Agenda packet — San Rafael City Council, February 18, 2025 (part 2 of 2)

Table 3 summarizes recommended downtown San Rafael speed limits resulting from this study.

Each of these recommended speed limits constitutes a five-mph reduction in speed limit compared to existing conditions, with the exception of Second and Third Streets between Hayes Street and Hetherton Street, which would retain a 25-mph speed limit. These speed limits would also result in a generally contiguous 20 mph ‘zone’ in downtown that includes the east-west corridors of Mission Avenue, Fifth Avenue, and Fourth Street, as well as north-south streets west of US Highway 101 between Mission Avenue and Second Street.

These speed limit reductions, when considered in conjunction with other recent and planned infrastructure improvements in downtown San Rafael, are anticipated to create a safer and more inviting environment for all roadway users, including people walking, biking, and driving. The recommended speed limits are part of a comprehensive approach intended to improve traffic safety and slow vehicle speeds, helping to foster a more livable and accessible community.

10 January 2025 │
Table 3 Summary Table of Speed Limit Recommendations
Roadway Between
Current
Speed
Limit
85th
Percentile
Speed
Proposed
Speed
Limit
Comments

Mission Avenue H Street Hetherton
Street 25 27 20 From Engineering and Traffic Surveys
for the City of San Rafael
Fifth Avenue H Street Hetherton
Street 25 28 20 See Engineering and Traffic Survey
form in Appendix A
Fourth Street Marquard
Avenue
Hetherton
Street 25 N/A 20 From Engineering and Traffic Surveys
for the City of San Rafael
Third Street Hayes
Street
Hetherton
Street 25 N/A 25 Third Street has a prima facie speed
limit of 25 mph as per CVC 22352(b)
Second Street Hayes
Street
Hetherton
Street 25 32 25 From Engineering and Traffic Surveys
for the City of San Rafael
Second Street Marquard
Avenue
Hayes
Street 35 33 30 From Engineering and Traffic Surveys
for the City of San Rafael
H Street Mission
Avenue
Fourth
Street 25 23 20 See Engineering and Traffic Survey
form in Appendix A
G Street Mission
Avenue
Second
Street 25 23 20 See Engineering and Traffic Survey
form in Appendix A
F Street Fifth
Avenue
Latham
Street 25 21 20 See Engineering and Traffic Survey
form in Appendix A
Shaver Street Fourth
Street
Second
Street 25 N/A 20 Eligible for 20 mph speed limit in
accordance with CVC Section 22358.9
E Street Mission
Avenue
Second
Street 25 23 20 See Engineering and Traffic Survey
form in Appendix A
D Street Fifth
Avenue
First
Street 25 23 20 See Engineering and Traffic Survey
form in Appendix A
C Street Mission
Avenue
Second
Street 25 23 20 See Engineering and Traffic Survey
form in Appendix A
B Street Mission
Avenue
First
Street 25 N/A 20 Eligible for 20 mph speed limit in
accordance with CVC Section 22358.9
A Street Fifth
Avenue
Second
Street 25 N/A 20 Eligible for 20 mph speed limit in
accordance with CVC Section 22358.9
Lootens Place Fifth
Avenue
Third
Street 25 N/A 20 Eligible for 20 mph speed limit in
accordance with CVC Section 22358.9
Cijos Street Fourth
Street
Third
Street 25 N/A 20 Eligible for 20 mph speed limit in
accordance with CVC Section 22358.9
Lincoln Avenue Mission
Avenue
Second
Street 25 N/A 20 Eligible for 20 mph speed limit in
accordance with CVC Section 22358.9
Tamalpais Avenue Mission
Avenue
Second
Street 25 21 20 See Engineering and Traffic Survey
form in Appendix A
Source: Parametrix, 2025
11 References
California Assem. Bill 43, 2021-2022, Ch. 690, 2021 Cal. Stat.

California Manual for Setting Speed Limits, California Department of Transportation, 2014 California Manual on Uniform Traffic Control Devices for Street and Highways, California Department of Transportation, 2014
California Vehicle Code, §235, §515, §627, §22348 – 22358.9, §40802 Engineering and Traffic Surveys for the City of San Rafael, Prepared for the City of San Rafael, W-Trans, November 2024 Marin County Local Road Safety Plan, Transportation Authority of Marin, 2024 City of San Rafael AB 43 Strategy and Downtown Speed Limits City of San Rafael
January 2025 │
Appendix: Engineering and Traffic Survey
Forms
(next page)
Location:

Posted Limit: Weather:

Direction: Recorder: 13 0 0.0% 25 8 71.0%
Date: Day: 14 0 0.0% 26 5 76.0%
15 2 2.0% 27 5 81.0%
16 3 5.0% 28 4 85.0%
17 3 8.0% 29 5 90.0%
18 6 14.0% 30 4 94.0%
19 6 20.0% 31 2 96.0%
20 8 28.0% 32 2 98.0%
21 7 35.0% 33 1 99.0%
22 8 43.0% 34 1 100.0%
23 10 53.0% 35 0 100.0%
24 10 63.0% 36 0 100.0%
85th Percentile Speed:
15 to 34
18 to 27
ADT: Count Date:
5 years Land Use:
c/mvm 1.07 c/mvm
Signature:

Date:

VEHICLE SPEED DATA
Median Speed:

Both Sides
3,200
Adjacent land uses and facilities that generate high concentrations of bicyclists or pedestrians as per CA MUTCD Table 2B106(CA) include the presence of employment centers, retail, schools, religious facilities, areas of community significance such as City Hall and the public library, transit stops, sidewalks, and numerous controlled and uncontrolled marked crosswalks. This roadway segment exhibits an excessively high collision rate.

Number of Collisions:

Segment Length (mi):

Clear
DH
11/25/2024 Wednesday
40 Cumulative Percent
Fifth Avenue between 101 and H Street
City of San Rafael
Engineering and Traffic Survey
Sidewalk: Both Sides None
Configuration: 2-ln, Bi-Dir
9/19/2023
Commercial
Terrain:

Bike Lanes:

Flat

0.25 Parking Conditions:

Street Width (ft):

Calculated Collision Rate:

SpeedNumberCumulative PercentSpeedNumber
Average Speed:

Standard Deviation:
23 SUMMARY STATISTICS
% in Pace Speed:
10 mph Pace Speed:

Skew:

Speed Range:

Total Observed:

RECOMMENDATION
It is recommended to lower the posted speed limit by 5 mph along this roadway segment in accordance with the California Vehicle Code Section 22358.7(a)(2), after the date specified in Section 22358.7(c).

On the basis of an engineering and traffic investigation, as reported above, and in accordance with the provisions of the California Vehicle Code Sections 22348 through 22413, and pertinent provisions found in Sections 627, 22358, and 40802, a speed limit of 20 mph is hereby determined to be reasonable and appropriate for this street segment. 12/16/2024
25mph
Both
Statewide Avg Collision Rate:
34 6.26
23 28

4.35 100
73%
Time Period:

ANALYSIS INFORMATION

0.93 0
0 2
3 3
6 6
8 7
8 10
10 8
5 5
4 5
4 2
2 1
1 0
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 Location:

Posted Limit: Weather:

Direction: Recorder: 14 1 0.9% 26 0 99.1%
Date: Day: 15 4 4.3% 27 1 100.0%
16 6 9.5% 28 0 100.0%
17 4 12.9% 29 0 100.0%
18 10 21.6% 30 0 100.0%
19 12 31.9% 31 0 100.0%
20 10 40.5% 32 0 100.0%
21 20 57.8% 33 0 100.0%
22 19 74.1% 34 0 100.0%
23 16 87.9% 35 0 100.0%
24 9 95.7% 36 0 100.0%
25 4 99.1% 37 0 100.0%
85th Percentile Speed:
14 to 27
15 to 24
ADT: Count Date:
5 years Land Use:
c/mvm 1.07 c/mvm
Signature:

Date:

RECOMMENDATION
It is recommended to lower the posted speed limit by 5 mph along this roadway segment in accordance with the California Vehicle Code Section 22358(a).

2.64 100
95%
Time Period:

ANALYSIS INFORMATION

0.12 Average Speed:

Standard Deviation:
21 SUMMARY STATISTICS
% in Pace Speed:
10 mph Pace Speed:

Skew:

Speed Range:

Total Observed: Speed Number Cumulative
PercentSpeedNumber
City of San Rafael
Engineering and Traffic Survey
Sidewalk: Both Sides None
Configuration: 2-ln, Bi-Dir
11/7/2024
Residential
Terrain:

Bike Lanes:

Flat
-0.42
Parking Conditions:

Street Width (ft):

Calculated Collision Rate:

VEHICLE SPEED DATA
Median Speed:

Both Sides
9,200
Adjacent land uses and facilities that generate high concentrations of bicyclists or pedestrians as per CA MUTCD Table 2B106(CA) include the presence of transit stops and sidewalks.

Number of Collisions:

Segment Length (mi):

Clear
JJ
10/24/2024 Thursday
40 Cumulative Percent
H Street between Mission Avenue and Fourth Street
0 1
4 6
4 10
12 10
20 19
16 9
4 0
1 0
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
Location:

Posted Limit: Weather:

Direction: Recorder: 14 3 2.7% 26 4 98.2%
Date: Day: 15 7 8.9% 27 0 98.2%
16 5 13.4% 28 1 99.1%
17 10 22.3% 29 1 100.0%
18 14 34.8% 30 0 100.0%
19 14 47.3% 31 0 100.0%
20 16 61.6% 32 0 100.0%
21 13 73.2% 33 0 100.0%
22 9 81.3% 34 0 100.0%
23 7 87.5% 35 0 100.0%
24 3 90.2% 36 0 100.0%
25 5 94.6% 37 0 100.0%
85th Percentile Speed:
14 to 26
14 to 23
ADT: Count Date:
5 years Land Use:
c/mvm 1.07 c/mvm
Signature:

Date:

RECOMMENDATION
It is recommended to lower the posted speed limit by 5 mph along this roadway segment in accordance with the California Vehicle Code Section 22358(a).

3.14 100
88%
Time Period:

ANALYSIS INFORMATION

0.33 Average Speed:

Standard Deviation:
20 SUMMARY STATISTICS
% in Pace Speed:
10 mph Pace Speed:

Skew:

Speed Range:

Total Observed: Speed Number Cumulative
PercentSpeedNumber
City of San Rafael
Engineering and Traffic Survey
Sidewalk: Both Sides None
Configuration: 2-ln, Bi-Dir
11/7/2024
Residential
Terrain:

Bike Lanes:

Flat

0.41 Parking Conditions:

Street Width (ft):

Calculated Collision Rate:

VEHICLE SPEED DATA
Median Speed:

Both Sides
2,900
Adjacent land uses and facilities that generate high concentrations of bicyclists or pedestrians as per CA MUTCD Table 2B106(CA) include the presence of transit stops and sidewalks.

Number of Collisions:

Segment Length (mi):

Clear
JJ
10/24/2024 Thursday
40 Cumulative Percent
G Street between Northern Extent and Second Street
0 3
7 5
10 14
14 16
13 9
7 3
5 4
0 1
1 0
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
Location:

Posted Limit: Weather:

Direction: Recorder: 11 2 2.8% 23 2 98.6%
Date: Day: 12 2 5.6% 24 1 100.0%
13 2 8.5% 25 0 100.0%
14 7 18.3% 26 0 100.0%
15 5 25.4% 27 0 100.0%
16 5 32.4% 28 0 100.0%
17 7 42.3% 29 0 100.0%
18 8 53.5% 30 0 100.0%
19 9 66.2% 31 0 100.0%
20 11 81.7% 32 0 100.0%
21 6 90.1% 33 0 100.0%
22 4 95.8% 34 0 100.0%
85th Percentile Speed:
11 to 25
13 to 22
ADT: Count Date:
5 years Land Use:
c/mvm 1.07 c/mvm
Signature:

Date:

VEHICLE SPEED DATA
Median Speed:

Both Sides
N/A
Adjacent land uses and facilities that generate high concentrations of bicyclists or pedestrians as per CA MUTCD Table 2B106(CA) include the presence of transit stops and sidewalks.

Number of Collisions:

Segment Length (mi):

Clear
JJ
10/24/2024 Thursday
40 Cumulative Percent
F Street between Latham Street and Fifth Avenue
City of San Rafael
Engineering and Traffic Survey
Sidewalk: Both Sides None
Configuration: 2-ln, Bi-Dir
N/A
Residential
Terrain:

Bike Lanes:

Flat
-0.44
Parking Conditions:

Street Width (ft):

Calculated Collision Rate:

SpeedNumberCumulative PercentSpeedNumber
Average Speed:

Standard Deviation:
18 SUMMARY STATISTICS
% in Pace Speed:
10 mph Pace Speed:

Skew:

Speed Range:

Total Observed:

RECOMMENDATION
It is recommended to lower the posted speed limit by 5 mph along this roadway segment in accordance with the California Vehicle Code Section 22358(a).

3.22 100
90%
Time Period:

ANALYSIS INFORMATION

0.13 0
2 2
2 7
5 5
7 8
9 11
6 4
2 1
0 0
10 11
12 13
14 15
16 17
18 19
20 21
22 23
24 25
26 Location:

Posted Limit: Weather:

Direction: Recorder: 12 2 1.7% 24 9 94.0%
Date: Day: 13 1 2.6% 25 5 98.3%
14 4 6.0% 26 1 99.1%
15 6 11.2% 27 0 99.1%
16 14 23.3% 28 1 100.0%
17 15 36.2% 29 0 100.0%
18 12 46.6% 30 0 100.0%
19 14 58.6% 31 0 100.0%
20 12 69.0% 32 0 100.0%
21 9 76.7% 33 0 100.0%
22 6 81.9% 34 0 100.0%
23 5 86.2% 35 0 100.0%
85th Percentile Speed:
12 to 28
15 to 24
ADT: Count Date:
5 years Land Use:
c/mvm 1.07 c/mvm
Signature:

Date:

RECOMMENDATION
It is recommended to lower the posted speed limit by 5 mph along this roadway segment in accordance with the California Vehicle Code Section 22358(a).

3.29 100
88%
Time Period:

ANALYSIS INFORMATION

0.21 Average Speed:

Standard Deviation:
19 SUMMARY STATISTICS
% in Pace Speed:
10 mph Pace Speed:

Skew:

Speed Range:

Total Observed: Speed Number Cumulative
PercentSpeedNumber
City of San Rafael
Engineering and Traffic Survey
Sidewalk: Both Sides None
Configuration: 2-ln, Bi-Dir
11/7/2024
Commercial
Terrain:

Bike Lanes:

Flat

0.30 Parking Conditions:

Street Width (ft):

Calculated Collision Rate:

VEHICLE SPEED DATA
Median Speed:

Both Sides
3,900
Adjacent land uses and facilities that generate high concentrations of bicyclists or pedestrians as per CA MUTCD Table 2B106(CA) include the presence of employment centers, retail, a religious facility, transit stops and sidewalks.

Number of Collisions:

Segment Length (mi):

Clear
JJ
10/24/2024 Thursday
40 Cumulative Percent
E Street between Mission Ave and Second Street
0 2
1 4
6 14
15 12
14 12
9 6
5 9
5 1
0 1
0 11
12 13
14 15
16 17
18 19
20 21
22 23
24 25
26 27
28 29
Location:

Posted Limit: Weather:

Direction: Recorder: 11 2 1.9% 23 7 86.5%
Date: Day: 12 1 2.9% 24 2 88.5%
13 2 4.8% 25 6 94.2%
14 4 8.7% 26 2 96.2%
15 10 18.3% 27 2 98.1%
16 12 29.8% 28 1 99.0%
17 7 36.5% 29 1 100.0%
18 11 47.1% 30 0 100.0%
19 6 52.9% 31 0 100.0%
20 11 63.5% 32 0 100.0%
21 7 70.2% 33 0 100.0%
22 10 79.8% 34 0 100.0%
85th Percentile Speed:
11 to 29
14 to 23
ADT: Count Date:
5 years Land Use:
c/mvm 1.07 c/mvm
Signature:

Date:

VEHICLE SPEED DATA
Median Speed:

Both Sides
5,600
Adjacent land uses and facilities that generate high concentrations of bicyclists or pedestrians as per CA MUTCD Table 2B106(CA) include the presence of retail, sidewalks, on-street bicycle facilities, and transit stops. This roadway segment is on the City's high collision network according to the 2024 San Rafael Local Road Safety Plan.

Number of Collisions:

Segment Length (mi):

Clear

DH & SV
9/12/2024 Thursday
40 Cumulative Percent
D Street between Fifth Avenue and First Street
City of San Rafael
Engineering and Traffic Survey
Sidewalk: Both Sides Class III
Configuration: 2-ln, Bi-Dir
11/7/2024
Commercial
Terrain:

Bike Lanes:

Flat
-0.02
Parking Conditions:

Street Width (ft):

Calculated Collision Rate:

SpeedNumberCumulative PercentSpeedNumber
Average Speed:

Standard Deviation:
19 SUMMARY STATISTICS
% in Pace Speed:
10 mph Pace Speed:

Skew:

Speed Range:

Total Observed:
12/16/2024

RECOMMENDATION
It is recommended to lower the posted speed limit by 5 mph along this roadway segment in accordance with the California Vehicle Code Section 22358(a).

On the basis of an engineering and traffic investigation, as reported above, and in accordance with the provisions of the California Vehicle Code Sections 22348 through 22413, and pertinent provisions found in Sections 627, 22358, and 40802, a speed limit of 20 mph is hereby determined to be reasonable and appropriate for this street segment. 25mph
Both
Statewide Avg Collision Rate:
48 16.77
19 23

4.20 52
82%
Time Period:

ANALYSIS INFORMATION

0.28 0
2 1
2 4
10 12
7 11
6 11
7 10
7 2
6 2
2 1
1 0
10 11
12 13
14 15
16 17
18 19
20 21
22 23
24 25
26 27
28 29
30 Location:

Posted Limit: Weather:

Direction: Recorder: 14 1 1.0% 26 0 94.9%
Date: Day: 15 6 7.1% 27 3 98.0%
16 5 12.1% 28 0 98.0%
17 9 21.2% 29 0 98.0%
18 11 32.3% 30 0 98.0%
19 13 45.5% 31 2 100.0%
20 10 55.6% 32 0 100.0%
21 8 63.6% 33 0 100.0%
22 17 80.8% 34 0 100.0%
23 7 87.9% 35 0 100.0%
24 5 92.9% 36 0 100.0%
25 2 94.9% 37 0 100.0%
85th Percentile Speed:
14 to 31
15 to 24
ADT: Count Date:
5 years Land Use:
c/mvm 1.07 c/mvm
Signature:

Date:

RECOMMENDATION
It is recommended to lower the posted speed limit by 5 mph along this roadway segment in accordance with the California Vehicle Code Section 22358(a).

3.29 100
92%
Time Period:

ANALYSIS INFORMATION

0.25 Average Speed:

Standard Deviation:
20 SUMMARY STATISTICS
% in Pace Speed:
10 mph Pace Speed:

Skew:

Speed Range:

Total Observed: Speed Number Cumulative
PercentSpeedNumber
City of San Rafael
Engineering and Traffic Survey
Sidewalk: Both Sides Class III
Configuration: 2-ln, Bi-Dir
11/7/2024
Commercial
Terrain:

Bike Lanes:

Flat

0.70 Parking Conditions:

Street Width (ft):

Calculated Collision Rate:

VEHICLE SPEED DATA
Median Speed:

Both Sides
2,500
Adjacent land uses and facilities that generate high concentrations of bicyclists or pedestrians as per CA MUTCD Table 2B106(CA) include the presence of employment centers, retail, transit stops, sidewalks and on-street bicycle facilities. This roadway segment is on the City's high collision network according to the 2024 San Rafael Local Road Safety Plan.

Number of Collisions:

Segment Length (mi):

Clear

DH & SV
9/12/2024 Thursday
40 Cumulative Percent
C Street between Mission Avenue and Second Street
0 1
6 5
9 11
13 10
8 17
7 5
2 0
3 0
0 0
2 0
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
Location:

Posted Limit: Weather:

Direction: Recorder: 10 1 1.8% 22 3 96.5%
Date: Day: 11 1 3.5% 23 1 98.2%
12 2 7.0% 24 0 98.2%
13 2 10.5% 25 0 98.2%
14 4 17.5% 26 0 98.2%
15 4 24.6% 27 0 98.2%
16 7 36.8% 28 1 100.0%
17 9 52.6% 29 0 100.0%
18 7 64.9% 30 0 100.0%
19 8 78.9% 31 0 100.0%
20 4 86.0% 32 0 100.0%
21 3 91.2% 33 0 100.0%
85th Percentile Speed:
10 to 28
13 to 22
ADT: Count Date:
5 years Land Use:
c/mvm 1.07 c/mvm
Signature:

Date:

RECOMMENDATION
It is recommended to lower the posted speed limit by 5 mph along this roadway segment in accordance with the California Vehicle Code Section 22358(a).

3.20 52
89%
Time Period:

ANALYSIS INFORMATION

0.13 Average Speed:

Standard Deviation:
17 SUMMARY STATISTICS
% in Pace Speed:
10 mph Pace Speed:

Skew:

Speed Range:

Total Observed: Speed Number Cumulative
PercentSpeedNumber
City of San Rafael
Engineering and Traffic Survey
Sidewalk: Both Sides None
Configuration: 2-ln, Bi-Dir
11/7/2024
Residential
Terrain:

Bike Lanes:

Flat

0.32 Parking Conditions:

Street Width (ft):

Calculated Collision Rate:

VEHICLE SPEED DATA
Median Speed:

Both Sides
1,200
Adjacent land uses and facilities that generate high concentrations of bicyclists or pedestrians as per CA MUTCD Table 2B106(CA) include the presence of employment centers, retail, transit stops and sidewalks. This roadway segment is on the City's high collision network according to the 2024 San Rafael Local Road Safety Plan.

Number of Collisions:

Segment Length (mi):

Clear

DH & SV
9/12/2024 Thursday
30-36
Cumulative Percent
Tamalpais Avenue between Mission Avenue and
Second Street
0 1
1 2
2 4
4 7
9 7
8 4
3 3
1 0
0 0
0 1
0 0
SPEED
10 11
12 13
14 15
16 17
18 19
20 21
22 23
24 25
26 27
28 29
30 1
ORDINANCE NO. ______

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL REGARDING SPEED LIMIT CHANGE ON 24 SAN RAFAEL ROADWAY SEGMENTS PURSUANT TO SECTIONS 22357 AND 22358 OF THE CALIFORNIA VEHICLE CODE.

THE CITY COUNCIL OF THE CITY OF SAN RAFAEL DOES ORDAIN AS FOLLOWS:

DIVISION 1. FINDINGS.

WHEREAS, pursuant to Section 22357 of the California Vehicle Code, the City of San Rafael may determine that a speed limit greater than 25 miles per hour (mph) on certain streets would facilitate the orderly movement of vehicular traffic and would be reasonable and safe; and WHEREAS, pursuant to Section 22358 of the California Vehicle Code, the City of San Rafael may determine that a speed limit of 15 or 20 miles per hour (mph) on certain streets would facilitate the orderly movement of vehicular traffic and would be reasonable and safe; and WHEREAS, the existing speed limit on the roadway segments are listed below in Table 1 under Current Speed Limits; and
WHEREAS, engineering and traffic studies (E&TS) have been prepared for these roadway segments consistent with Section 627 of the California Vehicle Code and identify recommended maximum speed limits, and based thereon, the City’s acting Traffic Engineer has determined and recommended that the maximum speed limit on these streets should be changed to the following Proposed Speed Limits listed in Table 1 to facilitate the orderly movement of vehicular traffic, and would be reasonable and safe;
Table 1. Recommended Speed Limit Reductions
Roadway Segment
Current
Speed
Limit
Proposed
Speed
Limit
Mission Avenue (H Street to Hetherton Street) 25 mph 20 mph Fifth Avenue (H Street to Hetherton Street) 25 mph 20 mph Fourth Street (Marquard Avenue to Hetherton Street) 25 mph 20 mph Second Street (Marquard Avenue to Hayes Street) 35 mph 30 mph H Street (Mission Avenue to Fourth Street) 25 mph 20 mph G Street (Mission Avenue to Second Street) 25 mph 20 mph F Street (Fifth Avenue to Latham Street) 25 mph 20 mph
Shaver Street (Fourth Street to Second Street) 25 mph 20 mph E Street (Mission Avenue to Second Street) 25 mph 20 mph D Street (Fifth Avenue to First Street) 25 mph 20 mph
2 D Street (First Street to Antonette Avenue) 30 mph 25 mph C Street (Mission Avenue to Second Street) 25 mph 20 mph B Street (Mission Avenue to First Street) 25 mph 20 mph A Street (Fifth Avenue to Second Street) 25 mph 20 mph
Lootens Place (Fifth Avenue to Third Street) 25 mph 20 mph Cijos Street (Fourth Street to Third Street) 25 mph 20 mph Lincoln Avenue (Mission Avenue to Second Street) 25 mph 20 mph Tamalpais Avenue (Mission Avenue to Second Street) 25 mph 20 mph Andersen Drive (Francisco Boulevard West to Bellam Boulevard) 35 mph 30 mph Francisco Boulevard West (US-101 South Ramps to Rice Drive) 35 mph 30 mph Redwood Highway (Manuel T. Freitas Parkway to 4222 Redwood Highway)
35 mph 30 mph
Smith Ranch Road (Redwood Highway to East End) 35 mph 30 mph Civic Center Drive (Avenue of the Flags to Manuel T. Freitas Parkway)
30 mph 25 mph
Du Bois Street (Irwin Street to Woodland Avenue) 30 mph 25 mph

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN RAFAEL DOES ORDAIN AS FOLLOWS:

DIVISION 2. SPEED LIMIT ESTABLISHED.

The prima facie speed limit on the roadway segments are hereby decreased to the proposed speed limits listed in Table 1 and shall be effective when appropriate signs giving notice thereof are erected upon the street.

DIVISION 3. CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA).

The City Council finds that adoption of this Ordinance is exempt from the California Environmental Quality Act ("CEQA") pursuant to section 15061(b)(3) of the State CEQA Guidelines because it can be seen with certainty that there is no possibility that the adoption of this Ordinance or its implementation would have a significant effect on the environment (14 Cal. Code Regs. Section 15061(b)(3)).

DIVISION 4. SEVERABILITY.

If any section, subsection, sentence, clause or phrase of this Ordinance is for any reason held to be invalid, such decision shall not affect the validity of the remaining portions of this Ordinance. The Council hereby declares that it would have adopted the Ordinance and each section, subsection, sentence, clause or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses or phrases be declared invalid. 3 DIVISION 5. EFFECTIVE DATE; PUBLICATION.

A summary of this Ordinance shall be published and a certified copy of the full text of this Ordinance shall be posted in the office of the City Clerk at least five (5) days prior to the Council meeting at which it is adopted.

This Ordinance shall be in full force and effect thirty (30) days after its final passage, and the summary of this Ordinance shall be published within fifteen (15) days after the adoption, together with the names of those Councilmembers voting for or against same, in the Marin Independent Journal, a newspaper of general circulation published and circulated in the City of San Rafael, Marin County, State of California.

Within fifteen (15) days after adoption, the City Clerk shall also post in the office of the City Clerk a certified copy of the full text of this Ordinance, along with the names of those Councilmembers voting for or against the Ordinance.

THE FOREGOING ORDINANCE was first read and introduced at a regular meeting of the San Rafael City Council on the 18th day of February 2025, and was passed and adopted at a regular meeting of the San Rafael City Council on the 3rd day of March, 2025 by the following vote, to wit:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:
______________________
KATE COLIN, Mayor
______________________
LINDSAY LARA, City Clerk

CITY OF SAN RAFAEL

NOTICE OF PUBLIC HEARING BEFORE THE SAN RAFAEL CITY COUNCIL You are invited to attend the City Council hearing on the following project:

DATE/TIME: Tuesday, February 18, 2025, at 6:00 P.M.

LOCATION: City Council Chambers, City Hall, 1400 Fifth Avenue, San Rafael, CA 94901 PURPOSE:

INTRODUCE AN ORDINANCE AMENDING SAN RAFAEL SPEED ZONES TO CHANGE THE SPEED LIMITS ON 24 ROADWAYS IN SAN RAFAEL IN ACCORANCE WITH THE UPDATED ENGINEERING & TRAFFIC SURVEY AND CALIFORNIA VEHICLE CODE SECTIONS.

Conduct a public hearing on the ordinance regarding speed limit changes on 24 roadway segments in downtown San Rafael pursuant to sections 22357 and 22358 of the California Vehicle Code and pass the ordinance to print. The recommended speed limits are part of a comprehensive approach to improving traffic safety and slow vehicle speeds, helping to foster a more livable and accessible community.

The City of San Rafael is updating the Engineering & Traffic Surveys so the San Rafael Police Department can enforce by radar gun and so the speed limits can be upheld in court. State law requires jurisdictions to reverify posted speeds every seven years and up to 10 years if a review is performed by a registered engineer and a determination is made that there have been no significant changes to the roadway or traffic conditions. Of the roadway segments that were updated in this round, 24 roadways are proposed to have a speed limit decrease.

It has been determined that there is no possibility that adoption of the proposed ordinance will have a physical impact on the environment, therefore this project is exempt from environmental review under the California Environmental Quality Act (CEQA) under the common-sense exemption in 14 Cal Code Regs.

Section 15061.

WHAT WILL HAPPEN:

Staff will provide a presentation, members of the public can provide comments/questions, and the City Council will consider all public testimony, deliberate, and determine how to proceed with the recommendation provided by staff.

IF YOU CANNOT ATTEND:

You may submit comments regarding the proposed item by 4:00 p.m. the day of the hearing to Lindsay Lara, City Clerk, City of San Rafael, 1400 Fifth Avenue, San Rafael, CA 94901, or by email to [email protected]. You can also hand deliver a letter prior to the public hearing. The City Clerk’s office will forward your comments to the City Council and publish correspondence received to the agenda online. Comments received after 4:00 p.m. will be forwarded to the City Council and posted online the following day.

FOR MORE INFORMATION:

For additional information regarding the above, you can contact Lyn Lopez, Junior Engineer for the City of San Rafael at 415-485-3477 or [email protected]. Office hours are Monday-Friday, 8:30 AM to 5:00 PM. You can also view the staff report after 4:00 p.m. on the Friday before the meeting at https://www.cityofsanrafael.org/city-council-meetings/
/s/ Lindsay Lara
Lindsay Lara
City Clerk
City of San Rafael
To be published in the Marin IJ on: Friday, February 7, 2025.

Council Meeting: _______________________
Disposition: ___________________________
Agenda Item No: 6.a
Meeting Date: February 18, 2025

SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Police Department
Prepared by: Teresa Olson, Senior Management
Analyst II
David Spiller, Police Chief
City Manager Approval: ______________
TOPIC: POLICE ADVISORY AND ACCOUNTABILITY COMMITTEE ANNUAL REPORT 2024 SUBJECT: ACCEPT THE POLICE ADVISORY AND ACCOUNTABILITY COMMITTEE ANNUAL REPORT FOR 2024
RECOMMENDATION:

Staff recommends that the City Council accept the Police Advisory and Accountability Committee Annual Report.

BACKGROUND:

On June 5, 2023, the San Rafael City Council approved Resolution No. 15225, which established the Police Advisory and Accountability Committee (PAAC). The PAAC was created to foster trust between the community and the San Rafael Police Department (“Department” or “SRPD”), enhancing both transparency and accountability.

The Committee's main purpose is to provide insights that enhance public transparency and accountability within the San Rafael Police Department. It aims to increase community involvement in recommending policies, practices, and procedures related to policing, including community relations, hiring practices, and training standards.

On November 20, 2024, the PAAC was scheduled to review the draft 2024 Annual Report; however, the meeting was adjourned early due to technical difficulties. A Special Meeting was convened on December 4, 2024, at which time the PAAC was presented with the draft Annual Report, along with a red-lined version reflecting staff revisions made in response to feedback from both the Committee and the public.

During the Special Meeting, the Committee provided additional comments and feedback, and further suggestions were submitted to staff for consideration and incorporation into the final report.

The final draft of the report was presented to the PAAC during its meeting on January 15, 2025. Following a thorough discussion by Committee members and the opportunity for public comment, the report was reviewed and amended as necessary. After considering all input, the Committee accepted the report through a motion, thereby concluding the review process. ____________________________________________________________________________________

FOR CITY CLERK ONLY
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
The 2024 Annual Report, prepared in accordance with the PAAC bylaws, is provided in Attachment 1.

This comprehensive report offers an in-depth summary of the Committee’s activities during its inaugural year, highlighting the development of work plans, the range of training topics addressed, presentations delivered, and key recommendations put forward. The report also captures the current status of these recommendations, including detailed responses from SRPD staff. This report and recommendations are now presented to the City Council for consideration and potential action.

