAD). The public agency that regulates the stationary sources of air pollution in the nine counties of the San Francisco Bay Area.

Best Management Practices (BMPs). Proven stormwater management techniques or methods used to reduce pollution, erosion, or other environmental impacts.

Big-Box Store: A large-format retail establishment, typically 50,000 square feet or larger and part of a national or regional chain, operating in a stand-alone building designed for high-volume sales and automobile access.

Carbon Sequestration: The process of capturing and storing atmospheric carbon dioxide (CO₂) tomitigate or delay the effects of climate change. Conservation Easement. A voluntary, legal agreement that permanently constrains land uses of a specified property inorder toprotect its conservation values. Belonging. The felt and lived experience of being valued, safe, respected, and essential within a community, such that individuals feel secure being their authentic selves without fear of marginalization or exclusion. Belonging emerges when diversity is welcomed, equity 201
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GLOSSARY
is practiced, and inclusion is sustained—resulting in environments where people not only have access and voice, but also feel they matter and are integral to the shared purpose and culture of the community.

CNEL: Community Noise Equivalent Level. Defined as the 24-hour average noise level with noise occurring during evening hours (7 p.m. - 10 p.m.) weighted by a factor of three and nighttime hours weighted by a factor of 10 prior to averaging.

Commercial Corridors. A commercial corridor is an area along a major arterial roadway that is lined by commercial uses with goods and services serving the community and surrounding communities.

Context-Sensitive Design. A design approach that emphasizes characteristics of a design element’s particular locale, such as to relate to adjacent or nearby features or to relate to a locale’s history or built traditions. In architecture, context-sensitive design gives attention to building orientation to the street, style, scale, massing, colors, and materials.

Criteria Pollutants. Six gaseous pollutants (carbon monoxide, nitrogen dioxide, ozone, and sulfur dioxide) used by the Environmental Protection Agency and California Air Resources Board as indicators of regional air quality, setting maximum concentration limits for each pollutant, above which adverse effects on human health mayoccur. Critical Habitat. Thespecificareaswithin thegeographicarea,occupied bythespeciesat the time it was listed, that contain the physical or biological features that are essential to the conservation of endangered and threatened species and that may need special management or protection. Critical habitat may also include areas that were not occupied by the species at the time of listing but are essential to its conservation.

Cultural Resource. A historical resource or a unique archaeological resource as defined underCEQA GuidelinesSection15064.5.Thisdefinitionincludesobjects,buildings, structures, sites, areas, places, records and manuscripts of historical, architectural, or cultural importance.

Decibel or dB: Fundamental unit of sound, defined as ten times the logarithm of theratio of the sound pressure squared over the reference pressure squared.

Density. The number of dwelling units per gross acre.

Disadvantaged Communities. Areas which are experiencing disproportionately high and adverse economic, health, environmental, and social burdens. 202
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Diversity. The full spectrum of differences that everyone brings to the table. It includes characteristics such as race, ethnicity, gender identity, sexual orientation, age, disability, language, and socioeconomic status, as well as neurodiversity, worldviews, and life experiences. Embracing diversity acknowledges the value of multiple perspectives, ideas, and solutions provided when individuals with different backgrounds, identities, and views collaborate and are heard.

Economic Development: Thecreation ofwealth in which communitybenefitsarerealized. It is an investment in growing the economy.

Economic Vitality: The capacity of a community to maintain and grow its economic activities through productive means and resourcefulness, ensuring a sustainable future.

Equity. Fair treatment and access to all individuals or groups irrespective of their identity.

Equity is not sameness; it is justice in design, practice, and outcome. This requires the identification, recognition, and remediation of historic, systemic, and structural barriers that create unequal access to resources, opportunities, and power.

Essential Public Facilities. Include facilities such as hospitals and health care facilities, emergency shelters, fire and police stations, emergency command centers, and emergency communications facilities.

Floor Area Ratio. The ratio of a building’s total floor area to the area of the lot on which it is situated.

Frequency: The measure of the rapidity of alterations of a periodic acoustic signal, expressed in cycles per second or Hertz.

Fuel Cells: Devices that generate electricity through an electrochemical process by converting hydrogen or other fuels into energy, producing minimal emissions.

Fuel Modification. The practice of reducing or modifying vegetation to decrease fire intensity and spread in fire-sensitive areas.

Greenbelt: Natural or undeveloped lands that surround urban areas.

High-Hazard Areas. High-hazard areas are identified areas subject to a high risk of environmental hazards such as flooding (from storms, sea level rise, dam and levee failure, tsunami, etc.), wildfire, landslide, debris flows, earthquake, and land subsidence. High203 483

GLOSSARY
hazard areas in the San Anselmo Planning Area are identified on maps located in the Safety Element.

Hillsides. All land area located above 150 feet mean sea level.

Hydraulic Models. Simulations that predict how water flows through drainage systems and waterways under different conditions.

Inclusion. The active, continuous practice of reshaping environments, relationships, and systems so that all individuals and groups can fully participate, contribute, and lead in the greater community. It includes valuing difference as a resource and building cultures rooted in trust, respect, and shared purpose.

Ldn: Day/Night Average Sound Level. Similar to CNEL but with no evening weighting.

Leq: Equivalent or energy-averaged sound level.

Lmax: The highest root-mean-square (RMS) sound level measured over a given period of time.

L(n) :The sound level exceeded as a described percentile over a measurement period. For instance, an hourly L50 is the sound level exceeded 50 percent of the time during the onehour period.

Legal Non-Conforming Uses. Land uses that were lawfully established under previous zoning regulations but no longer comply with current zoning laws. These uses are typically allowed to continue ("grandfathered in") but may face restrictions on expansion, alteration, or reconstruction ifsignificantlydamaged orabandoned. Level 2 Charging. Level 2 charging is a method of charging an electric vehicle that uses 240-volt AC power in residential settings or 208-volt AC power in commercial settings. It's a faster way to charge an EV than Level 1 charging, which uses 120-volt AC power from a standard household outlet. Level 2 charging can add 10–20 miles of range per hour of charging. Level 2 chargers are common at homes, workplaces, and commercial parking lots.

Level 3 Charging. Level 3 charging, also known as DC fast charging, is a method of charging electric vehicles. Level 3 chargers use direct current (DC) electricity at a voltage of 400–1000 volts and can add 100-250 miles of range in 30-45 minutes. Level 3 charging is typically only available at public charging stations, such as those found in shopping centers and along major travel corridors.
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Lifecycle Emissions. Lifecycle emissions are the total emissions produced during the production, use, and disposal of a product or service.

Low-Carbon Footprint Diet. A way of eating that prioritizes plant-based, locally sourced, seasonal, and minimally processed foods in sustainable packaging while reducing food waste and limiting high-emission products (like red meat and dairy) to minimize greenhouse gas emissions.

Low-Impact Design (LID). A land development approach that aims to minimize the environmental impact of a site by mimicking natural processes to manage stormwater runoff, primarily through techniques like infiltration, filtration, and retention, rather than relying on traditional storm drains and pipes to convey water away from the site; essentially, it seeks to maintain a site’s pre-development water flow patterns by capturing and treating rainwater where it falls.

Microgrid. A microgrid is a localized energy system that can operate independently from the larger power grid during outages, often powered by renewable sources like solar panels paired with battery storage. A microgrid can connect and disconnect from the grid to enable it to operate in both grid-connected or island mode. These systems improve reliability and reduce dependence on vulnerable centralized infrastructure.

Mitigation. Preventing or reducing the emission of greenhouse gases into the atmosphere to make the impacts of climate change less severe.

National Pollutant Discharge Elimination System (NPDES). A permit program that regulates the discharge of pollutants to navigable waters of the United States, which includes any discharge to surface waters, including lakes, rivers, streams, bays, the ocean, dry stream beds, wetlands, and storm sewers that are tributary to any surface water body.

NPDES permits are issued under the Federal Clean Water Act.

Non-Vehicular Access. Travel by modes other than motorized vehicles, generally along paths, trails, or other routes not intended for cars, motorcycles, or similar vehicles.

Mixed Use Development. Any combination of land uses, including mixing housing with commercial, offices with retail, or housing with offices and retail, within a defined area.

Vertical mixed-use is the mix of uses within one building; horizontal mixed use is the mix of uses behind or next to each other but in different buildings on the same site.

Neighborhood Services: Essential local amenities and retail businesses situated within a residential neighborhood and designed to meet the everyday needs of residents within 205
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GLOSSARY
walking or cycling distance, such as small grocery stores, hardware stores, pharmacies, dry cleaners, cafes, and small restaurants.

Noise: Unwanted sound.

Noise-Sensitive Receptors: Land uses consisting of, but not limited to, schools, residences, libraries, hospitals, and other care facilities, where excessive noise could adverselyaffectpeopleorplanned activities.
Ocean Acidification.A reduction in the pH of the ocean over an extended period of time, caused primarily by uptake of carbon dioxide (CO2) from the atmosphere. Ocean acidificationcanmakebuilding and maintaining shells difficult for organisms such as oysters, clams, sea urchins, and corals, with negative consequences to the food web.

Parks:
• Community Park: A park that serves the needs of a range of people, from several neighborhoods to the entire town. They typically contain a wide variety of facilities for active and passive recreation and organized sports. They also provide amenities typical of neighborhood parks for use by the surrounding residents. Parks containing fewer elements but that contain facilities that serve the entire town may be considered to be community parks.
• Neighborhood Park: A park that provides for the daily recreation needs of nearby residents with primarily passive and informal recreation facilities. Neighborhood parks often include play areas, picnic areas, open turf areas or green space, basketball courts, and tennis courts. A neighborhood park may also contain play fields.
• Pocket Parks: Small, urban green spaces, typically less than one acre, designed to provide recreational opportunities, natural areas, and community gathering spots in denser neighborhoods or underutilized urban spaces.

Particulates. A mixture of many chemical solids and aerosols composed of small droplets of liquid, dry solid fragments, and solid cores with liquid coatings which may have adverse health impacts to human populations exposed to high concentrations of particles.

Paseo. A pedestrian-only pathway such as an alley connecting two streets or a public staircase.

Pedestrian-Friendly Development. Features of the built environment that encourage pedestrian activity and improve pedestrian mobility. Examples include wide sidewalks, 206
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GLOSSARY
walkable connections to local destinations, and interactive building facades along sidewalks through strategic placement of windows and doors.

Pilot Urbanism. The use of short-term, small-scale projects to evaluate potential longterm changes to public spaces and urban areas, without major investments.

Planning Area. San Anselmo’s planning area for General Plan purposes include the area within theTownlimitsand theTown’ssphereof influence. Protected Ridge Zones. Areas within 150 horizontal feet in both directions from the lowest elevation of the ridgelines, or 50 feet vertically, whichever is more restrictive, as mapped on Figure LU-3.

Recreation, Active: A type of recreation or activity that requires the use of organized play areas including, but not limited to, softball, baseball, football and soccer fields, tennis and basketball courts, and various forms of children's play equipment.

Recreation, Passive: Passive recreation refers to outdoor recreational activities that require minimal development or disturbance of natural landscapes and infrastructure.

Unlike active recreation, which typically involves constructed facilities such as sports fields,playgrounds,orpavedcourts,passive recreation emphasizes low-impact interaction with the natural environment. These activities often depend on existing natural features and are designed to maintain the ecological health and integrity of a site. Examples may include, but are not limited to, the following activities:
• Hiking and walking • Fishing
• Bird watching • Swimming in natural water bodies
• Wildlife observation and photography • Climbing (e.g., bouldering, scrambling) • Nature study • Bicycling on designated trails
• Horseback riding on designated trails • Running and jogging • Picnicking
Regional Housing Needs Allocation (RHNA). The number of housing units a local government must plan for during an eight-year housing element cycle. The allocation is made through a process that is prescribed by State law.

Reserve Areas. Areas shown in Figure LU-2 intended for potential future increases in residential density and development incentives. These areas are held in reserve to accommodate anticipated housing needs over time, allowing growth to occur in a planned 207
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GLOSSARY
and orderly manner while ensuring that infrastructure, services, and the visual design of the community are maintained.

Resilience. Resilience is the ability of people and their communities to anticipate, accommodate, and positively adapt to or thrive amidst changing climate conditions and hazard events. Resilient communities enjoy a high quality of life, reliable systems, and economic vitality, and they conserve resources for present and future generations.

Resilience Hub. A resilience hub is a community-serving facility, often a library, school or recreation center, that supports residents and local government operations before, during, and after emergencies and power outages. The hub is equipped with clean water, medical supplies, communication resources, and backup power (often from a microgrid) to operate independently of the grid. The backup power often combines a solar energy system, battery storage, and electric vehicle charging, which operate outside of emergencies to provide renewable energy and reduce greenhouse gas emissions. A resilience hub also provides a site for gathering, sharing information, and accessing resources. During emergencies, indoor space provides cooling, heating, relief from wildfire smoke, Wi-Fi access, and device charging.

Ridgelines. Those specific ridges delineated by Figure LU-3.

Riparian Corridor. An area of vegetation and habitat along a creek, river, or stream that provides flood protection, water filtration, andwildlife habitat. Rip Rap. Large stones or concrete blocks placed along shorelines or slopes to prevent erosion from water flow.

Sensitive Receptors. A location where human populations, especially children, seniors, and sick persons, are present and where there is a reasonable expectation of continuous human exposure to pollutants. Examples of sensitive receptors include residences, hospitals, and schools.

Sir Francis Drake Boulevard (North): The segment of Sir Francis Drake Boulevard in San Anselmo that is located north of the Hub.

Sir Francis Drake Boulevard (South): The segment of Sir Francis Drake Boulevard in San Anselmo that is located south of the Hub.
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Special-Status Species. Plants and animals that, because of their recognized rarity or vulnerability to various causes of habitat loss or population decline, are recognized by federal, state, or other agencies.

Sphere of Influence(SOI). A planning boundary established by a local agency formation commission that represents the probable future physical boundary and service area of that city or special district.

Stewardship. Active and responsible management, care, and protection of open spaces through a long-term commitment to restoring, preserving, and enhancing ecological health and biodiversity.

Stormwater Capture: The process of collecting and managing rainwater or runoff from storms before it flows into storm drains,rivers, or oceans to minimizeflooding, water pollution, and erosion.

Stormwater Management. The practice of controlling and treating rainwater runoff to prevent flooding and water pollution.

Sustainable Landscaping. The practice of designing, creating, and maintaining landscapes in an environmentally friendly and climate-appropriate manner for long-term resilience. This approach may include the use of native or drought-tolerant plants, permeable surfaces, electric or manual gardening tools, composting, soil enrichment, and other techniquesthat promote resource efficiency and ecological health. The Hub. The roadway intersection in San Anselmo where Sir Francis Drake Boulevard, Red Hill Avenue, Greenfield Avenue, and Center Boulevard intersect.

Third Space. A place distinct from home and work where people gather to socialize, connect, and build community. Examples include parks, plazas, cafés, libraries, community centers, farmers markets, cultural venues, performance spaces, co-working lounges, and other accessible public or semi-public gathering spaces. Third spaces foster interaction, creativity, and inclusion, helping to strengthen neighborhood identity, support local businesses, and enhance overall quality of life.

Tiny Forest. A tiny forest is a small, dense, fast-growing woodland, typically planted in an urban area and in a plot about the size of a tennis court. Tiny forests are densely planted with native trees and shrubs and are designed to mimic the natural structure of a woodland.Theyprovidea varietyof benefits,includingwildlifehabitatand carbon sequestration.
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Tribal Cultural Resource. Sites, features, places, cultural landscapes, sacred places, and objects with cultural value to a California Native American tribe or determined by a lead agency as established by Public Resources Code Section 21074.

Universal Design. The design of environments and structures to be usable by all people, to the greatest extent possible, without the need for adaptation or specialized design.

