____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: _______________________
Disposition: ___________________________
Agenda Item No: 7.a
Meeting Date: June 2, 2025
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: City Manager’s Office
Prepared by:
Cristine Alilovich, City Manager
John Stefanski, Assistant City Manager
Vedika Ahuja, Product Manager
City Manager Approval: ______________
TOPIC: CITY COUNCIL’S THREE-YEAR STRATEGIC PLAN FOR FISCAL YEARS 2025-2028
AND PERFORMANCE METRICS
SUBJECT: RESOLUTION ADOPTING THE CITY COUNCIL’S THREE-YEAR STRATEGIC PLAN FOR FISCAL YEARS 2025-2028
RECOMMENDATION:
Staff recommends that the City Council approve a resolution adopting the City Council’s Three-Year Strategic Plan for Fiscal Years 2025-2028.
BACKGROUND:
As it is considered best practice, the City Council has historically established goals and objectives that provide direction for what the City will accomplish in the year to come. Over the last two years, the City has been operating under the City Council’s Fiscal Year (FY) 2023-2025 Goals and Objectives, which were initially adopted on June 5, 2023. The City Council received a mid-point status update on these goals and objectives on May 20, 2024.
The City Manager proposed a new three-year strategic planning approach for FY 2025-28 at the City Council’s annual retreat last December, which the Council approved. The new strategic planning approach is outlined below.
Three-Year Strategic Plan Approach Overview
In recognition of the new strategic planning framework, the prior goals and key policy focus areas have been re-categorized into the following seven City Council priority areas:
A. Economic Development and Neighborhood Vitality: Strengthen local business growth, revitalize neighborhoods, and create vibrant community spaces that foster economic prosperity and enhance quality of life.
B. Mobility and Infrastructure: Enhance and maintain the City’s infrastructure, streets, and facilities through the Capital Improvement Program.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
C. Sustainability and Resilience: Foster a resilient community through climate adaptation, sustainability, hazard mitigation, and emergency preparedness efforts.
D. Housing and Homelessness: Facilitate new housing development, assist in ensuring housing stability, support a “Housing First” model, and implement strategies that reduce homelessness.
E. Quality of Life: Safety and Wellbeing: Foster a safe, healthy, and thriving community.
F. High Performing Government – Innovative, Inclusive, Efficient, and Accessible: Innovate by implementing forward-thinking solutions, delivering exceptional services that meet community needs equitably, transparently, and efficiently.
G. Equity, Access, Belonging, and Opportunity for All: Our City strives to create equitable outcomes and address systemic injustices.
The Three-Year Strategic Plan targets advancement in seven priority areas through specific, measurable goals and objectives. For each of the priority areas, there will be a detailed workplan document developed over the next few months that will be brought to the City Council for adoption in the Fall 2025. By integrating strategic initiatives and essential core services into a unified framework, the strategic plan creates powerful alignment that accelerates progress in areas most valued by our community. This holistic approach ensures every action the City takes contributes to a more vibrant, resilient, and inclusive San Rafael.
The purpose of the new three-year strategic planning approach is to focus City resources on the top priorities, as defined in the annual workplans for each priority focus area which are being created for the following purposes:
• Prioritization and Re-Prioritization: Clear direction and commitment from the City Council to support the City’s efforts to accomplish its objectives in the face of emerging or competing priorities; or provide clear direction on what other objectives will be deferred, in order to make way for a new, emerging priority.
• Alignment: Improve alignment between the City Council, the community and city staff, and with the budget and resources available to accomplish the City’s goals. In addition, the strategic plan aims to better integrate the work already set by existing plans, such as the General Plan 2040 and the Housing Element.
• Transparency and accountability: Improves the City’s ability to measure progress and report out progress towards specific goals and objectives.
An important consideration in the creation of this plan was balancing the ability for City staff to successfully achieve these goals while maintaining excellence in the delivery of core services.
ANALYSIS:
Inclusive strategic planning is essential for effective governance and delivering innovative services. The planning process must center the community’s voice. This document reflects the City’s commitment to a community-first approach, where goals and objectives are informed by the people that we serve. It creates vital alignment between the City Council, who establishes high-level policy direction, and City staff, who implement those policies and programs, all in collaboration with the community. By grounding the City’s work in community input, we ensure that our efforts are responsive, inclusive, and impactful.