ANALYSIS:

The PAAC is focused on advancing transparency, accountability, and community involvement within the SRPD. The Committee’s mission is to provide valuable input on the development and refinement of SRPD’s policies, practices, and procedures, with particular emphasis on areas such as community relations, hiring practices, and training standards. In addition to improving transparency and accountability, the PAAC seeks to establish stronger lines of communication and collaboration between the Police Department and the community, fostering trust and shared responsibility for public safety.

The 2024 Annual Report, developed in compliance with section 1.3 of the PAAC bylaws, presents a comprehensive account of the Committee’s activities, accomplishments, and impact during its first year.

This report details the specific recommendations made by PAAC members, tracks the progress on their implementation, and provides a thorough overview of the ongoing initiatives designed to foster a stronger and more collaborative relationship between the SRPD and the community. Furthermore, the report emphasizes the Committee's strategic focus on promoting best practices in law enforcement, with a commitment to advancing transparency, accountability, and continuous improvement of police services.

Through robust community engagement and feedback, the PAAC aims to contribute to the development of policing practices that reflect the values and needs of the community it serves.

FISCAL IMPACT:

There is no fiscal impact associated with this report.

OPTIONS: The City Council has the following options to consider on this matter:

1. Accept the 2024 PAAC Annual Report

2. Direct staff to return with more information.

3. Take no action.

RECOMMENDED ACTION:

Staff recommends that the City Council accept the Police Advisory and Accountability Committee Annual Report.

ATTACHMENT:

1. 2024 PAAC Annual Report
2024 ANNUAL REPORT
Table of Contents
TABLE OF CONTENTS.................................................................................................. 1 EXECUTIVE SUMMARY................................................................................................. 1 STRUCTURE................................................................................................................... 1 COMMITTEE MEETINGS............................................................................................... 2 STAFFING UPDATES..................................................................................................... 3 COMMITTEE WORK ...................................................................................................... 3 COMMITTEE WORK PLANS .............................................................................................. 3 PRESENTATIONS AND SPEAKERS...................................................................................... 5 COMMITTEE RECOMMENDATION....................................................................................... 6 TRAINING, DEVELOPMENT, AND CONFERENCES .................................................. 13 ACKNOWLEDGMENTS AND FUTURE GOALS ......................................................... 15 1 Executive Summary
The Police Advisory and Accountability Committee (PAAC) is pleased to present the first annual report for the City of San Rafael. Established on June 5, 2023, through the adoption of Resolution No. 15225 by the San Rafael City Council, the PAAC aims to foster trust, enhance transparency, and improve accountability within the San Rafael Police Department (SRPD).

This inaugural report reflects our commitment to engaging the community in meaningful dialogue about policing practices and policies. It outlines activities over the past year, highlights key achievements, and emphasizes our ongoing efforts to ensure that community voices are integral to the decision-making process.

The Committee recognizes the importance of collaboration between the Police Department and the community it serves. The work is rooted in the belief that transparent, accountable policing is vital for building public trust and ensuring a safe and equitable environment for all residents and businesses.

This report provides an overview of our goals and objectives, a summary of initiatives and community engagement efforts, recommendations to the City Council, and a look ahead at the priorities we plan to pursue in the coming year.

Structure
Committee members must be residents of the City of San Rafael and pledge their commitment to impartiality, objectivity, and fairness. The PAAC aims to ensure that its membership is inclusive and representative of the community's diverse backgrounds.

This includes but is not limited to considerations of race, ethnicity, age, gender identity, sexual orientation, economic status, and various communities of interest.

To be eligible for membership, individuals must be at least 18 years old, except for one designated seat reserved for a youth member aged 17 to 26. Importantly, applicants are not required to possess specialized knowledge or skills to serve on the Committee.

The current Committee comprises the following members:
2 Name Term Expiration
Paula Kamena 10/2027
Darlin Ruiz 10/2027
Daryoush Davidi 10/2027
Mydung Nguyen 10/2027
Marilyn Alvarez 10/2025
Fatai Tokolahi 10/2025
Daniel Alm 10/2025
Salamah Locks
(Alternate)
10/2027
Karla Valdez
(Alternate)
10/2027
Committee Meetings
The PAAC held its inaugural meeting on Wednesday, December 20, 2023. The PAAC meets on the third Wednesday of each month at 6 PM. The Committee did not meet in June or December. Regular Committee meetings are held in City Council chambers located at 1400 Fifth Ave, San Rafael, CA, 94901 and broadcast live online.

Archived meeting videos and materials are also available online at the following URL:
https://www.cityofsanrafael.org/paac-meetings/.

The regular meetings convene the Committee to conduct business as a whole body and invite public comments in an open forum where ideas, concerns, and input are exchanged. Public feedback is highly encouraged and may also be submitted electronically in advance of the meeting. Post-meeting video recordings and meeting minutes are also made available on the Committee website for full transparency.

The table below lists meeting dates and topics presented to the Committee from December 2023 to November 2024.
3 Staffing Updates
In 2024, the City established a Senior Management Analyst position to support the PAAC. After conducting an open recruitment process, the position was successfully filled in July 2024.

Committee Work
During the December 2023 meeting, the Committee elected Paula Kamena as Chair and Fatai Tokolahi as Vice Chair. A new Chair and Vice Chair will be elected for 2025 during the November 20, 2024, meeting.

The Committee co-created bylaws and finalized them at the January 17, 2024, meeting. The bylaws were presented to the City Council on February 5, 2024.

Committee Work Plans
In 2024, the Committee developed two distinct work plans: one covering the year's first four months and the other for the remainder of 2024. The first work plan was discussed at the January 17 meeting. In addition to the training topics recommended by the SRPD, the PAAC prioritized topics of community concern for future discussions.

The work plan is a strategic framework guiding the Committee’s conversations and initiatives. It encompasses essential training and pivotal discussions aimed at formulating recommendations to enhance community relationships through increased transparency and improved practices within the Police Department.

The first work plan identified four topics: Recruitment and Selection, Law Enforcement Training, Mental Health/Alternative Response, and SRPD Response to Homelessness.

The work plan is designed to support the PAAC’s advisory role to the City Council regarding the SRPD's training, hiring practices, and accountability. The table below summarizes the initial four-month work plan.
4 Month Agenda Items
February 1. Police Department Orientation, Structure,
Policy & Command Staff Introduction.

2. Recruitment and Selection
March 1. Peace Officer Procedural Bill of Rights

2. Professional Standards & Internal Affairs
April 1. Military Equipment (AB 481 Overview)

2. Law Enforcement Training
May 1. Use of Force

2. Mental Health and Alternative Response
The second work plan introduced key topics for further examination, including the Use of Force, Domestic Violence, Youth and Policing, and Homelessness. The table below outlines the second work plan.

Month Agenda Items
July

1. Domestic Violence

2. 2023 Community Survey Data
August 1. Use of Force
September 1. Youth and Policing
October

1. 2024 Complaint Data

2. Homelessness
Although the Use of Force was part of the initial work plan, its presentation was delayed until August 2024 due to logistical and staffing challenges. Likewise, while Homelessness was identified in the initial work plan, it was addressed in collaboration with the SRPD and City staff during the October 2024 meeting.

These work plans are essential frameworks for the Committee, guiding discussions and initiatives on pressing community issues related to policing. The PAAC is dedicated 5 to engaging in these topics to promote transparency and strengthen community relations with the SRPD.

Presentations and Speakers
The PAAC facilitated a series of presentations to deepen community engagement and understanding of policing practices. This lineup featured diverse speakers, including legal experts, police department officials, and community advocates, who addressed critical issues impacting public safety, policing practices, and accountability. Topics ranged from foundational knowledge of the Brown Act and the public meeting process to in-depth discussions on police recruitment, domestic violence response, and legislative changes affecting law enforcement. These presentations have provided an invaluable platform for fostering transparency and dialogue between the community and the San Rafael Police Department. Below is the complete schedule of topics and speakers for the year.

Month Topic Presenter
December 2023
An Introduction to the Brown
Act
Genevieve Coyle, Assistant City
Attorney
December 2023
An Introduction to the Public
Meeting Process
Lindsay Lara, City Clerk
December 2023
History and Overview of the
Police Advisory and
Accountability Committee
(PAAC)
Francine Tournor, Director of
the Office of Police Oversight for
the City of Long Beach
February 2024
Police Department Orientation,
Structure, Policy & Command
Staff Introductions
David Spiller, Chief of Police
February 2024
San Rafael Police Department
Recruitment and Selection
Ronda Cordero, Police Sergeant
6 Month Topic Presenter
March 2024
Peace Officer Bill of Rights
(POBAR)
Mark Wilson, Attorney for Burke,
Williams & Sorensen, LLP
March 2024
San Rafael Police Department
Internal Affairs
Todd Berringer, Police
Lieutenant
April 2024 AB 481 Military Equipment Scott Eberle, Police Lieutenant April 2024 Law Enforcement Training Rob Cleland, Police Sergeant May 2024
Mental Health Alternative
Response
Aziz Majid, SAFE Team Director
July 2024 Domestic Violence Response Lorena Vega, Police Detective July 2024 Domestic Violence
Luz Alvarado, Legal Systems
Advocacy Program Director
Center for Domestic Peace
August 2024 Use of Force Robert Cleland, Police Sergeant September 2024 Youth and Policing Mike Mathis, Police Sergeant October 2024 Senate Bill 2 (SB2)
Mark Wilson, Attorney for Burke,
Williams & Sorensen, LLP
October 2024 Homelessness
Lynn Murphy, SRPD Mental
Health Liaison &
Mel Burnette, Homelessness
and Housing Analyst
December 2024 PAAC 2024 Annual Report SRPD Staff
December 2024
Law Enforcement
Technological Resources
Justin Graham, Police Sergeant
Committee Recommendation
Throughout the year, Committee members invested significant time and effort into developing a comprehensive set of proposals for the City Council. These proposals were 7 shaped by a diverse range of opinions and viewpoints, incorporating feedback and insights gathered from staff presentations, training sessions, and extensive, in-depth discussions. The following summary provides an overview of the key actions, strategies, and diverse perspectives of the Committee members, highlighting the collaborative effort and meaningful dialogue that guided the process.
• December 2023 – PAAC members will be given priority seating on interview panels and will be actively involved in the hiring process. • Status: SRPD has implemented this recommendation. SRPD has engaged PAAC members to participate in oral boards for sworn and non-sworn positions. PAAC members participated in 12 different Oral Board interview panels for positions of Police Officer, Police Recruit, and Police Cadet in 2024.
• Explanation: Section 1.3 of the PAAC bylaws reads in part, “Advise the City Council, the City Manager, the Committee members, and the Police Department on matters associated with the following…4. Increase diversity of the police department workforce.” SRPD has included PAAC Committee members in oral board panels for interviews for potential new hires for both sworn and non-sworn positions.
• Committee feedback: Member Alm expressed this request in conversation with Francine Tournor during the draft bylaw discussions, citing the importance of the PAAC in having input on who the department is hiring.
• March 2024 – Recruitment and Selection (based upon the presentation made during the February 2024 meeting) - Include Cultural Awareness training and provide statistics on internal recruitment efforts in the Recruitment and Selection Plan.
• Status: SRPD has implemented cultural awareness training, requiring all employees to complete DEIB training. SRPD will implement the recommendation to provide updates on
recruitment efforts to the PAAC.
8 • Explanation: SRPD requires all employees to complete Diversity, Equity, Inclusion, and Belonging (DEIB) training, and the P.O.S.T. required cultural diversity training. SRPD will continue to track the recruitment of police officers as part of its Recruitment and Selection Plan.
• Committee feedback: Member Ruiz highlighted the critical importance of diversity training for new police officers, specifically addressing the unique dynamics of the Canal neighborhood. She emphasized the need for officers to understand and connect with the immigrant population, ensuring they approach interactions with cultural sensitivity and awareness. Member Locks echoed this perspective, underscoring the significance of fostering cultural awareness within the department to better serve and engage with the diverse communities they protect. Both members agreed that such training is essential for building trust and improving community relations.
• April 2024 – AB 481 Military Equipment - The City would benefit from a Drone (UAV) program.
• Status: The recommendation regarding a UAV program is under consideration.
• Explanation: During the December 2024 PAAC meeting, SRPD delivered an in-depth presentation on the integration of technology in policing, highlighting the growing role that advanced tools such as UAVs can play in enhancing law
enforcement capabilities. As part of this presentation, the December staff report provided a comprehensive overview of the proposed drone program, including detailed information on its potential operational benefits, capabilities, and estimated costs.

It was emphasized that the implementation of such a program would require approval from the City Council to secure the necessary funding and resources for its successful deployment. 9 • Committee feedback: For a thorough overview of the Committee Members' insights regarding a UAV program, please refer to the December 2024 recommendations on page 12 of this report, which outlines detailed suggestions and actionable
recommendations on various aspects of the program. These recommendations provide a deeper understanding of the
Committee's perspectives and priorities moving forward. • May 2024 – Mental Health Alternative Response - Secure additional funding for a second Specialized Assistance For Everyone (SAFE) Team to expand coverage to 24 hours daily.
• Status: SRPD is working to implement this recommendation. • Explanation: The current SAFE program is funded as a threeyear pilot program and provides coverage from 8 AM to 8 PM, seven days a week. SRPD is exploring additional funding options, such as grants to expand the program. Although we cannot guarantee we will secure funding for the SAFE team, it is SRPD’s goal and plan to identify and apply for grants to facilitate the recommendation.
• Committee feedback: Members of the Committee, including Members Alm, Alvarez, Davidi, Kamena, Locks, Ruiz, Tokolahi, and Valdez, expressed strong support for the program,
recognizing its value and impact. They raised important questions regarding the sustainability of the program, specifically inquiring about long-term funding options to ensure its continued success.

Specifically, Member Davidi stressed his position that securing funding for the SAFE program should be considered a top priority.

He emphasized the critical need for sustained financial support to ensure the program's continued success. In addition, Committee members engaged in a thorough discussion about the potential to expand the program’s service hours. They recognized that extending service hours could help better meet the evolving 10 needs of the community and further enhance the program’s overall effectiveness and impact.
• July 2024 – Domestic Violence Response - Establish reciprocity for recognizing restraining orders from countries outside of Canada. • Status: SRPD is unable to implement this recommendation. • Explanation: This recommendation would necessitate changes to state and/or federal legislation, along with agreements with other countries. Therefore, the City is unable to implement this recommendation.
• Committee feedback: Member Alm brought this recommendation forward following the presentation on Domestic Violence.

Member Tokolahi requested this topic be brought back for a future discussion at a later date.
• August 2024 – Use of Force - Reinstate the Police K9 program. • Status: SRPD has implemented this. recommendation.
• Explanation: SRPD has reimplemented the K9 program. A K9 officer was selected in July of 2024, and after completing several months of training, the officer and K9 “Tango” are currently assigned to patrol.
• Committee feedback: Members Davidi, Kamena, and Tokolahi shared their support for the K9 program.
• October 2024 – Youth and Policing - Support the reintegration of SRPD officers in schools.
• Status: This topic is under consideration.
• Explanation: SRPD is in discussions with the San Rafael City School (SRCS) District about potential options for future partnerships. Staff is also evaluating different models and will solicit feedback from the community as part of this effort. These groups will bring together key people with vested interests, including youth representatives, school and school district representatives, community members, and social service
11 providers, to seek their input. A partnership between SRPD and the SRCS District would likely require a formal agreement that would be subject to approval from both the City Council and the SRCS Board of Education.
• Committee feedback: Members Alm, Davidi, Fatai, Kamena, and Ruiz all made favorable comments about supporting having SRPD back in schools in either an SRO model or another type of program. Member Kamena shared her support for SRPD working with the San Rafael City School Board to determine how students and teachers feel about SROs. Member Alvarez shared insights into incorporating the needs and desires of the youth in the community and involving them in future conversations on this topic during the PAAC meeting on September 18, 2024. Member Tokolahi recommended that SRCS staff members and students be included in any discussions regarding this topic to ensure all relevant parties are represented.
• October 2024 – Youth and Policing - Maintain ongoing updates. • Status: SRPD will implement this recommendation.
• Explanation: Staff will provide updates or schedule further discussions on this topic.
• Committee feedback: Members Alm, Kamena, and Tokolahi all expressed wanting to discuss the topic of youth and policing further and to “take a deeper dive” and “bring back” the topic.

Member Alm expressed a desire to stress to the City Council to restudy the topic and “to build a partnership…have the
SRPD/City work with the board of trustees and have youth involvement in the decision-making process.” Member Tokolahi recommended the inclusion of teachers and school staff
members in future discussions on this topic. Member Locks voiced her desire to initiate a grassroots effort to gather input from 12 both students and teachers on this topic and proposed collaborating with Member Alvarez on this initiative.
• October 2024 – Homelessness - Maintain ongoing updates. • Status: SRPD will implement this recommendation.
• Explanation: Staff will provide updates or schedule further discussions on this topic.
• Committee feedback: Members requested future updates from staff on the progress of current programs and funding.
• December 2024 – Technology and Policing (ALPR and UAV)– Supportive of UAVs and creating a UAV usage policy and ALPR program expansion. • Status: This recommendation is under consideration. SRPD is exploring future funding opportunities.
• Explanation: Staff will provide updates or schedule further discussions on this topic.
• Committee feedback: Member Davidi expressed support for all first responders using UAVs, noting that such programs could help reduce liability. However, he emphasized the need for a formal policy regarding UAV usage. Member Valdez also voiced her support for drones. Member Alm highlighted his interest in studying UAV usage further and called for the development of a UAV policy. Member Tokolahi shared his belief that UAVs would assist in de-escalation efforts and enhance manpower and efficiency. He also supported the SRPD in acquiring two UAVs and installing additional ALPR cameras. Furthermore, Member Tokolahi reiterated his backing for both UAVs and ALPR while stressing the importance of conducting a thorough study before implementing a UAV program. He also underscored the need for community outreach to gather public feedback on these
initiatives. Member Locks agreed with Member Tokolahi's call for 13 more research on the programs and raised concerns about potential challenges associated with the use of such technology.

Training, Development, and Conferences
The Committee received training on the following topics during their meetings in 2023-2024.
• The Ralph M. Brown Act
• Peace Officer Bill of Rights (POBAR)
• Senate Bill 2 (SB2)
• Unmanned Aerial Vehicle (UAV)
The Committee and staff discussed the possibility of attending a future National Association for Civilian Oversight of Law Enforcement (NACOLE) conference. The most recent conference took place in October 2024 in Tucson, Arizona. Attendance at future conferences will be contingent upon the available budget. The Committee also inquired about becoming members of NACOLE. Members Alm and Kamena strongly recommended the allocation of budget funds to secure NACOLE membership, emphasizing the importance of providing the PAAC with access to specialized training and resources offered by the organization to enhance its effectiveness and understanding of key issues.

Oral Board Participation
The SRPD has made significant strides in improving its hiring practices by including a member of the PAAC on the Oral Board Panel for Police Officer and Police Cadet recruitments. PAAC members have participated in 12 different Oral Board Panels for positions of Police Officer, Police Recruit, and Police Cadet This change reflects the department's commitment to greater community involvement, transparency, and accountability in the selection of its officers. By inviting a PAAC member to participate, the department ensures that diverse perspectives are incorporated into the hiring process, fostering a stronger connection between the police force and the community it serves.
14 The Oral Board process is a critical component of the initial hiring phase.

Candidates undergo a structured interview in which a panel, now including a PAAC representative, assesses their qualifications, communication skills, problem-solving abilities, and suitability for the role of a police officer or cadet. This evaluation is designed to determine how well applicants align with the department’s values and its mission of community-oriented policing. The inclusion of a PAAC member enhances the objectivity and thoroughness of this process, ensuring that successful candidates not only possess the necessary skills but also reflect the values of integrity, service, and community partnership.

Ride Along Participation
During the October meeting of the PAAC, members provided reports on their recent ride-along experiences with local police officers. Each member shared their observations, highlighting the professionalism, empathy, and kindness demonstrated by the officers throughout their interactions with the community. These reflections underscored the positive and respectful approach officers consistently employed, even in challenging situations.

The Committee members expressed their appreciation for the officers' commitment to community engagement and their ability to foster trust and understanding during the ride-along. The positive feedback received from the PAAC reflects the San Rafael Police Department’s ongoing efforts to uphold high standards of service and strengthen its relationship with the community. Excerpts from Committee members’ comments following their ride-along include:
• “It was a very good experience. The officer explained the procedures and why they do the things they do. The officer was very empathic. Everyone should do this, not just a committee member.”
• “Very interesting, …understanding their duties around San Rafael. I hope I can do it again.”
• “Quite an experience. I learned a lot.”
• “An amazing evening, …he is an asset to our community. We had a very engaged conversation.”
15 • “He was excellent…I did witness an effort to be more of a rehabilitation versus punitive. All the other officers were also following that model.” • “So kind and helpful…very impressive…concerned about officer safety.” • “...the officers we met on my ride along. I saw courtesy, compassion, smart police work, and camaraderie.

Community Events
Throughout the year, Committee members also engage in various community events, meetings, and discussions. Committee members share their outreach efforts during the Commissioner Reports portion of each PAAC meeting. Below is a list of events attended in 2024.
• Movies in the Park
• King Tides Event
• Age 90 and Better
• Marin Powwow
• Center for Domestic Peace Mother’s Day Event
• Canal Alliance Leadership Academy
• Vintage Car Show
• Marin County Fair
• California Commission on Aging 50th Year Celebration
• Canal Community Fair
• Porchfest
• YWCA Meeting
• Latinas in Power Meeting
• National Night Out
Acknowledgments and Future Goals
This report highlights the Committee's accomplishments in developing comprehensive work plans and engaging training sessions, as well as the actionable recommendations that emerged from discussions. Each of these efforts aims to enhance 16 community relations and ensure that policing practices reflect the values and needs of those we serve.

The 2024 Annual Report reflects the dedicated efforts of the Police Advisory and Accountability Committee in fostering a stronger relationship between the San Rafael community and its Police Department. Through collaborative work, insightful training, and thoughtful recommendations, the PAAC has taken significant steps toward enhancing transparency and accountability. The Committee looks forward to continuing this vital work in the coming year and appreciates the community’s ongoing support and engagement.

The PAAC is committed to strengthening the foundation of trust and engagement and invites the community to continue participating in this crucial dialogue and to support our shared vision for a safer, more inclusive San Rafael. Together, we can pave the way for meaningful change and ensure that our Police Department remains a true reflection of the community it serves. Thank you for your ongoing support and partnership in this essential work. The Committee will create its 2025 work plan during a workshop to be held in January 2025.
____________________________________________________________________________________

FOR CITY CLERK ONLY
Council Meeting:

Disposition:

Agenda Item No: 6.b
Meeting Date: February 18, 2025

SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Finance
Prepared by: Paul Navazio, Finance Director
Marissa Sanchez, HR Director
City Manager Approval: ______________
TOPIC: FISCAL YEAR 2024-25 MID-YEAR BUDGET UPDATE AND PROPOSED PERSONNEL

CHANGES
SUBJECT: FISCAL YEAR 2024-25 MID-YEAR BUDGET UPDATE AND A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL APPROVING FISCAL YEAR 2024-25

MID-YEAR PERSONNEL CHANGES, UPDATES TO APPLICABLE SALARY

SCHEDULES, AND APPROPRIATING FUNDING FOR A NEW PROGRAM ANALYST

POSITION WITHIN THE SUSTAINABILITY DIVISION
RECOMMENDATION:

Staff recommends that the City Council:
1) Accept the fiscal year 2024-25 Mid-Year Budget Update presenting revenue and expenditure results through the second quarter of the current fiscal year (through the accounting period ended December 31, 2024), and Authorize Mid-Year Budget supplemental budget appropriations totaling $672,411 across selected funds, and
2) Adopt the resolution authorizing amendments to Salary Schedules to reflect fiscal year 2024-25 Mid-Year Personnel Changes, and appropriating funding for a new position supporting the Sustainability Division. (Attachment C).

BACKGROUND:

This agenda item presents the mid-year budget update report summarizing revenue and expenditure results through the second quarter of the fiscal year. In addition, the report provides updated revenue and expenditure projections for the City’s General Fund through the end of the fiscal year (June 30, 2025). The quarterly budget updates are primarily informational reports providing periodic updates of financial results relative to the approved budget. This report informs mid-year budget adjustments and the initial development of the City’s Fiscal Year (FY) 2024-25 budget.

The information provided in this mid-year budget update is organized as follows:

Attachment A – Revenue and Expenditure Results through December 31, 2024 Attachment B – Proposed Mid-Year Supplemental Budget Appropriations SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
Attachment C – Mid-Year Personnel Changes
ANALYSIS:

Highlights of the FY 2024-25 mid-year results (Attachment A) include the following:
• All Funds revenues through the second quarter of FY 2024-25 were $82.85 million or 42.4% of the amended revenue budget of $195.56 million.
o Note – as of this writing, staff is monitoring potential impacts of Executive Orders affecting federal funding. This applies to Federal grants and reimbursement agreements for projects and program support funded in the current fiscal year as well as future federal funding being pursued to support projects included in the City’s multi-year Capital Improvement Plan. • All Funds expenditures through the second quarter of FY 2024-25 totaled $91.44 million. This, combined with an additional $31.56 million in encumbrances related to executed contracts and purchase orders, represents 53.2% of the amended expenditure budget of $231.11 million. • General Fund revenues through the second quarter of FY 2024-25 totaled $43.82 million, or 42.2% of the approved budget of $103.79 million.
o Most categories of General Fund revenues appear to be tracking at, or above, the expected budget through the second quarter of the fiscal year.
▪ Property tax revenues are tracking with original budget projections, consistent with overall growth in assessed values, as reported by the County Assessor’s Office. ▪ Sales and Use Tax, and Transaction and Use Taxes (Measures E and R), reflect receipts through November 2024 due to the lag time in collections. Projections for year-end sales tax receipts remain consistent with budget, however, there appears to be signs that retail sales activity is softening on both a statewide and regional level.

Staff will continue to monitor receipts through Q3 and Q4, to inform projections for the FY 2025-26 budget.
▪ Business License Tax receipts recorded through December 31, 2024, reflect one quarterly payment, due to timing of receipts; however, based on these results, projected year-end Business License Tax revenues are expected to exceed budget projections by $200,000 (7.6%).
▪ Franchise Fees and Taxes reflect partial payments through December 2024 due to the delay in payments accounting for activity through the first six months of the fiscal year. Revenues from the City’s Franchise Fees are projected to exceed the budget by $100,000 due to recent approval of increases in the solid waste franchise fee, effective January 1, 2025.
▪ Use of Money (Interest Earnings) recorded through the first half of the fiscal year totaled $821,511, or 76.8% of the estimate included in the approved budget. Based on these results, staff is projecting this category to end the fiscal year $530,000 above the level assumed in the approved budget. These results are attributable to the current interest rate environment and the re-balancing of the City’s investment portfolio as investments mature. Note – a significant portion of the earnings being reported represent unrealized capital gains and, as such, does not represent recurring cash flow available to the City to support programs and services. ▪ Licenses and permits, primarily related to development activity, are tracking above budget through the first two quarters of the fiscal year. With this level of activity expected to continue through Q3 and Q4, staff projects License and Permit revenues SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
to end the year about $200,000 (6.8%) above the level assumed in the approved FY 2024-25 budget.
o Selected General Fund revenues that appear to be lagging budget estimates through the first two quarters include:
▪ Transient Occupancy (Hotel) Tax revenues are lagging budget estimates through the first half of the fiscal year. The December results reflect five months of payments, recorded at $1.42 million, or 34.1% of the budget estimate. The trend through the first five months of the fiscal year suggests that year-end Transient Occupancy Tax revenues will fall about $237,500 (6.0%) below the FY 2024-25 budget estimate. • General Fund expenditures through the second quarter of FY 2024-25 were at $55.58 million.

Combined with encumbrances of $3.62 million, this represents a combined commitment of 52.5% of the adjusted budget of $112.66 million.
o Through the second quarter, results across most expenditure categories are tracking within the adopted budget. Personnel costs are trending slightly below budget (48%) due to vacancies in selected departments.
o Departmental expenditures appear to be within budget, accounting for selected professional services contracts that reflect as encumbered appropriations as of the end of the second quarter.

General Fund Year-End Projections
Based on results through the first half of the fiscal year, staff has prepared updated projections for General Fund revenue and expenditures through the end of the fiscal year, summarized as follows:
• General Fund revenues are currently projected at $105.11 million, or $1.32 million (1.28%) above the amended budget of $103.79 million.
• General Fund expenditures are projected to end the year at $111.13 million, or $1.53 million (1.36%) below the amended budget.

General Fund Revenues. As explained above, major contributors to the projected favorable result for General Fund revenues Interest Earnings (Use of Money), Business License Taxes and Licenses and Permits. All other major General Fund revenues categories combine to yield year-end projections largely consistent with budget estimates.

Adopted Amended Year-To-Date % of Amended
FY 2024-25 FY2024-25 Actuals FY 2024-25 Year-End
Budget Budget (Dec) Encumb. Budget Projection $ %
Revenues $ 103.79 $ 103.79 $ 43.82 42.2% $ 105.11 $ 1.32 1.3% Expenditures $ 112.29 $ 112.66 $ 55.58 $ 3.62 52.5% $ 111.13 $ (1.53) -1.4% Net $ (8.50) $ (8.87) $ (11.76) $ (6.02) $ 2.85
Year-End
Variance
FY 2024-25 General Fund Budget Projections
as of 12/31/24
(Dollars in $M)
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
• Better than anticipated Business License Tax revenues are projected to end the year at $2.8 million or $200,000 above budget, while Transient Occupancy (Hotel) Tax revenues are projected to fall $237,000 below the budget estimate of $3.90 million. Other revenue sources trending somewhat above budget estimates through the first half of the fiscal year include Franchise Fees ($100,000) Property Transfer Tax ($100,000) and Licenses and Permits ($200,000).

General Fund Expenditures
As was the case in the prior fiscal year, the single largest contributor to General Fund expenditures projected to be under budget is personnel costs savings resulting from the vacancies across all City departments. General Fund Personnel Costs are projected to end the year $1.53 million (or 2.6%) below the FY 2024-25 budget of $70.85 million. Personnel costs projections relative to the budget reflect a significant reduction in savings when compared to recent past fiscal years. By comparison, last fiscal year, personnel costs ended the year $5.54 million under budget. This year’s projections reflect falling closer in line with the budget can be attributable to 1) lower vacancy rates as the city continues to fill vacant positions across all departments, and 2) the inclusion in the budget of salary savings based on a nominal 3.5% vacancy rate. Current vacancies represent approximately 5% of positions, compared to 10-12% vacancy rates experienced over the past few fiscal years.

These Mid-Year General Fund revenue and expenditure projections yield a net $2.85 million favorable variance to the projected year-end fund balance. This one-time funding source is anticipated to be recommended for allocation to priority one-time needs as part of the year-end close, subject formal action by the City Council at that time. Consistent with the City’s updated General Fund Reserve Policy priorities for allocation of available year-end fund balance include:
• Unfunded Liabilities
• Contributions to Liability / Self-Insurance Fund set-aside • Contributions to Vehicle/Equipment Replacement Fund
• Deferred Maintenance Needs
• Priority one-time projects supporting City Council Goals and Objectives Specific recommendations will be provided to the City Council in June, concurrent with the year-end close adjustments as well as the proposed FY 2025-26 budget.

Attachment A to this report presents additional details related to the revenue and expenditure results through the second quarter of FY 2024-25.

Recommended Mid-Year Supplemental Budget Appropriations As part of the Mid-Year Budget Update, staff is recommending Council approval of selected budget amendments totaling $672,411 across various funds (non-General Fund) to provide supplemental FY 2024-25 budget appropriations to reflect new funding, address unanticipated expenditures as well as correct selected FY 2024-25 approved budget appropriations.

The following table summarizes the recommended FY2024-25 mid-year supplemental budget appropriations, by fund:

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5
Attachments B to this report presents a summary of the FY 2024-25 non-General Fund budget adjustments being recommended for approval as part of this Mid-Year Budget Update.

Recommended Mid-Year Personnel Changes
This section of the report seeks Council approval of recommended personnel actions. Periodically, the Human Resources Department seeks to establish, reallocate, or delete positions to reorganize, or restructure staffing to most effectively and efficiently serve the community and achieve the City’s goals.

These following personnel changes are recommended as part of the City's recruitment and retention strategy; the workforce has significantly changed since the pandemic with many remote work only options available in other industries, resulting in high vacancy rates, which have made it more difficult in past years to accomplish the City Council’s goals and objectives. In order to stay competitive and hire top talent, these adjustments are necessary, and they align with our overall approach to increase compensation of the City’s workforce as was accomplished in the last round of collective bargaining.

Additionally, it is costly to train new employees and then lose employees to other agencies The proposed changes will increase the City’s ability to retain employees and continue building the capacity to provide the more responsive and highest quality services to our community.