Urban Heat Island Effect. An urban heatisland effectoccurswhen a cityexperiences much warmer temperatures than nearby rural areas. A major cause of the heat island effect is the use of concrete, asphalt, and othermaterials that absorb heat. Other causes are the reduction of trees and vegetation, and waste heat generated by energy usage in buildings and vehicles.

Vulnerable Populations. Vulnerable populations include, but are not limited to, people with disabilities and limited mobility; children and seniors; people with existing health conditions that may be exacerbated by heat, smoke, and utility disruptions; and people with limited English proficiency.
Waste Diversion. Waste diversion is the process of diverting waste from landfillsthrough activities such as source reduction, reuse, recovery, recycling, composting, and energy production.

Watershed. A land area that drains water into a body of water, such as a stream, river, bay, or ocean.

Wildland-Urban Interface (WUI). The geographical area where structures and other human development meets or intermingles with wildlandand vegetative fuels, as identified by CAL FIRE and the Ross Valley Fire Department.

Xeriscape. Landscaping designed to reduce or eliminate the need for irrigation by using drought-tolerant plants and efficient design.
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REFERENCES
Refercence

INTRODUCTION
Marin Local Agency Formation Commission (LAFCO) (October 2020). MunicipalService Review:UpperRossValley.
https://www.marinlafco.org/files/b028b73b7/Upper+Ross+Valley+Final+Report+Formatte d+%281%29.pdf
San Anselmo Historical Museum. https://sananselmohistory.org/brief-history/ State of California, Department of Finance (May 2025). E-5 Population and Housing Estimates for Cities, Counties and the State— January 1, 2021-2025. https://dof.ca.gov/forecasting/demographics/estimates/e-5-population-and-housingestimates-for-cities-counties-and-the-state-2020-2025/ Town of San Anselmo (2025). GeneralPlanUpdateExistingConditionsReports. https://sananselmogp2045.org/documents/
United States Census Bureau. https://data.census.gov/

LAND USE & COMMUNITY DESIGN
Economic & Planning Systems, Inc. (2024). TownofSanAnselmo EconomicDevelopment Analysis.

State of California, Department of Finance (May 2025). E-5 Population and Housing Estimates for Cities, Counties and the State— January 1, 2021-2025. https://dof.ca.gov/forecasting/demographics/estimates/e-5-population-and-housingestimates-for-cities-counties-and-the-state-2020-2025/

OPEN SPACE & CONSERVATION
Bay Area Air Quality Management District (April 2017). Spare the Air, Cool the Climate. https://www.baaqmd.gov/~/media/files/planning-and-research/plans/2017-clean-airplan/attachment-a_-proposed-final-cap-vol-1- pdf.pdf?rev=8c588738a4fb455b9cabb27360409529&sc_lang=en 211
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SUSTAINABILITY, CLIMATE CHANGE & RESILIENCY
Cal-Adapt. Local Climate Change Snapshot for San Anselmo. Marin Climate and Energy Partnership (April 2025). Town of San Anselmo Community Greenhouse Gas Emissions Inventory for the Year 2023.https://marinclimate.org/wpcontent/uploads/2025/07/San-Anselmo-2023-GHG-Inventory-Report.pdf Town of San Anselmo (June 2019). Climate Action Plan 2030. https://marinclimate.org/wpcontent/uploads/2019/09/San-Anselmo-Climate-Action-Plan-2030.pdf 212
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IMPLEMENTATION PLAN
Implementation Plan
The Implementation Plan contains informationto support staff and community implementation of the General Plan actions toeffectively integrate them into budgets, the capital improvement program, and other work plans. The actions are intended to help achieve, and be consistent with, the Town's General Plan vision and goals. The Town is to be mindful of the principles of diversity, equity, inclusion, and belonging in executing the actions set forth in the Implementation Plan.

The headings included in the Implementation Plan are defined as follows: Code: The abbreviation that is used to refer to the action in the General Plan.

Action: The title and description of text of the action.

Lead Department: The lead Town department,office, or agency responsible for implementing the measure. Some actions may require involvement and collaboration by more than one department, division, or office.TheTown Manager may assign or re-assign responsibilities, as necessary.

AF Administration and Finance
BLD Building
HR Human Resources
LIB Library
CDD Community Development
PW Public Works
REC Recreation
RVF Ross Valley Fire Department
TA Town Attorney
TC Town Clerk
TM Town Manager
Timing: The year by which an action shouldbe effective byyear’send.Once effective, many actions will continue through 2045. Time frames are described as follows:

Ongoing (continuation of an action that has been implemented) Short (1-5 years)
Long (5-20 years)
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IMPLEMENTATION PLAN
Cost Range: The estimated cost to the Town, including estimated staff costs which exceed existing staff capacity,to complete implementation of the action, identifiedas follows:
$ = Up to $50,000
$$ = $50,001 - $100,000
$$$ = $100,001 - $250,000
$$$$ = $250,001 - $1,000,000
$$$$$ = $1,000,000+
Financing: The source of funds to complete the action, including the following:

New Capital Improvement Program (CIP)
Operating Budget
Other Financing, which may include grants, tax measures, special funds, and donations Action: The action to be taken, including the following:

Ordinance or Other Legislation
Study, Plan, or Program
Capital Improvement
Guidelines, Standards, or Monitoring
Interagency Coordination
Development Review
Public Education & Outreach
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Operating
Budget
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Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
LU-A.1.a Implementation of Land Use Map.  Implement the Land Use Map (Figure LU-1) by approving new
development projects consistent with the land use
definitions, densities, and intensities as set forth in this Element.  Ensure consistency between the General
Plan, Zoning Code, and other land use regulations.

CDD Ongoing $ X X
LU-A.3.a Impacts of New Development on Infrastructure and Services.  Analyze infrastructure and service capacity
during development and CEQA review and require
necessary improvements in consultation with provider
agencies.  Coordinate growth projections and longterm infrastructure planning with urban service providers, including water, sanitary, school, fire, and waste disposal agencies, to ensure adequate capacity
for existing and future development. Monitor land use
changes and new development and adjust growth
projections as warranted.

CDD Ongoing $ X
LU-A.4.a Municipal Service Review. Actively coordinate with LAFCo during the regular Municipal Service Review
(MSR) process to provide data on the capacity of
existing services and fascal sustainability. Use the MSR as a tool to ensure future land-use and infrastructure
decisions are consistent with the General Plan.

PW/
CDD
Short $ X X
General Financing Action
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Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LU-A.4.b Resolution of Parcels with Split Jurisdiction.  Actively support and coordinate with Marin County LAFCo and
neighboring jurisdictions to facilitate the annexation
and de-annexation of properties, as appropriate, that
are currently split across multiple jurisdictions.

PW/
CDD
Short $ X X
LU-B.4.a Affordable Housing Overlay Zone.  Amend the
Municipal Code to identify maximum density and floor
area ratio and minimum parking requirements for the
Affordable Housing Overlay Zoning District.

CDD Short $ X
LU-B.5.a Revitalization Incentives. Consider zoning and economic development incentives that keep local
neighborhood centers viable, such as allowing
additional floor area when neighborhood-serving uses
are included or retained.

CDD Short $ X X X
LU-B.6.a Rezoning of Public School Sites.  Rezone public school sites from residential to the Public Facilities District and allow educational uses and housing development up to
40 units per acre.

CDD Short $ X
LU-B.7.a Parks Zoning District. Amend the Municipal Code to create a new Parks zoning district and apply it to
parcels having a Parks land use designation.

CDD Long $$ X
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Guidelines,
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Interagency
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Development
Review
Public Education
& Outreach
General Financing Action
LU-C.1.a Development in Open Space and Low Density Areas.

Prohibit development in areas designated as Open
Space on the Land Use Map (Figure LU-1), and continue
to allow very low-density residential development on
private property in areas designated as Very Low
Density and Single-Family – Conservation on the Land
Use Map (Figure LU-1).

CDD Ongoing $ X
LU-C.2.a Hillside Density District. Amend Table 4D, R-1-H (Hillside Density District) Parcels, in the Municipal Code to remove outdated parcel numbers and update parcelspecific density limits to align with State law. The density on the remaining hillside parcels shall be no
greater than the number of dwelling units specified in
the table.

CDD Short $ X
LU-C.3.a Conservation and Low Density Development Review.

Continue to require design review for new structures
and upper-floor additions for hillside or protected ridge zone parcels to minimize visual, environmental, and
safety impacts.

CDD Ongoing $ X
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Program
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Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LU-C.3.b Hillside and Ridge Zone Development Regulations.

Prepare and adopt objective development and design
standards in the Municipal Code to minimize the
impacts of hillside and protected ridge zone
development, including but not limited to:
∙ Creating opportunities to cluster development and/or
transfer of development rights to preserve open space,
natural features, and scenic resources,
∙ Limiting grading to preserve natural topography,
minimize erosion, and prevent slope failure,
• Regulating building design and scale, including height and massing, to achieve residential development that
is compatible with existing hillside neighborhoods,
•Minimizing off-site and night sky impacts of outdoor
lighting and glare, and
Establishing • fire safety standards. Incorporate the
protected ridge zone development restrictions in Policy LU-C.3 into the Zoning Code.

CDD Short $ X X
LU-D.2.a Development Review. Use objective development
standards, the design review process, and the California Environmental Quality Act in the review of proposed
development projects to promote high quality design,
ensure compatibility with surrounding properties and
uses, and minimize environmental impacts and
conflicts between residential and non-residential uses.

CDD Ongoing $ X
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Program
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Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LU-D.2.b Update Regulations. Regularly evaluate and update development standards to ensure that new
development is compatible with the natural
surroundings and built environment of the immediate
neighborhood.

CDD Ongoing $ X X
LU-D.3.a Gathering Place Design. Emphasize the function of commercial districts as community gathering places.

Where feasible, require public plans and projects to
include community services, public space, and
amenities that create a strong sense of place and
opportunities to congregate.

CDD Ongoing $ X
LU-D.3.b Outdoor Dining and Gathering Areas. Encourage
physical design and layout that supports outdoor
dining, walkability, and a cohesive human-scaled
streetscape.

CDD Ongoing $ X
LU-D.3.c Pilot Urbanism Projects. Test small-scale, temporary placemaking projects (e.g., parklets, pop-up plazas) to evaluate possible long-term public improvements that
foster community gathering.

PW/
CDD Long $$$ X X
LU-D.4.a Pedestrian-Friendly Building Frontage. Encourage ground-floor businesses and building designs along
San Anselmo Avenue (between Tamalpais and Bolinas
Avenues) that actively engage pedestrians through
frequent entrances, ample windows providing views
into the businesses, and thoughtful façade design.

CDD Ongoing $ X X
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Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LUD.4.bPedestrian-Friendly Connections. Strengthen
pedestrian connections that extend from downtown to
other local destinations, especially to Creek Park and
across Sir Francis Drake Boulevard. Highlight and
enhance downtown’s paseos and bridges through
signage, lighting, and other improvements.

PW Ongoing $$$ X X
LU-D.4.c Public Spaces and Programming. Provide lively public spaces for programming with cultural activities and
events, such as Live on the Avenue.

PW/
REC Ongoing $$ X X X
LUD.4.dSan Anselmo Avenue Master Plan. Develop a master plan for San Anselmo Avenue between San Rafael and
Bolinas Avenues to address land use, circulation,
parking, economic viability, design, walkability, and
other area-specific considerations holistically. The plan should include strategies for public space
enhancements, façade improvements, streetscape
beautification and habitat restoration, pedestrian and
bike infrastructure, parking solutions, and programs
that support businesses.

PW/
CDD Long $$$ X
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Guidelines,
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Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LU-D.5.a Greenfield Avenue and Sir Francis Drake Boulevard (South). For development along Sir Francis Drake
Boulevard (south of the Hub) and along Greenfield
Avenue (east of the Hub) as shown in Figure LU-4,
update use and development standards to:
• Encourage mixed-use development where housing
can be above or behind commercial or other publicserving uses; •Encourage pedestrian-friendly ground-floor
commercial design where storefronts face the sidewalk,
canopies and awnings provide shade and support
business identity, signage is oriented to pedestrians,
and visibility between the sidewalk and building
interiors visually connects pedestrians to businesses;
and
Adjust • standards that may limit development feasibility on shallow and hillside lots to allow zero front setback and encourage generous windows and frequent
entrances on ground-floor facades.

CDD Short $$ X
LU-D.5.b Red Hill Avenue and Sir Francis Drake Boulevard (North). Along Red Hill Avenue and Sir Francis Drake
Boulevard (north of the Hub) as shown in Figure LU-4,
update use and development standards to:
•- Require landscaped building setbacks; and
• Alllow uses that have community support but are
not currently allowed in the C-L District, such as
restaurants and entertainment uses.

CDD Short $ X
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Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LU-D.5.c Center Boulevard near the Hub. Facilitate new mixeduse development along Center Boulevard between San Anselmo Avenue and Sir Francis Drake Boulevard as
shown in Figure LU-4 by working proactively with
property owners and potential developers to support
both housing development and the continuation of
existing community-serving commercial uses along
this important gateway to downtown.

CDD Ongoing $ X
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Monitoring
Interagency
Coordination
Development
Review
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& Outreach
General Financing Action
LU-D.5.d Streetscape Design and Beautification. Plan and fund streetscape improvements along the town’s
commercial corridors to make them safer, more
attractive, and accessible. These upgrades and plans
may include:
• Developing a streetscape master plan for Greenfield
Avenue and Sir Francis Drake Boulevard (North) to
guide future improvements in the public right-of-way;
• Updating sidewalks and adding pedestrian-friendly
lighting, seating, and landscaping to create welcoming
public spaces;
• Improving pedestrian crossings on Sir Francis Drake
Boulevard, including the Hub intersection, with
elements such as shorter pedestrian crossing distances
and traffic-calming features;
• Adding landscape strips and street trees between
sidewalks and traffic lanes along Red Hill Avenue and
Sir Francis Drake Boulevard (North) where feasible
• Planting street trees along sidewalks on Greenfield
Avenue and Sir Francis Drake Boulevard (South);
• Installing pedestrian and transit infrastructure
improvements, such as wider sidewalks, landscaping,
seating, and traffic-calming elements, in new
development and redevelopment along Center
Boulevard near the Hub intersection;
• Expanding and upgrading bicycle facilities and bicyclefriendly infrastructure; • Identifying funding sources to make these streetscape improvements possible; and
• Prioritizing native plants in municipal plantings to
promote biodiversity
PW Long $$$$$ X X
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Standards or
Monitoring
Interagency
Coordination
Development
Review
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& Outreach
General Financing Action
LU-D.6.a Gateways Location and Design. Create attractive gateways at well-traveled entry points into San
Anselmo, including the entry points along Sir Francis
Drake Boulevard, Center Boulevard, and Red Hill
Avenue, through landscaping, signage, lighting, and
other outdoor design features.

PW Long $$$$$ X X
LUD.6.b
Wayfinding. Maintain and update, as necessary,
wayfinding signage to direct motorists to the
downtown and consider expansion of wayfinding
signage to include other commercial districts.

PW Ongoing $$ X X
LU-D.8.a Accessibility Standards for Public Spaces. Ensure public spaces, including parks, plazas, and community
facilities, meet or exceed ADA standards for
accessibility. When feasible, incorporate features such as wheelchair-accessible paths, seating areas with
shade, audible crosswalk signals, and clear signage to
enhance usability for people of all abilities.

PW Ongoing $$$$ X X
LUD.8.b
Age-Friendly Land Use Planning. Collaborate with
public agencies and local stakeholders to assess and
incorporate age- and disability-friendly considerations, including access to services and proximity to transit,
into land use decisions.

CDD Ongoing $ X X X
LU-D.8.c Incentives for Universal Design. Offer incentives, such as reduced permit fees or expedited processing, for
new developments that incorporate universal design
principles.