Staff is recommending the following personnel changes, none of which increase the total FTE/head count of the City’s workforce:

Library Services
• Create Library Services Supervisor classification and convert one (1) Supervising Librarian position to Library Services Supervisor.
o This will be a mid-manager position with specialization in library operations, such as circulation, technical services, account management, and collection maintenance. • Create Senior Librarian classification and convert one (1) Supervising Librarian, one (1) Tech Services Supervisor, and one (1) Librarian position to three (3) Senior Librarians. o This classification will be a front-line supervisory position, and incumbents will oversee a major functional area within the library (adults, children, branches, etc.). The Senior Librarians will provide a high level of supervision and support to frontline staff, while providing the midmanagement positions with capacity to address strategic and division wide priorities. • Create Marketing Coordinator classification, and remove 0.7 FTE Program Coordinator, and add one (1) full-time Marketing Coordinator.

Fund Appropriations Comments
205 Stormwater $ 60,800 CDBG Fund allocated for projects 206 Gas Tax 120,000 CDBG Fund allocated for projects
210 Paramedic 40,000 Increased 3rd party ambulance billing costs 234/6/7 Assessment Districts 134,226 Reflects expenditures per Engineer's Report 281 Public Safety Grants 27,085 Police Vests - Grant plus City match 407 Parks Capital 10,300 Memorial Bench Program
600 Vehicle Replacement 165,000 Cost increases; vehicle outfitting costs 608 Radio Replacement 115,000 Marin Emergency Radio Agency contribution $ 672,411
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 6
o This classification will be a general position that could be relevant to multiple City departments that focus on the planning and implementation of marketing and communications activities.

This position will replace a part-time Program Coordinator position from the Recreation division with a full-time position that supports the full Library and Recreation Department. • Increase two (2) existing 0.53 FTE Library Assistants to one (1) full-time and one (1) 0.64 FTE Library Assistants.
• Remove 1 Senior Library Assistant and 1 x 0.53 Library Aide position.

The proposed changes are part of a broad reorganization of the Library Department’s organizational structure intended to better address the needs of the staff and community. Overall, the recommended changes re-allocate positions and FTE where they are most needed for current and future library operations. This includes investing in frontline supervisor positions and increasing parttime FTE, which are traditionally challenging to recruit for. The proposed changes result in a 0.35 FTE increase in SEIU Local 1021 and a 1.0 FTE reduction in the San Rafael Mid-Management Employee Association bargaining group. Additionally, the proposed changes would result in approximately $23,000 in classified personnel savings.

Human Resources
• Convert the vacant Office Assistant II position allocated to the Finance Department to Senior Administrative Assistant (Confidential) and reassign it to the Human Resources Department o The Finance Department no longer requires this position due to restructuring, and the need for additional administrative support in the Human Resources Department was highlighted in a Municipal Resource Group (MRG) organizational assessment completed for the Human Resources Department in 2019. Reclassifying this position to Senior Administrative Assistant will provide the necessary support to the Human Resources team, ensuring effective and efficient operations while better aligning with departmental goals and staffing needs. This conversion will also help streamline administrative functions and provide a higher level of assistance in carrying out key human resources initiatives.

This proposed change does not result in any new FTE/positions; it is simply a transfer between departments. There is an incremental cost associated with these reclassifications of $32,936 annually which would be absorbed into the existing adopted budget and included in the proposed FY 2025-26 budget.

City Manager’s Office
• Reclassify one (1) vacant Senior Administrative Assistant (Confidential) position to an Executive Assistant (Confidential) position.
o The staff member previously in the Senior Administrative Assistant (Confidential) position transitioned to a new role in the Human Resources Department and will provide additional administrative support to departments in City Hall. As a result, this position is now vacant.

After a thorough review of the City Manager’s Office needs, it was determined that the Executive Assistant classification would be a more appropriate fit to support the department’s evolving responsibilities.
o Reclassifying the vacant Senior Administrative Assistant (Confidential) position to Executive Assistant (Confidential) will better align with the current operational needs of the City Manager’s Office.

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 7
The proposed changes do not result in any new FTE/positions. There is an incremental cost associated with this reclassification of $17,406 annually which would be absorbed into the existing adopted budget and included in the proposed FY 2025-26 budget.

Digital Services & Open Government
• Convert an Advanced Professional Temp fixed term position to a full-time regular Product Manager
o The conversion will ensure sustainable staffing, improve service consistency, and enhance career development opportunities for staff.
o The Digital Services and Open Government Department has relied on a temporary fixed-term position to manage key digital projects, lead coordination without IT managed service provider, oversee enterprise software products, and assist in transparency initiatives. As these initiatives continue to grow in complexity and scope, the department has recognized the need for a dedicated, full-time staff member who can lead software product development efforts more effectively, ensure continuity, and drive strategic improvements to the City's digital and IT services.
o The conversion of this temporary fixed-term position to a full-time regular Product Manager classification is essential for meeting the growing demands of the Digital Services and Open Government Department. This change will ensure sustainable staffing, improve the quality and consistency of digital services, and provide valuable career development opportunities within the Mid-Managers Employee Group.

This proposed change does not result in any new FTE/position; it is a conversion of a fixed-term classification to a regular full-time position. The incremental cost associated with this proposed change is $67,965 annually, which would be absorbed into the existing adopted budget and included in the proposed FY 2025-26 budget.

Fire Department
• Create Wildfire Mitigation Specialist I-III series and convert three (3) fixed term positions into fulltime, regular positions. o These roles will focus on wildfire prevention, vegetation management, community education, and compliance with municipal code and best practices. These positions will be filled with qualified individuals who will manage key mitigation programs and assist with projects such as defensible space inspections and wildfire action plan execution. These positions are fully supported by funding provided through the Marin Wildfire Protection Authority (MWPA). • Create Emergency Management Coordinator I-III series and convert two (2) fixed term positions into full-time regular positions.
o These positions will handle internal and external emergency management coordination, training, and community engagement efforts. They will further the Marin Wildfire Prevention Authority goals relating to public education and improved alert and warning. In addition, they will participate in the implementation of the City’s Wildfire Prevention & Protection Action Plan.

They will also implement initiatives such as disaster service worker training, community preparedness programs, and local emergency response and evacuation drills. Funding to support these positions will continue to be split between funds provided by MWPA and existing General Fund appropriations.
• The transition will help ensure sustainable staffing, reduce recruitment and training burdens, and provide enhanced career development opportunities within the division. o Currently, the OES/Wildfire Division relies on a combination of fixed-term and seasonal positions to carry out critical wildfire mitigation and emergency management tasks. These SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 8
roles are vital for maintaining community safety, supporting wildfire prevention, and coordinating emergency response efforts. However, the temporary nature of the positions has created challenges in workforce continuity, service consistency, and the professional growth of staff.
o The proposed transition to a career staffing model aims to convert seven (7) existing full-time fixed-term positions into five (5) full-time, regular positions. This shift will establish a permanent, professional workforce that is better equipped to handle the growing demands of wildfire prevention, emergency management, and community preparedness, while reducing reliance on temporary staff and minimizing recruitment and re-training cycles.

The transition of seven fixed-term positions to five (5) regular full-time results in a net decrease of two (2) FTE and is cost neutral within the existing adopted FY 2024-25 budget; and will also not increase the baseline budget of the Fire Department for the next fiscal year’s budget. These positions will continue to be funded through a combination of General Fund (OES and Fire) and Marin Wildfire Prevention Authority (MWPA) funds.

Community and Economic Development
• Convert one (1) vacant Special Events Coordinator position allocated to the Library and Recreation Services Department to Senior Management Analyst position and reassign it to the Community and Economic Development Department
o The Special Events Coordinator position has been vacant for several years as the special events program administration was temporarily transferred to the Police Department during the pandemic given the needs of the City at that time.
o The administration of the special events program would be transferred from the Police Department to the Community and Economic Development Department which would lead City special events permitting and support event coordination. The position transfer will allow the Police Department to re-assign police resources including a Lieutenant and a Sergeant to other key public safety operations. Police, Fire, Public Works, and Library and Recreation would continue to support the special events program through the City's Special Events Committee and event support operations. This position will also support the Open Gov permitting system, the ERP systems implementation, as well as support the department’s key priority focus areas and programs.
• Convert one (1) Permit Services Supervisor to Senior Management Analyst I/II o The 2024 creation of the Community and Economic Development Department with oversight over building, planning, housing, code enforcement and economic development functions created additional need for higher level administrative support. The department has been overfilling the Permit Services Supervisor position since January 2025 to address the increasing demands and responsibilities of the role.
o Converting the Permit Services Supervisor position to a Senior Management Analyst I/II would better align the position with the growing scope of work and strategic priorities within the department. The role now requires more advanced skills in managing complex projects, interdepartmental coordination, and data-driven decision-making. This conversion will also allow for enhanced support in managing the City's permitting functions, supporting the ongoing implementation of the ERP systems, and addressing key department priorities such as program efficiency and customer service improvement. Furthermore, the Senior Management Analyst I/II position will provide the necessary leadership and analytical expertise to support these critical operational functions at a higher level of accountability and strategic oversight.
• Convert two (2) Senior Planner positions to Principal Planner positions SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 9
o The department has been overfilling the Senior Planner positions since July of 2024 because of recruitment challenges in hiring at the Senior Planner level. The existing workload and project demands, especially in long-term planning and complex development projects, have consistently exceeded the capacity of the Senior Planner role/classification. In addition, the department faces increasing challenges in managing a growing number of development applications, environmental reviews, and community engagement initiatives. o Converting these two Senior Planner positions to Principal Planner positions would better align staffing levels with the department's strategic objectives and ongoing responsibilities, ensuring that the department can maintain high-quality planning services while meeting deadlines and community expectations.
o As part of a recruitment and retention strategy, this conversion would also serve to provide a clearer career advancement path for staff and retain experienced personnel who are critical to the department's success. The current operational needs require the higher-level expertise and leadership associated with Principal Planner roles, and this adjustment will provide more effective supervision and guidance for planning staff and projects.

This proposed change does not result in any net new FTE; the incremental cost associated with these proposed changes is $85,866 annually which would be absorbed into the existing adopted budget and included in the proposed FY 2025-26 budget.

Sustainability
• Add one (1) full time regular Program Analyst – Waste Management to the Sustainability Division of the City Manager’s office.
o On November 4, 2024, the City Council approved a resolution authorizing maximum rates collected by Marin Sanitary Service, which included funding for a new Program Analyst – Waste Management to be hired by the City of San Rafael. This new position would serve as liaison to Marin Sanitary Service to implement new multifamily services and illegal dumping programs as well as to ensure compliance with Senate Bill 1383, California’s Short-Lived Climate Pollution law. Marin Sanitary Service will be billed for the costs of funding the Program Analyst, and those funds will be used to reimburse the General Fund. o The Program Analyst – Waste Management would report to the Sustainability Program Manager and would be responsible for waste management activities for the City of San Rafael.

The position will also be the point of contact and City coordinator for all illegal dumping and litter abatement programming. This would include conducting code enforcement for propertybased dumping, outreach and engagement related to new multifamily services for bulky item collection, data tracking and analysis, cross-departmental coordination, conducting hot spot campaigns, and administering the Crime Prevention Through Environmental Design minigrant program among other things.

The proposed change in Sustainability result in one (1) net new FTE, which will be fully funded through reimbursement from Marin Sanitary Services. The anticipated cost of this new position is $178,000 annually. A budget amendment is required to reflect this new position in FY 2024-25 (Attachment C), and out-year costs will be built into future fiscal year budgets brought to Council for approval.

Community Services Division
• Convert one (1) Program Analyst (Homelessness & Housing) position allocated to the Community and Economic Development Department to Senior Management Analyst I/II and reassign it to the Community Services Division.
o The Program Analyst position currently allocated to the Community and Economic Development Department has been performing higher-level analytical and management functions beyond the scope of the Program Analyst classification, particularly in the areas of SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 10
community engagement, data analysis, and program development. Given the increasing complexity and volume of programs within the Community Services Division, it is necessary to elevate this role to better address operational demands and enhance departmental efficiency.
o The conversion to a Senior Management Analyst I/II position will provide the Division with more strategic oversight, advanced project management capabilities, and the expertise needed to navigate complex community service programs. This change will allow the position to better align with the Division’s current and future priorities, including managing interdepartmental collaboration, analyzing program effectiveness, and supporting policy development and implementation.
o This adjustment will ensure that the Community Services Division has the necessary leadership and analytical support to meet the growing needs of the community, particularly in the areas of affordable housing, social services, and public health initiatives. The Senior Management Analyst I/II position will bring higher-level strategic analysis and improve decision-making processes, which are crucial for successful program outcomes and ongoing service improvements.

The proposed changes in the Community Services Division result in no new FTE and an estimated cost of $14,445 annually which would be absorbed into the existing adopted budget and included in the proposed FY 2025-26 budget.

Department of Public Works
• Create a flexibly staffed Pump Station Mechanic II / Lead Pump Station Mechanic and convert Street Maintenance Worker II to Pump Station Mechanic II / Lead Pump Station Mechanic. o The Department of Public Works operates, maintains and repairs 12 stormwater pumping stations in various locations in the City. These stations are critical to prevent widespread flooding in the low-lying areas in the City. Historically, there has been no dedicated position to ensure the proper operation of these stations, and it has fallen on a mix of personnel to manage their operation and maintenance. As deferred maintenance costs and scope of projects increases due to the City’s aging infrastructure, the creation of the Pump Station Mechanic II / Lead Pump Station Mechanic position will provide a dedicated staff member to oversee their maintenance and operation throughout the year and ensure their proper operation during the storm season. This proactive approach to the pump station maintenance will increase the City’s resiliency and capacity to handle major storms. • Convert vacant Facility Repair Supervisor to Project Manager I/II. o The City oversees more than 60 facilities, many of which require extensive deferred maintenance. In support of a comprehensive citywide facilities needs assessment and deferred maintenance plans, this series would manage the planning, design, and construction for facilities-based capital improvement projects under the supervision of the Senior Facilities Supervisor. This position would provide critical support to the City Engineer and Senior Facilities Supervisor, enabling the successful execution of capital projects related to the City’s facilities and supporting the City’s asset management platform.

The proposed changes for Public Works do not result in any new FTE/positions and are cost neutral, therefore no new appropriations are needed.

Miscellaneous Changes
In addition to the personnel changes outlined above, several miscellaneous updates are also recommended:

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 11
• Update Temporary/Seasonal/Retiree Salary Resolution to Reflect Minimum Wage Increases o As part of the City’s ongoing commitment to fair wages and in compliance with state and local minimum wage laws, staff recommends updating the salary resolution to reflect the most recent minimum wage increases January 1, 2025. This change will ensure compliance with the state's minimum wage laws and help the City remain competitive in attracting and retaining talent for entry-level positions. o Based on temporary/seasonal hours worked in the past 12 months for classifications impacted, the annual cost of this minimum wage increase is estimated to be $16,000. • Removal of unused classifications and cleanup of typos in the San Rafael Police Association Salary Schedules for July of 2024-2026.
o A comprehensive review of the San Rafael Police Association (SRPA) salary schedules has revealed the presence of several outdated classifications that are no longer in use, as well as various typographical errors that require correction for clarity and accuracy. These inconsistencies can lead to confusion, hinder accurate salary administration, and undermine the integrity of the salary resolution. Staff recommends removing the job titles of Regulatory Officer, Police Security Officer, Communications Dispatch Trainee and Youth Services Program Supervisor.
o Making the necessary corrections to the salary schedules will eliminate obsolete classifications and rectify typographical errors. These adjustments will ensure that the schedules accurately reflect the current, active classifications within the SRPA. The revised salary schedules will provide clarity, maintain consistency, and uphold the integrity of the City's salary resolutions, ensuring a reliable reference for compensation-related matters moving forward.

Attachment C to this report includes a Resolution recommended for approval by the City Council enacting the changes to the various Salary Schedules, consistent with the personnel recommendations.

Attachment C also provides updated job descriptions for new and/or revised job classifications.

FISCAL IMPACT:

The Mid-Year Budget Update includes financial results through the second quarter of the fiscal year as measured against the approved FY 2024-25 amended budget which provides for authorized expenditure appropriations of $231,110,017 supported by projected revenues of $195,555,201 as well as the use of available fund balances, across all funds. The approved FY 2024-25 General Fund budget provides for expenditure appropriations of $1,112,661,602 supported by projected revenues of $103,790,510 along with available fund balance.

The proposed mid-year budget amendments recommended for approval with this agenda item would result in a total of $672,411 in non-General Fund supplemental FY 2024-25 budget appropriations.

Funding to support these recommended budget appropriations are available from new funding and/or from existing unappropriated fund balances within identified special revenue and internal service funds.

The proposed personnel changes recommended for approval with this agenda item result in a modest net budget impact of $86,700. This net incremental cost will be absorbed within existing FY 2024-25 budget appropriations through projected salary savings across impacted departments. A supplemental budget appropriation of $44,500 is being requested to fund current year incremental cost of the new staff position within the Sustainability Division, which will be fully reimbursed by Marin Sanitary Service.

Annualized increased costs are estimated at $389,600, offset by funding reimbursements (from Marin Sanitary Service) of $178,000, resulting in a net cost of $211,600, primarily within the General Fund.

Departments are being required to absorb costs within their respective operational budgets, such that SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 12
there are no ongoing incremental costs reflected in the FY 2025-26 budget as a result of these personnel changes.

RECOMMENDED ACTION:

Staff recommends that the City Council:
1) Accept the Fiscal Year (FY) 2024-25 Mid-Year Budget Update presenting revenue and expenditure results through the second quarter of the current fiscal year (through the accounting period ended December 31, 2024), and Authorize Mid-Year Budget supplemental budget appropriations totaling $672,411 across all funds, and
2) Adopt the resolution authorizing amendments to Salary Schedules to reflect FY2024-25 Mid-Year Personnel Changes, and appropriating funding for a new position supporting the Sustainability Division. (Attachment C).

ATTACHMENTS:

1. Attachment A – Revenue and Expenditure Results (through December 31, 2024)

2. Attachment B – Recommended Non-General Fund Mid-Year Supplemental Budget Appropriations

3. Attachment C – Proposed Mid-Year Personnel changes
a. Resolution Authorizing Mid-Year Personnel Changes
i. AFSCME / Local 1 – Confidential Salary Schedules
ii. SEIU Local 1021 Salary Schedules
iii. San Rafael Police Association Salary Schedules
iv. San Rafael Mid-Management Employee Association Salary Schedules v. Temporary / Seasonal / Retiree Salary Schedule
b. Classifications for:
i. Library Services Supervisor
ii. Senior Librarian
iii. Marketing Coordinator
iv. Executive Assistant
v. Wildfire Mitigation Specialist I-III
vi. Emergency Management Coordinator I-III
vii. Pump Station Mechanic II / Lead Pump Station Mechanic viii. Project Manager I/II
ix. Program Analyst – Waste Management

ATTACHMENT A
FY 2024-25 Mid-Year (Q2) Budget Update
• All Funds revenues through the second quarter of FY 2024-25 were $82.85 million or 42.4% of the amended revenue budget of $195.56 million.
• All Funds expenditures through the second quarter of FY 2024-25 totaled $91.44 million. This, combined with an additional $31.56 million in encumbrances related to executed contracts and purchase orders, represents 53.2% of the amended expenditure budget of $231.11 million.

Table 1
FY 2024-25 All Fund Revenues and Transfers-In by Fund Type Fund Type
Adopted
Budget FY25
Adjusted
Budget FY25
Actual Thru
Dec FY25 % Budget
General Fund 103,790,510 103,790,510 43,816,995 42.2%
Special Revenue Funds 51,029,044 56,032,081 19,504,022 34.8% Capital Funds 7,679,073 7,679,073 3,138,320 40.9%
Enterprise Funds 4,807,330 4,807,330 2,252,142 46.8%
Internal Service Funds 23,148,781 23,148,781 14,045,114 60.7% Fiduciary Funds 97,427 97,427 94,034 96.5%
Grand Total 190,552,164.02 195,555,201.47 82,850,626.81 42.4% Table 2
FY 2024-25 All Fund Expenditures and Transfers-Out by Fund Type Fund Type
Adopted
Budget FY25
Adjusted
Budget FY25
Actual Thru
Dec FY25 Encumbrances Budget %
General Fund 112,291,594 112,661,602 55,575,109 3,615,682 52.5% Special Revenue Funds 59,657,172 75,604,549 20,343,945 17,430,830 50.0% Capital Funds 9,400,770 10,945,017 1,226,762 7,811,253 82.6% Enterprise Funds 4,795,356 4,982,073 2,177,120 148,860 46.7% Internal Service Funds 24,721,214 26,698,904 11,959,909 2,550,982 54.4% Fiduciary Funds 167,872 217,872 160,792 - 73.8%
Grand Total 211,033,977 231,110,017 91,443,637 31,557,607 53.2% • All Departments are tracking within budget through the first six months of the fiscal year. • The Adjusted FY2024-25 budget reflects budget augmentations totaling $2.85 million approved by the City Council during the second quarter (September – December) of the fiscal year. Significant budget augmentations have included:
o Authorization carry-over FY 2023-24 encumbered appropriations totaling $964,966 (various funds), approved as part of the FY2024-25 First Quarter Budget Update (November 18, 2024).
o Supplemental appropriations totaling $1.88 million approved through Council action relates to selected agenda reports, as follows:

Meeting
Date Description Amount
11/4/2024 Step Grant $ 92,000
11/18/2024 Windward Way Monitory Services 217,500
11/18/2024 EMS Equipment 678,237
12/2/2024 Francisco Blvd-Mid Block 409,233
12/2/2024 City Bicycle & Ped-Parametrix Agreement 16,710 12/2/2024 Lincoln Ave. Apt 252,000
12/16/2024 Peackock Pk Playground 210,000
$ 1,875,680
Table 3
FY 2024-25 All Fund Expenditures and Transfers-Out by Department Department Name
Adopted
Budget FY25
Adjusted
Budget FY25
Actual Thru
Dec FY25 Encumbrances Budget %
10 - Finance Department 3,271,281 3,396,601 1,656,583 80,531 51.1% 12 - City Manager/City Council Department 4,938,466 8,528,771 3,510,047 2,780,734 73.8% 13 - City Clerk Department 783,036 783,036 324,001 - 41.4% 14 - Management Services Department 28,192,084 29,156,190 13,154,368 2,003,667 52.0% 15 - City Attorney Department 1,452,734 1,458,435 614,959 270,451 60.7% 16 - Comm. Development Department 10,596,784 11,163,394 3,023,942 1,584,057 41.3% 31 - Police Department 29,886,706 30,251,390 14,365,351 305,662 48.5% 33 - Fire Department 38,340,304 41,480,983 18,202,691 2,525,555 50.0% 44 - Public Works Department 54,423,545 55,286,017 16,498,643 10,898,441 49.6% 51 - Library Department 9,763,436 10,133,103 2,846,636 2,603,939 53.8% 66 - Community Services Department 7,155,728 18,602,223 4,775,126 7,849,617 67.9% 99 - Non-departmental 22,229,875 20,869,875 12,471,290 654,953 62.9% Grand Total 211,033,977 231,110,017 91,443,637 31,557,607 53.2% • General Fund revenues through the second quarter of FY 2024-25 totaled $43.82 million, or 42.2% of the approved budget of $103.79 million.
o Most categories of General Fund revenues appear to be tracking at, or above, the expected budget through the second quarter of the fiscal year.
▪ Property tax revenues are tracking with original budget projections, consistent with overall growth in assessed values, as reported by the County Assessor’s Office. ▪ Sales and Use Tax, and Transaction and Use Taxes (Measures E and R), reflect receipts through November 2024 due to the lag time in collections. Projections for year-end sales tax receipts remain consistent with budget, however there appear to be signs that retail sales activity is softening on both a statewide and regional level.

Staff will continue to monitor receipts through Q3 and Q4, to inform projections for the FY25/26 budget.
▪ Business License Tax receipts recorded through December 31, 2024 reflect one quarterly payment, due to timing of receipts; however, based on these results, projected year-end Business License Tax revenues are expected to exceed budget projections by $200,000 (7.6%).
▪ Franchise Fees and Taxes reflect partial payments through December 2024 due to the delay in payments accounting for activity through the first six months of the fiscal year. Revenues from the City’s Franchise Fees are projected to exceed the budget by $100,000 due to recent approval of increases in the solid waste franchise fee, effective January 1, 2025.

Revenue Category
Adopted
Budget FY25
Adjusted
Budget FY25
Actual Thru
Dec FY25 Budget %
Projected
FY25
Budget
Variance
Taxes
1101 - Property Tax (Current Secured] 20,946,795 20,946,795 11,452,818 54.7% 20,884,837 (61,958) 1102 - Property Tax [Current Unsecured] 392,519 392,519 375,549 95.7% 443,376 50,857 1104 - Supplemental Tax 250,000 250,000 93,511 37.4% 400,000 150,000 1107 - E.R.A.F. 3,300,000 3,300,000 1,787,475 54.2% 3,300,000 - 1110 - Franchise Fee: Refuse 3,000,000 3,000,000 1,287,033 42.9% 3,100,000 100,000 1111 - Sales & Use Taxes 25,253,524 25,253,524 8,052,924 31.9% 25,312,040 58,516 1112 - Franchise Tax 1,700,000 1,700,000 196,541 11.6% 1,700,000 - 1113 - Transient Occupancy Tax 3,900,000 3,900,000 1,422,125 36.5% 3,662,500 (237,500) 1115 - Business License Tax 2,600,000 2,600,000 734,330 28.2% 2,800,000 200,000 1116 - Measure S - Use Tax (TUT) - - 20 0.0% 20 20
1117 - Measure E - Use Tax (TUT) 14,520,000 14,520,000 4,954,547 34.1% 14,554,000 34,000 1121 - Property Transfer Tax 1,500,000 1,500,000 690,594 46.0% 1,600,000 100,000 1124 - Unitary Tax 309,508 309,508 - 0.0% 324,983 15,475 1129 - Measure R - Use Tax (TUT) 4,840,000 4,840,000 1,644,207 34.0% 4,851,000 11,000 1150 - Business License Tax (Prior Years) - - - 0.0% - - Taxes Total 82,512,346 82,512,346 32,691,674 39.6% 82,932,756 420,410 2X00 - Licenses & Permits 2,950,488 2,950,488 1,617,280 54.8% 3,150,000 199,512 3300 - Citation Collections 130,000 130,000 56,092 43.1% 130,000 - 3400 - Fines & Forfeitures 73,400 73,400 43,616 59.4% 100,000 26,600 4400 - Use Of Money 1,069,558 1,069,558 821,511 76.8% 1,600,000 530,442 5500 - Intergovernmental 11,708,404 11,708,404 6,074,230 51.9% 11,708,404 - 6000 - Charges For Services 10,000 10,000 - 0.0% 10,000 - 6300 - Development Fees 1,831,094 1,831,094 1,013,242 55.3% 1,831,094 - 6600 - Project Review Fees 501,814 501,814 268,885 53.6% 501,814 - 6700 - False Alarm Fees 137,000 137,000 62,397 45.5% 137,000 - 6800 - Duplication Costs 100 100 280 280.4% 100 -
6900 - Business Tax Processing - - 225 0.0% - -
7700 - Other 358,000 358,000 263,410 73.6% 500,000 142,000 7900 - Transfers 2,508,306 2,508,306 904,153 36.0% 2,508,306 - Grand Total 103,790,510 103,790,510 43,816,995 42.2% 105,109,473 1,318,964 Table 4
FY 2024-25 General Fund Revenues and Transfers-In
▪ Use of Money (Interest Earnings) recorded through the first half of the fiscal year totaled $821,511, or 76.8% of the estimate included in the approved budget. Based on these results, staff is projecting this category to end the fiscal year $530,000 above the level assumed in the approved budget. These results are attributable to the current interest rate environment and the re-balancing of the City’s investment portfolio as investments mature. Note – a significant portion of the earnings being reported represent unrealized capital gains and, as such, does not represent recurring cash flow available to the City to support programs and services. ▪ Licenses and Permits, primarily related to development activity are tracking above budget through the first two quarters of the fiscal year. With this level of activity expected to continue through Q3 and Q4, staff projects License and Permit revenues to end the year about $200,000 (6.8%) above the level assumed in the approved FY24/25 budget.
o Selected General Fund revenues that appear to be lagging budget estimates through the first two quarters include:
▪ Transient Occupancy (Hotel) Tax revenues are lagging budget estimates through the first half of the fiscal year. The December results reflect five months of payments, recorded at $1.42 million, or 34.1% of the budget estimate. The trend through the first five months of the fiscal year suggest that year-end Transient Occupancy Tax revenues will fall about $237,500 (6.0%) below the FY24/25 budget estimate. • General Fund expenditures through the second quarter of FY 2024-25 were at $55.58 million.

Combined with encumbrances of $3.62 million, this represents a combined commitment of 52.5% of the adjusted budget of $112.66 million.
o Through the second quarter, results across most expenditure categories are tracking within the adopted budget. Personnel costs are trending slightly below budget (48%) due to ongoing vacancies in selected departments.
o Departmental expenditures appear to be within budget, accounting for selected professional services contracts that reflect as encumbered appropriations as of the end of the second quarter.

Expenditure Category
Adopted
Budget FY25
Adjusted
Budget FY25
Actual Thru
Dec FY25 Encumbrances Budget %
Projected
FY25
Budget
Variance
8100 - Salaries & Wages 41,305,632 41,105,769 19,879,322 - 48.4% 40,391,254 (714,515) 8300 - Fringe Benefits 29,790,461 29,740,460 14,141,151 - 47.5% 28,921,690 (818,770) 9200 - Services 11,849,929 12,474,620 4,603,829 3,177,849 62.4% 12,474,620 - 9300 - Supplies 1,451,992 1,443,227 594,605 116,933 49.3% 1,443,227 - 9400 - Utilities/Communication 1,888,650 1,788,650 991,486 - 55.4% 1,788,650 - 9500 - Other 1,505,815 1,564,761 991,703 275,901 81.0% 1,564,761 - 9600 - Debt Services 5,326,792 5,326,792 1,669,351 - 31.3% 5,326,792 - 9700 - Assets-Purchase/Cost - 45,000 - 45,000 100.0% 45,000 - 9900 - Transfer Out & Internal Srv Charges 19,172,323 19,172,323 12,703,661 - 66.3% 19,172,323 - Grand Total 112,291,594 112,661,602 55,575,109 3,615,682 52.5% 111,128,317 (1,533,285) Table 5
FY 2024-25 General Fund Expenditures and Transfers-Out by Category • Departmental expenditures within the General Fund appear to be within budget, accounting for selected professional services contracts that reflect as encumbered appropriations as of the end of the second quarter.

Table 6
FY 2024-25 General Fund Expenditures and Transfers-Out by Department Department Name
Adopted
Budget FY25
Adjusted
Budget FY25
Actual Thru
Dec FY25 Encumbrances Budget %
10 - Finance Department 2,628,376 2,703,696 945,363 80,531 37.9% 12 - City Manager/City Council Department 3,945,024 4,898,535 2,277,566 842,345 63.7% 13 - City Clerk Department 783,036 783,036 324,001 - 41.4% 14 - Management Services Department 2,929,496 2,961,696 1,456,290 24,354 50.0% 15 - City Attorney Department 1,330,632 1,336,333 586,393 270,451 64.1% 16 - Comm. Development Department 7,099,118 6,265,728 2,481,501 358,994 45.3% 31 - Police Department 28,482,449 28,755,133 13,902,656 112,183 48.7% 33 - Fire Department 24,097,856 24,728,519 12,192,076 204,584 50.1% 44 - Public Works Department 15,399,565 15,832,748 7,461,919 881,042 52.7% 51 - Library Department 3,494,254 3,494,390 1,540,460 186,245 49.4% 99 - Non-departmental 22,101,787 20,901,787 12,406,883 654,953 62.5% Grand Total 112,291,594 112,661,602 55,575,109 3,615,682 52.5% Table 7
FY 2024-25 Revenues by Fund
FUND Adopted Budget FY25 Current Budget FY25 Actual Thru Dec 2025 Budget % General Fund
001 - General Fund 103,790,510 103,790,510 43,816,995 42.2% General Fund Total 103,790,510 103,790,510 43,816,995 42.2% Special Revenue Funds
200 - Abandoned Vehicle Abatement 170,000 170,000 79,654 46.9% 204 - Crime Prevention - - - 0.0%
205 - Stormwater Fund 2,261,912 2,261,912 689,653 30.5% 206 - Gas Tax Fund 16,665,546 16,665,546 4,542,562 27.3% 207 - Development Services Fund - - - 0.0%
208 - Childcare Fund 3,210,550 3,210,550 1,662,314 51.8% 210 - Emergency Medical Services 8,986,714 8,986,714 4,607,430 51.3% 214 - Library Fund 109,343 109,343 62,556 57.2%
215 - Library Special Assessment Fund 1,236,283 1,236,283 665,117 53.8% 216 - Measure G - Cannabis 269,627 269,627 56,742 21.0% 217 - State Lands 56,352 56,352 43,899 77.9%
218 - General Plan Special Revenue Fund 647,275 647,275 257,056 39.7% 222 - Recreation Revolving Fund 4,705,712 4,705,712 2,330,401 49.5% 223 - Household Hazardous Waste Fund - - - 0.0%
227 - Sewer Maintenance Fund 3,574,639 3,574,639 1,787,320 50.0% 230 - Police Youth Services Fund 19,050 19,050 3,725 19.6% 234 - Pt. San Pedro-Maintenance Portion 156,233 156,233 100,340 64.2% 235 - Baypoint Lagoon A.D. Fund 34,206 34,206 16,594 48.5% 236 - Loch Lomond CFD #10 57,181 57,181 26,618 46.6%
237 - Loch Lomond-Marina CFD #2 257,915 257,915 184,100 71.4% 240 - Parkland Dedication Fund 14,350 14,350 4,206 29.3% 241 - Measure A Open Space Fund 566,197 566,197 11,278 2.0% 242 - Measure C Wildfire Prevention Parcel Tax 3,356,061 3,356,061 686,189 20.4% 243 - Affordable Housing In-Lieu-SR 1,091,630 1,091,630 162,832 14.9% 245 - Housing & Parking In Lieu 13,574 13,574 4,014 29.6% 246 - East SR Traffic Mitigation 639,954 639,954 34,314 5.4% 260 - Childcare Preschool Grant Fund 651,240 651,240 390,417 59.9% 281 - Grant Fund - Safety 300,000 303,037 204,837 67.6% 283 - Grants Fund - Other 1,977,500 6,977,500 889,855 12.8% Special Revenue Funds Total 51,029,044 56,032,081 19,504,022 34.8% Capital Funds
401 - Capital Improvement Fund-City 7,156,955 7,156,955 2,874,952 40.2% 405 - Open Space Fund 4,767 4,767 1,393 29.2%
406 - Parks & Rec. Facility Mtce. Fund 5,642 5,642 3,775 66.9% 407 - Parks Capital Improvements Fund - - - 0.0%
410 - Special Assessment Bond Fund - - - 0.0%
420 - Measure E-Public Safety Facility 501,145 501,145 217,231 43.3% 495 - Successor RDA-L & M Housing-City 10,564 10,564 40,968 387.8% Capital Funds Total 7,679,073 7,679,073 3,138,320 40.9% Enterprise Funds
501 - Parking Services Fund 4,807,330 4,807,330 2,252,142 46.8% Enterprise Funds Total 4,807,330 4,807,330 2,252,142 46.8% Internal Service Funds
600 - Vehicles Replacement Fund 2,540,159 2,540,159 1,797,179 70.8% 601 - Technology Fund 2,782,894 2,782,894 1,346,826 48.4% 602 - Fire Equipment Replacement Fund 423,494 423,494 329,238 77.7% 603 - Building Maintenance Fund 2,177,147 2,177,147 1,078,510 49.5% 604 - Employee Benefits Fund 790,328 790,328 475,594 60.2% 605 - Liability Insurance Fund 4,994,258 4,994,258 3,850,579 77.1% 606 - Workers Compensation Fund 3,241,777 3,241,777 1,758,596 54.2% 607 - Dental Insurance Fund 682,644 682,644 316,638 46.4% 608 - Radio Replacement Fund 467,091 467,091 228,285 48.9% 609 - Communication Replacement Fund 693,786 693,786 347,749 50.1% 611 - Employee Retirement Fund 100,565 100,565 18,013 17.9% 612 - Retiree Health Benefit (OPEB) Fund 3,944,963 3,944,963 2,221,312 56.3% 613 - Police Equipment Replacement Fund 309,675 309,675 276,595 89.3% Internal Service Funds Total 23,148,781 23,148,781 14,045,114 60.7% Fiduciary Funds
490 - Successor Agency-Trust Fund - - - 0.0%
710 - Business Improvement District - - - 0.0%
712 - Library Fiduciary Fund 97,427 97,427 6,565 6.7%
713 - OPEB Trust-Retiree Medical Agency Fund - - - 0.0% 714 - Pt. San Pedro Assessment District - - 87,469 0.0% Fiduciary Funds Total 97,427 97,427 94,034 96.5%
Grand Total 190,552,164 195,555,201 82,850,627 42.4%
Table 8
FY 2024-25 Expenditures by Fund
• Funds whose expenditures and/or encumbrances reflect commitments in excess of budgeted appropriations are under review and subject to corrective action:
o Vehicle Replacement Fund (600) - supplemental appropriations are being FUND Adopted Budget FY25 Current Budget FY25 Actual Thru Dec 2025 Sum of Encumbrances Budget % General Fund
001 - General Fund 112,291,594 112,661,602 55,575,109 3,615,682 52.5% General Fund Total 112,291,594 112,661,602 55,575,109 3,615,682 52.5% Special Revenue Funds
200 - Abandoned Vehicle Abatement 179,067 179,067 91,504 - 51.1% 205 - Stormwater Fund 1,880,018 6,193,379 557,101 5,338,457 95.2% 206 - Gas Tax Fund 17,271,838 21,647,691 3,854,647 3,713,355 35.0% 208 - Childcare Fund 3,302,755 3,302,755 1,615,559 - 48.9% 210 - Emergency Medical Services 9,609,193 10,294,981 4,314,229 678,237 48.5% 214 - Library Fund 4,399,451 4,768,982 615,183 2,293,135 61.0% 215 - Library Special Assessment Fund 1,869,731 1,869,731 690,994 124,558 43.6% 216 - Measure G - Cannabis 870,386 870,386 77,314 - 8.9% 218 - General Plan Special Revenue Fund 1,151,724 1,151,724 170,440 - 14.8% 222 - Recreation Revolving Fund 4,932,185 4,932,185 2,439,464 36,134 50.2% 223 - Household Hazardous Waste Fund 527,640 527,640 527,641 - 100.0% 227 - Sewer Maintenance Fund 3,574,639 3,574,639 1,664,194 - 46.6% 230 - Police Youth Services Fund 40,043 40,043 3,323 - 8.3% 234 - Pt. San Pedro-Maintenance Portion 183,186 183,186 62,677 - 34.2% 235 - Baypoint Lagoon A.D. Fund 212,700 221,205 12,721 9,596 10.1% 236 - Loch Lomond CFD #10 18,855 18,855 12,584 - 66.7%
237 - Loch Lomond-Marina CFD #2 135,030 135,030 61,593 46,638 80.2% 241 - Measure A Open Space Fund 937,504 1,040,196 113,974 125,550 23.0% 242 - Measure C Wildfire Prevention Parcel Tax 4,269,472 5,756,536 1,107,228 1,642,734 47.8% 243 - Affordable Housing In-Lieu-SR - 1,400,000 169,879 1,116,419 91.9% 246 - East SR Traffic Mitigation 790,000 1,158,248 273,889 258,689 46.0% 260 - Childcare Preschool Grant Fund 683,288 686,795 277,577 - 40.4% 281 - Grant Fund - Safety 472,445 564,445 188,765 - 33.4% 283 - Grants Fund - Other 2,346,021 5,086,849 1,441,464 2,047,327 68.6% Special Revenue Funds Total 59,657,172 75,604,549 20,343,945 17,430,830 50.0% Capital Funds
401 - Capital Improvement Fund-City 9,215,000 9,975,797 520,112 7,761,566 83.0% 402 - East Francisco Blvd. Mtce Fund - - - - 0.0%
404 - Mariposa Maintenance Fund - - - - 0.0%
407 - Parks Capital Improvements Fund - - 5,662 - 0.0%
420 - Measure E-Public Safety Facility 100,000 883,450 700,988 49,687 85.0% 495 - Successor RDA-L & M Housing-City 85,770 85,770 - - 0.0% Capital Funds Total 9,400,770 10,945,017 1,226,762 7,811,253 82.6% Enterprise Funds
501 - Parking Services Fund 4,795,356 4,982,073 2,177,120 148,860 46.7% Enterprise Funds Total 4,795,356 4,982,073 2,177,120 148,860 46.7% Internal Service Funds
600 - Vehicles Replacement Fund 330,000 1,456,283 1,369,019 191,037 107.1% 601 - Technology Fund 4,400,168 4,975,427 1,538,910 1,613,522 63.4% 602 - Fire Equipment Replacement Fund 231,000 408,164 189,405 - 46.4% 603 - Building Maintenance Fund 2,612,713 2,645,802 270,088 336,306 22.9% 604 - Employee Benefits Fund 586,787 600,362 792,370 48,265 140.0% 605 - Liability Insurance Fund 6,691,547 6,691,547 3,023,764 131,399 47.2% 606 - Workers Compensation Fund 3,528,287 3,528,287 1,523,959 - 43.2% 607 - Dental Insurance Fund 495,000 495,000 198,684 - 40.1% 608 - Radio Replacement Fund 410,000 410,000 513,918 - 125.3% 609 - Communication Replacement Fund 684,400 736,721 224,126 36,973 35.4% 611 - Employee Retirement Fund 684,313 684,313 340,156 - 49.7% 612 - Retiree Health Benefit (OPEB) Fund 3,660,000 3,660,000 1,856,136 - 50.7% 613 - Police Equipment Replacement Fund 407,000 407,000 119,375 193,480 76.9% Internal Service Funds Total 24,721,214 26,698,904 11,959,909 2,550,982 54.4% Fiduciary Funds
490 - Successor Agency-Trust Fund 12,870 12,870 2,935 - 22.8% 710 - Business Improvement District - 50,000 50,000 - 100.0% 712 - Library Fiduciary Fund - - - - 0.0%
713 - OPEB Trust-Retiree Medical Agency Fund - - - - 0.0% 714 - Pt. San Pedro Assessment District 155,002 155,002 107,857 - 69.6% Fiduciary Funds Total 167,872 217,872 160,792 - 73.8%
Grand Total 211,033,977 231,110,017 91,443,637 31,557,607 53.2% requested as part of this report;
o Employee Benefits Fund (604) – Charges posted against this fund are typically re-allocated to the Retiree Health Benefit Fund (612) at year-end.

ATTACHMENT B
Recommended FY2024-25 Mid-Year
Supplemental Budget Appropriations
Dept. Description Amount Totals
205 Stormwater DPW Appropriate funds to be reimbursed from CDBG award (Canal Pump Station)
$ 60,800
Sub-total $ 60,800
206 Gas Tax DPW Appropriate funds to be reimbursed from CDBG award (Canal pathway)
$ 120,000
Sub-total $ 120,000
210 Paramedic SRFD Increase cost of 3rd party ambulance billing services $ 40,000 Sub-total $ 40,000
234 Point San Pedro Assess. Dist. DPW $ 4,500
236 Loch Lomond CFD #10 DPW $ 13,000
237 Loch Lomond Marina CFD #2 DPW $ 116,726
Sub-total $ 134,226
281 Public Safety Grants SRPD Police Vest - Grant + City Match $ 27,085 Sub-total $ 27,085
407 Parks Capital DPW Memorial Bench Program $ 10,300
Sub-total $ 10,300
600 Vehicle Replacement DPW Outfitting for approved vehiclereplacement purchases; increased costs
$ 165,000
Sub-total $ 165,000
608 Radio Replacement DGS Increase in Marin Emergency Radio Agency contribution $ 115,000 Sub-total $ 115,000
Total FY 2024-25 Mid-Year Supplemental Budget Appropriations $ 672,411 Fund
Expenditure reflected in Engineer's Assessment District Report(s) approved by City Council - AFTER adoption of
the FY24-25 budget.

ATTACHMENT C
Mid-Year Personnel Changes
1) Resolution – Mid-Year Personnel Changes
i. AFSCME / Local 1 – Confidential Salary Schedules
ii. SEIU Local 1021 Salary Schedules
iii. San Rafael Police Association Salary Schedules
iv. San Rafael Mid-Management Employee Association Salary Schedules v. Temporary / Seasonal / Retiree Salary Schedule
2) Classifications for:
i. Library Services Supervisor
ii. Senior Librarian
iii. Marketing Coordinator
iv. Executive Assistant
v. Wildfire Mitigation Specialist I-III
vi. Emergency Management Coordinator I-III
vii. Pump Station Mechanic II / Lead Pump Station Mechanic viii. Project Manager I-II
ix. Program Analyst – Waste Management

ATTACHMENT C

Page 1 of 2 ends

RESOLUTION NO. __________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN
RAFAEL APPROVING FISCAL YEAR 2024-25 MID-YEAR PERSONNEL

CHANGES, UPDATES TO APPLICABLE SALARY SCHEDULES, AND

APPROPRIATING FUNDING FOR A NEW PROGRAM ANALYST

POSITION WITHIN THE SUSTAINABILITY DIVISION
WHEREAS, the City Council of the City of San Rafael periodically reviews the staffing needs of various departments to ensure alignment with the City’s operational priorities and strategic goals; and
WHEREAS, the City Council recognizes the need for certain personnel actions to enhance organizational efficiency, better align resources, and support City departments in serving the community; and
WHEREAS, the Finance and Human Resources Departments have presented a report identifying several proposed personnel changes, including the creation, reclassification, conversion, and reallocation of positions across various departments; and WHEREAS, these proposed personnel actions are designed to improve the delivery of services, support workforce development, and ensure appropriate staffing levels within the City’s operations; and
WHEREAS, these changes include revisions to various job classifications, positions, and salary schedules, including the reclassification of positions in the Library Services, Human Resources, City Manager’s Office, Digital Services & Open Government, Fire Department, Community and Economic Development, Sustainability, Community Services Division, and the Department of Public Works; and
WHEREAS, the City Council has reviewed and considered the fiscal impact of the proposed personnel changes, including a supplemental budget appropriation of $44,500 for the new staff position within the Sustainability Division, and the resulting budget impact of $143,000 for the current fiscal year, to be absorbed within existing FY 2024-25 budget appropriations.

NOW, THEREFORE, BE IT RESOLVED, by the San Rafael City Council that the following personnel actions are approved and authorized:

Effective on or after February 18, 2025 -
A. Update to the AFSCME/Local 1 – Confidential Salary Schedule to reflect:
o The creation of an Executive Assistant Classification B. Update to the SEIU- Local 2012 Salary Schedule to reflect:
o The creation of a Supervising Librarian classification o The creation of a Senior Librarian classification
o The creation of a Marketing Coordinator classification o The creation of a Wildfire Mitigation Specialist I-III classification series o The creation of a Emergency Management Coordinator I-III classification series o The creation of a Pump Station Mechanic II / Lead Pump Station Mechanic classification

ATTACHMENT C

Page 2 of 2 ends

o The creation of a Project Manager I-II classification series o The creation of a Program Analyst-Waste Management classification C. Update to the San Rafael Police Association Salary Schedule to reflect:
o The deletion of outdated and obsolete classifications D. Update to the San Rafael Mid-Management Employee Association Salary Schedule to reflect:
o The creation of a Library Services Supervisor classification E. Update to the Temporary / Seasonal / Retiree Salary Resolution to reflect:
o Updates consistent with the state’s minimum wage law which enacted increases, effective January 1, 2025
F. Authorize an increase in authorized headcount of 1.0 Full-time Equivalent (FTE) to reflect the addition of a Program Analyst–Waste Management position within the Sustainability Division, and
G. Authorize an appropriation of $44,800 within the General Fund to support estimated FY2024/25 personnel costs related to the new Program Manager-Waste Management staff position, to be fully-funded through reimbursement provided by Marin Sanitation Services, per separate agreement.

I, LINDSAY LARA, Clerk of the City of San Rafael, hereby certify that the foregoing resolution was duly and regularly introduced and adopted at a regular meeting of the City Council of said City on Tuesday, the 18th of February 2025, by the following vote, to wit:

AYES:

NOES:

ABSENT:

______________________
LINDSAY LARA, City Clerk
Grade Position A B C D E
7122 ADMIN ASST I (CONFIDENTIAL) $5,185 $5,444 $5,716 $6,002 $6,302 7123 ADMIN ASST II (CONFIDENTIAL) $5,716 $6,002 $6,302 $6,617 $6,948 7215 ADMIN ASSISTANT TO THE CM $6,762 $7,100 $7,455 $7,827 $8,219 7207 ADMIN ASST TO THE CHIEF OF POLICE $5,977 $6,276 $6,590 $6,920 $7,266 2106 ASSOCIATE MANAGEMENT ANALYST $6,574 $6,903 $7,248 $7,610 $7,991 TBD EXECUTIVE ASSISTANT $7,100 $7,455 $7,827 $8,219 $8,630 2138 HUMAN RESOURCES ANALYST I $7,177 $7,536 $7,912 $8,308 $8,723 2139 HUMAN RESOURCES ANALYST II $7,894 $8,288 $8,703 $9,138 $9,595 7124 HUMAN RESOURCES ASSISTANT $6,106 $6,411 $6,732 $7,068 $7,422 2109 HUMAN RESOURCES REPRESENTATIVE I $6,480 $6,804 $7,144 $7,501 $7,876 2110 HUMAN RESOURCES REPRESENTATIVE II $7,138 $7,495 $7,870 $8,263 $8,676 7242 LEGAL ASSISTANT I $6,633 $6,964 $7,313 $7,678 $8,062 9205 LEGAL ASSISTANT II $7,309 $7,674 $8,058 $8,461 $8,884 7204 MANAGEMENT ANALYST $7,232 $7,593 $7,973 $8,372 $8,790 7301 PAYROLL ADMINISTRATOR $6,973 $7,321 $7,688 $8,072 $8,476 7203 PAYROLL TECHNICIAN $6,544 $6,872 $7,215 $7,576 $7,955 7316 PRINCIPAL ACCOUNTANT $8,995 $9,444 $9,917 $10,412 $10,933 2136 SENIOR ADMIN ASST (CONFIDENTIAL) $6,275 $6,589 $6,919 $7,265 $7,628 2130 SENIOR ACCOUNTANT $8,014 $8,414 $8,835 $9,277 $9,741 AFSCME / LOCAL 1 - CONFIDENTIAL

SALARY SCHEDULE
Effective July 1, 2024
Grade Position A B C D E
7122 ADMIN ASST I (CONFIDENTIAL) $5,470 $5,743 $6,030 $6,332 $6,649 7123 ADMIN ASST II (CONFIDENTIAL) $6,031 $6,332 $6,649 $6,981 $7,330 7215 ADMIN ASSISTANT TO THE CM $7,134 $7,490 $7,865 $8,258 $8,671 7207 ADMIN ASST TO THE CHIEF OF POLICE $6,306 $6,622 $6,953 $7,300 $7,665 2106 ASSOCIATE MANAGEMENT ANALYST $7,100 $7,455 $7,828 $8,219 $8,630 TBD EXECUTIVE ASSISTANT $7,490 $7,865 $8,258 $8,671 $9,104 2138 HUMAN RESOURCES ANALYST I $7,464 $7,837 $8,229 $8,640 $9,072 2139 HUMAN RESOURCES ANALYST II $8,210 $8,620 $9,051 $9,504 $9,979 7124 HUMAN RESOURCES ASSISTANT $6,442 $6,764 $7,102 $7,457 $7,830 2109 HUMAN RESOURCES REPRESENTATIVE I $6,836 $7,178 $7,537 $7,914 $8,309 2110 HUMAN RESOURCES REPRESENTATIVE II $7,531 $7,907 $8,303 $8,718 $9,154 7242 LEGAL ASSISTANT I $6,997 $7,347 $7,715 $8,100 $8,505 9205 LEGAL ASSISTANT II $7,711 $8,096 $8,501 $8,926 $9,372 7204 MANAGEMENT ANALYST $7,810 $8,201 $8,611 $9,042 $9,494 7301 PAYROLL ADMINISTRATOR* $7,252 $7,614 $7,995 $8,395 $8,815 7203 PAYROLL TECHNICIAN $6,806 $7,146 $7,504 $7,879 $8,273 7316 PRINCIPAL ACCOUNTANT $9,444 $9,917 $10,412 $10,933 $11,480 2136 SENIOR ADMIN ASST (CONFIDENTIAL) $6,621 $6,952 $7,299 $7,664 $8,047 2130 SENIOR ACCOUNTANT $8,414 $8,835 $9,277 $9,741 $10,228 AFSCME / LOCAL 1 - CONFIDENTIAL

SALARY SCHEDULE
Effective July 1, 2025
Grade Position A B C D E
7122 ADMIN ASST I (CONFIDENTIAL) $5,743 $6,030 $6,332 $6,649 $6,981 7123 ADMIN ASST II (CONFIDENTIAL) $6,332 $6,649 $6,981 $7,330 $7,697 7215 ADMIN ASSISTANT TO THE CM $7,490 $7,865 $8,258 $8,671 $9,104 7207 ADMIN ASST TO THE CHIEF OF POLICE $6,622 $6,953 $7,300 $7,665 $8,049 2106 ASSOCIATE MANAGEMENT ANALYST $7,597 $7,977 $8,376 $8,794 $9,234 TBD EXECUTIVE ASSISTANT $7,865 $8,258 $8,671 $9,104 $9,560 2138 HUMAN RESOURCES ANALYST I $7,762 $8,150 $8,558 $8,986 $9,435 2139 HUMAN RESOURCES ANALYST II $8,538 $8,965 $9,413 $9,884 $10,378 7124 HUMAN RESOURCES ASSISTANT $6,700 $7,034 $7,386 $7,756 $8,143 2109 HUMAN RESOURCES REPRESENTATIVE I $7,110 $7,465 $7,838 $8,230 $8,642 2110 HUMAN RESOURCES REPRESENTATIVE II $7,832 $8,223 $8,635 $9,066 $9,520 7242 LEGAL ASSISTANT I $7,277 $7,641 $8,023 $8,424 $8,846 9205 LEGAL ASSISTANT II $8,019 $8,420 $8,841 $9,283 $9,747 7204 MANAGEMENT ANALYST $8,357 $8,775 $9,214 $9,674 $10,158 7301 PAYROLL ADMINISTRATOR* $7,542 $7,919 $8,315 $8,731 $9,167 7203 PAYROLL TECHNICIAN $7,078 $7,432 $7,804 $8,194 $8,604 7316 PRINCIPAL ACCOUNTANT $9,822 $10,313 $10,829 $11,370 $11,939 2136 SENIOR ADMIN ASST (CONFIDENTIAL) $6,952 $7,299 $7,664 $8,047 $8,450 2130 SENIOR ACCOUNTANT $8,751 $9,189 $9,648 $10,130 $10,637 AFSCME / LOCAL 1 - CONFIDENTIAL

SALARY SCHEDULE
Effective July 1, 2026
Grade Position A B C D E
7241 Accountant I $ 6,720 $ 7,056 $ 7,409 $ 7,779 $ 8,168 7240 Accountant II $ 7,057 $ 7,409 $ 7,780 $ 8,169 $ 8,577 7200 Accounting Assistant I $ 4,895 $ 5,139 $ 5,396 $ 5,666 $ 5,949 7201 Accounting Assistant II $ 5,391 $ 5,661 $ 5,944 $ 6,241 $ 6,553 7300 Senior Accounting Assistant $ 5,944 $ 6,241 $ 6,553 $ 6,881 $ 7,225 7299 Accounting Technician $ 6,722 $ 7,058 $ 7,411 $ 7,782 $ 8,171 7205 Administrative Analyst $ 6,352 $ 6,670 $ 7,003 $ 7,353 $ 7,721 7211 Administrative Assistant I $ 5,073 $ 5,327 $ 5,593 $ 5,873 $ 6,166 7212 Administrative Assistant II $ 5,594 $ 5,873 $ 6,167 $ 6,475 $ 6,799 7295 Senior Administrative Assistant $ 6,023 $ 6,324 $ 6,640 $ 6,972 $ 7,321 7216 Administrative Assistant to the City Clerk $ 6,023 $ 6,324 $ 6,640 $ 6,972 $ 7,321 7210 Assistant Planner $ 7,184 $ 7,544 $ 7,921 $ 8,317 $ 8,733 7208 Associate Planner $ 7,929 $ 8,325 $ 8,741 $ 9,179 $ 9,637 7217 Building Inspector I $ 6,510 $ 6,836 $ 7,178 $ 7,536 $ 7,913 7218 Building Inspector II $ 7,184 $ 7,544 $ 7,921 $ 8,317 $ 8,733 7220 Business License Examiner $ 5,660 $ 5,943 $ 6,240 $ 6,552 $ 6,880 9352 Child Care Supervisor $ 5,043 $ 5,295 $ 5,560 $ 5,838 $ 6,130 9351 Child Care Instructor I $ 2,820 $ 2,961 $ 3,109 $ 3,264 $ 3,427 9350 Child Care Instructor II $ 3,619 $ 3,800 $ 3,990 $ 4,190 $ 4,399 7222 Code Enforcement Official I $ 5,215 $ 5,476 $ 5,750 $ 6,038 $ 6,339 7223 Code Enforcement Official II $ 5,755 $ 6,043 $ 6,345 $ 6,662 $ 6,995 7380 Code Enforcement Official III $ 6,835 $ 7,176 $ 7,535 $ 7,912 $ 8,307 2119 Construction Inspector - SRSD $ 7,076 $ 7,430 $ 7,802 $ 8,192 $ 8,601 7224 Custodian $ 4,857 $ 5,100 $ 5,355 $ 5,623 $ 5,904
4210 Data Analyst I $ 7,339 $ 7,706 $ 8,091 $ 8,496 $ 8,920 4211 Data Analyst II $ 8,073 $ 8,476 $ 8,900 $ 9,345 $ 9,812 4212 Data Analyst III $ 8,880 $ 9,324 $ 9,790 $ 10,280 $ 10,794 7226 Deputy City Clerk I $ 6,174 $ 6,483 $ 6,807 $ 7,147 $ 7,505 3702 Deputy City Clerk II $ 7,505 $ 7,879 $ 8,273 $ 8,687 $ 9,121 7120 Emergency Management Coordinator I $ 5,883 $ 6,177 $ 6,486 $ 6,810 $ 7,151 TBD Emergency Management Coordinator II $ 8,317 $ 8,317 $ 8,317 $ 8,317 $ 8,733 TBD Emergency Management Coordinator III $ 8,528 $ 8,955 $ 9,402 $ 9,872 $ 10,366 7121 Environmental Management Coordinator $ 5,883 $ 6,177 $ 6,486 $ 6,810 $ 7,151 7232 Facility Repair Supervisor $ 7,733 $ 8,119 $ 8,525 $ 8,952 $ 9,399 7291 Facility Repair Worker I $ 5,487 $ 5,762 $ 6,050 $ 6,352 $ 6,670 7233 Facility Repair Worker II $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 7294 Facility Repair Worker III $ 6,513 $ 6,838 $ 7,180 $ 7,539 $ 7,916 7108 Fire Prevention Inspector I $ 8,226 $ 8,638 $ 9,070 $ 9,523 $ 9,999 7107 Fire Prevention Inspector II $ 9,069 $ 9,522 $ 9,998 $ 10,498 $ 11,023 7298 IT Help Desk Supervisor $ 8,073 $ 8,476 $ 8,900 $ 9,345 $ 9,812 TBD Lead Pump Station Mechanic $ 6,675 $ 7,009 $ 7,360 $ 7,728 $ 8,114 7243 Librarian I $ 6,716 $ 7,052 $ 7,404 $ 7,775 $ 8,163 7244 Librarian II $ 7,055 $ 7,408 $ 7,778 $ 8,167 $ 8,575 2404 Library Aide $ 3,219 $ 3,380 $ 3,549 $ 3,727 $ 3,913 7246 Library Assistant I $ 4,422 $ 4,643 $ 4,875 $ 5,119 $ 5,375 7247 Library Assistant II $ 5,001 $ 5,251 $ 5,513 $ 5,789 $ 6,079 2405 Library Tech Services Supervisor $ 6,394 $ 6,714 $ 7,049 $ 7,402 $ 7,772 7292 Literacy Program Supervisor $ 7,783 $ 8,173 $ 8,581 $ 9,010 $ 9,461 7249 Mail and Stores Clerk $ 4,384 $ 4,603 $ 4,833 $ 5,075 $ 5,329 TBD Marketing Coordinator $ 5,900 $ 6,195 $ 6,504 $ 6,830 $ 7,171 7255 Network Analyst $ 7,340 $ 7,707 $ 8,092 $ 8,497 $ 8,922 7274 Network Support Technician $ 5,614 $ 5,895 $ 6,190 $ 6,499 $ 6,824 7285 Office Assistant I $ 4,175 $ 4,383 $ 4,603 $ 4,833 $ 5,074 7284 Office Assistant II $ 4,716 $ 4,952 $ 5,199 $ 5,459 $ 5,732 7256 Park Equipment Mechanic $ 6,356 $ 6,674 $ 7,008 $ 7,358 $ 7,726 City of San Rafael

SEIU - SALARY SCHEDULE
Effective July 1, 2024

Page 1 of 6 ends

Grade Position A B C D E
City of San Rafael

SEIU - SALARY SCHEDULE
Effective July 1, 2024
7257 Parking Attendant I $ 2,390 $ 2,509 $ 2,635 $ 2,767 $ 2,905 7275 Parking Attendant II $ 2,632 $ 2,764 $ 2,902 $ 3,047 $ 3,199 6208 Parking Enforcement Officer $ 5,830 $ 6,122 $ 6,428 $ 6,749 $ 7,087 6212 Parking Equipment Technician $ 5,625 $ 5,906 $ 6,201 $ 6,512 $ 6,837 6209 Parking Maintenance & Collections $ 5,625 $ 5,906 $ 6,201 $ 6,511 $ 6,837 6211 Parking Operations Supervisor $ 7,733 $ 8,119 $ 8,525 $ 8,951 $ 9,399 7258 Parks & Graffitti Worker $ 5,102 $ 5,357 $ 5,625 $ 5,906 $ 6,201 2123 Parks Lead Maintenance Worker $ 6,513 $ 6,838 $ 7,180 $ 7,539 $ 7,916 7271 Parks Maintenance Supervisor $ 7,733 $ 8,119 $ 8,525 $ 8,952 $ 9,399 7236 Parks Maintenance Worker I $ 5,357 $ 5,625 $ 5,906 $ 6,202 $ 6,512 7238 Parks Maintenance Worker II $ 5,625 $ 5,906 $ 6,202 $ 6,512 $ 6,837 7296 Permit Services Coordinator $ 7,755 $ 8,143 $ 8,550 $ 8,978 $ 9,426 7396 Permit Services Supervisor $ 8,725 $ 9,161 $ 9,620 $ 10,101 $ 10,606 7196 Permit Technician I $ 5,381 $ 5,650 $ 5,933 $ 6,229 $ 6,541 7197 Permit Technician II $ 5,919 $ 6,215 $ 6,525 $ 6,852 $ 7,194 7198 Permit Technician III $ 6,511 $ 6,836 $ 7,178 $ 7,537 $ 7,914 7261 Planning Technician $ 5,614 $ 5,895 $ 6,190 $ 6,499 $ 6,824 9453 Principal Planner $ 10,378 $ 10,897 $ 11,442 $ 12,014 $ 12,614 7234 Printing Press Operator $ 5,459 $ 5,732 $ 6,018 $ 6,319 $ 6,635 7305 Program Analyst $ 6,967 $ 7,315 $ 7,681 $ 8,065 $ 8,468 TBD Program Analyst - Waste Management $ 6,967 $ 7,315 $ 7,681 $ 8,065 $ 8,468 1201 Program Coordinator $ 5,900 $ 6,195 $ 6,505 $ 6,830 $ 7,171 TBD Project Manager I $ 7,339 $ 7,706 $ 8,091 $ 8,496 $ 8,920 TBD Project Manager II $ 8,073 $ 8,476 $ 8,900 $ 9,345 $ 9,812 7290 Public Works Dispatcher $ 5,625 $ 5,906 $ 6,202 $ 6,512 $ 6,837 7253 Public Works Inspector $ 6,433 $ 6,755 $ 7,092 $ 7,447 $ 7,819 TBD Pump Station Mechanic II $ 6,202 $ 6,512 $ 6,838 $ 7,180 $ 7,539 7263 Revenue Supervisor $ 8,574 $ 9,002 $ 9,453 $ 9,925 $ 10,421 2309 Senior Building Inspector $ 8,528 $ 8,955 $ 9,403 $ 9,873 $ 10,366 TBD Senior Librarian $ 7,761 $ 8,149 $ 8,556 $ 8,984 $ 9,433 7265 Senior Library Assistant $ 5,252 $ 5,514 $ 5,790 $ 6,079 $ 6,383 7264 Senior Planner $ 8,972 $ 9,421 $ 9,892 $ 10,387 $ 10,906 2204 Sewer Lead Maintenance Worker $ 7,182 $ 7,541 $ 7,918 $ 8,314 $ 8,729 7266 Sewer Maintenance Worker I $ 5,764 $ 6,052 $ 6,355 $ 6,672 $ 7,006 7267 Sewer Maintenance Worker II $ 6,203 $ 6,513 $ 6,839 $ 7,180 $ 7,539 7281 Sewers Supervisor $ 8,118 $ 8,524 $ 8,950 $ 9,398 $ 9,868 7269 Shop & Equipment Supervisor $ 7,733 $ 8,120 $ 8,525 $ 8,952 $ 9,399 7280 Street Lead Maintenance Worker $ 6,513 $ 6,838 $ 7,180 $ 7,539 $ 7,916 7209 Street Maintenance Supervisor $ 7,733 $ 8,119 $ 8,525 $ 8,952 $ 9,399 7250 Street Maintenance Worker I $ 5,357 $ 5,625 $ 5,906 $ 6,202 $ 6,512 7251 Street Maintenance Worker II $ 5,625 $ 5,906 $ 6,202 $ 6,512 $ 6,837 7283 Street Sweeper Operator $ 5,906 $ 6,202 $ 6,512 $ 6,837 $ 7,179 8523 Supervising Parking Enforcement Officer $ 6,557 $ 6,885 $ 7,229 $ 7,590 $ 7,970 7288 Supervising Vehicle/Equipment Mechanic $ 6,841 $ 7,183 $ 7,542 $ 7,919 $ 8,315 7286 Vehicle/Equipment Mechanic I $ 5,764 $ 6,052 $ 6,355 $ 6,673 $ 7,006 7287 Vehicle/Equipment Mechanic II $ 6,356 $ 6,674 $ 7,008 $ 7,358 $ 7,726 2131 Volunteer Program Assistant $ 5,689 $ 5,973 $ 6,272 $ 6,586 $ 6,915 TBD Wildfire Mitigation Specialist I $ 5,883 $ 6,177 $ 6,486 $ 6,810 $ 7,151 TBD Wildfire Mitigation Specialist II $ 8,317 $ 8,317 $ 8,317 $ 8,317 $ 8,733 TBD Wildfire Mitigation Specialist III $ 8,528 $ 8,955 $ 9,402 $ 9,872 $ 10,366