CDD Short $$$ X
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Program
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Monitoring
Interagency
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Development
Review
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& Outreach
General Financing Action
LU-E.1.a Historic Context Statement. Prepare a historic context statement to better understand the cultural and
historical themes and patterns that shaped the town
over time.

CDD Long $$$ X
LU-E.1.b Historic Survey and Inventory. Prepare a historic survey and maintain an inventory of potential sites and structures of architectural, historic, archeological, and cultural significance. Consider listing the most
significant structures or sites on the California Register of Historical Resources and the National Register of
Historic Places or adopting a local historic register.

CDD Long $$$$ X
LU-E.1.c Historic Preservation Ordinance. Develop and adopt a historic preservation ordinance and program to protect
historic resources and culturally important areas. CDD Long $$$ X X LU-E.1.d Historic District Formation. Consider the
establishment of a historic district(s). Upon
establishment, apply to be a Certified Local
Government in order to be eligible for grant funding
related to historic preservation efforts.

CDD Long $$$ X X
LU-F.1.a New Single-Family Development. Require new singlefamily residential development, including rehabilitation and expansion projects, to maintain and enhance
neighborhood visual and architectural design through
context-sensitive building scale and materials, privacy, and architectural style.

CDD Ongoing $ X
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New CIP
Operating
Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LU-F.1.b New Multifamily Development. Require new
multifamily development, including rehabilitation and
expansion projects, to enhance neighborhood visual
and architectural style through context-sensitive
building and human-scale elements and details,
amenities, open spaces
CDD Ongoing $ X
LU-F.1.c Livable Streets. Within residential neighborhoods, maintain and expand pedestrian and bicycle facilities
that are shaded, safe, and foster neighborhood
connectivity.

PW Long $$$$$ X X
LU-G.1.a Public Art Installations. Continue supporting rotating and permanent public art programs to highlight local
artists.

REC Ongoing $$ X X
LU-G.1.b Art with Development. Encourage the installation of public art in conjunction with new public and private
development and major rehabilitation or major
expansion of existing development.

REC/
CDD/
PW
Ongoing $ X X
LU-H.1.a Community Planning and Budget Transparency
Dashboard. Develop and maintain an online
dashboard or interactive tool that tracks the status of planning initiatives, budgeting decisions, and
development projects. Ensure information is presented
in clear, accessible language and provide regular
updates through public meetings, newsletters, and
social media to enhance transparency and community
trust.

AF/
CDD
Short $ X
Implementation Plan 12
506
Land Use and Community Design
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating
Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LU-H.1.b Technology in Governance. Continue to explore and implement innovative technologies that improve the
efficiency and effectiveness of Town services, enhance
public safety, support local businesses, and foster
community engagement.

AF Ongoing $$ X X X x
LU-H.1.c Accessible and Inclusive Communications. Provide information about Town services, programs, resources,
and decision-making in multiple languages and
accessible formats, using digital platforms, social
media, email newsletters, and in-person outreach to
effectively reach all residents.

AF Ongoing $ X X
LU-H.2.a Budget and Capital Improvement Plan. Prepare an annual budget and capital improvement program that
align with the General Plan.

AF/
PW Ongoing $ X X X
LU-H.3.a Community Feedback. Regularly solicit feedback from service users and evaluate Town service performance
using measurable metrics. Ensure performance data
are publicly available.

AF Ongoing $ X
LU-H.5.a Action Plans. Review and oversee the annual action plans of all boards, commissions, and committees,
subject to Town Council approval.

AF,
PW,
CDD,
LIB,
REC
Short $ X X
LU-H.7.a Training and Education. Provide education and
training on inclusion, equity, diversity, and belonging for San Anselmo staff, boards, commissions,
committees, and other civic bodies to the extent
consistent with federal and State law.

AF Short $ X X
Implementation Plan 13
507
Land Use and Community Design
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating
Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LU-H.9.a Municipal Code Consistency. Revise the Zoning Map and Municipal Code to ensure consistency between the
General Plan, Zoning Ordinance, and other land use
regulations and to reflect the goals, policies, densities, intensities, and land use designations of the General
Plan.

CDD Ongoing $ X
LU-H.9.b General Plan Updates. Update the General Plan as necessary to assure compliance with State law and to
reflect changing Town needs and priorities.

CDD Ongoing $ X X
LU-H.9.c Annual Review of Implementation Actions. Annually review the implementation of General Plan actions,
updating the prioritization of actions based on
relevance, availability of funding, and staffing levels.

Provide public access to implementation status, annual
reviews, and related resources through a dedicated
General Plan Implementation webpage to support
transparency and ongoing public engagement.

CDD Ongoing $ X X
Implementation Plan 14
508
Land Use and Community Design
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating
Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
LU-H.9.d Five-Year General Plan Status Review. Every five years, prepare and present to the Town Council a General
Plan Status Report evaluating progress toward key
goals and the continued relevance of General Plan
policies. The report shall identify changes in state law, community conditions, hazards/climate considerations,
infrastructure and service capacity, and
implementation progress, and shall recommend
whether targeted amendments or a focused update
work program is warranted, consistent with available
funding and staffing.

CDD Ongoing $
Implementation Plan 15
509
Open Space and Conservation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
OSCA.2.aOnline Maps. Use online mapping tools to identify the ridge zones, hillsides, and other natural areas and
ensure this information is readily available to the public.

PW/
CDD
Short $ X X X
OSCA.3.a
Priority Properties for Protection. Support the
acquisition and preservation of open space areas under
private ownership identified in Figure OSC-1.

PW Ongoing $$$$$ X X X
OSCA.3.b
New Development Review. Through the development
review process, consider opportunities to permanently
preserve areas as open space and to obtain public
access easements to connect to existing trails as shown on the adopted Open Space and Conservation Map
(Figure OSC-1).

CDD Ongoing $ X
OSCA.3.cPermanent Protection and Stewardship. Permanently protect open space areas through tools such as
purchase, dedication, conservation or access
easements, or other instruments acceptable to the
Town. When evaluating dedication of open space,
prioritize parcels contiguous to existing public open
space and consider long-term maintenance
responsibilities. For privately-owned open space, ensure long-term stewardship that conserves natural
resources, reduces hazards, and restricts incompatible
structures or vegetation.

PW Ongoing $$$$$ X X X
General Financing Action
Implementation Plan 16
510
Open Space and Conservation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
OSCA.3.dPartnerships for Open Space Acquisition. Work with the Open Space Committee, public agencies, and nonprofit organizations to identify, acquire, lease, or otherwise protect parcels that support a connected
open space network within and adjacent to the
Planning Area.

PW Ongoing $$$$$ X X X X
OSCA.5.aTrail Easements & Connections. Seek opportunities through development review and partnerships to
secure trail easements and create trail connections
linking neighborhoods, communities, and existing
public trails.

PW Ongoing $$$$ X X X
OSCA.6.a Watershed Management. Ensure that new
development complies with the requirements of the
federal and state Clean Water Acts, National Pollutant
Discharge Elimination System (NPDES), and the Town’s
Urban Runoff Pollution Prevention regulations.

PW Ongoing $ X
OSCA.6.b
Stairs, Lanes, and Trails Program. Regularly review
and update the SLTs Program to guide maintenance,
upgrades, mapping, and funding for stairs, lanes, and
trails.

PW Ongoing $ X X X X
OSCA.7.aCountywide Trails Plan. Work with Marin County and other agencies to maintain and expand trails in
accordance with the Countywide Trails Plan.

PW Ongoing $$$$$ X X
OSCA.9.a
Tree Protection in Open Space. Update Town
procedures guiding the protection and management of
trees in public open space to incorporate best practices for tree health, hazards, native biodiversity, and
environmental stewardship.

PW Short $ X X
Implementation Plan 17
511
Open Space and Conservation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
OSCA.9.bConservation and Open Space Stewardship Plan.

Prepare a conservation and open space stewardship
plan − with collaboration from the Ross Valley Fire
Department, Marin County Parks and Open Space
District, Marin Wildfire Prevention Authority, and
environmental organizations and engagement with the
public − to address maintenance priorities, habitat
restoration and rewilding opportunities, hazard
reduction, passive recreation and education
opportunities, and potential funding sources.

PW Long $$$ X X
OSCA.9.c
Open Space Funding. Explore funding mechanisms,
including an impact fee, to support the creation of the open space stewardship plan and the purchase and
ongoing maintenance of open space in San Anselmo.

PW Long $$ X X
OSCA.9.d
Community Involvement. Host and encourage
community and areawide meetings, exhibits, and
events to raise community awareness and funding for
open space acquisition, maintenance, stewardship, and
restoration.

PW Ongoing $$ X X
OSCA.9.eTribal Partnership and Acknowledgement.

Collaborate with Native American Tribes on
stewardship, native plantings, habitat restoration, and interpretive signage that acknowledges Indigenous
history and Traditional Ecological Knowledge.

PW Long $$ X X
Implementation Plan 18
512
Open Space and Conservation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
OSCB.2.aWildlife Corridor Analysis and Development Review.

Conduct a wildlife corridor identification and analysis in collaboration with relevant agencies to implement AB
1889. Require development projects on vacant or
connected sites to assess potential impacts on wildlife movement and incorporate feasible measures to
maintain habitat connectivity.

PW/
CDD Long $$$ X X X
OSCB.2.b
Rewilding Campaign. Explore the feasibility of a
“Rewild San Anselmo” campaign to encourage
ecological restoration on private and public lands. This effort may include developing public resources like
planting guides and design templates, organizing
volunteer habitat restoration days, and partnerships
with schools.

PW/
CDD Long $$$ X X
OSCB.2.cWildlife Fencing. Adopt wildlife-friendly fencing guidelines to minimize habitat fragmentation,
especially near creeks and the Wildland-Urban
Interface.

PW Long $$ X X
Implementation Plan 19
513
Open Space and Conservation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
OSCB.3.aBiological Surveys. Require surveys of sites, including buffer areas potentially affected by proposed projects, with potentially suitable habitat for special status
species, including creek corridors, to determine the
presence or absence of special status species, critical habitat, and riparian habitat to be prepared by a
qualified biologist prior to development and other
management approvals. Require projects to
implement measures to avoid or minimize harm to
special status species, critical habitat, and riparian to a less than significant level. Consult with resource
agencies as required by federal and State regulations.

CDD Ongoing $ X
OSCB.3.bAvoidance of Nesting Birds. Avoid disturbance of nests of native birds in compliance with State and
federal regulations which may include precluding
vegetation clearing and construction on sites where
nesting birds may be present during nesting season
(typically February 1 through August 31). Require preconstruction surveys by a qualified biologist prior to any disturbance. If nests are found, the project shall
implement appropriate avoidance measures, such as
fenced buffer areas or staged tree removal periods.

PW/
CDD Ongoing $$ X X X
Implementation Plan 20
514
Open Space and Conservation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
OSCB.4.aAgency Consultation. Refer proposals for grading, filling, or construction that would alter a watercourse shown on Figure OSC-3 to the State Department of Fish
and Wildlife, U.S. Army Corps of Engineers, San
Francisco Bay Regional Water Quality Control Board,
the Marin County Flood Control District, and other
regulatory agencies for consultation.

PW Ongoing $ X X X
OSCB.4.b
Creek Setbacks. Continue to require development to
comply with the creek setback standards in the Town’s
Watercourse regulations.

PW Ongoing $ X X
OSCB.6.aWatershed Management. Ensure that new
development complies with the requirements of the
federal and state Clean Water Acts, National Pollutant
Discharge Elimination System (NPDES), and the Town’s
Urban Runoff Pollution Prevention regulations.

PW Ongoing $ X X
OSCB.6.b
Low-Impact Design Measures. Require the
incorporation of Low-Impact Design (LID) measures
and other site design elements that slow stormwater
flows, promote groundwater recharge, and filter out
pollutants.

PW Ongoing $ X X X
OSCB.7.a
Creek Signage and Education. Develop signage and
education displays describing native habitat, history,
and restoration efforts. Partner with local schools,
conservation and environmental groups, and others to
increase awareness of the town’s creeks.

PW Long $$ X X X
Implementation Plan 21
515
Open Space and Conservation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
OSCB.9.aAir Quality Standards and Project Review.

Implement the Bay Area Air District’s Clean Air Plan,
rules, and best practices in reviewing construction,
development, and commercial operations, including
evaluation of toxic air contaminants, odors, and criteria pollutants.

CDD Ongoing $ X
OSCB.9.bParticulate Emissions. Reduce emissions of
particulate matter from construction sites, roads,
parking lots, and other sources by requiring
development and construction projects to implement
best management practices.

CDD Ongoing $ X X
OSCB.9.cIdling Prevention. Adopt an ordinance that matches or is more stringent than the State’s maximum idling law,
and coordinate with CARB, BAAD, and law enforcement
to achieve compliance.

PW Long $$ X X
OSCC.1.aDevelopment Review. Require that projects proposed for sites that have the possibility of containing cultural and tribal cultural resources and resulting in-ground
disturbance be evaluated by a qualified archaeologist
prior to project approval and require such projects to
implement mitigation strategies to reduce or avoid
impacts to any identified or inadvertently discovered
cultural resources. Continue to refer development
proposals to the Northwest Information Center of the
California Archeological Inventory, Native American
Heritage Commission, and local Native American Tribes
for review and recommendations regarding
supplemental field investigation.

CDD Ongoing $ X X
Implementation Plan 22
516
Open Space and Conservation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
OSCC.1.bTribal Consultation. Consult with Native American Tribes, as required by Senate Bill 18 and Assembly Bill 52, during the environmental review process for new
development proposals and amendments to the
General Plan to facilitate identification and preservation of tribal cultural resources.

CDD Ongoing $ X X
Implementation Plan 23
517
Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
SU-A.1.a Community Sustainability, Electrification, and Renewable Energy Programs. Partner with regional
agencies, Marin jurisdictions, and the Climate Action
Commission to provide coordinated programs,
technical assistance, and permitting support that
advance energy efficiency, building and vehicle
electrification, and renewable energy adoption. This
action includes:
•Sustainability & Electrification Resource Hub:

Collaborate with Marin jurisdictions to provide a shared regional hub offering integrated resources, information, demonstrations, incentives, and permitting assistance.
•Community Energy Use: Encourage the installation of
solar generation and storage systems by streamlining
regulations and permitting, and by promoting 100%
renewable energy purchasing options.
•Electrification Assistance: Promote local, regional, and state technical assistance, incentive, rebate, and
concierge programs supporting the electrification of
residential and commercial buildings.
•Equitable Access: Increase awareness of incentive
programs for lower-income households and explore
opportunities for local subsidies, permit fee reductions, or other supportive measures for electrification.

CDD Ongoing $ X X X
General Financing Action
Implementation Plan 24
518
Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
SU-A.1.b Community Education, Engagement, and WasteReduction Initiatives. Engage, educate, and support the community in adopting sustainable lifestyle
choices, reducing waste, and shifting travel behavior to support greenhouse gas reduction and public health.

Collaborate with the Climate Action Commission and
regional partners to:
•Climate Education & Engagement: Provide information
and engagement opportunities on climate
vulnerabilities, health connections, greenhouse gas
reduction strategies, and community resilience.
•Sustainable Practices Outreach: Promote actions that
reduce natural resource consumption, increase
community awareness of sustainable behaviors, and
support achievement of Town sustainability goals.
•Low-Carbon Footprint Diet: Promote the
environmental, ecological, and health benefits of lowcarbon dietary choices through education, outreach, and partnerships with local organizations.
•Plastic Waste Reduction: Conduct public outreach on
the impacts of plastic pollution, encourage wastereduction strategies, and support compliance with the Town’s Single-Use Plastics Ordinance.
•Public Transit Education: Partner with transit agencies to publicize available transit options and improve firstmile/last-mile connections to transit stops. •Active Transportation Promotion: Encourage walking
and bicycling among residents and employees as a
strategy to reduce greenhouse gas emissions and
improve public health. Publicize bicycle routes at
schools, parks, and transit facilities, and support bicycle awareness and safety campaigns.