Page 2 of 6 ends

Grade Position A B C D E
7241 Accountant I $ 6,989 $ 7,338 $ 7,705 $ 8,090 $ 8,495 7240 Accountant II $ 7,339 $ 7,706 $ 8,091 $ 8,496 $ 8,920 7200 Accounting Assistant I $ 5,090 $ 5,345 $ 5,612 $ 5,893 $ 6,187 7201 Accounting Assistant II $ 5,607 $ 5,887 $ 6,182 $ 6,491 $ 6,815 7300 Senior Accounting Assistant $ 6,182 $ 6,491 $ 6,815 $ 7,156 $ 7,514 7299 Accounting Technician $ 6,991 $ 7,340 $ 7,707 $ 8,093 $ 8,497 7205 Administrative Analyst $ 6,606 $ 6,936 $ 7,283 $ 7,647 $ 8,030 7211 Administrative Assistant I $ 5,276 $ 5,540 $ 5,817 $ 6,108 $ 6,413 7212 Administrative Assistant II $ 5,817 $ 6,108 $ 6,414 $ 6,734 $ 7,071 7295 Senior Administrative Assistant $ 6,264 $ 6,577 $ 6,906 $ 7,251 $ 7,614 7216 Administrative Assistant to the City Clerk $ 6,264 $ 6,577 $ 6,906 $ 7,251 $ 7,614 7210 Assistant Planner $ 7,472 $ 7,845 $ 8,238 $ 8,650 $ 9,082 7208 Associate Planner $ 8,246 $ 8,658 $ 9,091 $ 9,546 $ 10,023 7217 Building Inspector I $ 6,771 $ 7,109 $ 7,465 $ 7,838 $ 8,230 7218 Building Inspector II $ 7,472 $ 7,845 $ 8,238 $ 8,650 $ 9,082 7220 Business License Examiner $ 5,886 $ 6,181 $ 6,490 $ 6,814 $ 7,155 9352 Child Care Supervisor $ 5,346 $ 5,613 $ 5,893 $ 6,188 $ 6,498 9351 Child Care Instructor I $ 2,989 $ 3,138 $ 3,295 $ 3,460 $ 3,633 9350 Child Care Instructor II $ 3,837 $ 4,028 $ 4,230 $ 4,441 $ 4,663 7222 Code Enforcement Official I $ 5,424 $ 5,695 $ 5,980 $ 6,279 $ 6,593 7223 Code Enforcement Official II $ 5,985 $ 6,284 $ 6,598 $ 6,928 $ 7,275 7380 Code Enforcement Official III $ 7,108 $ 7,463 $ 7,837 $ 8,228 $ 8,640 2119 Construction Inspector - SRSD $ 7,359 $ 7,727 $ 8,114 $ 8,519 $ 8,945 7224 Custodian $ 5,052 $ 5,304 $ 5,569 $ 5,848 $ 6,140
4210 Data Analyst I $ 7,632 $ 8,014 $ 8,415 $ 8,835 $ 9,277 4211 Data Analyst II $ 8,396 $ 8,815 $ 9,256 $ 9,719 $ 10,205 4212 Data Analyst III $ 9,235 $ 9,697 $ 10,182 $ 10,691 $ 11,225 7226 Deputy City Clerk I $ 6,421 $ 6,742 $ 7,079 $ 7,433 $ 7,805 3702 Deputy City Clerk II $ 7,805 $ 8,195 $ 8,604 $ 9,034 $ 9,486 7120 Emergency Management Coordinator I $ 6,118 $ 6,424 $ 6,745 $ 7,083 $ 7,437 TBD Emergency Management Coordinator II $ 8,317 $ 8,317 $ 8,317 $ 8,317 $ 9,082 TBD Emergency Management Coordinator III $ 8,869 $ 9,313 $ 9,778 $ 10,267 $ 10,781 7121 Environmental Management Coordinator $ 6,118 $ 6,424 $ 6,745 $ 7,083 $ 7,437 7232 Facility Repair Supervisor $ 8,042 $ 8,444 $ 8,866 $ 9,310 $ 9,775 7291 Facility Repair Worker I $ 5,707 $ 5,992 $ 6,292 $ 6,606 $ 6,937 7233 Facility Repair Worker II $ 6,294 $ 6,608 $ 6,939 $ 7,286 $ 7,650 7294 Facility Repair Worker III $ 6,773 $ 7,112 $ 7,468 $ 7,841 $ 8,233 7108 Fire Prevention Inspector I $ 8,556 $ 8,983 $ 9,433 $ 9,904 $ 10,399 7107 Fire Prevention Inspector II $ 9,432 $ 9,903 $ 10,398 $ 10,918 $ 11,464 7298 IT Help Desk Supervisor $ 8,396 $ 8,815 $ 9,256 $ 9,719 $ 10,205 TBD Lead Pump Station Mechanic $ 6,942 $ 7,290 $ 7,654 $ 8,037 $ 8,439 7243 Librarian I $ 7,119 $ 7,475 $ 7,849 $ 8,241 $ 8,653 7244 Librarian II $ 7,478 $ 7,852 $ 8,245 $ 8,657 $ 9,090 2404 Library Aide $ 3,412 $ 3,583 $ 3,762 $ 3,950 $ 4,148 7246 Library Assistant I $ 4,687 $ 4,922 $ 5,168 $ 5,426 $ 5,698 7247 Library Assistant II $ 5,301 $ 5,566 $ 5,844 $ 6,137 $ 6,443 2405 Library Tech Services Supervisor $ 6,778 $ 7,116 $ 7,472 $ 7,846 $ 8,238 7292 Literacy Program Supervisor $ 8,250 $ 8,663 $ 9,096 $ 9,551 $ 10,028 7249 Mail and Stores Clerk $ 4,559 $ 4,787 $ 5,027 $ 5,278 $ 5,542 TBD Marketing Coordinator $ 6,136 $ 6,442 $ 6,764 $ 7,103 $ 7,458 7255 Network Analyst $ 7,634 $ 8,015 $ 8,416 $ 8,837 $ 9,279 7274 Network Support Technician $ 5,839 $ 6,131 $ 6,437 $ 6,759 $ 7,097 7285 Office Assistant I $ 4,342 $ 4,559 $ 4,787 $ 5,026 $ 5,277 7284 Office Assistant II $ 4,905 $ 5,150 $ 5,407 $ 5,678 $ 5,962 7256 Park Equipment Mechanic $ 6,611 $ 6,941 $ 7,288 $ 7,653 $ 8,035 City of San Rafael

SEIU - SALARY SCHEDULE
Effective July 1, 2025

Page 3 of 6 ends

Grade Position A B C D E
City of San Rafael

SEIU - SALARY SCHEDULE
Effective July 1, 2025
7257 Parking Attendant I $ 2,486 $ 2,610 $ 2,740 $ 2,877 $ 3,021 7275 Parking Attendant II $ 2,737 $ 2,874 $ 3,018 $ 3,169 $ 3,327 6208 Parking Enforcement Officer $ 6,064 $ 6,367 $ 6,685 $ 7,019 $ 7,370 6212 Parking Equipment Technician $ 5,850 $ 6,142 $ 6,450 $ 6,772 $ 7,111 6209 Parking Maintenance & Collections $ 5,850 $ 6,142 $ 6,449 $ 6,772 $ 7,110 6211 Parking Operations Supervisor $ 8,042 $ 8,444 $ 8,866 $ 9,310 $ 9,775 7258 Parks & Graffitti Worker $ 5,306 $ 5,571 $ 5,850 $ 6,142 $ 6,449 2123 Parks Lead Maintenance Worker $ 6,773 $ 7,112 $ 7,468 $ 7,841 $ 8,233 7271 Parks Maintenance Supervisor $ 8,042 $ 8,444 $ 8,866 $ 9,310 $ 9,775 7236 Parks Maintenance Worker I $ 5,572 $ 5,850 $ 6,143 $ 6,450 $ 6,772 7238 Parks Maintenance Worker II $ 5,850 $ 6,143 $ 6,450 $ 6,772 $ 7,111 7296 Permit Services Coordinator $ 8,065 $ 8,469 $ 8,892 $ 9,337 $ 9,804 7396 Permit Services Supervisor $ 9,074 $ 9,528 $ 10,004 $ 10,505 $ 11,030 7196 Permit Technician I $ 5,596 $ 5,876 $ 6,170 $ 6,478 $ 6,802 7197 Permit Technician II $ 6,155 $ 6,463 $ 6,786 $ 7,126 $ 7,482 7198 Permit Technician III $ 6,771 $ 7,110 $ 7,465 $ 7,839 $ 8,231 7261 Planning Technician $ 5,839 $ 6,131 $ 6,437 $ 6,759 $ 7,097 9453 Principal Planner $ 10,793 $ 11,333 $ 11,899 $ 12,494 $ 13,119 7234 Printing Press Operator $ 5,677 $ 5,961 $ 6,259 $ 6,572 $ 6,901 7305 Program Analyst $ 7,246 $ 7,608 $ 7,988 $ 8,388 $ 8,807 TBD Program Analyst - Waste Management $ 7,245 $ 7,608 $ 7,988 $ 8,387 $ 8,807 1201 Program Coordinator $ 6,136 $ 6,443 $ 6,765 $ 7,103 $ 7,458 TBD Project Manager I $ 7,632 $ 8,014 $ 8,415 $ 8,835 $ 9,277 TBD Project Manager II $ 8,396 $ 8,815 $ 9,256 $ 9,719 $ 10,205 7290 Public Works Dispatcher $ 5,850 $ 6,143 $ 6,450 $ 6,772 $ 7,111 7253 Public Works Inspector $ 6,690 $ 7,025 $ 7,376 $ 7,745 $ 8,132 TBD Pump Station Mechanic II $ 6,450 $ 6,773 $ 7,112 $ 7,467 $ 7,841 7263 Revenue Supervisor $ 8,917 $ 9,363 $ 9,831 $ 10,322 $ 10,838 2309 Senior Building Inspector $ 8,870 $ 9,313 $ 9,779 $ 10,268 $ 10,781 TBD Senior Librarian $ 8,226 $ 8,637 $ 9,069 $ 9,523 $ 9,999 7265 Senior Library Assistant $ 5,567 $ 5,845 $ 6,137 $ 6,444 $ 6,766 7264 Senior Planner $ 9,331 $ 9,798 $ 10,288 $ 10,802 $ 11,342 2204 Sewer Lead Maintenance Worker $ 7,469 $ 7,842 $ 8,234 $ 8,646 $ 9,078 7266 Sewer Maintenance Worker I $ 5,994 $ 6,294 $ 6,609 $ 6,939 $ 7,286 7267 Sewer Maintenance Worker II $ 6,451 $ 6,773 $ 7,112 $ 7,468 $ 7,841 7281 Sewers Supervisor $ 8,443 $ 8,865 $ 9,308 $ 9,774 $ 10,263 7269 Shop & Equipment Supervisor $ 8,042 $ 8,444 $ 8,867 $ 9,310 $ 9,775 7280 Street Lead Maintenance Worker $ 6,773 $ 7,112 $ 7,468 $ 7,841 $ 8,233 7209 Street Maintenance Supervisor $ 8,042 $ 8,444 $ 8,866 $ 9,310 $ 9,775 7250 Street Maintenance Worker I $ 5,572 $ 5,850 $ 6,143 $ 6,450 $ 6,772 7251 Street Maintenance Worker II $ 5,850 $ 6,143 $ 6,450 $ 6,772 $ 7,111 7283 Street Sweeper Operator $ 6,143 $ 6,450 $ 6,772 $ 7,111 $ 7,466 8523 Supervising Parking Enforcement Officer $ 6,819 $ 7,160 $ 7,518 $ 7,894 $ 8,289 7288 Supervising Vehicle/Equipment Mechanic $ 7,114 $ 7,470 $ 7,843 $ 8,236 $ 8,647 7286 Vehicle/Equipment Mechanic I $ 5,995 $ 6,294 $ 6,609 $ 6,939 $ 7,286 7287 Vehicle/Equipment Mechanic II $ 6,610 $ 6,941 $ 7,288 $ 7,652 $ 8,035 2131 Volunteer Program Assistant $ 5,917 $ 6,212 $ 6,523 $ 6,849 $ 7,192 TBD Wildfire Mitigation Specialist I $ 6,118 $ 6,424 $ 6,746 $ 7,083 $ 7,437 TBD Wildfire Mitigation Specialist II $ 8,317 $ 8,317 $ 8,317 $ 8,317 $ 9,082 TBD Wildfire Mitigation Specialist III $ 8,869 $ 9,313 $ 9,778 $ 10,267 $ 10,781

Page 4 of 6 ends

Grade Position A B C D E
7241 Accountant I $ 7,268 $ 7,632 $ 8,013 $ 8,414 $ 8,835 7240 Accountant II $ 7,632 $ 8,014 $ 8,415 $ 8,835 $ 9,277 7200 Accounting Assistant I $ 5,294 $ 5,559 $ 5,837 $ 6,128 $ 6,435 7201 Accounting Assistant II $ 5,831 $ 6,123 $ 6,429 $ 6,750 $ 7,088 7300 Senior Accounting Assistant $ 6,429 $ 6,751 $ 7,088 $ 7,442 $ 7,815 7299 Accounting Technician $ 7,271 $ 7,634 $ 8,016 $ 8,417 $ 8,837 7205 Administrative Analyst $ 6,870 $ 7,214 $ 7,575 $ 7,953 $ 8,351 7211 Administrative Assistant I $ 5,487 $ 5,761 $ 6,050 $ 6,352 $ 6,670 7212 Administrative Assistant II $ 6,050 $ 6,352 $ 6,670 $ 7,004 $ 7,354 7295 Senior Administrative Assistant $ 6,515 $ 6,840 $ 7,182 $ 7,541 $ 7,918 7216 Administrative Assistant to the City Clerk $ 6,515 $ 6,840 $ 7,182 $ 7,541 $ 7,918 7210 Assistant Planner $ 7,771 $ 8,159 $ 8,567 $ 8,995 $ 9,445 7208 Associate Planner $ 8,576 $ 9,005 $ 9,455 $ 9,927 $ 10,424 7217 Building Inspector I $ 7,042 $ 7,394 $ 7,763 $ 8,151 $ 8,559 7218 Building Inspector II $ 7,771 $ 8,159 $ 8,567 $ 8,996 $ 9,445 7220 Business License Examiner $ 6,122 $ 6,428 $ 6,749 $ 7,087 $ 7,441 9352 Child Care Supervisor $ 5,666 $ 5,950 $ 6,247 $ 6,559 $ 6,887 9351 Child Care Instructor I $ 3,168 $ 3,326 $ 3,493 $ 3,667 $ 3,851 9350 Child Care Instructor II $ 4,067 $ 4,270 $ 4,484 $ 4,708 $ 4,943 7222 Code Enforcement Official I $ 5,641 $ 5,923 $ 6,219 $ 6,530 $ 6,857 7223 Code Enforcement Official II $ 6,224 $ 6,536 $ 6,862 $ 7,206 $ 7,566 7380 Code Enforcement Official III $ 7,392 $ 7,762 $ 8,150 $ 8,557 $ 8,985 2119 Construction Inspector - SRSD $ 7,654 $ 8,036 $ 8,438 $ 8,860 $ 9,303 7224 Custodian $ 5,254 $ 5,516 $ 5,792 $ 6,082 $ 6,386
4210 Data Analyst I $ 7,938 $ 8,334 $ 8,751 $ 9,189 $ 9,648 4211 Data Analyst II $ 8,731 $ 9,168 $ 9,626 $ 10,108 $ 10,613 4212 Data Analyst III $ 9,604 $ 10,085 $ 10,589 $ 11,118 $ 11,674 7226 Deputy City Clerk I $ 6,678 $ 7,012 $ 7,363 $ 7,731 $ 8,117 3702 Deputy City Clerk II $ 8,117 $ 8,522 $ 8,948 $ 9,396 $ 9,866 7120 Emergency Management Coordinator I $ 6,363 $ 6,681 $ 7,015 $ 7,366 $ 7,734 TBD Emergency Management Coordinator II $ 8,317 $ 8,317 $ 8,317 $ 8,317 $ 9,446 TBD Emergency Management Coordinator III $ 9,224 $ 9,685 $ 10,169 $ 10,678 $ 11,212 7121 Environmental Management Coordinator $ 6,363 $ 6,681 $ 7,015 $ 7,366 $ 7,734 7232 Facility Repair Supervisor $ 8,364 $ 8,782 $ 9,221 $ 9,682 $ 10,166 7291 Facility Repair Worker I $ 5,935 $ 6,232 $ 6,543 $ 6,871 $ 7,214 7233 Facility Repair Worker II $ 6,546 $ 6,873 $ 7,216 $ 7,577 $ 7,956 7294 Facility Repair Worker III $ 7,044 $ 7,396 $ 7,766 $ 8,155 $ 8,562 7108 Fire Prevention Inspector I $ 8,898 $ 9,343 $ 9,810 $ 10,300 $ 10,815 7107 Fire Prevention Inspector II $ 9,809 $ 10,299 $ 10,814 $ 11,355 $ 11,923 7298 IT Help Desk Supervisor $ 8,732 $ 9,168 $ 9,626 $ 10,108 $ 10,613 TBD Lead Pump Station Mechanic $ 7,220 $ 7,581 $ 7,960 $ 8,358 $ 8,776 7243 Librarian I $ 7,546 $ 7,923 $ 8,320 $ 8,736 $ 9,172 7244 Librarian II $ 7,927 $ 8,323 $ 8,739 $ 9,176 $ 9,635 2404 Library Aide $ 3,617 $ 3,798 $ 3,988 $ 4,187 $ 4,397 7246 Library Assistant I $ 4,969 $ 5,217 $ 5,478 $ 5,752 $ 6,039 7247 Library Assistant II $ 5,619 $ 5,900 $ 6,195 $ 6,505 $ 6,830 2405 Library Tech Services Supervisor $ 7,184 $ 7,543 $ 7,921 $ 8,317 $ 8,732 7292 Literacy Program Supervisor $ 8,745 $ 9,183 $ 9,642 $ 10,124 $ 10,630 7249 Mail and Stores Clerk $ 4,742 $ 4,979 $ 5,228 $ 5,489 $ 5,764 TBD Marketing Coordinator $ 6,381 $ 6,700 $ 7,035 $ 7,387 $ 7,756 7255 Network Analyst $ 7,939 $ 8,336 $ 8,753 $ 9,190 $ 9,650 7274 Network Support Technician $ 6,072 $ 6,376 $ 6,695 $ 7,030 $ 7,381 7285 Office Assistant I $ 4,515 $ 4,741 $ 4,978 $ 5,227 $ 5,488 7284 Office Assistant II $ 5,101 $ 5,356 $ 5,624 $ 5,905 $ 6,200 7256 Park Equipment Mechanic $ 6,875 $ 7,219 $ 7,580 $ 7,959 $ 8,357 City of San Rafael

SEIU - SALARY SCHEDULE
Effective July 1, 2026

Page 5 of 6 ends

Grade Position A B C D E
City of San Rafael

SEIU - SALARY SCHEDULE
Effective July 1, 2026
7257 Parking Attendant I $ 2,585 $ 2,714 $ 2,850 $ 2,992 $ 3,142 7275 Parking Attendant II $ 2,847 $ 2,989 $ 3,139 $ 3,296 $ 3,460 6208 Parking Enforcement Officer $ 6,306 $ 6,622 $ 6,953 $ 7,300 $ 7,665 6212 Parking Equipment Technician $ 6,084 $ 6,388 $ 6,707 $ 7,043 $ 7,395 6209 Parking Maintenance & Collections $ 6,084 $ 6,388 $ 6,707 $ 7,043 $ 7,395 6211 Parking Operations Supervisor $ 8,364 $ 8,782 $ 9,221 $ 9,682 $ 10,166 7258 Parks & Graffitti Worker $ 5,518 $ 5,794 $ 6,084 $ 6,388 $ 6,707 2123 Parks Lead Maintenance Worker $ 7,044 $ 7,396 $ 7,766 $ 8,155 $ 8,562 7271 Parks Maintenance Supervisor $ 8,364 $ 8,782 $ 9,221 $ 9,682 $ 10,166 7236 Parks Maintenance Worker I $ 5,794 $ 6,084 $ 6,388 $ 6,708 $ 7,043 7238 Parks Maintenance Worker II $ 6,084 $ 6,388 $ 6,708 $ 7,043 $ 7,395 7296 Permit Services Coordinator $ 8,388 $ 8,807 $ 9,248 $ 9,710 $ 10,196 7396 Permit Services Supervisor $ 9,437 $ 9,909 $ 10,404 $ 10,925 $ 11,471 7196 Permit Technician I $ 5,820 $ 6,111 $ 6,417 $ 6,737 $ 7,074 7197 Permit Technician II $ 6,402 $ 6,722 $ 7,058 $ 7,411 $ 7,781 7198 Permit Technician III $ 7,042 $ 7,394 $ 7,764 $ 8,152 $ 8,560 7261 Planning Technician $ 6,072 $ 6,376 $ 6,695 $ 7,030 $ 7,381 9453 Principal Planner $ 11,225 $ 11,786 $ 12,375 $ 12,994 $ 13,644 7234 Printing Press Operator $ 5,904 $ 6,199 $ 6,509 $ 6,835 $ 7,177 7305 Program Analyst $ 7,535 $ 7,912 $ 8,308 $ 8,723 $ 9,159 TBD Program Analyst - Waste Management $ 7,535 $ 7,912 $ 8,307 $ 8,723 $ 9,159 1201 Program Coordinator $ 6,381 $ 6,700 $ 7,035 $ 7,387 $ 7,756 TBD Project Manager I $ 7,938 $ 8,334 $ 8,751 $ 9,189 $ 9,648 TBD Project Manager II $ 8,731 $ 9,168 $ 9,626 $ 10,108 $ 10,613 7290 Public Works Dispatcher $ 6,084 $ 6,388 $ 6,708 $ 7,043 $ 7,395 7253 Public Works Inspector $ 6,958 $ 7,306 $ 7,671 $ 8,055 $ 8,458 TBD Pump Station Mechanic II $ 6,708 $ 7,044 $ 7,396 $ 7,766 $ 8,154 7263 Revenue Supervisor $ 9,273 $ 9,737 $ 10,224 $ 10,735 $ 11,272 2309 Senior Building Inspector $ 9,224 $ 9,686 $ 10,170 $ 10,678 $ 11,212 TBD Senior Librarian $ 8,720 $ 9,156 $ 9,614 $ 10,094 $ 10,599 7265 Senior Library Assistant $ 5,901 $ 6,196 $ 6,506 $ 6,831 $ 7,172 7264 Senior Planner $ 9,704 $ 10,190 $ 10,699 $ 11,234 $ 11,796 2204 Sewer Lead Maintenance Worker $ 7,768 $ 8,156 $ 8,564 $ 8,992 $ 9,442 7266 Sewer Maintenance Worker I $ 6,234 $ 6,546 $ 6,873 $ 7,217 $ 7,578 7267 Sewer Maintenance Worker II $ 6,709 $ 7,044 $ 7,397 $ 7,766 $ 8,155 7281 Sewers Supervisor $ 8,781 $ 9,220 $ 9,681 $ 10,165 $ 10,673 7269 Shop & Equipment Supervisor $ 8,364 $ 8,782 $ 9,221 $ 9,682 $ 10,166 7280 Street Lead Maintenance Worker $ 7,044 $ 7,396 $ 7,766 $ 8,155 $ 8,562 7209 Street Maintenance Supervisor $ 8,364 $ 8,782 $ 9,221 $ 9,682 $ 10,166 7250 Street Maintenance Worker I $ 5,794 $ 6,084 $ 6,388 $ 6,708 $ 7,043 7251 Street Maintenance Worker II $ 6,084 $ 6,388 $ 6,708 $ 7,043 $ 7,395 7283 Street Sweeper Operator $ 6,388 $ 6,708 $ 7,043 $ 7,395 $ 7,765 8523 Supervising Parking Enforcement Officer $ 7,092 $ 7,446 $ 7,819 $ 8,210 $ 8,620 7288 Supervising Vehicle/Equipment Mechanic $ 7,399 $ 7,769 $ 8,157 $ 8,565 $ 8,993 7286 Vehicle/Equipment Mechanic I $ 6,234 $ 6,546 $ 6,873 $ 7,217 $ 7,578 7287 Vehicle/Equipment Mechanic II $ 6,875 $ 7,219 $ 7,580 $ 7,959 $ 8,356 2131 Volunteer Program Assistant $ 6,153 $ 6,461 $ 6,784 $ 7,123 $ 7,479 TBD Wildfire Mitigation Specialist I $ 6,363 $ 6,681 $ 7,015 $ 7,366 $ 7,735 TBD Wildfire Mitigation Specialist II $ 8,317 $ 8,317 $ 8,317 $ 8,317 $ 9,446 TBD Wildfire Mitigation Specialist III $ 9,224 $ 9,685 $ 10,169 $ 10,678 $ 11,212

Page 6 of 6 ends

Grade* Position A B C D E F
Annually $ 72,650 $ 76,283 $ 80,097 $ 84,102 $ 88,307
Monthly $ 6,054 $ 6,357 $ 6,675 $ 7,008 $ 7,359
Hourly $ 34.9279 $ 36.6743 $ 38.5081 $ 40.4335 $ 42.4551 Annually $ 98,265 $ 103,178 $ 108,337 $ 113,754 $ 119,442 Monthly $ 8,189 $ 8,598 $ 9,028 $ 9,480 $ 9,953
Hourly $ 47.2429 $ 49.6050 $ 52.0853 $ 54.6895 $ 57.4240 Annually $ 74,422 $ 78,143 $ 82,050 $ 86,153 $ 90,460
Monthly $ 6,202 $ 6,512 $ 6,838 $ 7,179 $ 7,538
Hourly $ 35.7797 $ 37.5687 $ 39.4471 $ 41.4195 $ 43.4905 Annually $ 82,050 $ 86,153 $ 90,460 $ 94,983 $ 99,732
Monthly $ 6,838 $ 7,179 $ 7,538 $ 7,915 $ 8,311
Hourly $ 39.4471 $ 41.4195 $ 43.4905 $ 45.6650 $ 47.9482 Annually $ 70,607 $ 74,137 $ 77,844 $ 81,736 $ 85,823
Monthly $ 5,884 $ 6,178 $ 6,487 $ 6,811 $ 7,152
Hourly $ 33.9456 $ 35.6428 $ 37.4250 $ 39.2962 $ 41.2610 Annually $ 106,299 $ 111,613 $ 117,194 $ 123,054 $ 129,207 $ 135,667 Monthly $ 8,858 $ 9,301 $ 9,766 $ 10,254 $ 10,767 $ 11,306 Hourly $ 51.1051 $ 53.6603 $ 56.3433 $ 59.1605 $ 62.1185 $ 65.2244 Annually $ 61,029 $ 64,081 $ 67,285 $ 70,649 $ 74,182
Monthly $ 5,086 $ 5,340 $ 5,607 $ 5,887 $ 6,182
Hourly $ 29.3410 $ 30.8081 $ 32.3485 $ 33.9659 $ 35.6642 Annually $ 77,032 $ 80,884 $ 84,928 $ 89,174 $ 93,633 $ 98,315 Monthly $ 6,419 $ 6,740 $ 7,077 $ 7,431 $ 7,803 $ 8,193 Hourly $ 37.0346 $ 38.8863 $ 40.8307 $ 42.8722 $ 45.0158 $ 47.2666 Annually $ 82,810 $ 86,950 $ 91,298 $ 95,863 $ 100,656 $ 105,689 Monthly $ 6,901 $ 7,246 $ 7,608 $ 7,989 $ 8,388 $ 8,807 Hourly $ 39.8125 $ 41.8031 $ 43.8933 $ 46.0879 $ 48.3923 $ 50.8120 Annually N/A N/A $ 123,593 $ 129,772 $ 136,261 $ 143,074 Monthly N/A N/A $ 10,299 $ 10,814 $ 11,355 $ 11,923
Hourly N/A N/A $ 59.4196 $ 62.3906 $ 65.5101 $ 68.7856
Annually $ 76,298 $ 80,113 $ 84,119 $ 88,325 $ 92,741
Monthly $ 6,358 $ 6,676 $ 7,010 $ 7,360 $ 7,728
Hourly $ 36.6819 $ 38.5160 $ 40.4418 $ 42.4639 $ 44.5871 Annually $ 106,776 $ 112,114 $ 117,720 $ 123,606 $ 129,786 $ 136,276 Monthly $ 8,898 $ 9,343 $ 9,810 $ 10,301 $ 10,816 $ 11,356 Hourly $ 51.3344 $ 53.9012 $ 56.5962 $ 59.4260 $ 62.3973 $ 65.5172 Annually $ 88,782 $ 93,221 $ 97,882 $ 102,776 $ 107,915 Monthly $ 7,398 $ 7,768 $ 8,157 $ 8,565 $ 8,993
Hourly $ 42.6835 $ 44.8177 $ 47.0585 $ 49.4115 $ 51.8820 Annually $ 76,298 $ 80,113 $ 84,119 $ 88,325 $ 92,741
Monthly $ 6,358 $ 6,676 $ 7,010 $ 7,360 $ 7,728
Hourly $ 36.6819 $ 38.5160 $ 40.4418 $ 42.4639 $ 44.5871 Annually $ 71,461 $ 75,034 $ 78,786 $ 82,725 $ 86,862
Monthly $ 5,955 $ 6,253 $ 6,566 $ 6,894 $ 7,238
Hourly $ 34.3564 $ 36.0742 $ 37.8779 $ 39.7718 $ 41.7604 Annually N/A N/A $ 144,015 $ 151,216 $ 158,777 $ 166,715 Monthly N/A N/A $ 12,001 $ 12,601 $ 13,231 $ 13,893
Hourly N/A N/A $ 69.2380 $ 72.6999 $ 76.3349 $ 80.1516
Annually $ 109,063 $ 114,516 $ 120,242 $ 126,254 $ 132,566 Monthly $ 9,089 $ 9,543 $ 10,020 $ 10,521 $ 11,047
Hourly $ 52.4339 $ 55.0556 $ 57.8084 $ 60.6988 $ 63.7338 *Entry Level Pay Grade is 1XXXX (e.g., Entry Level Police Officer grade code is 16107) *see Exhibit C side letter as part of the MOU for changes made to the police cadet position e cadet position 4524 POLICE SECURITY OFFICER
6104 POLICE SERGEANT
9525 YOUTH SERVICES PROGRAM SUPERVISOR
6107 POLICE OFFICER
6109 POLICE RECRUIT
6111 POLICE REGULATORY OFFICER
6215 POLICE LEAD COMMUNICATIONS DISPATCHER
6106 POLICE CORPORAL
6206 POLICE EVIDENCE & PROPERTY TECHNICIAN
6201 POLICE SUPPORT SERVICES SUPERVISOR
9622 POLICE COMMUNICATIONS DISPATCH TRAINEE
6205 POLICE COMMUNICATIONS DISPATCHER
6202 POLICE ADMINISTRATIVE TECHNICIAN
2121 POLICE CALL TAKER & RECORDS SPECIALIST
6214 POLICE ADMINISTRATIVE TECHNICIAN II
6220 MENTAL HEALTH LIAISON