CDD Ongoing $ X X
Implementation Plan 25 519
Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
SU-A.1.c Plastic Waste Education and Compliance. Conduct outreach and education to reduce plastic pollution and
support compliance with the Town’s Single-Use Plastics
Ordinance, in coordination with waste management
partners.

CDD/
PW Ongoing $ X
SU-B.1.a Waste Reduction Programs. Partner with Marin
Sanitary Services and Zero Waste Marin to support
implementation of commercial and organic waste
diversion programs to meet SB 1383 requirements.

Provide technical assistance and educational resources
to business owners to help them understand and
comply with State waste diversion and food recovery
mandates.

CDD Ongoing $ X X
SU-B.1.b Business Waste Management Plans. Require that
businesses prepare and implement waste
management plans to maximize recycling and food
recovery and minimize disposal of organic waste where
appropriate as a condition of approval of use permits.

CDD Ongoing $ X
SU-B.2.a Single-Use Plastic Reduction. Prohibit the sale of single-use plastic beverage bottles and explore
opportunities to phase out use of all single-use plastics in Town buildings and at Town events. Provide more
water refill stations in public places.

CDD Ongoing $ X X
Implementation Plan 26
520
Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
SU-B.2.b Extended Producer Responsibility Legislation.

Support legislation that puts significant responsibility on manufacturers for the end-of-life management of
their products and packaging to encourage design of
more sustainable packaging and repairable or reusable
products.

CDD Ongoing $ X
SU-B.3.a Recycling Facilities. Provide sufficient recycling and composting bins for public and staff use. In public
projects, design facilities and refuse storage areas to facilitate recycling.

PW Ongoing $$ X
SU-B.3.b Environmentally Preferable Purchasing. Continue to give preference to purchasing products that are
reusable, recyclable, made from recycled materials, and minimize packaging. Explore opportunities to expand
the Town’s purchasing policy to include consideration
of lifecycle emissions and low carbon alternatives.

AF Ongoing $ X
SUB.4.a
Local Sourcing. Encourage businesses to source their
products from local farms to reduce carbon emissions
generated from food and material production and
transportation.

CDD Ongoing $ X
SUB.4.bRegional Agriculture. Advocate for and support
regional efforts to promote regenerative and climatesmart agricultural practices that enhance soil health, sequester carbon, and contribute to a sustainable local food system.

CDD Ongoing $ X X
Implementation Plan 27
521
Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
SU-C.1.a Greenhouse Gas Emissions Reduction and
Monitoring: Emissions Reduction Targets. Implement
strategies to achieve community-wide reductions in of
greenhouse gas emissions at least 45 percent below
1990 levels by 2030 and to support the State’s goal to
achieve zero net emissions statewide by 2045. Regularly track progress by annually updating the community
greenhouse gas inventory and evaluating government
operations emissions to monitor reductions and inform
implementation of the Climate Action Plan.

CDD Ongoing $ X
SU-C.1.b Climate Action Plan.Implement the Town’s Climate Action Plan and update the plan every five years to
incorporate new emission reduction targets, strategies, and best practices.

CDD Short $ X
SU-C.2.a Building and Appliance Electrification. Consider building regulations which preclude gas appliances
and infrastructure in new buildings and require
installation of high-efficiency electric appliances at time of replacement.

CDD Long $ X
SU-C.2.b Building Permitting for Electrification. Streamline the building permit process for heat pump water and space
heaters and electrical panel upgrades. Through
regional collaboration, explore a fee reduction pilot
program to incentivize conversion of natural gas
appliances to electric versions.

CDD Ongoing $ X
Implementation Plan 28
522
Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
SU-C.2.c Municipal Energy Use. Evaluate solar energy
production and storage systems at all municipal
buildings and facilities and plan for replacement of
natural gas appliances and equipment. Continue to
purchase 100% renewable energy for Town buildings
and facilities.

PW Ongoing $ X
SU-C.2.d Zero-Emission Infrastructure. Continue to prohibit the location of new gas stations in San Anselmo and
support the phased transition of legal non-conforming
gas stations to zero-emissions fueling stations. Support businesses in complying with these requirements
through technical assistance and public outreach.

CDD Ongoing $ X X
SU-C.2.e Landscaping Equipment. Enforce the ban on gaspowered landscape equipment in San Anselmo and explore opportunities to further reduce emissions from
landscaping activities, as feasible.

PW Ongoing $ X X
SU-C.3.a Green Building Regulations. Consider adopting green building regulations for new construction and building
remodels and additions that exceed minimum State
building and energy code requirements.

CDD Long $ X
SU-C.3.b Energy Efficiency Programs. Promote programs and incentives to property owners to improve energy
efficiency. Explore the feasibility of requiring energy audits at the time of building sale or major remodel.

CDD Ongoing $ X X
Implementation Plan 29
523
Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
SU-C.4.a Urban Forest Master Plan. Prepare an Urban Forest Master Plan to preserve and, where appropriate for
ecosystem health, plant additional native trees on
public parks, medians, and rights-of-way.

PW/
CDD Long $$$ X
SUC.4.bSustainable Landscaping. Incorporate sustainable landscaping practices into public projects, when
applicable, and encourage community members to
apply compost and select native or climate-adapted
plant species on private lands. Select plantings for
public projects based on their resilience to changing
climate conditions to support long-term habitat
sustainability and biodiversity with an emphasis on
locally native plants..

PW Ongoing $$ X X
SU-C.5.a Municipal Microgrid and Electrification Plan. Plan and implement microgrids, solar and battery systems, and
phased electrification of municipal facilities and
equipment.

PW Long $$$ X X X X
SU-D.1.a Resilience Hubs. Identify opportunities to enhance the capacity of Town and school facilities to become
Resilience Hubs, evacuation centers, cooling centers,
and charging stations during extreme heat or weather
events.

PW Short $ X
SU-D.1.b Equitable Community Resilience. Ensure equitable access to resources and support systems in resilience
and adaptation planning and during climate-related
events.

PW/
CDD Ongoing $ X X
Implementation Plan 30
524
Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
SU-D.1.c Urban Heat Island Effect. Reduce urban heat island effects by encouraging installation of landscaped
surfaces, cool roofs, ample tree cover, reduced expanses of heat-absorbing pavement, and other urban cooling
strategies in new development. For Town projects,
incorporate urban cooling measures when feasible.

PW Ongoing $$$$ X X
SU-D.1.d Vulnerable Populations. Engage vulnerable
populations to identify gaps in community resilience
planning and work together to reduce hazards from
climate change impacts.

CDD Ongoing $ X
SU-D.1.e Agency Collaboration. Collaborate with Marin
jurisdictions, school districts, special districts, and regional, state, and federal agencies to develop,
coordinate, fund, and implement adaptation and
resiliency strategies and projects.

AF/
PW/
CDD
Ongoing $ X
SU-D.1.f Adaptive Management and Climate Monitoring.

Monitor climate indicators, greenhouse gas emission
trends, and adaptation outcomes, and adjust Town
policies and programs accordingly.

CDD Ongoing $ X
SU-D.1.g Technology Horizon Scanning. Monitor emerging
climate technologies and adaptation strategies with
annual reports to the Climate Action Commission on
potential applications for San Anselmo.

CDD Ongoing $ X
Implementation Plan 31
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Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
SU-D.2.a SU Element Updates. Regularly update the
Sustainability, Climate Change, and Adaptation (SU)
Element in alignment with the Town’s adaptive
management approach, ensuring compliance with
current climate regulations and ongoing assessment of
climate and hazards impacts on historically
marginalized communities.

CDD Ongoing $ X
SUD.2.bPublic Information. Maintain guidelines for monitoring and disseminating public information related to
hazards exacerbated by climate change (extreme heat,
flooding, severe weather).

AF Ongoing $ X
SU-D.2.c Climate Conditions. Monitor changing climatic
conditions and assess how they may affect Town
operations and processes.

CDD Ongoing $ X
SU-E.1.a Zero Emission Vehicles.Implement a comprehensive program to significantly increase the use of zero
emission vehicles through public education and
promotion, updating building code requirements for
electric vehicle charging infrastructure, and installation of Level 2 and 3 public charging facilities near
downtown, commercial districts, multifamily housing,
and Town parking lots.

CDD Short $ X X X
SU-E.1.b Electric Bicycles. Promote electric bicycle adoption through community education and outreach, financial
incentives, expansion of secure bicycle parking and
related infrastructure, and partnerships with employers and retailers to improve access and reduce barriers to
ownership.

CDD/
PW Ongoing $$$ X X X
Implementation Plan 32
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Sustainability, Climate Change, and Resiliency
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
SU-E.1.c Fleet Vehicle Replacements. Prioritize electric and zero emissions vehicles when replacing Town fleet
vehicles, in alignment with the Town’s Fleet ZeroEmissions Policy, with the goal of achieving a zeroemissions fleet by 2030.

PW Ongoing $$ X
SU-E.1.d Clean Transit. Support local transit providers’ efforts to transition to zero-emission vehicles by supporting
transportation infrastructure, policies, and funding
efforts that align with the Town’s air quality and energy conservation goals.

AF/
PW/
CDD
Ongoing $ X
SU-E.1.e Active Transportation Promotion. Promote walking, bicycling, and safe routes to schools and community
destinations through outreach, maps, and campaigns.

PW Ongoing $ X X X
SU-E.1.f Public Transit Awareness. Work with transit agencies to improve awareness of transit options and strengthen
first-/last-mile connections.

PW Ongoing $ X
Implementation Plan 33
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Economic Vitality
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
EV-A.1.a Business Support, Streamlining, and
Entrepreneurship. Business Support, Streamlining, and
Entrepreneurship. Regularly update Town regulations,
provide permitting assistance, offer business resources, and support local entrepreneurship through responsive
programs and emerging opportunities such as
temporary and pilot uses.

CDD Ongoing $ X X
EV-A.1.b Business Communication and Stakeholder
Coordination. Maintain proactive communication with
business owners, property owners, real estate
representatives, and business organizations to identify needs, address challenges, and support business
recruitment and retention.

AF/
CDD Ongoing $ X X X
EV-A.1.c Economic Development Collaboration. Collaborate with the Economic Development Committee and
Chamber of Commerce on business attraction
strategies, community needs assessments, and
economic vitality initiatives.

CDD Ongoing $ X X
EV-A.2.a Funding, Grants and Financing Mechanisms. Pursue grants, public-private partnerships, and businessfriendly financing tools to support economic vitality initiatives, with a focus on placemaking projects, small business support, and the activation of underutilized
commercial spaces.

CDD Ongoing $ X
General Financing Action
Implementation Plan 34
528
Economic Vitality
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
EV-A.2.b Placemaking and Public Realm Investment.

Coordinate with business groups to plan and deliver
placemaking projects, beautification efforts, and public realm improvements in commercial areas, and explore
sustainable, business-friendly financing mechanisms,
such as low-interest loans, grants, or a business
improvement district, without imposing undue burdens
on small businesses.

AF/
CDD Ongoing $ X
EV-A.3.a Communication with Business Stakeholders.

Enhance communication with commercial property
owners, business owners, the San Anselmo Chamber of
Commerce and other stakeholders through targeted
digital and in-person outreach, and other
communication channels, as needed.

AF Ongoing $ X
EV-A.3.b Collaboration with Business Advocacy Groups.

Facilitate increased collaboration among San Anselmo’s
multiple business advocacy groups to support
synergistic townwide economic vitality activities.

AF/
CDD Ongoing $ X X
EV-A.3.c Economic Development Committee Engagement.

Continue to regularly present to and engage the
Economic Development Committee (EDC) on local
economic vitality issues, strategy, and implementation
to ensure business community input and support for
Town decision-making.

CDD Ongoing $ X
Implementation Plan 35
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Economic Vitality
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
EV-A.3.d Economic Vitality Action Plan. Work with the
Economic Development Committee to prepare and
implement an annual or biannual action plan that
identifies priority, near-term economic vitality
initiatives, with progress updates provided to the Town Council.

CDD Ongoing $ X X
EV-B.1.a Town Beautification. Leverage Town committees and commissions to identify and support efforts to beautify the town.

AF/
PW/
CDD/
REC
Ongoing $ X X
EV-B.1.b Public Infrastructure. Plan, fund, and implement public realm improvements in each commercial hub,
such as improved streetscapes, parks and open space,
wayfinding signage, and other public amenities.

PW Long $$$$$ X X X
EV-B.2.a Vacancy Activation and Temporary Use. Encourage pop-ups, short-term uses, window exhibits, and
innovative interim uses to maintain vibrancy.

CDD Ongoing $ X X
EV-B.2.b Vacancy and Business Inventory Tracking. Maintain up-to-date vacancy and business inventory data,
evaluate tools such as vacancy taxes to encourage
leasing, and where vacancies persist, promote window
exhibits and other strategies to reduce the aesthetic
and vibrancy impacts of unoccupied spaces.

CDD Ongoing $ X
EV-B.3.a Public Realm Integration. Incorporate third space design principles that support economic vitality and
community interaction, such as flexible seating for
outdoor dining establishments, outdoor retail, and
shared work areas, into streetscape and public space
improvements in commercial districts.

CDD Ongoing $ X X X X X
Implementation Plan 36
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Economic Vitality
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
EV-B.3.b Community Activation Partnerships. Partner with the Chamber of Commerce, busineses, and community
organizations to program events and activities that
bring people into third spaces and support local
economic vitality.

CDD Ongoing $ X X X
EV-C.1.a Development Incentives. Encourage the development of new commercial spaces, live-work units, and mixeduse projects by providing development incentives such as streamlined approval processes. Focus on
commercial areas with high potential for revitalization, ensuring that new developments support a diverse
range of land uses, including housing, retail, lodging, and services, to foster long-term economic growth and
vitality.

AF/
CDD Ongoing $ to $$$ X X X
EV-C.1.b Zoning Updates. Revisit zoning and other Town
regulations, as needed, to adapt to changing demands
and improve progress toward land use objectives. CDD Ongoing $ X EV-C.1.c Temporary Use Permits. Continue to allow temporary use permits that enable new businesses to pilot
emerging and innovative concepts on a smaller,
experimental scale.

CDD Ongoing $ X
Implementation Plan 37
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Economic Vitality
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
EV-C.2.a Town-Led Events. Engage residents of all ages and foster San Anselmo’s vibrant community spirit by
continuing to provide successful Town-led events and
programs, such as Live on the Avenue, and exploring
opportunities to create smaller-scale, recurring
activities, such as weekly music nights, holiday
festivities, or art walks, at local destinations like Creek Park, Memorial Park, Greenfield Avenue, Red Hill
Shopping Center, and other community hubs.

AF/
REC
Short $$ X
EV-C.2.b Community-Led Events and Programs. Encourage
and support the San Anselmo Chamber of Commerce
and/or individual businesses to create and host events
and programs which are financially sustainable longterm.

AF Ongoing $ X
EV-C.2.c Local Event Synergy. Collaborate with the business community to create strategic connections between
events and local business activity, maximizing the
economic benefits of local events.

AF/
CDD Ongoing $ X
EV-C.3.a Economic Data. Continue to gather and analyze
economic data (e.g., visitor counts, retail spending,
permitting timelines and trends) and gather input from
commercial real estate brokers, business owners, and
property owners on an ongoing basis to identify
economic trends, address barriers to business growth,
and inform attraction and retention efforts.

AF/
CDD Ongoing $ X X
Implementation Plan 38
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Economic Vitality
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
EV-C.3.b Business Inventory. Create and maintain an up-todate inventory of businesses within the town and establish a platform that collects and analyzes
economic data from business licenses. This platform
will define key business characteristics, such as industry type, size, and location, and will be used to track
evolving community needs and inform Town programs,
policies, and strategic planning efforts to support
economic growth and business development.