SAN RAFAEL POLICE ASSOCIATION

SALARY SCHEDULE
Effective June 1, 2024
6203 COMMUNITY SERVICE OFFICER
Grade* Position A B C D E F
Annually $ 75,266 $ 79,029 $ 82,980 $ 87,129 $ 91,486
Monthly $ 6,272 $ 6,586 $ 6,915 $ 7,261 $ 7,624
Hourly $ 36.1853 $ 37.9946 $ 39.8943 $ 41.8891 $ 43.9835 Annually $ 102,687 $ 107,821 $ 113,213 $ 118,873 $ 124,817 Monthly $ 8,557 $ 8,985 $ 9,434 $ 9,906 $ 10,401
Hourly $ 49.3688 $ 51.8372 $ 54.4291 $ 57.1506 $ 60.0081 Annually $ 77,101 $ 80,956 $ 85,004 $ 89,254 $ 93,717
Monthly $ 6,425 $ 6,746 $ 7,084 $ 7,438 $ 7,810
Hourly $ 37.0678 $ 38.9212 $ 40.8672 $ 42.9106 $ 45.0561 Annually $ 85,004 $ 89,254 $ 93,717 $ 98,403 $ 103,323
Monthly $ 7,084 $ 7,438 $ 7,810 $ 8,200 $ 8,610
Hourly $ 40.8672 $ 42.9106 $ 45.0561 $ 47.3089 $ 49.6744 Annually $ 73,149 $ 76,806 $ 80,646 $ 84,679 $ 88,913
Monthly $ 6,096 $ 6,401 $ 6,721 $ 7,057 $ 7,409
Hourly $ 35.1676 $ 36.9260 $ 38.7723 $ 40.7109 $ 42.7464 Annually $ 111,082 $ 116,636 $ 122,468 $ 128,591 $ 135,021 $ 141,772 Monthly $ 9,257 $ 9,720 $ 10,206 $ 10,716 $ 11,252 $ 11,814 Hourly $ 53.4048 $ 56.0750 $ 58.8788 $ 61.8227 $ 64.9138 $ 68.1595 Annually $ 63,226 $ 66,388 $ 69,707 $ 73,192 $ 76,852
Monthly $ 5,269 $ 5,532 $ 5,809 $ 6,099 $ 6,404
Hourly $ 30.3973 $ 31.9172 $ 33.5130 $ 35.1887 $ 36.9481 Annually $ 80,498 $ 84,523 $ 88,750 $ 93,187 $ 97,846 $ 102,739 Monthly $ 6,708 $ 7,044 $ 7,396 $ 7,766 $ 8,154 $ 8,562 Hourly $ 38.7012 $ 40.6362 $ 42.6680 $ 44.8014 $ 47.0415 $ 49.3936 Annually $ 86,536 $ 90,863 $ 95,406 $ 100,177 $ 105,186 $ 110,445 Monthly $ 7,211 $ 7,572 $ 7,951 $ 8,348 $ 8,765 $ 9,204 Hourly $ 41.6041 $ 43.6843 $ 45.8685 $ 48.1619 $ 50.5700 $ 53.0985 Annually N/A N/A $ 129,154 $ 135,612 $ 142,393 $ 149,512 Monthly N/A N/A $ 10,763 $ 11,301 $ 11,866 $ 12,459
Hourly N/A N/A $ 62.0935 $ 65.1982 $ 68.4581 $ 71.8810
Annually $ 79,045 $ 82,997 $ 87,147 $ 91,505 $ 96,080
Monthly $ 6,587 $ 6,916 $ 7,262 $ 7,625 $ 8,007
Hourly $ 38.0025 $ 39.9026 $ 41.8977 $ 43.9926 $ 46.1922 Annually $ 111,581 $ 117,160 $ 123,018 $ 129,168 $ 135,627 $ 142,408 Monthly $ 9,298 $ 9,763 $ 10,251 $ 10,764 $ 11,302 $ 11,867 Hourly $ 53.6445 $ 56.3267 $ 59.1430 $ 62.1002 $ 65.2052 $ 68.4655 Annually $ 91,978 $ 96,577 $ 101,405 $ 106,476 $ 111,800 Monthly $ 7,665 $ 8,048 $ 8,450 $ 8,873 $ 9,317
Hourly $ 44.2201 $ 46.4311 $ 48.7526 $ 51.1903 $ 53.7498 Annually $ 79,045 $ 82,997 $ 87,147 $ 91,505 $ 96,080
Monthly $ 6,587 $ 6,916 $ 7,262 $ 7,625 $ 8,007
Hourly $ 38.0025 $ 39.9026 $ 41.8977 $ 43.9926 $ 46.1922 Annually $ 74,034 $ 77,736 $ 81,622 $ 85,703 $ 89,989
Monthly $ 6,169 $ 6,478 $ 6,802 $ 7,142 $ 7,499
Hourly $ 35.5932 $ 37.3729 $ 39.2415 $ 41.2036 $ 43.2637 Annually N/A N/A $ 150,496 $ 158,020 $ 165,922 $ 174,218 Monthly N/A N/A $ 12,541 $ 13,168 $ 13,827 $ 14,518
Hourly N/A N/A $ 72.3537 $ 75.9714 $ 79.7700 $ 83.7585
Annually $ 112,989 $ 118,638 $ 124,570 $ 130,799 $ 137,339 Monthly $ 9,416 $ 9,887 $ 10,381 $ 10,900 $ 11,445
Hourly $ 54.3216 $ 57.0376 $ 59.8895 $ 62.8840 $ 66.0282 *Entry Level Pay Grade is 1XXXX (e.g., Entry Level Police Officer grade code is 16107) *see Exhibit C side letter as part of the MOU for changes made to the police cadet position e cadet position 4524 POLICE SECURITY OFFICER
6104 POLICE SERGEANT
9525 YOUTH SERVICES PROGRAM SUPERVISOR
6107 POLICE OFFICER
6109 POLICE RECRUIT
6111 POLICE REGULATORY OFFICER
6215 POLICE LEAD COMMUNICATIONS DISPATCHER
6106 POLICE CORPORAL
6206 POLICE EVIDENCE & PROPERTY TECHNICIAN
6201 POLICE SUPPORT SERVICES SUPERVISOR
9622 POLICE COMMUNICATIONS DISPATCH TRAINEE
6205 POLICE COMMUNICATIONS DISPATCHER
6202 POLICE ADMINISTRATIVE TECHNICIAN
2121 POLICE CALL TAKER & RECORDS SPECIALIST
6214 POLICE ADMINISTRATIVE TECHNICIAN II
6220 MENTAL HEALTH LIAISON

SAN RAFAEL POLICE ASSOCIATION

SALARY SCHEDULE
Effective July 1, 2025
6203 COMMUNITY SERVICE OFFICER
Grade* Position A B C D E F
Annually $ 77,975 $ 81,874 $ 85,968 $ 90,266 $ 94,779
Monthly $ 6,498 $ 6,823 $ 7,164 $ 7,522 $ 7,898
Hourly $ 37.4880 $ 39.3624 $ 41.3305 $ 43.3971 $ 45.5669 Annually $ 107,308 $ 112,673 $ 118,307 $ 124,222 $ 130,434 Monthly $ 8,942 $ 9,389 $ 9,859 $ 10,352 $ 10,869
Hourly $ 51.5904 $ 54.1699 $ 56.8784 $ 59.7223 $ 62.7085 Annually $ 79,877 $ 83,870 $ 88,064 $ 92,467 $ 97,091
Monthly $ 6,656 $ 6,989 $ 7,339 $ 7,706 $ 8,091
Hourly $ 38.4022 $ 40.3223 $ 42.3384 $ 44.4554 $ 46.6781 Annually $ 88,064 $ 92,467 $ 97,091 $ 101,945 $ 107,042 Monthly $ 7,339 $ 7,706 $ 8,091 $ 8,495 $ 8,920
Hourly $ 42.3384 $ 44.4554 $ 46.6781 $ 49.0120 $ 51.4626 Annually $ 75,782 $ 79,571 $ 83,550 $ 87,727 $ 92,113
Monthly $ 6,315 $ 6,631 $ 6,962 $ 7,311 $ 7,676
Hourly $ 36.4336 $ 38.2553 $ 40.1681 $ 42.1765 $ 44.2853 Annually $ 116,081 $ 121,885 $ 127,979 $ 134,378 $ 141,097 $ 148,152 Monthly $ 9,673 $ 10,157 $ 10,665 $ 11,198 $ 11,758 $ 12,346 Hourly $ 55.8080 $ 58.5984 $ 61.5283 $ 64.6047 $ 67.8350 $ 71.2267 Annually $ 65,503 $ 68,778 $ 72,217 $ 75,827 $ 79,619
Monthly $ 5,459 $ 5,731 $ 6,018 $ 6,319 $ 6,635
Hourly $ 31.4916 $ 33.0662 $ 34.7195 $ 36.4555 $ 38.2783 Annually $ 84,121 $ 88,327 $ 92,743 $ 97,380 $ 102,249 $ 107,362 Monthly $ 7,010 $ 7,361 $ 7,729 $ 8,115 $ 8,521 $ 8,947 Hourly $ 40.4427 $ 42.4649 $ 44.5881 $ 46.8175 $ 49.1584 $ 51.6163 Annually $ 90,431 $ 94,952 $ 99,700 $ 104,685 $ 109,919 $ 115,415 Monthly $ 7,536 $ 7,913 $ 8,308 $ 8,724 $ 9,160 $ 9,618 Hourly $ 43.4762 $ 45.6500 $ 47.9326 $ 50.3292 $ 52.8456 $ 55.4879 Annually N/A N/A $ 134,966 $ 141,715 $ 148,800 $ 156,241 Monthly N/A N/A $ 11,247 $ 11,810 $ 12,400 $ 13,020
Hourly N/A N/A $ 64.8877 $ 68.1321 $ 71.5387 $ 75.1156
Annually $ 81,891 $ 85,985 $ 90,285 $ 94,799 $ 99,539
Monthly $ 6,824 $ 7,165 $ 7,524 $ 7,900 $ 8,295
Hourly $ 39.3705 $ 41.3391 $ 43.4060 $ 45.5763 $ 47.8551 Annually $ 116,602 $ 122,432 $ 128,553 $ 134,981 $ 141,730 $ 148,817 Monthly $ 9,717 $ 10,203 $ 10,713 $ 11,248 $ 11,811 $ 12,401 Hourly $ 56.0585 $ 58.8614 $ 61.8045 $ 64.8947 $ 68.1394 $ 71.5464 Annually $ 95,289 $ 100,053 $ 105,056 $ 110,309 $ 115,824 Monthly $ 7,941 $ 8,338 $ 8,755 $ 9,192 $ 9,652
Hourly $ 45.8120 $ 48.1026 $ 50.5077 $ 53.0331 $ 55.6848 Annually $ 81,891 $ 85,985 $ 90,285 $ 94,799 $ 99,539
Monthly $ 6,824 $ 7,165 $ 7,524 $ 7,900 $ 8,295
Hourly $ 39.3705 $ 41.3391 $ 43.4060 $ 45.5763 $ 47.8551 Annually $ 76,699 $ 80,534 $ 84,561 $ 88,789 $ 93,228
Monthly $ 6,392 $ 6,711 $ 7,047 $ 7,399 $ 7,769
Hourly $ 36.8745 $ 38.7183 $ 40.6542 $ 42.6869 $ 44.8212 Annually N/A N/A $ 157,268 $ 165,131 $ 173,388 $ 182,057 Monthly N/A N/A $ 13,106 $ 13,761 $ 14,449 $ 15,171
Hourly N/A N/A $ 75.6096 $ 79.3901 $ 83.3596 $ 87.5276
Annually $ 117,056 $ 122,909 $ 129,055 $ 135,507 $ 142,283 Monthly $ 9,755 $ 10,242 $ 10,755 $ 11,292 $ 11,857
Hourly $ 56.2771 $ 59.0910 $ 62.0455 $ 65.1478 $ 68.4052 *Entry Level Pay Grade is 1XXXX (e.g., Entry Level Police Officer grade code is 16107) *see Exhibit C side letter as part of the MOU for changes made to the police cadet position e cadet position 4524 POLICE SECURITY OFFICER
6104 POLICE SERGEANT
9525 YOUTH SERVICES PROGRAM SUPERVISOR
6107 POLICE OFFICER
6109 POLICE RECRUIT
6111 POLICE REGULATORY OFFICER
6215 POLICE LEAD COMMUNICATIONS DISPATCHER
6106 POLICE CORPORAL
6206 POLICE EVIDENCE & PROPERTY TECHNICIAN
6201 POLICE SUPPORT SERVICES SUPERVISOR
9622 POLICE COMMUNICATIONS DISPATCH TRAINEE
6205 POLICE COMMUNICATIONS DISPATCHER
6202 POLICE ADMINISTRATIVE TECHNICIAN
2121 POLICE CALL TAKER & RECORDS SPECIALIST
6214 POLICE ADMINISTRATIVE TECHNICIAN II
6220 MENTAL HEALTH LIAISON

SAN RAFAEL POLICE ASSOCIATION

SALARY SCHEDULE
Effective July 1, 2026
6203 COMMUNITY SERVICE OFFICER
Grade Position A B C D E
2304
Assistant Community & Economic
Development Director $ 13,676 $ 14,360 $ 15,078 $ 15,832 $ 16,624 2400 Assistant Library and Recreation Director $ 12,036 $ 12,638 $ 13,270 $ 13,933 $ 14,630 2202 Assistant Public Works Director $ 13,530 $ 14,207 $ 14,917 $ 15,663 $ 16,446 2302 Chief Building Official $ 12,574 $ 13,202 $ 13,863 $ 14,556 $ 15,284 4203 Civic Engagement Manager $ 10,843 $ 11,385 $ 11,955 $ 12,552 $ 13,180 2122 Code Enforcement Supervisor $ 8,186 $ 8,595 $ 9,025 $ 9,477 $ 9,950 4204 Data & Infrastructure Manager $ 11,667 $ 12,251 $ 12,863 $ 13,506 $ 14,182 4213 Deputy Building Official $ 11,101 $ 11,656 $ 12,239 $ 12,851 $ 13,493 7125 Deputy Director of Emergency Management $ 13,531 $ 14,207 $ 14,918 $ 15,663 $ 16,447 2120 Deputy Fire Marshall $ 10,702 $ 11,237 $ 11,799 $ 12,389 $ 13,009 2135 Deputy PW Administrative Services Director $ 12,292 $ 12,907 $ 13,552 $ 14,230 $ 14,941 2135 Deputy Public Works Director $ 12,292 $ 12,907 $ 13,552 $ 14,230 $ 14,941 7117 Emergency Services Manager $ 9,883 $ 10,377 $ 10,896 $ 11,441 $ 12,013 2137 Housing Manager $ 11,844 $ 12,436 $ 13,058 $ 13,710 $ 14,396 2303 Community Services Division Director $ 13,025 $ 13,676 $ 14,360 $ 15,078 $ 15,832 TBD Library Services Supervisor $ 7,863 $ 8,257 $ 8,669 $ 9,103 $ 9,558 2208 Operations and Maintenance Manager $ 11,300 $ 11,865 $ 12,459 $ 13,082 $ 13,736 2208 Operations and Maintenance Manager (SRSD) $ 11,300 $ 11,865 $ 12,459 $ 13,082 $ 13,736 7318 Operations & Maintenance Superintendent $ 10,124 $ 10,631 $ 11,162 $ 11,720 $ 12,306 2703 Parking Services Manager $ 10,326 $ 10,842 $ 11,385 $ 11,954 $ 12,551 7312 Parks Superintendent $ 10,124 $ 10,631 $ 11,162 $ 11,720 $ 12,306 2116 Planning Manager $ 11,844 $ 12,436 $ 13,058 $ 13,710 $ 14,396 2206 Principal Civil Engineer (SRSD) $ 13,806 $ 14,497 $ 15,222 $ 15,983 $ 16,782 4206 Product Manager $ 10,843 $ 11,385 $ 11,955 $ 12,552 $ 13,180 8103 Recreation Supervisor $ 8,531 $ 8,957 $ 9,405 $ 9,875 $ 10,369 9511 Risk Manager $ 11,508 $ 12,084 $ 12,688 $ 13,322 $ 13,988 7317 Senior Code Enforcement Supervisor $ 9,036 $ 9,487 $ 9,962 $ 10,460 $ 10,983 2101 Senior Management Analyst I $ 8,384 $ 8,803 $ 9,243 $ 9,705 $ 10,191 2105 Senior Management Analyst II $ 9,982 $ 10,481 $ 11,005 $ 11,555 $ 12,133 2203 Senior Project Manager $ 10,021 $ 10,522 $ 11,048 $ 11,600 $ 12,181 8102 Senior Recreation Supervisor $ 9,643 $ 10,125 $ 10,631 $ 11,163 $ 11,721 7310 Sewer Maintenance Superintendent $ 10,124 $ 10,631 $ 11,162 $ 11,720 $ 12,306 7311 Street Maintenance Superintendent $ 10,124 $ 10,631 $ 11,162 $ 11,720 $ 12,306 7245 Supervising Librarian $ 8,737 $ 9,174 $ 9,632 $ 10,114 $ 10,620 2150 Sustainability Program Manager $ 8,573 $ 9,002 $ 9,452 $ 9,925 $ 10,421 2145 Wildfire Program Mitigation Manager $ 9,883 $ 10,377 $ 10,896 $ 11,441 $ 12,013

SAN RAFAEL MID-MANAGEMENT EMPLOYEE ASSOCIATION

SALARY SCHEDULE
Effective July 1, 2024

Page 1 of 3 ends

Grade Position A B C D E
2304
Assistant Community & Economic
Development Director $ 14,086 $ 14,791 $ 15,530 $ 16,307 $ 17,122 2400 Assistant Library and Recreation Director $ 12,698 $ 13,333 $ 14,000 $ 14,700 $ 15,435 2202 Assistant Public Works Director $ 14,139 $ 14,846 $ 15,588 $ 16,368 $ 17,186 2302 Chief Building Official $ 13,140 $ 13,797 $ 14,486 $ 15,211 $ 15,971 4203 Civic Engagement Manager $ 11,440 $ 12,012 $ 12,612 $ 13,243 $ 13,905 2122 Code Enforcement Supervisor $ 8,555 $ 8,982 $ 9,431 $ 9,903 $ 10,398 4204 Data & Infrastructure Manager $ 12,017 $ 12,618 $ 13,249 $ 13,912 $ 14,607 4213 Deputy Building Official $ 11,434 $ 12,006 $ 12,606 $ 13,236 $ 13,898 7125 Deputy Director of Emergency Management $ 14,139 $ 14,846 $ 15,589 $ 16,368 $ 17,187 2120 Deputy Fire Marshall $ 11,184 $ 11,743 $ 12,330 $ 12,947 $ 13,594 2135 Deputy PW Administrative Services Director $ 12,845 $ 13,488 $ 14,162 $ 14,870 $ 15,614 2135 Deputy Public Works Director $ 12,845 $ 13,488 $ 14,162 $ 14,870 $ 15,614 7117 Emergency Services Manager $ 10,180 $ 10,688 $ 11,223 $ 11,784 $ 12,373 2137 Housing Manager $ 12,495 $ 13,120 $ 13,776 $ 14,465 $ 15,188 2303 Community Services Division Director $ 13,416 $ 14,086 $ 14,791 $ 15,530 $ 16,307 TBD Library Services Supervisor $ 8,335 $ 8,752 $ 9,190 $ 9,649 $ 10,131 2208 Operations and Maintenance Manager $ 11,922 $ 12,518 $ 13,144 $ 13,801 $ 14,491 2208 Operations and Maintenance Manager (SRSD) $ 11,922 $ 12,518 $ 13,144 $ 13,801 $ 14,491 7318 Operations & Maintenance Superintendent $ 10,529 $ 11,056 $ 11,609 $ 12,189 $ 12,798 2703 Parking Services Manager $ 10,791 $ 11,330 $ 11,897 $ 12,492 $ 13,116 7312 Parks Superintendent $ 10,529 $ 11,056 $ 11,609 $ 12,189 $ 12,798 2116 Planning Manager $ 12,495 $ 13,120 $ 13,776 $ 14,465 $ 15,188 2206 Principal Civil Engineer (SRSD) $ 14,221 $ 14,932 $ 15,678 $ 16,462 $ 17,285 4206 Product Manager $ 11,440 $ 12,012 $ 12,612 $ 13,243 $ 13,905 8103 Recreation Supervisor $ 8,829 $ 9,271 $ 9,734 $ 10,221 $ 10,732 9511 Risk Manager $ 11,854 $ 12,446 $ 13,069 $ 13,722 $ 14,408 7317 Senior Code Enforcement Supervisor $ 9,442 $ 9,914 $ 10,410 $ 10,931 $ 11,477 2101 Senior Management Analyst I $ 8,761 $ 9,199 $ 9,659 $ 10,142 $ 10,649 2105 Senior Management Analyst II $ 10,431 $ 10,953 $ 11,500 $ 12,075 $ 12,679 2203 Senior Project Manager $ 10,322 $ 10,838 $ 11,380 $ 11,949 $ 12,546 8102 Senior Recreation Supervisor $ 10,173 $ 10,682 $ 11,216 $ 11,777 $ 12,366 7310 Sewer Maintenance Superintendent $ 10,529 $ 11,056 $ 11,609 $ 12,189 $ 12,798 7311 Street Maintenance Superintendent $ 10,529 $ 11,056 $ 11,609 $ 12,189 $ 12,798 7245 Supervising Librarian $ 9,261 $ 9,724 $ 10,210 $ 10,721 $ 11,257 2150 Sustainability Program Manager $ 9,174 $ 9,632 $ 10,114 $ 10,620 $ 11,150 2145 Wildfire Program Mitigation Manager $ 10,180 $ 10,688 $ 11,223 $ 11,784 $ 12,373

SAN RAFAEL MID-MANAGEMENT EMPLOYEE ASSOCIATION

SALARY SCHEDULE
Effective July 1, 2025

Page 2 of 3 ends

Grade Position A B C D E
2304
Assistant Community & Economic
Development Director $ 14,509 $ 15,235 $ 15,996 $ 16,796 $ 17,636 2400 Assistant Library and Recreation Director $ 13,333 $ 14,000 $ 14,700 $ 15,435 $ 16,206 2202 Assistant Public Works Director $ 14,705 $ 15,440 $ 16,212 $ 17,022 $ 17,874 2302 Chief Building Official $ 13,665 $ 14,348 $ 15,066 $ 15,819 $ 16,610 4203 Civic Engagement Manager $ 12,012 $ 12,612 $ 13,243 $ 13,905 $ 14,600 2122 Code Enforcement Supervisor $ 8,897 $ 9,342 $ 9,809 $ 10,299 $ 10,814 4204 Data & Infrastructure Manager $ 12,378 $ 12,997 $ 13,647 $ 14,329 $ 15,045 4213 Deputy Building Official $ 11,777 $ 12,366 $ 12,984 $ 13,633 $ 14,315 7125 Deputy Director of Emergency Management $ 14,705 $ 15,440 $ 16,212 $ 17,023 $ 17,874 2120 Deputy Fire Marshall $ 11,631 $ 12,213 $ 12,824 $ 13,465 $ 14,138 2135 Deputy PW Administrative Services Director $ 13,359 $ 14,027 $ 14,729 $ 15,465 $ 16,238 2135 Deputy Public Works Director $ 13,359 $ 14,027 $ 14,729 $ 15,465 $ 16,238 7117 Emergency Services Manager $ 10,485 $ 11,009 $ 11,560 $ 12,138 $ 12,744 2137 Housing Manager $ 13,120 $ 13,776 $ 14,465 $ 15,188 $ 15,947 2303 Community Services Division Director $ 13,818 $ 14,509 $ 15,235 $ 15,996 $ 16,796 TBD Library Services Supervisor $ 8,669 $ 9,102 $ 9,557 $ 10,035 $ 10,537 2208 Operations and Maintenance Manager $ 12,518 $ 13,144 $ 13,801 $ 14,491 $ 15,216 2208 Operations and Maintenance Manager (SRSD) $ 12,518 $ 13,144 $ 13,801 $ 14,491 $ 15,216 7318 Operations & Maintenance Superintendent $ 10,950 $ 11,498 $ 12,073 $ 12,676 $ 13,310 2703 Parking Services Manager $ 11,222 $ 11,784 $ 12,373 $ 12,991 $ 13,641 7312 Parks Superintendent $ 10,950 $ 11,498 $ 12,073 $ 12,676 $ 13,310 2116 Planning Manager $ 13,120 $ 13,776 $ 14,465 $ 15,188 $ 15,947 2206 Principal Civil Engineer (SRSD) $ 14,647 $ 15,380 $ 16,149 $ 16,956 $ 17,804 4206 Product Manager $ 12,012 $ 12,612 $ 13,243 $ 13,905 $ 14,600 8103 Recreation Supervisor $ 9,138 $ 9,595 $ 10,075 $ 10,579 $ 11,108 9511 Risk Manager $ 12,209 $ 12,820 $ 13,461 $ 14,134 $ 14,840 7317 Senior Code Enforcement Supervisor $ 9,820 $ 10,311 $ 10,827 $ 11,368 $ 11,936 2101 Senior Management Analyst I $ 9,112 $ 9,567 $ 10,045 $ 10,548 $ 11,075 2105 Senior Management Analyst II $ 10,848 $ 11,391 $ 11,960 $ 12,558 $ 13,186 2203 Senior Project Manager $ 10,734 $ 11,271 $ 11,835 $ 12,426 $ 13,048 8102 Senior Recreation Supervisor $ 10,682 $ 11,216 $ 11,777 $ 12,366 $ 12,984 7310 Sewer Maintenance Superintendent $ 10,950 $ 11,498 $ 12,073 $ 12,676 $ 13,310 7311 Street Maintenance Superintendent $ 10,950 $ 11,498 $ 12,073 $ 12,676 $ 13,310 7245 Supervising Librarian $ 9,817 $ 10,308 $ 10,823 $ 11,364 $ 11,932 2150 Sustainability Program Manager $ 9,816 $ 10,306 $ 10,822 $ 11,363 $ 11,931 2145 Wildfire Program Mitigation Manager $ 10,485 $ 11,009 $ 11,560 $ 12,138 $ 12,744

SAN RAFAEL MID-MANAGEMENT EMPLOYEE ASSOCIATION

SALARY SCHEDULE
Effective July 1, 2026

Page 3 of 3 ends

Temporary / Seasonal / Retiree
Salary Schedule
Effective February 18, 2025
Grade Job Title A B C D E F G H I J
9916 Administrative Specialist $ 29.04 $ 30.49 $ 32.02 $ 33.62 $ 35.30 $ 37.06 $ 38.92 $ 40.86 $ 42.91 $ 45.05 9903 Child Care Aide $ 16.50 $ 17.33 $ 18.19 $ 19.10 $ 20.06 $ 21.06 $ 22.11 $ 23.22 $ 24.38 $ 25.60 9937 Child Care Specialist $ 21.50 $ 22.58 $ 23.70 $ 24.89 $ 26.13 $ 27.44 $ 28.81 $ 30.25 $ 31.77 $ 33.35 9935 Dispatcher Temp $ 30.46 $ 31.99 $ 33.59 $ 35.27 $ 37.03 $ 38.88 $ 40.82 $ 42.87 $ 45.01 $ 47.26 9921 Events Specialist $ 16.50 $ 17.33 $ 18.19 $ 19.10 $ 20.06 $ 21.06 $ 22.11 $ 23.22 $ 24.38 $ 25.60 9922 Facilities Attendant $ 23.42 $ 24.59 $ 25.82 $ 27.11 $ 28.47 $ 29.89 $ 31.39 $ 32.95 $ 34.60 $ 36.33 9918 Head Lifeguard $ 19.25 $ 20.21 $ 21.22 $ 22.28 $ 23.40 $ 24.57 $ 25.80 $ 27.09 $ 28.44 $ 29.86 9923 Intern $ 16.50 $ 17.33 $ 18.19 $ 19.10 $ 20.06 $ 21.06 $ 22.11 $ 23.22 $ 24.38 $ 25.60 9932 Library Page $ 16.50 $ 17.33 $ 18.19 $ 19.10 $ 20.06 $ 21.06 $ 22.11 $ 23.22 $ 24.38 $ 25.60 9902 Lifeguard $ 17.00 $ 17.85 $ 18.74 $ 19.68 $ 20.66 $ 21.70 $ 22.78 $ 23.92 $ 25.12 $ 26.37 9907 Maintenance Temp $ 25.83 $ 27.12 $ 28.48 $ 29.90 $ 31.40 $ 32.97 $ 34.62 $ 36.35 $ 38.17 $ 40.07 9924 Office Aide $ 24.46 $ 25.68 $ 26.97 $ 28.31 $ 29.73 $ 31.22 $ 32.78 $ 34.42 $ 36.14 $ 37.94 9928 Officer Temp $ 26.50 $ 27.83 $ 29.22 $ 30.68 $ 32.21 $ 33.82 $ 35.51 $ 37.29 $ 39.15 $ 41.11 9908 Paraprofessional Temp $ 21.20 $ 22.26 $ 23.37 $ 24.54 $ 25.77 $ 27.06 $ 28.41 $ 29.83 $ 31.32 $ 32.89 9925 Parking Aide $ 16.50 $ 17.33 $ 18.19 $ 19.10 $ 20.06 $ 21.06 $ 22.11 $ 23.22 $ 24.38 $ 25.60 9929 Pool Cashier $ 16.50 $ 17.33 $ 18.19 $ 19.10 $ 20.06 $ 21.06 $ 22.11 $ 23.22 $ 24.38 $ 25.60 9930 Pool Manager $ 21.20 $ 22.26 $ 23.37 $ 24.54 $ 25.77 $ 27.06 $ 28.41 $ 29.83 $ 31.32 $ 32.89 9926 Records Temp $ 26.60 $ 27.93 $ 29.32 $ 30.79 $ 32.33 $ 33.95 $ 35.64 $ 37.43 $ 39.30 $ 41.26 9910 Recreation Leader $ 16.50 $ 17.33 $ 18.19 $ 19.10 $ 20.06 $ 21.06 $ 22.11 $ 23.22 $ 24.38 $ 25.60 9911 Recreation Specialist $ 22.00 $ 23.10 $ 24.26 $ 25.47 $ 26.74 $ 28.08 $ 29.48 $ 30.96 $ 32.50 $ 34.13 9933 Substitute Librarian $ 33.28 $ 34.94 $ 36.69 $ 38.53 $ 40.45 $ 42.47 $ 44.60 $ 46.83 $ 49.17 $ 51.63 9931 Substitute Library Assistant $ 23.50 $ 24.68 $ 25.91 $ 27.20 $ 28.56 $ 29.99 $ 31.49 $ 33.07 $ 34.72 $ 36.46 9934 Swim Instructor $ 17.50 $ 18.38 $ 19.29 $ 20.26 $ 21.27 $ 22.33 $ 23.45 $ 24.62 $ 25.86 $ 27.15 City of San Rafael
Job Class Specification
Job Title: Library Services Supervisor
SUMMARY:

Plans, organizes, and oversees the operation, activities, and staff related to circulation, technical services, and other library support functions; performs a wide variety of complex management, administrative, and problem-solving duties related to library operations.

DISTINGUISHING CHARACTERISTICS:

This mid-management classification is responsible for circulation, technical services, and other library support services. Incumbents in this class require a strong understanding of library operations and support services; demonstrated experience in staff training, management, and leadership; and proficiency in project and process management. This class is distinguished from the Supervising Librarian classification in that the latter has overall management responsibility for assigned Library program and service areas, branches, and community partnerships, including collection development, and reference services, whereas the Library Services Supervisor is primarily focused on library processes and operations. It is distinguished from the Senior Library Assistant by the responsibility for managing all library support services; supervising professional, paraprofessional, and temporary staff; and overseeing the development and implementation of library policies and processes.

ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. This list is meant to be representative, not exhaustive. Some incumbents may not perform all the duties listed while in other cases related duties may also be assigned.
• Manages the operation of library support functions, including circulation, technical services, and other department functions.
• Recruits, schedules, and supervises assigned staff; ensures and coordinates staff development, training, and education.
• Develops and implements policies and procedures for circulation, technical services, and other support services.
• Supports technology planning and procurement for the library. • Responds to and resolves difficult, complex, and sensitive patron complaints and inquiries.
• Maintains statistics and prepares reports regarding circulation and technical services activities.
• Assists in the development and implementation of division and department goals, objectives, policies, and priorities; ensures that programs and services support City, departmental, and Library goals.
• Participates in daily operations of the Library as needed, including but not limited to performing work related to circulation and tech services, assisting patrons with a range of services, administering library cards and maintaining accurate patron records, operating the cash register and preparing deposits.
• Enforces library guidelines and policies to ensure a safe and welcoming environment for all library visitors.
• Prepares and presents oral and written reports.
• Represents the library at community and professional meetings; seeks input from local groups and individuals regarding library policy and processes. • Supports library facilities operations and management. • Performs related duties as required.