AF Ongoing $$ X
EV-D.1.a Marketing, Branding, and Promotional Strategy.

Develop and maintain a comprehensive Town-led
marketing and branding program that highlights San
Anselmo’s unique assets, promotes local businesses
and events, supports all commercial hubs with
consistent messaging and signage, and uses both
digital and traditional channels. Coordinate with
partners such as the San Anselmo Chamber of
Commerce and regional tourism organizations,
incorporate ongoing business feedback, and tailor
outreach to diverse consumer segments.

AF/
PW Ongoing $$ X
EV-E.1.a Town History. Leverage the efforts and resources of the San Anselmo Historical Commission and the San
Anselmo Historical Museum to promote the
significance and value of downtown buildings with
vintage charm.

LIB Ongoing $ X X
EV-E.1.b Adaptive Reuse and Restoration. Promote the
preservation, restoration, and adaptive reuse of older
and classic buildings and facades for new purposes
while maintaining the old-town feel of downtown.

CDD Ongoing $ X X
Implementation Plan 39
533
Economic Vitality
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
EV-E.1.c Downtown Regulations. Continue ongoing review and evolution of downtown regulations to increase
economic potential, evolve with community needs, and
support the mix of land uses downtown.

CDD Ongoing $ X X
EV-E.1.d Improvements Financing. Consider grants, permitting incentives, financing assistance, or other Town support for priority building improvements, such as façade
upgrades or seismic retrofits, that enhance highvisibility structures, preserve town charm, and/or address deterioration.

AF/
CDD Ongoing $ X
EV-E.1.e Flood Risk Mitigation. Support ongoing efforts to mitigate risk of loss due to flooding downtown. PW Long $$$$$ X X EV-E.1.f Building Upgrades. Encourage building owners to pursue renovations, modernizations, flood mitigation, or other measures to preserve aging spaces.

CDD Ongoing $ X
EV-E.2.a Ground-floor Spaces. Encourage tenanting downtown ground-floor spaces with land uses that promote a
vibrant, pedestrian-friendly commercial hub.

CDD Ongoing $ X X
EV-E.2.b Downtown Events. Continue to produce downtown
events that promote local business and reinforce San
Anselmo as a regional destination in Marin County.

REC Short $$ X
EV-E.3.a Downtown Wayfinding. Enhance downtown
wayfinding to attract and direct visitors. PW Short $$ X X EV-E.3.b Parking Management. Implement parking strategies that ensure parking is convenient for visitors and
suitable for employees.

PW Short $$$ X X
Implementation Plan 40
534
Economic Vitality
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
EV-E.3.c Pedestrian Accessibility. Seek opportunities to increase foot traffic downtown, such as through
improvements to pedestrian-friendly infrastructure,
improved bicycle parking, and exploration of shuttle or alternative transit options.

PW Short $$$ X X
EV-E.3.d Universal Design Principles for Accessibility. Ensure that commercial hubs in San Anselmo are accessible to
people of all abilities by adhering to universal design principles.

PW Short $$$$ X X
EV-E.3.e Bike Safety and Infrastructure. Promote safe biking initiatives and collaborate with local cycling groups to assess infrastructure improvements that enhance San
Anselmo’s reputation as a bike-friendly town.

PW Short $$ X X X
EV-E.4.a District Identity and Promotion. Promote the unique features, character, and offerings of downtown,
Greenfield, Red Hill, and other neighborhood
commercial districts, including local boutiques, dining, services, and gathering spaces, to strengthen the
Town’s overall identity and visibility. establishments, range of services, and community gathering spaces.

CDD Ongoing $ X X
EV-E.4.b Regional Attractor. Plan, promote, and support events and activities across downtown, Greenfield, Red Hill,
and neighborhood commercial areas that attract
visitors from Marin County, the Bay Area, and beyond.

AF/
REC
Short $$ X
Implementation Plan 41
535
Circulation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
C-A.1.a Complete Streets and Human-Scale Enhancements.

Approach every transportation project and program as
opportunities to improve safety, accessibility, and
mobility for users of all ages and abilities. Work with relevant departments, agencies, and jurisdictions to
incorporate Complete Streets design features, such as
accessible curb ramps, crosswalks, transit facilities,
sidewalks, and bicycle infrastructure, into existing
streets. Where feasible, integrate human-scale
amenities including street trees, landscaping, benches, and pedestrian-scale lighting to enhance comfort,
visual quality, and encourage walking, bicycling, and
transit use.

PW Short $ to $$$ X X X
C-A.1.b Standards for Infrastructure Improvements. Develop Public Improvement Engineering Standards or other
objective standards for property subdivision or
development project to specify required off-site
infrastructure improvements, such as sidewalks, that
would accommodate or mitigate estimated project
traffic impacts.

PW Short $$ X X
C-A.3.a VMT and Land Use. Encourage residential housing development in areas with low levels of home-based
VMT, such as those near transit and retail services that offer greater potential for alternatives to driving and shorter trips to daily destinations.

CDD Short $ X X X X
C-A.3.b VMT and Transportation Improvements. When
planning and prioritizing upcoming capital
improvements, account for the potential of projects to
reduce VMT.

PW/
CDD Ongoing $$$ X X
General Financing Action
Implementation Plan 42
536
Circulation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
C-A.4.a VMT Policy and Regional Coordination. Continue to apply San Anselmo’s VMT Screening Criteria and
Thresholds of Significance for evaluation of VMT
associated with discretionary land use projects and
update these thresholds as appropriate to reflect new
data, standards, or local conditions. Coordinate with the Transportation Authority of Marin to reduce VMT and
enhance multimodal transportation by applying
guidance from the VMT Reduction / Mobility
Enhancement Toolkit.

PW/
CDD Ongoing $ X X
C-A.4.b VMT Mitigation. Develop and implement VMT
mitigation measures and an in-lieu fee structure that
can be applied to applicable projects to reduce
potential VMT impacts to less-than-significant levels.

PW/
CDD
Short $$$ X X
C-A.5.a Effective and Equitable Emerging Transportation Strategies. Establish evaluation criteria to assess
alignment of emerging transportation solutions,
prioritizing emerging mobility strategies that are
affordable and accessible to residents with limited
incomes, older adults, and persons with disabilities.

PW/
CDD Ongoing $ X X
Implementation Plan 43
537
Circulation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
C-B.1.a Traffic Calming Implementation and Community
Engagement.Implement appropriate traffic calming
treatments on residential streets to enhance safety,
reduce vehicle speeds, and support comfortable
walking and biking conditions. Support resident-driven
traffic calming efforts by providing technical resources and assistance to help community members identify,
prioritize, and implement feasible measures, and
evaluate the effectiveness of installed improvements to ensure they achieve desired traffic‐volume and speed
reductions.

PW Ongoing $ X X
C-B.2.a Progress Evolution of The Hub. Develop designs and secure funding for near-term improvements to the Hub
as identified in The Hub Transportation Study. This
includes incorporation of traffic, transit, pedestrian, and bicycle enhancements.

PW Short $$$$$ X X
C-B.2.b Major Thoroughfare Roadway Improvements.

Improve Sir Francis Drake Boulevard, Center Boulevard,
Red Hill Avenue, and intersections along these
roadways by investing in transportation infrastructure
to improve safety and accessibility for pedestrians and other non-vehicle roadway users while maintaining
adequate circulation for regional through traffic.

PW Long $$$$ X X
C-B.3.a Circulation Monitoring. Continue to monitor and study traffic circulation, safety, and parking within the town’s commercial hubs and implement improvements as
recommended.

PW Ongoing $$$ X X
Implementation Plan 44
538
Circulation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
C-B.4.a Hillside Roadways and Emergency Access. Evaluate and implement limited improvements to existing
hillside roadways, such as spot widening and
access/egress enhancements, on a case-by-case basis
to support mobility and safety while maintaining the
area’s residential character. As part of this effort, study and identify hillside roadways where temporary onstreet parking restrictions may be necessary during elevated fire-risk days to ensure adequate access for fire response vehicles.

PW Ongoing $ X X
C-B.4.b Limited Construction Impact on Hillside Roadways.

Require the submission and approval of a Construction
Management Plan prior to the issuance of any grading
or building permits for any improvements on hillside
properties.

PW Ongoing $ X X
C-B.6.a Traffic Impact Studies. Require that discretionary development projects be evaluated for level of service
impacts in accordance with the Town of San Anselmo’s
Vehicle Miles Traveled (VMT) Screening Criteria and
Thresholds of Significance. Projects that exceed the
level of service threshold for signalized intersections shall provide feasible mitigation measures to reduce
level of service impacts to levels consistent with Town policy.

CDD Short $ X
Implementation Plan 45
539
Circulation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
C-C.1.a Maintenance of Pedestrian and Bicycle Facilities.

Develop a program for prioritizing and fund the
construction and maintenance of pedestrian and
bicycle facilities based on safety, connectivity, removal of access barriers for all ages and abilities, and the
relationship to existing and planned land uses, along
with other adopted evaluation criteria.

PW Short $$$ X X X
C-C.1.b Pedestrian-Oriented Improvements in Commercial
Hubs. Implement sidewalk, pedestrian crossing, and
other pedestrian-oriented improvements identified in
the Town’s Bicycle and Pedestrian Master
Plan—including those along Sir Francis Drake
Boulevard, San Anselmo Avenue, Red Hill Avenue, and
Greenfield Avenue, and evaluate and implement
feasible recommendations from the Downtown Active
Transportation & Circulation Study to enhance
walkability and safety in Downtown and key
commercial hubs.

PW Short $ X X
C-C.2.a Accessibility Improvements. Continue to construct improvements that provide access for all individuals
along the Town’s pedestrian network, including
reconstruction of facilities in compliance with federal and State accessibility requirements.

PW Short $$ X X
C-C.2.b Downtown Pedestrian Infrastructure. Implement
sidewalk and pedestrian crossing improvement
recommendations as included in the Pedestrian and
Bicycle Master Plan. Evaluate and implement the
recommendations in the Downtown Active
Transportation & Circulation Study, where feasible.

PW Ongoing $$ X X X X
Implementation Plan 46
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Circulation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
C-C.3.a Bicycle Infrastructure. Implement bicycle
infrastructure recommendations, such as multi-use
paths, bicycle priority routes, bike racks, and lockers in areas with high demand, and traffic calming
installations, as included in the Pedestrian and Bicycle Master Plan.

PW Short $$$$ X X
C-C.4.a Bicycle Parking Requirements. Require short-term and long-term bicycle parking facilities for commercial and multi-family developments in accordance with or
more stringent than the California Green Building
Standards Code.

CDD Short $ X
C-C.6.a Transit Agency Partnerships. Partner with Marin Transit and the Golden Gate Bridge Highway and
Transportation District to survey transit needs and to
improve bus routing, frequency, and service provisions
in response to evolving trends.

PW Short $$ X X
C-C.6.b Transit-dependent Population.Actively encourage local and regional transit agencies, providers, and local initiatives to expand reliable and accessible paratransit, shuttles, and other alternative transportation options
for non-driving adults and persons with disabilities in San Anselmo.

PW/
CDD
Short $$ X X
Implementation Plan 47
541
Circulation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
C-C.7.a Transit Stop Accessibility, Amenities and
Connections. Partner with local and regional transit
operators to ensure transit stop amenities, such as
benches, shelters, lighting, signage, and trash
receptacles, and locate or align transit stops along to connect seamlessly with bicycle and pedestrian routes.

For development projects within 200 feet of a transit
stop, require ADA-compliant infrastructure
improvements that provide fully accessible and
comfortable access to the stop.

PW Short $ X X
C-C.7.b Mobility Hub Access and Multimodal Connections.

Improve transit vehicle access and circulation at the
Hub by implementing recommendations from the Hub
Transportation Study. Work with the Transportation
Authority of Marin to evaluate participation in the
Metropolitan Transportation Commission’s Bay Area
Mobility Hub Program, supporting first- and last-mile
travel options at major transit locations. In coordination with transit and regional agencies, identify locations
near major corridors suitable for ridesharing, carpool
pick-ups, and park-and-ride facilities.

PW Long $$$$$ X X
C-D.1.a Parking Needs Assessment. Regularly conduct a study of appropriate parking types (e.g., long-term spaces,
two-hour spaces, 10-minute spaces) and locations for
public parking facilities within commercial hubs.

PW Short $$ X X
Implementation Plan 48
542
Circulation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
C-D.1.b Parking Ordinance Updates. Continue to monitor and amend, as needed, the Town's parking ordinance to
accommodate varied land uses, encourage efficient use
of limited space for parked vehicles, balance parking
demand with other community goals, and reflect
parking best practices from other jurisdictions.

PW Short $$ X X
C-D.2.a Parking Management Recommendations. Continue
to implement general and location-specific
recommendations from the San Anselmo Downtown
Parking Study to increase effective turnover and
utilization of existing parking spaces through increased parking enforcement, parking management strategies,
adjustment of parking fees, and reducing maximum
parking duration. As parking demand evolves over time,
monitor for potential spillover effects in adjacent
neighborhoods and apply appropriate parking
management strategies, such as time limits,
permitting, or enforcement adjustments, to minimize
impacts without constructing additional parking. These
strategies are intended to optimize existing supply and do not preclude the Town from considering additional
parking facilities if needed in the future.

PW Short $$ X X
Implementation Plan 49
543
Circulation
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
C-D.4.a Parking Landscaping Requirements. Require that all parking lots be landscaped, set back from the right-ofway, and screened from public view; for parking lots with eight or more parking spaces, require them to
minimize impervious surface area and provide shade
through shade trees, solar arrays, and other cooling
technologies.

CDD Short $ X X X
Implementation Plan 50
544
Parks, Recreation, and Public Facilities
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
PR-A.1.a Park Needs Assessment and Funding Strategy. Every five years, conduct a community-informed assessment
of park and facility needs and establish funding
strategies to support ongoing improvements and longterm maintenance.

REC Short $ X
General Financing Action
Implementation Plan 51
545
Parks, Recreation, and Public Facilities
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
PR-A.1.b Park and Recreation Master Plans. Prepare or update master plans, develop cost estimates, and identify
possible funding sources to improve neighborhood and
community parks and recreation facilities, including the following:
•All Parks: Identify and implement accessibility
improvements to ensure all parks, playgrounds, and
facilities are usable by children, older adults, and adults with disabilities. Incorporate landscaping
improvements that support biological diversity and
climate resilience through the use of California native plants, prioritizing locally native plant species where they best meet site needs and functions.
•Robson-Harrington House and Park: Identify and
prioritize needed maintenance, structural repairs,
accessibility upgrades, and supporting infrasructure
improvements, such a public restroom facility, to
enhance public use of the mansion, improve the
surrounding landscape, and restore and preserve
historic features.
•Sorich Park: Update the park master plan, including
consideration of possible relocation of the Town’s
corporation yard and/or visual enhancements that
would improve the interface with the adjacent public
uses.
•Isabel Cook Community Center: Identify improvements
or potential redevelopment options, including the
feasibility or a new or substantially modernized
community center, to support programs that evolve
with community needs, consistent with the 2015
Community Facilities Master Plan. Develop cost
estimates and identify possible funding sources.

REC/
PW Long $$$$$ X X
Implementation Plan 52 546
Parks, Recreation, and Public Facilities
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
PR-A.1.c Parkland Expansion Strategy. Evaluate opportunities to expand the Town’s park system, including new
pocket parks, and amend the Municipal Code to
establish a parkland dedication and in-lieu fee
ordinance consistent with the Quimby Act, ensuring
new subdivisions contribute to meeting community
park needs. Assess the feasibility of exemptions for
deed-restricted affordable units and regularly update inlieu fees to reflect current and anticipated land and facility costs.

PW Short $$$$$ X X
PR-A.3.a Funding for Maintenance. Identify and pursue new funding strategies to increase resources dedicated to
maintaining park and recreation facilities.