KNOWLEDGE OF:
• Library circulation and technical services processes and procedures. • Library collections and database management.
• Principles, practices, and techniques for providing customer service within a public library environment.
• Principles and practices of staff supervision, including selection, scheduling, training, and evaluation of employees.
• Modern public library operational systems, including integrated library systems, automated cataloging and processing systems, reciprocal borrowing systems, automated materials management systems, and modern electronic recordkeeping systems.
• Techniques for collecting data on key performance indicators, records maintenance, and report preparation.
• Standard office practices and procedures, including the operation of standard office equipment.
• Facility, vendor, and contract management practices.

ABILITY TO:
• Contribute to a work culture of innovation, inclusiveness, and customer service. • Coordinate, evaluate, and enhance library support services and operations. • Build a collaborative team culture.
• Plan, supervise, review, and evaluate the work of assigned staff. • Train and mentor staff.
• Identify and analyze data and develop effective processes and services based on data. • Perform technical library tasks and operate computerized and other library equipment with speed and accuracy.
• Interpret, apply, and explain established City and Library policies and procedures effectively and diplomatically.
• Establish and maintain cooperative and effective relationships with those contacted in the course of the work.
• Identify problems and develop effective solutions.
• Set priorities, meet deadlines, and make sound decisions. • Prepare clear and concise reports, correspondence, procedures, and other written materials.
• Use online resources and computing devices.
• Communicate clearly, effectively, and professionally, both orally and in writing, in all formats and media.

EDUCATION and/or EXPERIENCE:

Any combination of experience and training that would likely provide the required knowledge, skills, and abilities may qualify. A typical way to obtain the knowledge, skills, and abilities is:

Equivalent to an associate’s degree with coursework in library science or a related field.

AND
Five (5) years of increasingly responsible public library experience, including two (2) years of experience in a supervisory role. Experience may be substituted for years of education on a year-for-year basis, for a maximum of two years.

Other Requirements:

Possession of a valid California Class C Driver's License with a satisfactory driving record is desirable.

PHYSICAL DEMANDS:

While performing the duties of this job, the employee is regularly required to stand; walk; sit; use hands to finger, handle, or feel; reach with hands and arms; and talk or hear. The employee is occasionally required to climb or balance and stoop, kneel, crouch, or crawl. The employee must regularly lift and/or move up to 25 pounds and occasionally lift and/or move up to 50 pounds. Specific vision abilities required by this job include close vision and ability to adjust focus.

WORKING ENVIRONMENT:

While performing the duties of this job, the employee is regularly exposed to video display and regularly works in indoor environmental conditions. The employee occasionally uses their personal vehicle. The employee occasionally works in the evenings or on weekends. The noise level in the work environment is usually quiet.

FLSA Status: Exempt
Prepared Date: November 2024
Approved Date: February 18, 2025
City of San Rafael
Job Class Specification
Job Title: Senior Librarian
SUMMARY:

Performs a variety of complex professional duties in the operation of library services, including specialized reference, readers’ advisory, library needs assessment, and coordination of material selection. Exercises direct supervision over an assigned group of professional, paraprofessional, and/or clerical staff.

DISTINGUISHING CHARACTERISTICS:

Senior Librarians are responsible for a full range of complex librarian duties including classification; cataloging; reference; readers advisory; collection development; program planning, development, and evaluation; outreach and marketing; and service to specialized populations including youth, adults, and/or non-English speaking individuals.

The Senior Librarian class is distinguished from Librarian II in that they exercise direct supervision over a major unit within the library system, such as children, adult, or branch services, including supervision over an assigned group of professional, paraprofessional, and/or clerical staff.

ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. This list is meant to be representative, not exhaustive. Some incumbents may not perform all the duties listed while in other cases related duties may also be assigned.
• Oversee a major unit within the library system, such as children, adult, or branch services.
• Supervise and train assigned subordinate staff; assign, schedule and review staff work and write performance evaluations for professional and paraprofessional staff; instruct employees in new or existing policies, procedures and regulations; conduct on-the-job training.
• Provide direction, training, and support to staff in one or more of the following areas:
collection development, programs and services, events, outreach, and marketing. • Lead the recruitment and training of professional and paraprofessional staff, volunteers, and various temporary staff classifications.
• Provide a range of services to patrons, including complex reference and readers’ advisory; circulation and patron account requests; and advanced assistance with accessing library materials, technology, and resources. • Assist in the development of policies and procedures relating to library services. • Maintain awareness of emerging trends in technology, reference services, and librarianship.
• Develop, implement, and evaluate library programs, events, volunteers, and services. • Organize and lead outreach visits outside the library at events and to community partners to present and promote library services.
• Evaluate, select, and order books and media items for one or more collection areas in the library, and evaluate items for withdrawal from the library collection. • Support and provide content for the development and implementation of marketing strategies.
• Assist with the administration and organization of core library services, planning, organizing, and coordinating library-wide activities.
• Enforce library guidelines and policies to ensure a safe and welcoming environment for all library visitors.
• Operate cash register, dispense accurate change, balance cash drawer, and/or prepare cash for bank deposit.
• Follow all safety rules and protocols; take appropriate action as required to identify and correct safety and security hazards including but not limited to utilizing and applying deescalation techniques and practices and report safety and security concerns in a timely and appropriate manner to their supervisor.
• Perform related duties as required.

KNOWLEDGE OF:
• Current best practices for creating, implementing, and evaluating public library services and programs.
• Current best practices used in library collection development and maintenance. • Current technologies used in public libraries by library staff and patrons. • Modern library operational systems, including Integrated Library Systems, cataloging, and processing systems, electronic resources and databases, and reciprocal borrowing systems.
• Specialized library services, programs and collections targeted towards one or more of the following populations: children, teens, adults, older adults, non-English speakers, other marginalized populations.
• Advanced reference and readers’ advisory techniques to assist patrons in finding appropriate materials, resources, and information.
• Principles of supervision including interviewing and training, scheduling, assigning, and evaluating work.
• Techniques for collecting data on key performance indicators, records maintenance, and report preparation.
• Basic budgetary principles and practices.
• Customer service skills, including broad cultural competence skills and de-escalation tactics.

ABILITY TO:
• Work in a tactful and courteous manner with diverse public, department personnel, and other City employees.
• Lead and oversee a major functional area, maintaining efficient operations that align with organizational goals and priorities.
• Supervise, schedule, train and evaluate professional, paraprofessional and temporary personnel.
• Prioritize and manage multiple projects and service demands efficiently and effectively. • Adapt to changing community needs and service delivery models. • Establish and maintain effective working relationships with other libraries and community services.
• Develop, implement, and evaluate library programs and services and adjust strategies as needed.
• Coordinate and collaborate effectively with department personnel, staff in other City departments, and other stakeholders and community partners. • Communicate clearly and concisely, both orally and in writing. • Read and interpret documents such as policies, operating and maintenance instructions, and procedure manuals.
• Draft routine reports and correspondence.
• Speak effectively before groups.
• Resolve challenging customer interactions.
• Use modern library and office technology and equipment. • Work irregular shifts, weekends, and holidays.

EDUCATION and/or EXPERIENCE:

Any combination equivalent to education and experience that would most likely provide the required knowledge and abilities would be qualifying. A typical way to obtain the knowledge and abilities would be:

Equivalent to a master’s degree in library science, library and information services, or similar curriculum, issued by a college or university accredited by the American Library Association is preferred. Progressively responsible related experience may be substituted for the college coursework on a year-for-year basis.

Ability to communicate effectively in Spanish, Vietnamese, ASL, or other community languages is desired, and may be required for some assignments.

AND
At least four years of professional experience in a public library setting, including at least one year in a lead/supervisory role.

CERTIFICATES, LICENSES, REGISTRATIONS:

Possession of a valid California Class C Driver's License with a satisfactory driving record is desirable.

PHYSICAL DEMANDS:

WORKING ENVIRONMENT:

While performing the duties of this job, the employee works at a computer station and works primarily indoors under typical environmental conditions. The noise level in the work environment is usually moderate.

FLSA Status: Non-Exempt
Prepared Date: February 2025
Approved Date: February 18, 2025
City of San Rafael
Job Class Specification
Job Title: Marketing Coordinator

SUMMARY
Under general supervision, performs planning, coordination, and implementation of marketing and communication events and activities; and performs related work as required. Marketing Coordinators are expected to exercise judgment and initiative in their management of marketing and communication activities for the department.

ESSENTIAL AND IMPORTANT DUTIES include the following. This list is meant to be representative, not exhaustive. Some incumbents may not perform all the duties listed while in other cases related duties may also be assigned.
• Participates in developing assigned programs' marketing/promotion strategy; establishes project goals and objectives; meets with department and City staff to identify project needs. • Plans, develops, designs, and implements marketing and communication content and activities content that can scale across multiple channels, media, and audiences. • Participates in the preparation and administration of marketing program budget. • Keeps up-to-date on all of assigned department programs, events, and activities, and proactively develops marketing strategies to promote department activities to the community and across the organization.
• Supports department outreach and community engagement efforts. • Creates engaging designs and concepts.
• Develops the overall layout and design of flyers, advertisements, website content, reports, presentations, and other publications, which enhance the professional image and branding of department programs and services.
• Produces promotional displays, packaging, and marketing brochures for products and services.
• Develops signs, signage systems, and other environmental graphics. • Administers website content and social media on behalf of the department, division, and City.

Develops material and content for webpages, interactive media, and multimedia projects. • Writes, edits, prepares, and distributes informational materials, press releases, articles and presentations to inform the community and the organization of assigned department and City issues, services, programs, and events.
• Ensures all marketing and communication materials meet brand guidelines, requirements, and values, with consistency across platforms.
• Maintains and develops marketing and communication files, including photos, logos, and other relevant materials.
• Acts as liaison and representative with other departments and Citywide marketing and communication efforts.
• Performs other duties of a similar nature or level.

KNOWLEDGE OF
• Modern marketing, design, and public relations techniques and event promotion. • Writing and editing techniques for a variety of audiences. • Developing and/or maintaining websites and webpages.
• Proficient English language usage, spelling, punctuation, and grammar. • Methods and practices of program development and project management. Program budgeting experience is a plus.
• Principles and practices of effective business and marketing communications.

SKILLS
• Experience with various software applications used for graphic design and publication. • Design and create brochures, flyers, posters and other materials for printing projects; oversee document reproduction process for quality and accuracy. • Take photographs and prepare slides and/or PowerPoint presentations. • Use a wide range of media, computer operating systems and various software programs. • Proficiency with programs in the Adobe Creative Suites is desirable. • Collect, evaluate, and interpret varied information in visual, statistical, narrative, or verbal form. • Develop marketing and communication materials by gathering information and data from various sources.
• Interpret marketing and communication needs and convert user-developed content into attractive print advertising and electronic media.

ABILITY TO
• Think creatively and strategically and proactively find new approaches to promoting assigned department and City events, activities, and services.
• Use innovation to redefine designs as needed to meet cost and time constraints. • Multi-task and work on more than one design project at a time. • Set priorities and meet deadlines; work in a fast-paced, team-oriented environment. Work well under pressure and quickly make responsible decisions; identify and resolve problems quickly. • Demonstrate tact and good judgment in dealing with sensitive issues and situations. • Keep abreast of developments in marketing and communications trends, particularly design programs and hardware.
• Establish and maintain effective working relationships, and work collaboratively with a team of external vendors and City staff.
• Attend day, evening, and weekend meetings and events.

EDUCATION AND/OR EXPERIENCE
Any combination equivalent to experience and education that could likely provide the required knowledge and abilities may qualify. A typical way of gaining the knowledge, skill and ability outlined above is:
• Graduation from a four-year college or university with major coursework in marketing, communication, graphic design, or a related field and two years full-time or its equivalent of marketing or communications experience; or
• A combination of education and experience sufficient to successfully perform the essential duties of the job as listed above.

CERTIFICATES, LICENSES, REGISTRATIONS
Possession of a valid California Class C Driver's License with a satisfactory driving record is desirable.

PHYSICAL DEMANDS
The physical demands described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

An employee is regularly required to sit for long periods of time; intermittently stand, walk, bend, climb, kneel, and twist while working on computer equipment, peripherals, and ancillary equipment; perform simple grasping and fine manipulation; use telephone and write and use keyboard to communicate; see small text and numbers on computer screen; occasionally move equipment and materials weighing up to 25 pounds.

While performing duties, the employee is regularly required to read and interpret data, information and documents; analyze and solve problems; interact with City management, other governmental officials, contractors, vendors, employees, and the public. Employee is occasionally required to attend meetings at various sites within and away from the City; to work off-hours shifts or events; to work outdoors in a variety of weather and temperature conditions.

WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

While performing the duties of this job, the employee is regularly exposed to inside environmental conditions.

The employee is occasionally exposed to outdoor weather conditions. The noise level in the work environment is usually moderate to loud.

FLSA Status: Non-Exempt
Prepared By: Catherine Quffa, Library and Recreation Director Prepared Date: January 1, 2025
Approved By: Marissa Sanchez, Human Resources Director
Approved Date: January 16, 2025
City of San Rafael
Job Class Specification
Job Title: Executive Assistant

SUMMARY
Under general direction, the Executive Assistant provides the highest-level administrative support to the City Manager and may assist the Assistant City Managers and/or elected officials; provides highly responsible, complex, and sensitive support to the City Manager and manages the administrative functions of the City Manager’s Office (CMO); and performs other related work.

DISTINGUISHING CHARACTERISTICS:

This class is distinguished from other positions in that the role supports high-level, City-wide operations, manages the City Manager's schedule, prepares reports, and liaises with multiple departments and external stakeholders. This role involves greater decision-making responsibility, handling sensitive information, and working closely with senior officials. The Executive Assistant position demands a deeper understanding of municipal governance and more strategic responsibility.

This position’s work is critical, confidential, and politically sensitive, requiring knowledge of City-wide procedures and activities.

ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. Other duties may be assigned. • Serves as primary contact and liaison for the City Manager’s Office (CMO) with other City staff, the general public, and outside agencies and groups. Receives and screens mail, visitors, emails, and phone calls for the City and City Council members; triages and directs inquiries appropriately and efficiently with excellent customer service. • Schedules meetings and appointments and maintains the City Manager's calendar. Ensures the City Manager is appropriately briefed and fully prepared in advance of meetings, conference calls, site visits, etc.
• Maintains CMO calendar of activities, meetings, and various events; schedules use of conference rooms; coordinates meetings and conferences with external partners. Acts as a point of contact for onsite visits and provides support for offsite visits when necessary. Makes travel arrangements and coordinates facilities, food, and supplies for meetings and conferences.
• Tracks, monitors, and follows up on action items generated through or submitted to the City Manager's Office; monitors the status of projects and referrals to departments; keeps the City Manager apprised of progress and potential issues or problems. • Performs specialized administrative duties, including preparation and management of complex, sensitive, or official documents; performs a wide variety of other highly complex, responsible, sensitive, and confidential administrative duties, including data entry, document production, and data organization; prepares correspondence, reports, charts, spreadsheets, and statistical data; establishes and maintains complex and confidential recordkeeping systems.
• Handles various office administrative tasks such as processing claims for expenditures, maintaining time sheets, and related items.
• Produces various drafts and finished documents, including confidential materials, and independently composes correspondence and related materials. • May plan, schedule, assign, review, and monitor the work of support staff. • May be required to supervise employees, including participation in the hiring process, performance evaluations, documenting and counseling of employees, and making recommendations for discipline and/or merit salary increases. • Establishes written and electronic categories and systems, oversees maintenance of departmental files and records, maintains manuals, and updates office resource materials in accordance with best practices.
• Performs related duties as required.

KNOWLEDGE OF:
• General organization and functions of municipal government and City Council meeting protocols.
• Modern office administrative practices and procedures. • Business letter writing and English grammar, spelling, and punctuation. • Operation of common office equipment.
• Record keeping policies and principles, report preparation, and filing systems and methods. • Basic business data processing principles and the use of word processing equipment. • Principles and practices of customer service.
• Principles and practices of supervision, training, and performance evaluation. • Human-centered design approaches to working with internal and external partners are a plus.

ABILITY TO:
• Understand the organization and operation of the City and outside agencies as necessary to assume assigned responsibilities.
• Provide varied, complex office administrative assistance to elected and appointed officials of the City.
• Demonstrate a high level of sensitivity, tact, discretion, and professionalism in representing the City Manager's Office to other City staff and external agencies. • Maintain confidentiality of privileged and sensitive information; and assure discreet handling in all aspects of the City Manager’s Office, City staff, and City information. • Use initiative and independent judgement within broad guidelines. • Establish and maintain effective working relationships with those contacted in the course of the work.
• Research and compile a variety of informational materials. • Organize, prioritize, assign, and review the work of support staff. • Compose correspondence, presentations, and reports, and summarize data independently or from brief instructions.
• Maintain accurate records and files.
• Organize work, set priorities, meet critical deadlines, and follow up assignments with a minimum of direction.
• Maintain professionalism and composure, and handle disputes and complaints in a calm, courteous, and tactful manner.

EDUCATION and/or EXPERIENCE:

Any combination of education and experience that would provide the knowledge and skills listed for this position. A typical way of gaining the knowledge, skills, and abilities outlined above is:
• Equivalent to graduation from high school
• Five years of progressively responsible experience as an administrative professional, including two years of experience reporting to a department head and/or high-level executive. • College-level coursework in business administration is desirable. • Ability to communicate effectively in English; ability to communicate effectively in Spanish is desirable.

Other Requirements
Possession of a valid California Class C Driver's License with a satisfactory driving record.

LANGUAGE SKILLS:

Ability to read, analyze, and interpret general business periodicals, professional journals, technical procedures, or governmental regulations. Ability to write reports, business correspondence, and procedure manuals. Ability to effectively present information and respond to questions from groups of managers, clients, customers, and the general public.

REASONING ABILITY:

Ability to solve practical problems and deal with a variety of variables in fast-paced situations. Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form.

PHYSICAL DEMANDS:

The physical demands described here are representative of those that an employee must meet to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform these functions.

While performing the duties of this job, the employee is regularly required to sit; use hands to finger, handle, or feel; and talk or hear. The employee is frequently required to reach with hands and arms.

The employee is occasionally required to stand and walk. The employee may need to lift and/or move up to 10 pounds and occasionally lift and/or move up to 25 pounds. Specific vision abilities required by this job include close vision and the ability to adjust focus.

WORK ENVIRONMENT:

While performing the duties of this job, the employee regularly works in indoor conditions and regularly works near video displays. The noise level in the work environment is usually moderate.

FLSA Status: Nonexempt
Prepared By: Marissa Sanchez, HR Director
Prepared Date: January 2, 2025
Approved By: Angela Robinson Piñon
Approved Date: January 7, 2025
City of San Rafael
Job Class Specification
Job Title: Wildfire Mitigation Specialist (WMS) I/II/III SUMMARY:

Under general supervision from the Wildfire Program Manager and Deputy Director of Emergency Management, this position assists with wildfire risk reduction efforts through enforcement of San Rafael Municipal Code and implementation of various related plans. Plans to be implemented include but are not limited to the San Rafael Wildfire Prevention and Protection Action Plan, Local Hazard Mitigation Plan (LHMP), Community Wildfire Protection Plan (CWPP), and Marin Wildfire (MWPA) annual work plan.

Positions in the Wildfire Mitigation Specialist class series are flexibly staffed; progression to a higher level is dependent on (i) management affirmation that the position is performing the full range of duties assigned to the classification; (ii) satisfactory work performance; (iii) the incumbent meeting the minimum qualifications for the classification including any licenses and certifications; and (iv) management and budget approval for progression to the higher level.

DISTINGUISHING CHARACTERISTICS:

Wildfire Mitigation Specialist I:

This class is distinguished from the Wildfire Mitigation Specialist II by the performance of the more routine tasks and duties assigned to the positions within the series including property inspections, contractor support, and basic reporting. This class is typically used as a training class and employees may have only limited or no directly related work experience.

Wildfire Mitigation Specialist II:

This is the full journey level class within the series. Employees at the II level are distinguished from the WMS I by the performance of the full range of duties as assigned. Employees at this level receive only occasional instruction or assistance as new and unusual situations arise and are fully knowledgeable of the operating procedures and policies of the work unit. Positions in this class are capable of completing both collaborative group work and more defined independent work. This class requires certification from the National Fire Protection Association (NFPA) as a Certified Wildfire Mitigation Specialist (CWMS) or similar certification.

Wildfire Mitigation Specialist III:

This is the lead work level position within this job class series. As a lead worker, this position is responsible for providing advanced journey level wildfire mitigation and code enforcement duties. This position may review and verify Vegetation Management Plans (VMPs) and nonstructural plans. This position requires an NFPA CWMS and another relevant professional qualification such as an arborist, qualified applicator, professional forester, Fire Prevention IA, 2A, and 3A course of the California State Fire Training or similar certification as approved by the Fire Chief.

ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. This list is meant to be representative, not exhaustive. Some incumbents may not perform all the duties listed while in other cases related duties may also be assigned.
• Interpret and enforce provisions of City Ordinances, State Codes and other regulations. • Analyze structure and vegetation ignition potential using a science-based approach. • Investigate and evaluate public and referred agency complaints and concerns to satisfactory resolutions.
• Develop and implement mitigation measures to reduce the risks and impacts of wildfire and related hazards.
• Develop and implement fuel modification plans and strategies on small (I & II) and large (II & III) parcels to reduce wildfire ignition and impact risks. • Complete individual property evaluations, including effective resident communication, photographic documentation, and report writing.
• Increase awareness, knowledge and resiliency of individuals and community groups on topics relating to wildfire prevention, mitigation and emergency response. • Identify, research, and draft financial grants and supporting documents. • Develop and manage RFPs, POs and contracts.
• Prepare written staff reports and present evidence at hearings, Council meetings, and/or Courts of law related to current code enforcement proceedings. • Develop, manage, coordinate and/or support a variety of public outreach and education events, some occurring during non-traditional work hours. • Participate, via a flex work schedule, in up to two public outreach or engagement events a month.
• Maintain clear and detailed records, program statistics, photos, and documents. • Develop and implement environmental compliance documents, permits, and other regulatory documents.
• Establish and maintain respectful and collaborative working relationships with city staff, external partners, residents, and contractors.
• Evaluate and adjust in progress work to assure objectives are met within budget. • Apply principles of inclusion, equity, and public safety to all program areas. • Performs related duties as required to support the mission of the department, City, and in service as a Disaster Service Worker.
• At the III level, function as a lead work mentor and supervisor.

KNOWLEDGE OF:
• Correct written and spoken English usage, spelling, and punctuation • Local and State Fire Codes
• Contemporary issues, scientific research and findings, and legislation relating to wildfire, public safety, and natural resource management
• Research and statistical methods
• Environmental best practices
• Project management
• Knowledge of National Fire Protection Association (NFPA) standards • Map reading, including topography and basic GIS
• Modern office procedures including Microsoft Office suite • Goals, objectives, and policies of the department, City, and Marin Wildfire • City, County, State, and Federal planning documents that direct and impact San Rafael’s wildfire resiliency
ABILITY TO:
• Interpret and apply laws, ordinances, codes, policies, and best practices in a consistent, fair, and equitable manner
• Exercise sound judgement, identify and solve problems, suggest reasonable alternatives, and negotiate compliance strategies to improve public safety, resiliency and the natural environment.
• Conduct field inspections in developed and undeveloped environments, often in challenging terrain and weather
• Learn and retain local geography and resources as they relate to wildfire prevention, planning, and operations.
• Be self-motivated, and complete tasks in a timely manner. • Deal tactfully and in a cooperative manner with property owners, the public, partners, contractors, and City staff to provide a high level of customer service. • Effectively use computers, cell phone cameras, and tablet devices.

EDUCATION AND EXPERIENCE REQUIREMENTS:
• Graduation from an accredited high school or equivalent (GED) • The ability to read, write, and speak Spanish is preferred In addition to the above, any combination of experience and training that would likely provide the required knowledge, abilities and skill for the applicable level. A typical way to obtain these would be:

Wildfire Mitigation Specialist I: One (1) year of professional experience related to fire prevention, wildfire mitigation, code enforcement, interpretation of rules and regulations, or customer service. Community College course work in communications, law enforcement, fire science, behavioral science, public administration, or related field is preferred.

Wildfire Mitigation Specialist II: Three (3) or more years of work in wildfire mitigation, fire prevention, code enforcement, natural resource management, fire suppression, or similar.

Relevant college level course work, professional training, and certifications may be substituted for 1 year of professional work experience. Requires certification as an NFPA Certified Wildfire Mitigation Specialist.

Wildfire Mitigation Specialist III: Three (3) or more years of progressively responsible work in wildfire mitigation, code enforcement, natural resource management, fire suppression, or similar. A relevant four year Bachelor’s degree, OR an Associate degree and relevant professional certifications such as certified arborist (ISA), qualified applicator (CDPR), Professional Forester (California BOF), certified Building or Fire Prevention Inspector. Requires certification as an NFPA Certified Wildfire Mitigation Specialist.

Other Requirements
Possession of a valid California Class C Driver's License with a satisfactory driving record.

PHYSICAL DEMANDS:

While performing the duties of this job, the employee is regularly required to stand; walk; sit; use hands to finger, handle, feel or hold; reach with hands and arms; and talk, hear, taste, or smell.

The employee frequently is required to climb or balance and stoop, kneel, crouch, or crawl. The employee is required to walk off trails, up and down steep grades and inclines in heavily vegetated areas of the natural environment in all types of weather conditions. The employee must frequently lift and/or move up to 25 pounds and occasionally lift and/or move up to 100 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and ability to adjust focus. Employees will be issued personal protective equipment (PPE) and are responsible for using the proper PPE in the appropriate environment. Examples of PPE may include a hardhat, hearing protection while in noisy environments, eye protection, and safety shoes.

FLSA Status: Non-Exempt
Prepared Date: February 2025
Approved Date: February 18, 2025
City of San Rafael
Job Class Specification
Job Title: Emergency Management Coordinator I/II/III
SUMMARY:

Under general supervision from the Deputy Director of Emergency Management, the Emergency Management Coordinator (EMC) assists with emergency management and related emergency services through the Office of Emergency Services (OES). OES leads the City’s internal and external efforts to improve the ability of staff, residents, and businesses to prepare for, respond to, and recover from emergencies and disasters. The EMC will work to improve community disaster preparedness and resiliency through outreach, education, engagement, and empowerment; support Emergency Operation Center (EOC) functions; draft, improve, train, and drill City emergency plans; and augment designated fire-prevention and emergency management staff on strategic projects and programs. Relevant Plans and guiding documents include but are not limited to the San Rafael Emergency Operations Plan, Emergency Operations Center Handbook, Hazard specific playbooks, the San Rafael Wildfire Prevention and Protection Action Plan, Local Hazard Mitigation Plan (LHMP), Community Wildfire Protection Plan (CWPP), and Marin Wildfire (MWPA) annual work plan.

Progression to a higher level within the series is dependent on (i) management affirmation that the position is performing the full range of duties assigned to the classification; (ii) satisfactory work performance; (iii) the incumbent meeting the minimum qualifications for the classification including any licenses and certifications; and (iv) management and budget approval for progression to the higher level.

DISTINGUISHING CHARACTERISTICS:

Emergency Management Coordinator I:

This class is distinguished from the Emergency Management Coordinator II by the performance of the more routine tasks and duties assigned to the positions within the series including emergency management projects, community outreach and education, and hazard prevention initiatives. This class is typically used as a training class and employees may have limited or no directly related work experience. This position receives direct support and supervision from the Deputy Director of Emergency Management.

Emergency Management Coordinator II:

This is the full journey level class within the series. Employees at the II level are distinguished from the EMC I by the performance of the full range of duties as assigned. This class requires independent interpretation of policies, procedures, and guidelines. Employees at this level receive only occasional instruction or assistance as new and unusual situations arise and are fully knowledgeable of the operating procedures and policies of the work unit. Positions in this class are capable of completing both collaborative group work and more defined independent work. This position receives supervision from the Deputy Director of Emergency Management.

Emergency Management Coordinator III:

This is a lead work level position within this job class series. Incumbents exercise a high level of independence, initiative and authority in decision making and interpretation of policies, procedures, and guidelines. They apply advanced knowledge and skills in assigned areas of emergency management with minimal support from the Deputy Director of Emergency Management or Fire Chief.

ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. This list is meant to be representative, not exhaustive. Some incumbents may not perform all the duties listed while in other cases related duties may also be assigned.
• Plan, organize, review, evaluate, and personally perform activities to implement a variety of emergency preparedness and disaster recovery programs and procedures under the NIMS/SEMS/ICS models.
• Support and coordinate emergency alerting and notifications • Support the development and maintenance of a variety of planning documents, including but not limited to the Hazard Mitigation Plan, Wildfire Action Plan, the Emergency Operations Plan, hazard specific playbooks, and EOC Handbook • Address the needs and inquiries of residents in a compassionate, articulate and reasonable manner.
• Assist in the development and implementation of public awareness programs, training, drills, and exercises.
• Participates in community development and engagement events to promote emergency preparedness, wildfire awareness, and response best practices. • Facilitate and develop agreements with allied agencies and vendors • Represent the department through collaboration with multiple community-based organizations, partner agencies and varied stakeholders involving emergency and nonemergency settings. • Seek and participate in the development of various community preparedness and emergency grants and supplemental resources opportunities. • Assist in the development and maintenance of the City’s Emergency Operations Center (EOC) and training of EOC staff.
• Serve as a support team member in the EOC during emergency or disaster response situations or drill. At the III level, serve as an EOC Coordinator. • Coordinate training and exercise initiatives, including the development of drills and exercises, written after action reports, and improvement planning • Development and implementation of budgets for OES
• Serves as a point of contact for Emergency Management personnel to provide critical information, updates, and support during the monitoring, response, and recovery phases of an event.
• Assist community, volunteer, educational or other public and private groups with emergency prevention, preparedness, response and recovery. • Maintain accurate records and files; prepare a variety of statistical and narrative reports, including incident status reports for reimbursement by state and federal agencies. • Serve in a duty officer or lead on-call position for designated periods of time • Related duties as assigned
KNOWLEDGE OF:
• Correct written and spoken English usage, spelling, and punctuation • California Standardized Emergency Management Systems (SEMS), Incident Command System (ICS), the National Incident management System (NIMS), the Stafford Act and California Disaster Assistance Act.
• Contemporary issues, scientific research and findings, and legislation relating to emergency management and public safety
• Research and statistical methods
• Project management
• Modern office procedures including Microsoft Office suite • Goals, objectives, and policies of the OES, the Fire Department, and San Rafael • City, County, State, and Federal planning documents that direct and impact San Rafael’s resiliency and emergency management programs and initiatives ABILITY TO:
• Be self-motivated and motivate others and work independently and collaboratively to complete assigned duties and responsibilities in a timely manner. • Communicate clearly and concisely, prepare and present detailed emergency management plans and procedures
• Logically and creatively utilize a variety of techniques to solve complex emergency management and disaster related challenges
• Interpret and apply laws, ordinances, codes, policies, and best practices in a consistent, fair, and equitable manner
• Exercise sound judgement, identify and solve problems, suggest reasonable alternatives, and negotiate compliance strategies to improve public safety, resiliency and the natural environment.
• Learn and retain local geography, resources, and community partners as they relate to emergency management planning and operations
• Apply principles of inclusion, equity, and public safety • Work cooperatively with the public, law enforcement, fire, and other emergency preparedness and response organizations
• Deal tactfully and in a cooperative manner with all interested parties to provide a high level of customer service.
• Effectively use computers, cell phones, applications, and related OES and EOC technology
EDUCATION AND EXPERIENCE REQUIREMENTS:
• Graduation from an accredited high school or equivalent (GED) • The ability to read, write, and speak Spanish is preferred In addition to the above, any combination of experience and training that would likely provide the required knowledge, abilities and skill for the applicable level. A typical way to obtain these would be:

Emergency Management Coordinator I: One (1) year or more of professional experience relating to emergency management, public safety, public administration, public communications or closely related field. College level course work in emergency management, public safety, public administration, behavioral science, or closely related field may be substituted for experience.

Emergency Management Coordinator II: Three (3) or more years of professional experience in emergency management, public safety, public administration, public communications or a closely related field. Requires at least one professional certification equivalent to at least 40 hours of training. Examples include but are not limited to Cal OES Emergency Management Specialist Certificate, CalOES EOC position credential, FEMA Professional Development Series certificate, FEMA Emergency Management Academy completion, Master Exercise Practitioner, or IAEM Associate or Certified Emergency Manager credential. Relevant college level course work, professional training, and certifications may be substituted for professional work experience on a year-for-year basis.

Emergency Management Coordinator III: Three (3) or more years of progressively responsible work experience in an organization performing emergency management, disaster planning, and/or response, which has provided advanced knowledge of emergency management concepts, terminology and procedures. Professional certification equivalent to at least 40 hours of training as noted above for EMCII. Bachelor’s degree from an accredited college or university with major course work in emergency management, public safety, public administration, public communications, or a related field. Possession of a Certified Emergency Manager from IAEM with at least two other professional credentials may be substituted for a Bachelor’s degree.