PW Ongoing $$ X X
PR-A.3.b Sustainable Park Operations and Design. Incorporate sustainability principles such as reduced water and
energy, use of recycled and non-toxic materials,
stormwater capture, and carbon sequestration in the
design of park facilities. Parks should be maintained
and managed to enhance their value as biological
resources and natural habitat.

PW Ongoing $ X X
PR-A.3.c Dog Use of Parks. Educate park users about permitted dog use of parks through communications and
infrastructure, such as signage and clean up materials. REC Short $ X PR-A.3.d Public Safety in Parks. Work with local law
enforcement and the Town Council to address issues
related to public safety and the quality of the parks
experience.

PW Short $ X X
Implementation Plan 53
547
Parks, Recreation, and Public Facilities
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
PR-A.7.a Encouragement and Promotion. Promote the
benefits and opportunities of private fundraising for
parks through public awareness campaigns,
informational materials, and community outreach.

Offer incentives to encourage private donations, such
as naming rights, plaques, public acknowledgements,
and tax deductions. Celebrate contributions through
official events and press releases.

REC Short $ X
PR-B.1.a Community Recreation Needs Assessment and
Program Alignment. Regularly, at least once every five
years, conduct community recreation needs
assessments using inclusive outreach methods and
multiple languages and formats, as appropriate, to
inform recreation programing and fee structures. Align
programs and fees with demonstrated demand,
equitable access, and long-term financial sustainability.

REC Short $ X
PR-B.2.a Joint Use. Explore joint use and maintenance
agreements with local schools to utilize their facilities available for mutually supportive programming.

REC Short $ X
PR-B.3.a Facility and Event Locations. Continue to identify Town facilities and locate Town events in places that
are easily accessible by public transit, walking, biking, and rolling to the greatest extent possible.

REC Short $$ X
Implementation Plan 54
548
Parks, Recreation, and Public Facilities
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
PRB.3.bFinancial Assistance. Explore ways of providing financial support to allow more residents of need to
access recreation programs, services, and events. When
available, leverage recreation programming revenues
to support equitable program access.

REC Short $ X
PR-B.4.a Age-Friendly Community Implementation.

Implement the San Anselmo Age and Disability Action
Plan, annually reviewing progress and prioritizing agefriendly and accessible programs, services, and infrastructure improvements to support the Town’s
goal of becoming an age-friendly community.

REC Short $$ X
PRB.4.b
Older Adult and Healthy Aging. Partner with agencies
and service providers to expand and strengthen healthy
aging resources, and provide regular, accessible, and
age-appropriate outreach to older adults about
available programs, services, and opportunities in San
Anselmo.

REC Short # X X X
PR-C.1.a Capital Improvement and Agency Coordination
Program. Maintain and update a multi-year Capital
Improvement Plan for Town infrastructure and facilities, and coordinate with partner agencies to align projects, maximize resources, achieve economies of scale, and
reduce construction impacts.

PW Ongoing $ X X
Implementation Plan 55
549
Parks, Recreation, and Public Facilities
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
PR-C.1.b Asset Management Program. Develop a proactive
Asset Management Program to identify needed facility
and infrastructure maintenance, upgrade, and
replacement timing and costs. Seek additional funding
opportunities and strategies to avoid increased costs of deferred maintenance.

PW Short $$$ X X
PR-C.6.a Pavement Maintenance. Continue to maintain and implement the Pavement Condition Index (PCI)
program to evaluate and prioritize street resurfacing
projects. Regularly review and adjust prioritization
criteria as needed to ensure that pavement condition,
traffic safety, equity, and community input are
addressed.

PW Ongoing $ X X X
PRC.6.bSidewalk Repair. Continue to implement the Sidewalk Improvement Program to repair sidewalks on an
ongoing basis and to require that new development
upgrade street frontages to current standards, where
practicable, to enhance accessibility.

PW Ongoing $$$ X X
PR-D.1.a Library Services. Maintain adequate staffing and service hours to support high-quality library programs, services, and resources that meet community needs.

LIB Long $$ X X X
PR-D.1.b Technological Resources. Continue to provide access to the internet and technological resources at the
library to meet community needs and adapt to ongoing
changes in information technology.

LIB Short $ X X X x
PRD.2.aLibrary Grants. Actively seek and apply for grants and alternative funding sources to further enhance library
offerings.

LIB Long $ X
Implementation Plan 56
550
Parks, Recreation, and Public Facilities
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
PR-D.2.b Funding Strategies and Coordination. Within five years, conduct a feasibility study to identify sustainable funding strategies (including dedicated revenue,
grants, and public-private partnerships) and assess
future library space, program, and expansion needs to
ensure the library’s continued role as a vibrant
community hub.

LIB Long $$$$ X
Implementation Plan 57
551
Safety
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
S-A.1.a Building Code Updates. Regularly update building codes and regulations to address changing hazard
conditions and requirements.

CDD Long $ X X X
S-A.3.a Essential Public Facilities. Locate, when feasible, new essential public facilities outside of identified hazard areas, including hospitals and health care facilities,
emergency shelters, fire stations, emergency command
centers, and emergency communications facilities.

PW Ongoing $$$$$ X X X X
S-A.3.b Public Facilities in Hazard Areas. Identify appropriate construction methods to minimize damage to public
facilities located within an identified hazard area. PW Short $ X X S-A.5.a Resilient Public Facilities. Maintain the structural and operational integrity of essential public facilities during hazard events.

PW Short $ X X
S-A.7.a Hazard Mitigation Program Review and Integration.

Conduct an annual review of hazard mitigation goals
and strategies and integrate the findings into the
annual budget, staffing allocations, and updates to the Capital Improvement Plan.

PW Short $ X X
General Financing Action
Implementation Plan 58
552
Safety
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
S-A.9.a Emergency Planning. Coordination, and Training
Program. Maintain and update the Town’s Emergency
Operations Plan (EOP) to ensure a clear chain of
command and strong coordination with the Marin
County Operational Area, and participate in regional
emergency planning efforts, including updates to the
Marin County Multi-Jurisdictional Hazard Mitigation
Plan (MJHMP). Adopt each updated MJHMP to remain
eligible for FEMA hazard mitigation funding and ensure
the plan includes analysis of climate-related risks,
identification of vulnerable assets and populations, and strategies to strengthen community resilience.

PW Short $ X X
S-A.10.a Post Disaster Recovery Framework. Develop an allhazards Post Disaster Recovery Framework for use after a major incident or event.

AF Short $ X X
S-A.11.a Public Outreach. Provide community outreach and education programs on a regular basis, at inervals that keep residents informed about emergency procedures,
shelters, safe refuge areas, and evacuation routes to be followed in the event of an emergency.

AF Short $ X X
Implementation Plan 59
553
Safety
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
S-A.14.a Emergency Access Improvements and Roadway
Standards. Evaluate and implement feasible
emergency access improvements for existing and new
development, including roadway widening, parking
restrictions, vehicle pullouts, roadside clearance, and new or improved access routes, and require necessary
upgrades during discretionary review when a nexus
exists. For areas that do not meet minimum emergency
access standards, assess targeted solutions such as
hillside pullouts, limited on-street parking, enhanced
clearance, or supplemental access routes, with
improvements limited to property frontage where
appropriate.

PW Ongoing $$$$$ X X X
S-A.17.a Budget for Emergency Services. Account for current and future emergency service needs during annual
budgeting cycles.

AF Long $$$$$ X X
S-A.17.b Emergency Service Priorities. Regularly review and update the Town's priorities for future emergency
service needs to reflect changing conditions and
community needs.

AF Short $ X X
S-A.17.c Development Review. Consult Fire and Police staff in the development review process to ensure
development adequately addresses service levels,
security concerns, and safety.

CDD Ongoing $ X X
S-B.1.a Compliance with Safety Codes. Review all new
building plans or substantial renovations for
compliance with State and federal seismic safety
regulations prior to permit approval.

CDD Ongoing $ X X
Implementation Plan 60
554
Safety
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
S-B.3.a Inventory of Seismically Vulnerable Structures.

Conduct an inventory of seismically vulnerable
structures as a first step in establishing voluntary or mandatory programs for retrofitting these structures.

Ensure this inventory highlights historic structures.

CDD Long $$$ X
S-B.3.b Seismic Hazard Disclosure and Tenant Notification Program. Require property owners to disclose seismic
vulnerabilities, including unreinforced masonry status, retrofit standards, and the potential need for temporary displacement after a major earthquake, to existing and
prospective tenants, ensuring they understand
associated risks and necessary preparedness measures.

CDD Long $ X
S-B.3.c Seismic Upgrades. Establish incentives for owners of historic or architecturally significant buildings to
undertake mitigation to levels that will minimize the
likelihood that these buildings will need to be
demolished after a disaster and/or establish
preservation-sensitive measures for the repair and reoccupancy of historically significant structures.

CDD Long $$$ X X X
S-C.2.a Enforcement of Building Codes. Continue to enforce building codes and relevant legislation on all new
development and redevelopment.

CDD Ongoing $$ X X
S-C.2.b Inspection of Slope Improvements. Establish a
periodic inspection and maintenance program for
existing slope improvements.

PW Ongoing $ X
Implementation Plan 61
555
Safety
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
S-D.1.a Flood Insurance. Continue to participate in the National Flood Insurance Program and the Community
Rating System to reduce flood risk and improve flood
insurance affordability.

PW Ongoing $$ X X
S-D.1.b Floodplain Regulations, Enforcement, and Updates.

Continue to enforce and update floodplain, drainage,
and development regulations to maintain consistency
with State and federal requirements.

PW/
CDD Ongoing $ X
S-D.1.c Stream Bank Protection. Develop an approach and identify locations for bank protection strategies that
should not be limited to:
•-An assessment of banks to inventory areas that
appear prone to failure;
•Bank stabilization, including installation of rip rap or whatever regulatory agencies allow;
-•Stream bed depth management using dredging; and
-R• emoval of out-of-date coffer dams in rivers and
tributary streams.

PW Long $$$$$ X X
S-D.2.a Flood Infrastructure Evaluation, Funding, and
Implementation Program. Evaluate and map
waterways and existing flood protection infrastructure
to identify, prioritize, and design needed flood control and storm drainage improvements, and pursue funding
to construct projects that reduce flood risks and protect vulnerable properties.

PW Long $$$$$ X X X
Implementation Plan 62
556
Safety
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
S-D.2.b Flood Management. Identify flood management
solutions (i.e., property acquisitions, detention and
retention basins, channel widening, acquisitions,
relocations, and environmental mitigations) to reduce
flood impacts within the town.

PW Ongoing $$$$$ X X
S-D.2.c Nature-based Solutions. Promote nature-based
methods and best management practices (e.g.,
bioswales, natural ground cover) through the Town's
urban pollution runoff stormwater program.

PW Short $ X X
S-D.3.a Hydrologic Analysis. Continue to improve existing hydrologic analysis of runoff and drainage systems to
predict areas of insufficient capacity in the storm drain and natural creek system.

PW Ongoing $$$$$ X X
S-D.3.b Impervious Surfaces. Update existing guidelines and regulations that limit the use of impervious surfaces
and/or require the use of permeable surfaces,
implement other regulations to effectively channel and
minimize site runoff, and allow water to percolate,
increasing groundwater recharge.

PW Long $$$ X X
S-D.3.c Hydraulic Models. Update hydraulic models as needed in response to major developments in the watershed or
major changes to land uses within cities or counties. PW Long $$$$$ X S-D.3.d Flood Insurance Map Updates. As new flood‐control projects are completed, request revisions to floodinsurance rate maps to reflect flood risks as accurately as possible.

PW Ongoing $$$$ X
Implementation Plan 63
557
Safety
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
S-D.4.a Interagency Flood Mitigation Coordination Program.

Collaborate annually with flood control districts, utilities, and neighboring jurisdictions to assess mitigation
projects, infrastructure needs, and capital planning.

PW Ongoing $$$$$ X X X
S-D.4.b Water Efficient Landscape and Impervious Surface Management Program. Promote drought-tolerant and
water-efficient landscape design, incorporate xeriscape practices and permeable surfaces in Town projects
where feasible, and adopt updates to the Marin
Municipal Water District’s Water Efficient Landscape
Ordinance to reduce water demand, enhance
conservation, and support groundwater recharge.

PW Short $ X X
S-D.5.a Inundation Map Updates. Encourage Marin Municipal Water District to update inundation mapping with
depth information.

PW Short $ X X
S-D.5.b Flood Evacuation Preparedness. Review the updated mapped inundation areas and coordinate with Marin
Municipal Water District on procedures for emergency
evacuations.

PW Short $ X X
S-D.5.c Property Owner Information. Provide dam inundation information to potentially affected property owners
whenever new or updated information becomes
available.

PW Short $$ X X
S-E.1.a Vegetation Management in Fire-Sensitive Areas.

Require that vegetation management in fire-sensitive
areas include thinning of high fuel vegetation or
replanting with fire resistant plant materials.

RVF Ongoing $ X X
Implementation Plan 64
558
Safety
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
S-E.1.b Non-native Species. Prioritize the removal of
non‐native species.

PW/
CDD/
RVF
Ongoing $$ X X X
S-E.1.c Structural Mitigations. Identify structural mitigations rather than vegetation management in the most firesensitive areas (i.e., areas within the WUI), when feasible.

PW/
CDD/
RVF
Ongoing $$$ X X
S-E.1.d Biodiversity, Fire, and Fuels Integrated Plan. Prepare a Biodiversity, Fire, and Fuels Integrated Plan (BFFIP) that describes actions necessary to minimize fire
hazards and maximize ecological health in Town open
space areas in compliance with the Marin County
Community Wildfire Protection Plan.

RVF Long $$$ X X
S-E.2.a Homeowner Wildfire Actions Plans. Engage with
homeowners in the Wildland Urban Interface to
prepare a wildfire action plan.

RVF Long $$ X X
S-E.5.a Fire Code Consistency and Development Review
Requirements. Maintain and enforce Town regulations
to remain consistent with the California Building Code
and Ross Valley Fire Department requirements and
require fire risk analysis and appropriate mitigation
measures for subdivisions and development in high fire
hazard areas. Prior to approving any subdivision in
these areas, review and approve a fire risk study that
identifies contributing risk factors, recommended
mitigation actions, the costs and means of providing
fire protection, and the parties responsible for funding and benefiting from these measures.

CDD Ongoing $ X X X
Implementation Plan 65
559
Safety
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
S-E.5.c Properties with Limited Access. Establish mitigations for properties in fire hazard areas with restricted and single points of access, including parking restrictions, and investigate the feasibility of establishing special assessment districts to improve road capacity and
adequate water supply.

PW Ongoing $$ X X X
S-E.7.a Property Maintenance for Fire Control. Implement and enforce fire safety and vegetation management
requirements on private property, including taking
necessary fire prevention actions on undeveloped or
hazardous sites and recovering associated costs from
property owners. Provide comprehensive public
education for residents and businesses on defensible
space, vegetation management, landscaping practices,
and fire hazard reduction strategies.

RVF Short $ X X
S-E.7.b Community Education. Educate residents and
businesses on the Town's vegetation management
practices, including fire safety, landscaping installation and maintenance, and fire hazard reduction strategies.

RVF Ongoing $ X
S-E.9.a Grazing for Fuel Management. Continue to consider grazing in open space for grass/light fuel maintenance. PW Ongoing $$$ X X Implementation Plan 66
560
Noise
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
N-A.1.a Action N-A.1.a: Acoustical Study Requirements.

Require acoustical studies for development projects
subject to discretionary review that may be exposed to
or create noise levels exceeding the Noise and Land Use Compatibility Guidelines. Identified noise control
measures shall ensure compliance with applicable
standards, including maintaining interior noise levels of 45 dBA Ldn or lower for new residential uses.

CDD Ongoing $ X
N-A.1.b Landscaping Equipment Noise. Advance and
implement regulations to limit noise from landscaping
equipment, such as quiet hours, and continue to
enforce the Town’s ban on gas-powered landscape
equipment.

PW/
CDD Ongoing $ X X
N-A.1.c Noise Ordinance Updates and Objective Noise
Standards. Review and update the Town’s Noise
Ordinance within five years of General Plan adoption to establish clear, objective noise limits for residential, commercial, and mixed-use areas, including temporary
construction noise. Apply these standards through the
development review and permitting process by
incorporating appropriate conditions of approval for
noise-generating activities and equipment, and enforce
the standards once projects become operational.

CDD Short $$$ X X
General Financing Action
Implementation Plan 67
561
Noise
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
N-A.4.a Construction Noise Limits and Mitigation Measures .

Enforce limitations on construction hours and require
feasible noise-reduction measures, such as sound
barriers, muffled and properly maintained equipment,
and other appropriate technologies, through the
development review process. For CEQA analyses, use a
12 dBA increase as the temporary construction noise
threshold of significance.

CDD Ongoing $ X
N-A.4.b Construction Notification and Noise Management
Plans. Require project applicants to provide advance
notice of construction to nearby residents and
businesses, including timelines, allowable construction hours, and contact information. Develop guidelines for
notice content and distribution. Require major projects to prepare Construction Noise Management Plans
detailing monitoring and noise-reduction strategies.

CDD Ongoing $ X
N-A.5.a Vehicle Code Noise Enforcement. Enforce the
California Vehicle Code provisions related to excessively loud vehicles operating on Town streets.

POL Ongoing $ X
N-A.5.b Pavement and Street Design. Evaluate the use of roadway surfacing materials or other treatments that
reduce traffic noise along arterial and collector streets.

PW Long $$$$$ X X
Implementation Plan 68
562
Noise
Resources
No. Action
Lead Dept.

Timing
Cost Range
New CIP
Operating Budget
Other Financing
Ordinance or
other Legislation
Study, Plan or
Program
Capital Improv.

Guidelines,
Standards or
Monitoring
Interagency
Coordination
Development
Review
Public Education
& Outreach
General Financing Action
N-A.5.c Sound Barriers and Alternatives. Discourage sound walls where alternative measures, such as berms,
landscaping, or building placement, can effectively
reduce noise. Where sound walls are necessary, require
aesthetically compatible design, appropriate screening, regular maintenance, and measures to minimize sound
reflection.

CDD Ongoing $ X X
Implementation Plan 69
563
Attachment 2
564
Attachment 2.a
565
Heidi Scoble, Community Development Director
Town of San Anselmo
525 San Anselmo Ave.

San Anselmo, CA 94960
RE: DEIB Audit of Draft General Plan
Dear Ms. Scoble:

This proposal outlines professional consulting services to prepare a high-level audit of Diversity, Equity, Inclusion, and Belonging (DEIB) principles, goals, policies, and actions in the Town’s draft General Plan. The purpose of this audit is to identify strengths, gaps, and opportunities for improvement, and to ensure alignment with best practices and community priorities. The proposal includes the following tasks:

TASK 1: Review applicable documentation, including the draft General Plan, the adopted Housing Element, relevant surveys, meeting videos, and summaries from the Racial Equity Committee (REC) and the General Plan Advisory Committee (GPAC).

TASK 2: Meet with staff and conduct interviews with up to four REC or GPAC members to understand San Anselmo’s unique conditions, challenges, opportunities, and aspirations related to DEIB.

TASK 3: Conduct an analysis of principles, goals, policies, and actions related to DEIB in the draft General Plan and the adopted Housing Element. Identify how these respond to previous REC and GPAC comments and how they incorporate best practices. Recommend modifications and additions as appropriate.

TASK 4: Prepare a draft memo summarizing findings and recommendations. Meet with staff and the General Plan consultant team to review the memo and revise as necessary.

TASK 5: Prepare a presentation and present findings and recommendations to the Town Council.

Tasks 1–4 could be accomplished within one month of executing a professional services agreement. A “not-to-exceed” budget for the above tasks is 60 hours, for a total of $9,900 at an hourly rate of $165.

I have included my resume as part of the present proposal.

Sincerely,
Ricardo G. Huerta Niño
Independent Consultant
[email protected]
(510) 409-9646
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EXECUTIVE SUMMARY
Successful and impactful independent consultant advancing equity-centered systems change across government, nonprofit, and foundation sectors. Proven success stewarding multimilliondollar funds, scaling regional collaboratives, and aligning investments with community priorities in housing, transportation, climate resilience, and inclusive growth. Skilled in trust-based community development, equitable engagement, and participatory governance.

San Francisco Foundation
Director, Great Communities Collaborative 07/2021 – Present A pooled-fund initiative focused on housing, transportation, land use, & climate.

Ushered a strategic shift to collaborative capacity building in under-resourced areas for local and regional equitable and sustainable policies and community development.

Raised over $1M annually from regional and statewide foundations Developed key partnerships with funders, non-profits, public and private sector leaders to identify, implement, and leverage policy and financing strategies.

Developed regional capacity-building and advocacy training conferences focused on collaboration, collective impact, shifting local policy landscape, and local leadership

EXPERIENCE

CORE COMPETENCIES
Visionary Leadership: Proven executive management, leading strategic impactful plans.

Adept Communicator: Successful interpersonal, problem-solving, & public speaking skills.

Strategic Collaborator: Impactful solutions-oriented, collective impact models for change.

DEIB Expert: Equity-centered, transformative, strategic partnerships and capacity-building.

Progressive Planner: Influential impact on general plans, housing, DEI, and transportation.

KEY AREAS OF PRACTICE, RESEARCH, & EXPERTISE
Urban Planning: Housing, Transportation, Land Use, Climate Resilience, Sea Level Rise, Community Development, Neighborhood Specific Plans, General Plans, and DEI Elements.

Equity, Diversity, Inclusion, & Belonging in urban planning and community development.

Urban Planning Curriculum for Resident Capacity Building and Community Engagement Multi-Sector Collaboratives: Building public, private, nonprofit, philanthropic partnerships.

Ricardo G. Huerta Niño, MCP, PhD
The City of Oakland, Mayor’s Office
Policy Director for Collective Impact 11/2016 – 06/2018 Led citywide equity-focused, outcomes-driven, multi-sector, multi-governmental collaborative initiatives, centering “health, wealth, housing, education, and safety.” Directed Oakland’s work in Harvard’s Education By All Means and Obama Foundation’s My Brother's Keeper – city-wide collaboratives for collective impact on children & youth.

The Unity Council – A Community Development Corporation Director of Planning and Strategic Partnerships 03/2015 – 11/2016 Developed critical strategic partnerships among grantmakers, academics, and community organizations to raise the organization’s profile, collaborate across sectors for impact.

Provided expertise in organizational and fund development strategies that improved capacity, infrastructure, influence, landscape presence, outreach, and educational efforts.

Faculty Positions
UC Berkeley 2014-Present
Chancellor’s Public Scholar
City & Regional Planning
Global Poverty & Practice
San Francisco State Univ.

Urban Studies & Planning
Peralta City Colleges
Ethnic & Latino Studies
Education
PhD, City & Regional Planning
MCP, City & Regional Planning
MA, International & Area Studies
UC Berkeley
MA. Latin American Studies
Stanford University
BA, Latin American Literature
BA, Native American Studies
UC, Davis
Pronouns: He, him
(415) 577-7358
[email protected]
Bit.ly/RicardoPlanning
Contact
567
Smart Growth California
Co-Chair
American Planning Assoc.

Latinos in Planning (APA)
African American Latino
Action Alliance
Member 2016–2024
Blue Endeavors
Youth Ocean Conservation
Ambassador, 2016-2023
Stanford Latino Alumni
Association Board,
Northern California
Member 2017-2020
National Association of
Latino Elected and
Appointed Officials
(NALEO) Member
2016–2018
Native Nations Institute
Strengthening Indigenous
Governance
University of Arizona
Other Earlier Consulting Clients (Partial List)
City of San Rafael General Plan 2040 and Housing Element 2018-2020 Kaiser Permanente -- Economic Development, Entrepreneurialism 2018–2019 The NIAM Group -- OUSD Community Engagement, Research, Equity 2014-2016 Insight Center for Community Development -- Economic Development 2014–2016 Goldman Environmental Prize-- Interim Program Officer 2003-2006 Open Society Institute -- Immigrant & Refugee Rights, Criminal Justice 1998-2002 Spanish interpreter
CPR Certified
SCUBA certified
Mentor to students &
early career professionals.

City of San Rafael, Community Engagement 12/21 – 01/23
Design and implement strategic efforts for community engagement and capacitybuilding for community-orientated transportation design, practices, and policies.

Use a collective impact approach to community power- and leadership building.

African American & Latino Action Alliance 6/20 – 6/23
Project Director for the multiracial collaborative of community leaders in Oakland working on health, housing, economic development, public safety, and community development. Provide leadership, administration, organizing, and expertise.

Canal Alliance, San Rafael 10/19 – 05/21
Design and implement strategic efforts for a range of projects and public-privatenonprofit collaboratives on topics including affordable and low-income housing, the development of a Neighborhood Specific Plan, climate change adaptation & resilience. Key role in the Marin County Pandemic & Latinos Policy Task Force.

Town of Tiburón, Consultant for DEI Element 03/22 – 06/23 Design and implement strategies that support the Diversity & Inclusion Task Force in developing a framework for the Diversity, Equity, & Inclusion Element of the General Plan. Conduct outreach, review public input, and develop goals, policies, and programs for the DEI Element. Write and present the DEI Element to Town Council.

Transportation Authority of Marin 2/21 – Present
Senior Advisor for Transportation Equity & Community Engagement Design and implement strategic efforts for community engagement and capacitybuilding for community-orientated transportation design, practices, and policies.

Use a collective impact approach to community power- and leadership building.

County of Marin, Sea Level Rise Governance 4/24 – Present Consultant for Urban Planning, Capacity Building, and Sea-Level Rise Design and implement strategic efforts for community and nonprofit capacitybuilding and engagement in a county-wide sea level rise adaptation plan, working with county agencies, city governments, and county leadership.

Marin Transit: Electric Bus Infrastructure 5/25 – Present Consultant for Urban Planning, Capacity Building, and Transportation Design and implement strategic efforts for community and nonprofit capacitybuilding, engagement, and outreach related to a local transit infrastucture projects.

Ricardo G. Huerta Niño
Affiliations
INDEPENDANT CONSULTANT: CURRENT CLIENTS
INDEPENDANT CONSULTANT: PREVIOUS CLIENTS
Skills & Interests
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Attachment 2.b
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Submitted

03.09.26 Proposed Scope of Work
for
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The Justice Collective (TJC) is honored to engage with the Town of San Anselmo, a municipality whose commitment to sustainability, inclusion, and equity align deeply with our own values and mission.

TJC is a cross-sector social impact consultancy founded in 2015 in Oakland, CA and led by Lena Carew and Ellie Tumbuan, 100% women of color owned. With interdisciplinary expertise spanning racial equity strategy, organizational development, training, and executive leadership development, we partner with public agencies, nonprofits, and mission-driven organizations to build lasting internal capacity for equity and inclusion.

Our approach goes beyond awareness. We work alongside organizations to align workplace culture, policies, and systems, translating values into operational reality. Through customized assessments, facilitated training sessions, executive coaching, and strategic advising, we help leadership teams and staff develop the tools, language, and frameworks needed to drive equitable outcomes from the inside out.

We are proud to have been referred to Town of San Anselmo by Marin County community members, who know us as trusted culture change and organizational development strategists who believe in centering community in public service. That trust speaks to what we believe every client relationship should be built on: results, accountability, and genuine partnership.

Our approach centers racial equity not as an add-on, but as the organizing principle of everything we do. We lead with our core values of Abundance, Collaboration, Radical and Empathetic Leadership, and Transformation, each grounded in our commitment to EQUITY and JUSTICE. Our goal is to ensure that Town of San Anselmo's vision for equity is realized through our collective work, starting with your people, strengthening your organization, and extending your influence as a municipality positioned for a sustainable, inclusive future.

LEVERAGING THE POWER OF US
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Our Approach
We address inequity and each of its complex and interconnected levels.

STRUCTURAL

INTERNALIZED

INTERPERSONAL

CULTURAL

INSTITUTIONAL
Our Vision
Our vision is a liberated world in which we work together to uphold equitable systems. A liberated world requires that the conditions exist for self-determination and prosperity irrespective of race, gender, class, sexual orientation, ability, or nationality. Power is equitably distributed, leadership is empathetic, and justice is a collective responsibility.

Our Mission
We are driven to transform organizations by unlocking and uplifting the abundance within
Radical & Empathetic Leadership
Each of our values are integrated into our central organizing principles of EQUITY and JUSTICE
Abundance Collaboration Transformation
Our Values
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About the Facilitators
Ellie Tumbuan is co-founder and Managing Partner of The Justice Collective. She brings nearly 30 years of experience guiding a team of consultants who have served over 200 clients since 2015, with a focus on executive leadership development, organizational culture, and equity strategy.

Ellie Tumbuan, MPA
4 An interdisciplinary strategist and coach, Ellie works with executives and their teams to build confidence in leading and sustaining equity over the long term. Her client outcomes include diversification of leadership and talent pools, stronger cultures of accountability and psychological safety, and greater transparency in decision-making. She leads TJC's engagements with public sector partners including the Contra Costa Health Services, the University of Chicago Department of Medicine, City of San José, County of San Mateo, Santa Cruz County Regional Transportation Commission, and the County of Marin, among others. Ellie holds an MPA from San Francisco State University and has published original research in Government Information Quarterly.

Lena Carew, M.Ed.

Lena Carew is co-Founder and Managing Partner of The Justice Collective alongside Ellie Tumbuan. With over two decades of experience in equity strategy, education policy, and organizational development consulting, Lena specializes in developing learning initiatives and training programs that drive equitable systems change.

Lena serves as Principal for the California Department of Social Services' Racial Equity and Implicit Bias Statewide Initiative, leading equity training programs for managers, supervisors, and staff across all 58 counties. She leads Boards and Commissions engagements with Sonoma County and Main County, and Workforce Development initiatives with San Mateo County and Sonoma County. Lena currently serves the San Francisco business community as Second Chair of the Leadership Forum for Women Business Enterprise Council-Pacific (WBEC). She holds a B.S. in Business Administration from UC Berkeley and a Master's in Education from the University of Michigan.
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Understanding of the Project
San Anselmo has made a commitment to diversity, equity, inclusion, and belonging.

From the Guiding Principles that open its General Plan to the detailed policies woven across its Land Use, Circulation, Parks, Housing, and Sustainability elements. The upcoming adoption and ensuing discussions of the General Plan is a critical moment to ensure those commitments are not only stated but substantive, actionable, and grounded in best practice.

The Town is seeking a focused, high-value engagement in the form of a sharp-eyed audit that surfaces real gaps, identifies concrete opportunities, and produces materials that inform and inspire both staff and Council. The Justice Collective is uniquely positioned to deliver exactly that.

Why The Justice Collective
A 100% Women of Color-Owned Consultancy with Deep Bay Area and Marin County Roots. Founded in Oakland in 2015 and led by Lena Carew and Ellie Tumbuan, The Justice Collective (TJC) is a cross-sector social impact consultancy that has served over 200 clients across the public, nonprofit, and private sectors. Our expertise spans racial equity strategy, policy analysis, organizational development, and training, and our work is always oriented toward one goal: translating values into operational reality.

Our presence in the North Bay is not incidental. Lena Carew leads active Boards and Commissions engagements with both Sonoma County and Marin County, and Ellie Tumbuan leads many of TJC’s other government sector engagements, including equity work with the County of Marin from 2019 through late 2024, County of San Mateo, City of San José, and Contra Costa Health Services, among others. We understand the political and cultural landscape of Marin municipalities, including the particular tension between the aspirations communities articulate in planning documents and the capacity and will to operationalize them. We bring that lens to this work without judgment and with genuine commitment to helping San Anselmo close the gap.