Other Requirements:

Possession of a valid California Class C Driver's License with a satisfactory driving record.

PHYSICAL DEMANDS:

While performing the duties of this job, the employee is regularly required to stand; walk; sit; use hands to finger, handle, feel or hold; reach with hands and arms; and talk, hear, taste, or smell.

The employee frequently is required to climb or balance and stoop, kneel, crouch, or crawl. The employee is required to walk off trails, up and down steep grades and inclines in heavily vegetated areas of the natural environment in all types of weather conditions. The employee must frequently lift and/or move up to 25 pounds and occasionally lift and/or move up to 100 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and ability to adjust focus. Employees will be issued personal protective equipment (PPE) and responsible for using the proper PPE in the appropriate environment. Examples of PPE may include a hardhat, hearing protection while in noisy environments, eye protection, and safety shoes.

FLSA Status: Non-Exempt
Prepared Date: February 2025
Approved Date: February 18, 2025
City of San Rafael
Job Class Specification
Job Title: Pump Station Mechanic II / Lead Pump
Station Mechanic
SUMMARY:

The primary function of this position is to perform advanced, skilled work in the installation, maintenance, and repair of mechanical systems such as pumps, motors, valves, telemetry, and other equipment used in public works pump stations. Additionally, the Lead Pump Station Mechanic is responsible for leading and overseeing less experienced personnel, coordinating work schedules, ensuring compliance with safety standards, and optimizing the operation and performance of pump stations. This position requires a combination of technical expertise, leadership, and independent judgment.

DISTINGUISHING CHARACTERISTICS:

Pump Station Mechanic II: This is the journey-level class in the Pump Station Mechanic series.

Incumbents at this level are expected to perform skilled repairs and maintenance work independently, while also troubleshooting complex mechanical and electrical issues in pump stations. Mechanics at this level are expected to oversee less experienced personnel and assist with training and coordination.

Lead Pump Station Mechanic: The Lead Pump Station Mechanic classification builds upon the responsibilities of the Pump Station Mechanic II position by including significant leadership and oversight duties. The Lead Pump Station Mechanic is responsible for coordinating the daily activities of the maintenance team, ensuring the quality of work performed, and providing guidance to less experienced staff. This role combines both technical expertise and leadership responsibilities and may serve as the primary point of contact for the pump station maintenance crew.

Pump Station Mechanic II / Lead Pump Station Mechanic is a flexibly staffed position.

Progression to a higher level is dependent on (i) management affirmation that the position is performing the full range of duties assigned to the classification; (ii) satisfactory work performance; (iii) the incumbent meeting the minimum qualifications for the classification including any licenses and certifications; and (iv) management and budget approval for progression to the higher level.

SUPERVISION RECEIVED AND EXERCISED:

Pump Station Mechanic II: Receives general supervision from the Operations and Maintenance Manager and may provide technical guidance or oversight to less experienced mechanics.

Lead Pump Station Mechanic: Receives general supervision from the Operations and Maintenance Manager and is responsible for leading and coordinating the work of a small team of mechanics. Provides leadership, training, and oversight to Pump Station Mechanic II staff.

EXAMPLES OF IMPORTANT AND ESSENTIAL DUTIES include the following. This list is meant to be representative, not exhaustive. Some incumbents may not perform all the duties listed while in other cases related duties may also be assigned.

Pump Station Mechanic II:
• Perform advanced, independent maintenance and repair of mechanical systems, including pumps, motors, valves, and telemetry systems. • Troubleshoot complex mechanical, electrical, and control systems, resolving issues with pumps, motors, and associated infrastructure.
• Operate and maintain SCADA systems and make adjustments to ensure the optimal performance of the pump station equipment.
• Independently perform preventative maintenance, including diagnostics and adjustments, to maintain system efficiency.
• Maintain detailed maintenance records, including the use of computerized maintenance management systems (CMMS) for tracking work orders and inventory. • Ensure that work is performed in compliance with safety regulations, including confined space entry and hazardous materials handling.
• Actively support inventory management, monitoring stock levels, and ordering parts and supplies as needed.

Lead Pump Station Mechanic (in addition to duties of Pump Station Mechanic II):
• Lead a team of Pump Station Mechanics in the daily operations and maintenance activities of pump stations.
• Assign tasks, prioritize work orders, and coordinate daily activities to ensure the efficient and timely completion of maintenance and repair tasks.
• Supervise and assist with troubleshooting complex systems, ensuring that less experienced personnel are supported and that work quality is maintained. • Provide technical guidance and on-the-job training to Pump Station Mechanics, helping to build their skills and knowledge for progression in the classification. • Monitor work performance and provide feedback to supervisors on team progress, areas for improvement, and any issues or concerns.
• Ensure compliance with all safety protocols, including safe handling of chemicals, proper use of PPE, and adherence to confined space entry procedures. • Respond to emergency situations and manage critical repairs as necessary, providing leadership and guidance during high-pressure situations. • Assist the supervisor in reviewing equipment performance, identifying areas for improvement, and recommending solutions to optimize operations. • Support the development and implementation of preventive maintenance schedules and provide recommendations for system upgrades or repairs.

KNOWLEDGE OF:
• Advanced mechanical and electrical systems used in pump stations, including pumps, motors, valves, and telemetry systems.
• Methods for troubleshooting and diagnosing complex mechanical, electrical, and control system issues.
• Safety procedures and protocols, particularly related to confined spaces, hazardous materials, and high-voltage systems.
• SCADA systems, computerized maintenance management systems (CMMS), and other tools used to monitor and control pump station operations. • Basic principles of leadership, team coordination, and providing technical training and oversight.
• Preventive maintenance practices, equipment calibration, and system diagnostics.

ABILITY TO:
• Perform skilled mechanical and electrical repairs independently, including troubleshooting complex issues.
• Operate and maintain SCADA and other monitoring/control systems effectively. • Lead, guide, and motivate a small team of mechanics, ensuring that work is completed safely, on time, and to standard.
• Train and mentor less experienced mechanics, providing clear instructions and feedback.
• Ensure compliance with safety standards and ensure team members use appropriate PPE and follow safety procedures.
• Manage multiple tasks simultaneously, prioritize assignments, and allocate resources effectively.
• Communicate effectively, both orally and in writing, with team members and supervisors. • Maintain accurate maintenance and repair records using computerized systems and ensure proper documentation of all work completed.

EXPERIENCE AND EDUCATION:

Pump Station Mechanic II:
• Experience: Two years of experience in the repair and maintenance of mechanical equipment such as pumps, motors, and related systems.
• Education: High school diploma or equivalent.
• License/Certification:
o Possession of a valid California Class C Driver's License with a satisfactory driving record.
o Ability to obtain and maintain a Class A Commercial Driver’s License (CDL) within 12 months of hire.
o CWEA Collection System Maintenance Grade II (or higher) Certification or the ability to obtain this certification within 12 months of hire.

Lead Pump Station Mechanic:
• Experience:
o A minimum of three years of experience performing duties comparable to those of a Pump Station Mechanic II, including advanced troubleshooting, diagnostics, and repairs in pump stations or related facilities.
o Experience in a lead or supervisory role, or providing oversight and training to less experienced personnel, is highly desirable.
• Education:
o High school diploma or equivalent.
o Additional technical training or certification in pump station maintenance, mechanical systems, or a related field is highly desirable. • License/Certification:
o Possession of a valid California Class C Driver's License with a satisfactory driving record.
o Ability to obtain and maintain a valid Class A Commercial Driver’s License (CDL) within 12 months of employment.
o CWEA Collection System Maintenance Grade II (or higher) Certification or the ability to obtain and maintain this certification within 12 months of hire. o Certified in confined space entry and rescue, or the ability to obtain certification within 12 months of hire.

PHYSICAL DEMANDS:

The essential functions of this position require the ability to sit, stand, walk, kneel, crouch, squat, stoop, reach, crawl, twist, climb, and lift up to 90 pounds. Incumbents must have the ability to work in confined spaces, with exposure to electrical hazards, mechanical hazards, hazardous materials, and extreme noise levels. Ability to work in inclement weather conditions and respond to emergency situations outside of normal working hours is required.

WORK ENVIRONMENT:

Work is performed in both indoor and outdoor environments, including confined spaces, exposure to extreme weather conditions, high noise levels, and potentially hazardous materials.

Incumbents may be required to work irregular hours, including evenings, weekends, and holidays, and be available for on-call emergency response.

FLSA Status: Non-Exempt
Prepared Date: February 2025
Approved Date: February 18, 2025
City of San Rafael
Job Class Specification
Job Title: Project Manager I/II

SUMMARY
Under the supervision of the Senior Facilities Supervisor, this position manages the planning, design, liaison, bidding, construction, inspection, and contract administration of assigned capital improvements, vertical construction or facilities planning projects, including routine construction, remodels, modifications, or upgrades of City-owned, leased, or constructed buildings, structures, or infrastructure; establishes and manages consultant teams associated with projects. Works with Senior Facilities Supervisor to create and control budgets, schedules, and project scope requiring input from stakeholders; works with department personnel to perform financial analysis related to the project; serves as the primary point of contact for special project requests with City departments or other local governmental agencies, contractors, consultants, architects, and stakeholders; and performs related work as required.

DISTINGUISHING CHARACTERISTICS
This classification oversees, manages, and coordinates teams of professional service providers engaged in activities encompassing all phases of routine capital, vertical construction or facilities planning projects with a well-defined scope, fewer technical elements to be integrated, shorter duration, and/or limited stakeholder involvement and sensitivity. Incumbents operate under the supervision of the Senior Facilities Supervisor and in coordination with the City Engineer to develop project plans.

The Project Manager II is distinguished from the Project Manager I by an incumbent’s experience level with managing more complex projects and requiring only moderate supervision in executing their day-to-day tasks. The Project Manager II may function as the lead for assigned professional, technical and administrative support staff.

Positions in the series are flexibly staffed. Progression to a higher level is dependent on (i) management affirmation that the position is performing the full range of duties assigned to the classification; (ii) satisfactory work performance; (iii) the incumbent meeting the minimum qualifications for the classification including any licenses and certifications; and (iv) management and budget approval for progression to the higher level.

ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. This list is meant to be representative, not exhaustive. Some incumbents may not perform all the duties listed while in other cases related duties may also be assigned.
• Manages routine capital projects from program planning through final acceptance of construction and warranty period.
• Manages, organizes, and directs the planning, design, and preparation of project drawings, specifications, financial analysis, schedules, and estimates for the construction, modification, or alteration of buildings, structures, and related infrastructure.
• Confers with City departments to establish building and space requirements; advises on feasibility of projects; and manages the preparation of drawings, reports, and recommendations of findings.
• Oversees project staff, contractors, and consultants; manages consultant and contractor selection process, negotiates fees, and approves contracts; evaluates contractor performance and recommends changes to quantity and quality of service provided. • Initiates the preparation of and presents feasibility studies, environmental studies, cost estimates, schedules, and programs for the development or alteration of buildings, structures, and related infrastructure.
• Tracks and monitors all project activities; reviews work under construction to ensure that all new construction and alteration work complies with plans, specifications, codes, budgets and schedules; and coordinates the work of multi-disciplinary staff across organizational boundaries.
• Prepares reports and cost control analyses; analyzes claims and recommends approval of consultant/contract payments.
• Represents the department in meetings and conferences related to construction, materials, or work standards.
• Coordinates and conducts community meetings associated with project(s) and responds to community issues and concerns; provides presentations to governmental and regulatory agencies, community groups, and the Board of Supervisors. • Ensures related files and records are maintained.

In addition, the Project Manager II may:
• Manage more moderately complex capital projects from program planning through final acceptance of construction and warranty period.
• Train staff in procedural and technical aspects of their jobs; assigns and reviews work; acts as a technical resource to staff; may provide input into performance evaluations and other personnel matters.

KNOWLEDGE OF:
• Construction principles and practices including materials, methods, and tools involved in repair and construction of buildings, structures, and infrastructure. • Federal, state, and local codes, statutes, and regulations pertaining to public sector construction projects and contract and labor compliance. • Principles and practices of project management and evaluation. • Cost estimating and cost control techniques.
• Public safety and security including relevant equipment, policies, procedures, and strategies to promote effective local and state security operations for the protection of people, property, and data.
• Government purchasing and bidding policies, practices, and procedures. • Professional services contracting.
• Computer technology, including project management systems and software. • Disability access compliance and related Americans with Disabilities Act (ADA) laws. • Sustainable Green building principles and practices.
• Real estate, including principles and practices of effective commercial property management.
• Budget development and tracking, cost control procedures, financial forecasting, and fiscal analysis.
• Space and furniture planning.
• Project planning, including plan development, implementation, and maintenance.

ABILITY TO:
• Develop, manage and implement a variety of projects to meet City goals and objectives. • Represent the City in meetings with other departments, agencies, contractors, businesses, and the public.
• Identify problems and review related information to develop and evaluate options and implement solutions.
• Coordinate and adjust actions in relation to others' actions. • Adapt technology equipment to serve user needs.
• Manage financial resources.
• Employ critical thinking by using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. • Assess and manage program and project funds from various funding sources. • Prepare and deliver effective presentations to governing boards, the public, and a variety of audiences.
• Analyze and solve problems quickly and effectively.
• Manage the work of project consultants, contractors, and staff working on a project. • Adapt to changing priorities.
• Conduct a variety of management, operational, and budgetary studies and projects. • Exercise sound independent judgment within general policy guidelines. • Interpret, apply, and explain complex laws, regulations, policies, and procedures. • Draft and interpret contract terms.
• Read blueprints and maps.
• Perform complex analysis including financial analysis. • Develop and maintain effective working relationships with employees, other City departments, property owners, consultants, contractors, and the general public. • Handle conflict effectively.
• Use computer programs for financial modeling, project management and word processing.
• Communicate effectively orally and in writing on legal, financial, and administrative topics.
• Develop management information reports.

EDUCATION and/or EXPERIENCE: Any combination of education and experience that provides the knowledge, skills and abilities listed above.

Project Manager I: Typically, equivalent to a bachelor's degree from an accredited college or university with major coursework in construction management, project management, civil, structural or mechanical engineering, facilities planning, design management, architecture, business, economics, planning or a related field. Required education is interchangeable with project management experience related to the area of assignment on a year-for-year basis for a maximum of two years.

Project Manager II: in addition to the above, this level requires two years of full-time, progressively responsible experience in project management related to the area of assignment.

Other Requirements
Possession of a valid California Class C Driver's License with a satisfactory driving record.

LANGUAGE SKILLS:

Ability to read and interpret documents such as rules, operating and maintenance instructions and procedure manuals. Ability to prepare clear and comprehensive written reports and correspondence. Ability to communicate effectively, both verbally and in writing.

MATHEMATICAL SKILLS:

Ability to calculate figures and amounts such as discounts, interest, proportions, and percentages.

REASONING ABILITY:

Ability to deal with problems involving several variables in construction-related situations. Ability to interpret a variety of instructions and reports furnished in written, oral, diagram, or schedule form.

PHYSICAL DEMANDS:

The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is regularly required to stand; walk; use hands to handle or feel; reach with hands and arms; and talk or hear. The employee is occasionally required to sit; climb or balance; walk on uneven surfaces; stoop, kneel or crouch. The employee may regularly lift and/or move up to 25 pounds and occasionally lift and/or move up to 50 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and ability to adjust focus.

WORK ENVIRONMENT:

The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is regularly exposed to outdoor weather conditions and regularly works in indoor environmental conditions. The employee is occasionally exposed to moving mechanical parts. The noise level in the work environment is usually moderate but occasionally loud.

FLSA Status: Non-Exempt
Prepared Date: February 2025
Approved Date: February 18, 2025
City of San Rafael
Job Class Specification
Job Title: Waste Management Coordinator
(Program Analyst)
SUMMARY:

Under general direction, the Waste Management Coordinator is responsible for a variety of waste-management activities for the City of San Rafael, including compliance with various state regulations (SB 1383). The position will be responsible for the implementation and ongoing operation of the City’s waste hauling franchise agreement and illegal dumping programs, in addition to coordinating waste management activities across all City departments and with the City’s franchised waste hauler. This position will interface with the Marin Hazardous & Solid Waste Management Joint Powers Authority, Zero Waste Marin.

The Waste Management Coordinator has day-to-day responsibilities of implementing zero waste activities, policies, and programs, including outreach, training, tracking, reporting, and policy analysis. The incumbent will exercise considerable independence and judgment in carrying out assigned duties.

ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. This list is meant to be representative, not exhaustive. Some incumbents may not perform all the duties listed while in other cases related duties may also be assigned.
• Meets with agency and departmental representatives to understand needs and challenges toward implementing effective waste management goals and requirements. • Develops an annual work plan to accomplish zero waste, illegal dumping, and SB 1383 priorities.
• Coordinates, tracks, and reports on illegal dumping programming for the City to management, the City Council, and the community.
• Exercises enforcement and abatement responsibilities under the Health and Sanitation regulations of the City’s Municipal Codes.
• Conducts field investigations of reported complaints of municipal code, ordinance, and resolution violations
• Seeks abatement (remedies) through voluntary compliance or informal administrative process or administrative hearing or judicial action.
• Conducts field inspections to uncover violations, gathers supporting evidence, informs individuals of code provisions and encourages compliance through issuance of citations. • Conducts various types of community engagement for SB 1383 and illegal dumping to residents, businesses, and community groups that address the needs of specific audiences, including non-English speaking constituents. • Coordinates with the City’s waste hauler to implement bulky item collection programs and events for residents.
• Administers business-focused programs and incentives for prevention and abatement of illegal dumping businesses and conducts outreach and education about Crime Prevention Through Environmental Design.
• Develops contracts in conjunction with the City Attorney’s Office. • Conducts presentations and updates for City Council, community groups, and others as necessary.
• Conducts research into illegal dumping and SB 1383 compliance to continue to evolve and improve programming.
• Learns and applies a Human Centered Design approach to programming. • Recruits and coordinates community volunteers for campaigns related to illegal dumping and litter, including court-appointed community service workers. • Works with the Police Department, Public Works, and code enforcement to develop and implement strategies to deter illegal dumping.
• Conducts data gathering and analysis to track illegal dumping and waste-related matters toward successful outcomes.
• Provides input on City policies and ordinances as necessary to continue to improve waste management and further reduce the impacts of dumping, litter, and recycling contamination.
• Serves as a member of the Emergency Operations Center during emergencies or disasters.
• Builds and maintains cooperative working relationships and positive alliances with members of community-based organizations, local businesses, local officials, City staff, and the public.
• Represents the City at conferences, seminars and meetings as assigned. • Maintains knowledge of current trends, theory, practices, laws, regulations, and emerging technologies and methods regarding communications, public information, news media, and community and public relations.
• Performs related duties as required.

KNOWLEDGE OF:
• Waste management and recycling principles, trends, laws, and best practices, including SB 1383
• Technical aspects of Code Enforcement
• Project management
• Local government operations
• Microsoft Office
• Culturally competent community engagement strategies
• Methods for monitoring, analyzing, and evaluating programs • Communications, marketing, social media messaging and strategy • Correct grammar usage, spelling, syntax, punctuation, and the principles of effective written communications
ABILITY TO:
• Establish and maintain a working environment conducive to positive morale, individual style, quality, creativity, and teamwork
• Collaborate well with people from various backgrounds, positions, and agencies • Identify challenges and emerging issues
• Manage interdepartmental committees and work programs • Communicate well both orally and in writing, ideally in both English and Spanish • Manage a variety of administrative operations, functions, and projects • Establish and maintain effective working relationships with City staff, partners, the media, and the public
• Operate computer software such as presentation software, graphic design, spreadsheets, web design and databases
• Break down complex issues in a manner that is easily communicated and understood by a diverse audience
• Conduct data gathering and analysis
• Work around obstacles to develop and implement creative solutions to problems • Meet overlapping and conflicting deadlines and adapt well to last minute changes in assignments and priorities
• Supervise volunteers
• Understand and track budgets
EDUCATION and/or EXPERIENCE:

A typical way to meet the minimum qualifications for this position is listed below. Any combination of education and or experience equivalent to the minimum qualifications will be considered.
• Bachelor’s Degree from an accredited college or university with a degree in environmental science, public policy, sociology, communications, community engagement, public administration, or closely related field • Three years of progressively responsible experience in a related field • Ability to communicate in Spanish is preferred
Other Requirements:

Possession of a valid California Class C Driver's License with a satisfactory driving record.

PHYSICAL DEMANDS:

While performing the duties of this job, the employee is regularly required to sit, talk and/or hear and is occasionally required to stand and walk. The employee is frequently required to use hands to handle or feel and to reach with arms. The employee must regularly lift and/or move up to 10 pounds and occasionally lift and/or move up to 25 pounds. The employee will somewhat regularly need to drive to off-site meetings and events. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and ability to adjust focus.

WORK ENVIRONMENT:

While performing the duties of this job, the employee is regularly exposed to video displays and regularly works in inside environmental conditions. The employee is also regularly exposed to outdoor weather conditions, occasionally works in the evenings or on weekends and may travel occasionally. The noise level in the work environment is usually low to moderate.

FLSA Status: Non-Exempt
Prepared By: Cory Bytof, Sustainability Program Manager Prepared Date: January 2025
Approved by: Marissa Sanchez, HR Director
Approved Date: February 1, 2025
____________________________________________________________________________________

FOR CITY CLERK ONLY
Council Meeting:

Disposition:

Agenda Item No: 6.c
Meeting Date: February 18, 2025

SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Community & Economic Development
Prepared by: Greg Minor, Assistant Director
Community & Economic
Development
City Manager Approval: ______________
TOPIC:

SUBJECT:

EXTENDING CANNABIS BUSINESS TAX RATE TEMPORARY REDUCTION RESOLUTION EXTENDING CANNABIS INDUSTRY TAX RATE OF TWO (2)

PERCENT OF ANNUAL GROSS RECEIPTS FOR CANNABIS DELIVERY
BUSINESSES, FOR THE PERIOD OF JANUARY 1, 2025, THROUGH DECEMBER 31, 2026
RECOMMENDATION:

Staff recommends that the City Council adopt a resolution extending the lower cannabis business tax rate for cannabis delivery businesses (State License Type 9) for the period of January 1, 2025, through December 31, 2026.

BACKGROUND:

In June 2018, San Rafael voters approved Measure G, which allowed the City of San Rafael to begin regulating businesses engaged in commercial cannabis activity in the City. The Cannabis Business Tax program is codified in San Rafael Municipal Code Chapter 3.40 (Ordinance 1961), which imposes business taxes of various rates on cannabis businesses. The ordinance authorizes the City Council to adjust tax rates by resolution provided the City Council sets tax rates for a minimum of a two (2) year term and the tax rates do not exceed eight (8) percent.

On November 7, 2022, the City Council adopted Resolution 15157, which lowered the tax rate for San Rafael cannabis non-storefront retailers (delivery businesses) from four (4) percent to two (2) percent of annual gross receipts for the period of January 1, 2022, through December 31, 2024.

The proposed resolution would extend the current two (2) percent tax rate for delivery businesses for the time period of January 1, 2025, through December 31, 2026. Beginning January 1, 2027, the tax rate of four (4) percent established by the City Council in 2018 under Resolution 14477 will go back into effect.

The proposed resolution does not impact the tax rates for the three (3) other types of commercial cannabis businesses authorized in San Rafael: manufacturing, testing labs, and distribution. Table 1 presents the current and proposed tax rates that would apply starting January 1, 2025, if the City Council adopts the proposed resolution.

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
Table 1: San Rafael Cannabis Businesses’ Historic, Current and Proposed Tax Rates (Percent of gross receipts)
State License Type
Adopted
in 2018 by
Resolution
14477
Reduced
January 1, 2023
– December 31,
2024
Reduction
Extension
Proposed
January 1, 2025
– December 31,
2026
Delivery, non-storefront retail 4% 2% 2%
Infused Products Manufacturing 3% 3% 3%
Cannabis Testing Labs 1% 1% 1%
Distribution 1% 1% 1%
ANALYSIS:

On November 7, 2022, the City Council adopted Resolution 15157, approving a decrease of the tax rate for cannabis delivery businesses from four (4) percent to two (2) percent for the period of January 1, 2023, through December 31, 2024. At that time, the related staff report described the financial burden faced by cannabis businesses in California, including the fifteen (15) percent California cannabis excise tax (which is set to increase in July 2025) and the 9.25 percent combined sales and use tax, both of which contribute to low-profit margins. Furthermore, federal prohibition of cannabis adds additional burdens, including a lack of access to banking and an inability to deduct business expenses. These challenges remain today and underscore the impact of local business taxes on cannabis businesses.

In addition to the qualitative analysis included above, Tables 2-3 and Figure 1 below offer quantitative insights into the health of San Rafael’s delivery businesses and how San Rafael’s business tax rate compares to neighboring jurisdictions. For example, Table 2 shows the total local and state tax rate of

26.25 percent burden for San Rafael cannabis businesses.

Table 2: Total Taxes Imposed on Cannabis Delivery Sales in San Rafael Tax Type Tax Rates 2024
San Rafael Cannabis Tax – Delivery 2%
Combined Sales and Use Tax 9.25%
State Cannabis Excise Tax 15%
Total Tax Rate as of December 2024 26.25%
Table 3 provides an overview of local cannabis tax rates in the Bay Area and other California municipalities; San Rafael’s tax rate for delivery businesses falls in the middle of the range for local tax rates.

Table 3: Comparison of Regional Tax Rates (as of October 2024) Jurisdiction Cannabis Tax Rate
Sonoma County 3% Retail, 1.5% Manufacturing
City of Sonoma 4% Retail, 2% Testing, 3% Distribution, 4% Manufacturing City of Santa Cruz 7% Retail, 1% Testing, 2% Distribution, 7% Manufacturing SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
City of Palo Alto 4% Retail
City/County of San Francisco 1% - 5% Retail gross receipts; 1% - 1.5% on non-retail sales City of Sacramento 4% of their gross receipts
City of Davis Flat fee on businesses
City of Santa Rosa 3% Retail, 1% Manufacturing
City of Cotati 3% Retail, 1% Manufacturing
City of Vallejo 7% Retail, 0% Medicinal, 5% Manufacturing, 2% Distribution, Finally, Figure 1 outlines the combined gross receipts of cannabis delivery businesses in San Rafael for calendar years 2019-2024, one measure of the health of San Rafael’s cannabis delivery businesses.

Figure 1: Combined Total Gross Receipts - San Rafael Cannabis Delivery Businesses Figure 1 demonstrates that while the gross receipts of San Rafael’s cannabis delivery businesses have decreased since 2021, the rate of decline has slowed since San Rafael lowered the local business tax rate for delivery businesses in 2022. Consequently, staff recommends maintaining the reduced tax rate of two (2) percent of annual gross receipts for cannabis delivery businesses to allow them to stabilize and grow their businesses.

COMMUNITY OUTREACH:

The City hosted a Cannabis industry convening in February 2024. At that time, cannabis delivery operators requested that the City of San Rafael’s tax rate be lowered to either one (1) or zero percent for a time period longer than two years.

Subsequently, in December 2024, representatives from several San Rafael cannabis businesses attended the City of San Rafael’s Economic Development Subcommittee meeting where, they shared some of the challenges they are experiencing related to falling sales in the regulated cannabis market, competition with the unregulated cannabis market, and a high state tax burden that is scheduled to 2019, $5,647,240.75
2020,
$14,082,820.75
2021,
$14,019,269.75
2022,
$11,403,846.75
2023,
$10,016,368.00
2024, $9,544,328.67
$-
$2,000,000.00
$4,000,000.00
$6,000,000.00
$8,000,000.00
$10,000,000.00
$12,000,000.00
$14,000,000.00
$16,000,000.00
2019 2020 2021 2022 2023 2024
Estimated Combined Total Gross Receipts - San Rafael Cannabis Delivery Businesses
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
increase in the summer of 2025. In January 2025, San Rafael delivery businesses reiterated their request to eliminate or reduce the local cannabis business tax rate in light of the postponement of a hearing related to the rescheduling of cannabis from a Schedule One to a Schedule Three substance under the federal Controlled Substance Act as rescheduling may enable cannabis operators to deduct standard business expenses.

FISCAL IMPACT:

The Fiscal Year (FY) 2024-2025 budget includes an estimated $225,000 in revenues from the City’s Cannabis Tax. This revenue estimate was developed based on the existing tax rates and thus assumed the tax rate reduction approved for delivery businesses would be extended beyond 2024. While extending the reduced two percent tax rate for cannabis delivery businesses does not impact the FY 2024-2025 budget, if the City Council allowed the tax rate reduction to expire, San Rafael could expect additional tax revenues in the range of $100,000 - $150,000. The amount of increased cannabis tax revenues San Rafael would receive by allowing the delivery tax rate to return to four percent of annual gross receipts depends on how sensitive delivery businesses are to a change in the tax rate, including whether any delivery businesses may cease to operate in response to increased taxes. Ultimately, maintaining the lower tax burden on cannabis delivery businesses increases the likelihood that San Rafael’s delivery businesses will succeed and continue contributing to both San Rafael’s sales tax and cannabis tax revenue in the long run.

Cannabis Tax Fund (216) expenses include the personnel costs of the Economic Development, Police, and Finance Departments’ of approximately $160,000 in 2024. In addition, this fund supports costs associated with the SAFE Team pilot program, which is also funded through opioid settlement funds.

There is sufficient balance in Fund 216 to cover all obligations, which include administration of the Cannabis program and the SAFE Team through the end of the SAFE pilot.

OPTIONS:

The City Council has the following options to consider on this matter:

1. Approve the attached resolution extending the cannabis tax rate for non-storefront retailers (Delivery) at two (2) percent of gross receipts for the period from January 1, 2025, through December 31, 2026, reverting to four (4) percent of gross receipts on January 1, 2027.

2. Adopt a tax rate other than two (2) but no more than eight (8) percent of annual gross receipts for non-storefront cannabis retailers (Delivery).

3. Continue this item and direct staff to return with more information.

4. Take no action. If no action is taken, the tax rate for cannabis delivery businesses will return to four (4) percent in January 2025.

RECOMMENDED ACTION:

ATTACHMENT:

1. Resolution
RESOLUTION NO. _______
RESOLUTION EXTENDING CANNABIS INDUSTRY TAX RATE OF TWO (2) PERCENT OF

ANNUAL GROSS RECEIPTS FOR CANNABIS DELIVERY BUSINESSES, FOR THE PERIOD OF JANUARY 1, 2025, THROUGH DECEMBER 31, 2026
WHEREAS, in June 2018, San Rafael voters approved Measure G (Ordinance No.1961, codified at Chapter 3.40 of the San Rafael Municipal Code), which imposes a special business tax on businesses engaged in commercial cannabis activity in San Rafael; and WHEREAS, San Rafael Municipal Code Chapter 3.40 authorizes the City Council to adjust the tax rates of cannabis businesses by resolution provided the City Council sets tax rates for a minimum of a two (2) year term and the rate does not exceed eight (8) percent of annual gross receipts; and
WHEREAS, San Rafael recognizes the volatility of the legal cannabis market and desires to set tax rates that balance the financial needs of the City with supporting cannabis operators as they navigate the regulated cannabis marketplace; and
WHEREAS, in recognition of the economic challenges facing San Rafael’s cannabis nonstorefront retail (delivery) businesses, in November 2022 the San Rafael City Council adopted Resolution No. 15157, which lowered the local business tax rate for San Rafael cannabis nonstorefront retail (delivery) businesses from four (4) percent to two (2) percent of annual gross receipts for the period of January 1, 2022, through December 31, 2024; and WHEREAS, San Rafael’s cannabis delivery businesses continue to navigate financial burdens operating in California’s regulated cannabis marketplace; and WHEREAS, based on the accompanying staff report, presentation, and discussion, the City Council finds extending the two (2) percent of gross receipts tax rate for cannabis nonstorefront retailers (delivery) businesses for an additional two year period as this will reduce a key barrier facing delivery operators while still generating revenue for the City of San Rafael; NOW, THEREFORE, BE IT RESOLVED, that, pursuant to San Rafael Municipal Code section 3.40.050, the City Council hereby sets the tax rate for cannabis businesses in San Rafael with license type 9, non-storefront retailer (delivery only) at two (2) percent of gross receipts, effective January 1, 2025, through December 31, 2026, and four (4) percent of gross receipts beginning January 1, 2027. Tax rates for cannabis businesses with other license types shall be unmodified by this resolution.

I, LINDSAY LARA, Clerk of the City of San Rafael, hereby certify that the foregoing resolution was duly and regularly introduced and adopted at a regular meeting of the City Council of the City of San Rafael, held on the 18th day of February 2025, by the following vote, to wit:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

_____________________
Lindsay Lara, City Clerk

San Rafael City CouncilFebruary 18, 2025

San Rafael City Council
February 18, 2025