Proposal:

DEIB Policy Audit of the Draft
General Plan 2045
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The Specific Opportunity
We have reviewed San Anselmo's Draft General Plan 2045 at a high level and its adopted Housing Element. We are familiar with the DEIB-relevant provisions already present, including Section 1.9 (DEIB Introduction), Goal LU-H (Equitable Governance), Housing Program 9.1 (Affirmatively Furthering Fair Housing), the equity-oriented sustainability actions, and the Plan's Glossary definitions of Belonging, Equity, Inclusion, and Universal Design. We can quickly and credibly assess where language is aspirational but lacks implementation teeth, where key populations are named but not centered, and where cross-element consistency is missing.

Public Sector Policy Literacy
TJC's work with public agencies, including the California Department of Social Services' Racial Equity and Implicit Bias Statewide Initiative, spanning all 58 counties, means we are fluent in the policy frameworks, legal constraints, and governance dynamics that shape what municipalities can and should do. We know how to make recommendations that are bold enough to matter and grounded enough to implement.

Proposal:

DEIB Policy Audit of the Draft
General Plan 2045
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Our approach centers racial equity as the organizing principle through which we review every element of the Plan. We apply TJC's multi-level equity framework: examining structural, institutional, cultural, interpersonal, and internalized dimensions to assess whether the Plan's commitments operate at a level deep enough to produce real change.

Phase 1
● Project Kickoff A one-hour kickoff call to align on priorities, clarify political context, and confirm framing and audience for all deliverables. ● Document Review and Gap Analysis Ellie and Lena will conduct a structured review of the Draft General Plan against an established DEIB policy framework, examining the following components including but not limited to:
● Representation and Recognition: Are all protected classes, historically marginalized groups, and relevant community demographics named and meaningfully addressed? (Race/ethnicity, disability, age, income, immigration status, language access, gender/LGBTQ+, indigenous communities)
● Equity vs. Equality framing: Does the Plan distinguish between uniform treatment and meeting people where they are?
● Actionability: Do equity-oriented goals have corresponding, implementable policies and actions, or do they remain aspirational?
● Cross-element consistency: Are DEIB principles integrated throughout all elements, or siloed in Section 1.9 and the Housing Element? ● Community engagement: Does the Plan reflect and commit to inclusive, multilingual, and accessible public participation?
● Implementation and accountability: Are there metrics, timelines, responsible parties, or review mechanisms tied to equity commitments? Approach and Scope
Detail
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Phase 2
Deliverable 1:

Memo/Report A concise, well-organized memo structured as:
● Executive Summary
● Strengths: what the Plan does well on DEIB
● High Level Gaps and Areas for Strengthening
● Recommended Policy Enhancements and Additional Language ● Written for both staff and Council: clear, direct, and accessible.

Deliverable 2:

Council Presentation and Facilitator's Guide: A polished slide presentation summarizing findings and framing recommendations as clear choices and opportunities for the Town.

Schedule
The following milestones and activities are planned for the month of March and early April 2026:

The initial project kickoff call, Draft Memo delivered for client review, Client feedback on Memo, Final Memo delivered, Draft Slide Deck delivered, Client feedback on Slides, Final Slides delivered, and Town Council Meeting Presentation.

Our team is ready to begin upon contract execution.

Approach and Scope
Detail
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Budget
Not-to-Exceed: $17,000, which includes planning and kickoff meeting/call, document review and gap analysis, first and final drafts of the memo and slide deck, incorporation of client feedback, and live presentation. All travel, printing, and incidental costs are included within the not-to-exceed figure.

Closing
San Anselmo has done thoughtful and intentional work to embed equity into its General Plan vision. Our role is to help the Town ensure that vision holds up: that it is comprehensive, consistent, and credible, and to equip Council and staff to speak to it with authority to its Council and Community.

We bring to this engagement not just analytical expertise but genuine investment in Marin County's regional equity journey. This is our community too.

The Justice Collective Ellie Tumbuan, Co-Founder and Managing Partner [email protected] | thejusticecollective.com Budget
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From our past and present client-partners:

Working with TJC means collaborating with the brilliant and fierce minds to be an active part of solving problems for companies that are ready to level up.

And doing this while having ridiculous fun and connecting.

Working with TJC was a deeply engaging and rewarding experience. They were patient and responsive to our unique institutional needs, and they were professional, intentional and exposed us to new organizational resources.

The experience was transformational, both individually and as a group, and galvanized our journey in centering racial equity in all facets of our organization. Though a work in progress, we approach it with a sense of humility and from a position of learning. Thank you, The Justice Collective.

We have often talked about the head and the heart work, and TJC has expanded on that for us and given us a really rich framework for thinking about that.
“
“
“
“
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PROPOSAL FOR SERVICES TO TOWN OF SAN ANSELMO
www.RacallyConsciousCollaboration.com
Overview
Racially Conscious Collaboration™ will conduct a high-level, rapid, structured racial and intersectional equity policy review of the Draft General Plan and adopted Housing Element for the Town of San Anselmo. The review will identify strengths, priority gaps, and policy refinements that can be incorporated prior to Council deliberation.

Deliverables include a written memorandum and a Council presentation.

Purpose and Approach
This engagement applies a racially grounded, intersectional governance lens to assess how equity commitments are articulated and operationalized across policy domains.

The review will evaluate:
• Clarity of racial equity commitments and intersectional impact • Alignment between policy language and implementation mechanisms • Relevance regarding historically marginalized communities • Presence of measurable accountability structures
• Opportunities to strengthen internal alignment
While diversity, equity, inclusion, and belonging principles appear throughout the Plan, this review centers racial equity as a primary analytic lens, recognizing that racial disparities often underlie inequities in housing, community engagement, land use, transportation, environmental exposure, and economic opportunity. The analysis will examine how race intersects with other identity dimensions and structural factors, such as gender, disability, age, language access, and socioeconomic status, where relevant to policy design and implementation.

Scope is limited to equity integration and policy alignment and does not constitute a legal compliance review.

Scope and Deliverables
Document Review
• Draft General Plan 2045
• Adopted Housing Element
• Relevant Racial Equity Committee materials
Findings will cite specific plan sections and organize recommendations by policy clarity, implementation alignment, and measurement considerations.

Written Memorandum
An 8 to 10-page memorandum including:
• Executive Summary
• Key Strengths
• Key Gaps
• Immediate Priority Policy Refinement Recommendations
• Insights for Structural Alignment Considerations
Recommendations will be presented in a ready-to-use format, identifying suggested insertion points and rationale.

Council Presentation
• Slide presentation, up to 15 slides
• One Council presentation of up to 90 minutes, including discussion 581

PROPOSAL FOR SERVICES TO TOWN OF SAN ANSELMO
Timeline
Work will begin upon authorization.
• Draft memorandum within 7 to 10 business days
• Final memorandum prior to the March 10 Council discussion • Presentation at a mutually agreed meeting
Assumes access to current documents, a designated point of contact, and one revision round.

Professional Fee
$10,000 Professional Fee
Aligned with the Town’s stated budget parameters.

Includes document review, memorandum preparation, slide development, one Council presentation, and one revision round.

Qualifications
Dr. Tony Hudson is President and Founder of Racially Conscious Collaboration™, a national consulting firm specializing in racially grounded and intersectional analysis, structural change assessment, and leadership and organizational development advisory services across organizations and public systems.

The firm supports cities, counties, health care systems, school districts, philanthropic foundations, marketing firms, and associations, among others, in aligning policy frameworks and accountability structures with measurable racial equity outcomes.

Dr. Hudson developed the Racially Conscious Collaboration Tool™ for normalizing healthy racial dialogue and action and the Six Hallmarks of Effective Anti-Racist Leadership and Organizations™, structured frameworks that guide scalable assessment, policy review, and effectiveness analysis across leadership, teams, organizational cultures, and public systems.

Relevant engagements include:
• City of Saint Louis Park, Minnesota: Conducted organizational assessment informing restructuring of the Office of Equity and Inclusion.
• Hennepin County Public Health, Minnesota: Engaged to conduct a comprehensive equity-centered organizational assessment within a large public health system. • National Association of Child Life Professionals, Maryland: Conducted a mixed-method readiness and strategic alignment assessment, informing governance and long-term planning.

Dr. Hudson holds a doctorate in organizational change leadership and brings over fifteen years of consulting experience guiding institutions through equity-centered structural transformation, after successfully leading similar efforts within public systems.

Respectfully submitted,
Dr. Tony Hudson, Ed.D.

President & Founder
Racially Conscious Collaboration™
Email: [email protected]
Website: www.RaciallyConsciousCollaboration.com
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Outlook
Comment on General Plan Item 2.2
From McKitterick, Nate <[email protected]> Date Sun 3/8/2026 3:48 PM
To Town Council <[email protected]>
CAUTION: This email may be coming from a Spoofed Sender! Please verify with the original sender that this is legitimate.

CAUTION: External Sender
Hello! I am writing to object to Section 10, Noise, and in particular figure N-3 and the Goals, Policies, and Actions, as it relates to residential property zones in Town, as it appears to materially weaken the longstanding Noise Ordinance in material ways for San Anselmo residents. My ask is that the noise standards incorporate the current and longstanding standards in our Municipal Code, if not aspirationally direct the Town to improve on them.

San Anselmo already has a detailed noise ordinance: Municipal Code section 4-7.104. For R-1 and R-2, it sets three noise limits: 55 dB between 7 a.m. and 7 p.m., 50 dB between 7 p.m. and 10 p.m., and 45 dB between 10 p.m. and 7 a.m. This General Plan section is anything but “General” and would rewrite that ordinance. My concern is that the Town Council will not be allotting the time to understand what is being proposed. For example:
-Figure N-3, suggesting that 60 dB is “normally acceptable” for a San Anselmo residential properties, is questionable. I encourage someone on the Town Council who lives in a typical San Anselmo home—small lots, single pane windows, older construction—to volunteer for a demonstration of 50-60 dB at the property line at different times of day, and see if the Council finds it to be either “normal” or “acceptable.” When your neighbor proposes a “new land use” of, say, a 28,000 kwH industrial-sized generator near your property line, as has been tried in Town, how will you feel?
-Policy N-A.2 only applies to “permanent” noise sources. There is accepted science that intermittent noise sources can be more harmful than constant background noise sources. -Noise science also has differentiated different types of noise as being more disturbing over others, even at the same dB.

A General Plan is like a constitution, and becomes the guiding document for future legislative revisions. In fact, the General Plan is a controlling document, and the Town will be expected to rewrite ordinances to be in compliance with the General Plan. I haven’t read the rest of the proposed General Plan, but my greater concern is that the same issue may be present in other elements.

When I was a Planning Commissioner, we redid an element of the General Plan every few years. We were careful to leave it *general*. It could and should be aspirational, and guide/direct future decision making. But we did not want to dictate to future governing bodies the *precise* standards or manner that they might choose to reach the mandated goals. I 583
recommend our Town Council take a similar approach here. Future bodies will have the time to study problems in depth, and receive public comment on proposed matters or changes to law to be consistent with General Plan goals.

I am out of the country on Tuesday, otherwise I would have showed up to talk about this in person. Thank you for your service!
Nate McKitterick
100 Alder Ave
San Anselmo, CA
650-787-7478
E: [email protected] / O: 650-833-2394 / M: 650-787-7478 The information contained in this email may be confidential and/or legally privileged. It has been sent for the sole use of the intended recipient(s). If the reader of this message is not an intended recipient, you are hereby notified that any unauthorized review, use, disclosure, dissemination, distribution, or copying of this communication, or any of its contents, is strictly prohibited. If you have received this communication in error, please reply to the sender and destroy all copies of the message. To contact us directly, send to [email protected]. Thank you.
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Item #:2.3

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 2.3
MEETING DATE: March 10, 2026
AGENDA TITLE: Public Hearing to Adopt an Ordinance to Repeal Title 9, Chapter 23, Sales of Residential Property: Reports
of Residential Building Records. The proposed
Ordinance is exempt from review under the California
Environmental Quality Act (CEQA) pursuant to the
“common sense” exemption, CEQA Guidelines section
15061(b)(3)
FROM: Community Development Department
RECOMMENDATION:

1. That the Town Council hold a public hearing and consider the attached Zoning Ordinance Amendments to Title 9 “Building Regulations”, Chapters 23, “Sales of Residential Property: Reports of Residential Building” and making the associated CEQA exemption findings (see Attachment 1).

2. Motion to read the attached Ordinance by title only. The Town Manager will read the full title of the Ordinance.

3. Motion to approve the first reading of the Ordinance Amendments and waive future readings in their entirety.

BACKGROUND/DISCUSSION
In response to Town Council interest in the Town’s Report of Residential Building Records program, the Council received a staff report at its February 24, 2026 meeting (Agenda Item No. 2.2). The presentation provided an overview of the program’s regulatory history and current procedures, a comparison of San Anselmo’s regulations with those of other jurisdictions, and potential alternatives for Council consideration.

At its February 24, 2026 meeting, the Town Council voted 3–2 to direct staff to prepare an ordinance repealing the current regulations, which are codified in San Anselmo Municipal Code Chapter 23 of Title 9.
1 1https://library.municode.com/ca/san_anselmo/codes/code_of_ordinances?nodeId=TIT9BURE_CH23SA REPRREREBURE_9-23.07INFE
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Item #:2.3
During deliberations, Councilmembers discussed concerns regarding the cost, complexity, and time required to conduct inspections and prepare the associated reports.

Councilmembers voting in favor of repeal cited these factors, as well as potential duplication or redundancy with services already provided within the real estate industry and they questioned the overall value of continuing the program. Councilmembers voting in opposition to repeal expressed support for maintaining the program, emphasizing consumer protection and safety considerations, as well as preservation of the Town’s housing stock.

Consistent with Council direction, a draft Ordinance (Attachment 1) has been prepared to repeal the existing regulation.

In addition, during the same meeting, a Councilmember suggested consideration of an alternative approach under which the Report of Residential Building Records would be offered as an optional service. Under this model, buyers or sellers could request a summary of Town permit records associated with a property, and the report would be prepared on a fee-for-service basis designed to recover staff and administrative costs.

Should the Council wish to further explore this option, staff can return at a future meeting with a proposed policy framework outlining the scope of the optional report, processing procedures, cost recovery structure, and related administrative provisions. If directed, the optional program could be established by resolution.

FISCAL IMPACT
Repeal of the Report of Residential Building Records program will result in the elimination of associated fee revenue previously collected to support staff time and administrative costs related to inspections and report preparation. While the program was intended to recover costs, its repeal will reduce departmental revenue accordingly.

If the Council elects to consider establishing the report as an optional service, staff would seek policy direction regarding whether the program should be structured for full cost recovery or whether the Council wishes to subsidize a portion of the service through the General Fund.

GENERAL PLAN CONSISTENCY
The proposed repeal of the Report of Residential Building Records regulation is an administrative action related to local procedures and does not directly affect land use designations, development standards, or the intensity of land use permitted under the General Plan. As such, the action does not result in physical changes to the environment or alter the Town’s adopted land use policies. The repeal is therefore considered consistent with the General Plan, as it does not conflict with any specific goals, policies, or programs.
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Item #:2.3

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The proposed Ordinance is exempt from review under the California Environmental Quality Act (CEQA) pursuant to the “common sense” exemption, CEQA Guidelines section 15061(b)(3) because it can be seen with certainty that there is no possibility that the Ordinance Amendment will have a significant effect on the environment; there will be no changes to land uses, development intensities, or the rate at which development is expected to occur, and will therefore have no significant environmental effect.

The repeal of the regulations would have no impact on the Climate Action Plan.

ATTACHMENT
Attachment 1 – Proposed Ordinance
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