This framework connects the City’s day-to-day operations with a longer-term vision.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
Three-Year Strategic Plan Development Process & Community Engagement The Three-Year Strategic Plan was developed as follows:
1. Initial Three-Year Strategic Plan Development: Executive and mid-management staff participated in workshops for each priority area to collectively identify and co-create the priority areas, goals and objectives. Staff also used these workshops to ensure proposed goals and objectives aligned with already approved planning documents, such as the General Plan 2040 and the Housing Element. Staff then reviewed this information and developed it into a draft document for the City Council and the community to review and provide feedback.
2. March 3, 2025, City Council Study Session: The City Council held a study session on March 3, 2025, to discuss the updated framework and preliminary presentation of the Three-year Strategic Plan 2025-2028.
3. Three-Year Strategic Plan Refinement: Following the City Council Study Session, staff refined the document to incorporate feedback. The updated Three-Year Strategic Plan information was reviewed by the executive team and the mid-manager group at their March meeting.
4. May 5, 2025, City Council Study Session: Staff led the City Council through a review of the proposed draft Three-Year Strategic Plan for final feedback and concurrence prior to bringing the document for adoption at this City Council meeting.
Additionally, the Three-Year Strategic Plan has been shaped by extensive community input gathered through public meetings, community engagement events, and surveys associated with the City’s ongoing work. Community voices are centered in the development of these goals and objectives.
The proposed Three-Year Strategic Plan document (Attachment 2) includes the City’s mission, a message from Mayor Kate about the plan, the City Manager’s vision statement, seven priority areas with goals and objectives, performance metrics, and a summary of fiscal years 2023-25 key accomplishments.
Performance metrics have been prepared for each priority area and its objectives to track progress toward defined goals (Attachment 3). This data is publicly available on the City’s online performance management dashboard and will be updated annually. Additionally, the Performance Measurement Dashboard will be updated with the latest performance metrics data for fiscal year2023-25.
Next Steps
Staff will return to the City Council with seven priority area-specific annual work plans, also for City Council adoption, in the Fall.
FISCAL IMPACT:
There is no fiscal impact associated with this report. However, the Three-Year Strategic Plan was utilized to guide the development of the Fiscal Year 2025-26 Annual Budget.
OPTIONS:
The City Council has the following options to consider:
1. Adopt the resolution as presented.
2. Adopt resolution with modifications.
3. Direct staff to return to the City Council with more information.
4. Take no action.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
RECOMMENDED ACTION:
Staff recommends that the City Council approve a resolution adopting the City Council’s Three-Year Strategic Plan for Fiscal Years 2025-2028.
ATTACHMENTS:
1. Resolution
2. Proposed Three-Year Strategic Plan for Fiscal Years 2025-28
3. 2023 – 2025 Performance Metrics
4. Draft Fiscal Year 2025 – 2028 Performance Metrics
RESOLUTION NO. _______
RESOLUTION OF THE SAN RAFAEL CITY COUNCIL ADOPTING THE CITY COUNCIL'S THREE-YEAR STRATEGIC PLAN FOR FISCAL YEARS 2025-2028 WHEREAS, strategic planning is essential for effective governance and service delivery, and the City Council has regularly established Goals and Objectives to prioritize efforts, align resources with community needs, and provide clarity for what the City will accomplish; and
WHEREAS, the City has been operating under the Fiscal Year (FY) 2023-2025 Goals and Objectives, which were initially adopted on June 5, 2023, and the City Council received a mid-point status update on these Goals and Objectives on May 20, 2024; and WHEREAS, at the City Council’s retreat in December 2024, the City Council approved a new approach to strategic planning by developing a Three-Year Strategic Plan, which establishes a three-year plan horizon to accomplish several important objectives, including greater prioritization, alignment, transparency and accountability; and WHEREAS, the proposed Three-Year Strategic Plan for Fiscal Years 2025-2028 has been developed through a comprehensive process involving executive and midmanagement staff workshops, City Council study sessions, and guided by community input gathered through various public meetings, community events, and surveys associated with the City’s ongoing work; and
WHEREAS, the Three-Year Strategic Plan includes seven Priority Areas: Economic Development and Neighborhood Vitality, Mobility and Infrastructure, Sustainability and Resilience, Housing and Homelessness, Quality of Life: Safety and Wellbeing, High Performing Government – Innovative, Inclusive, Efficient, and Accessible, and Equity, Access, Belonging, and Opportunity for All; and
WHEREAS, each Priority Area has specific goals and objectives outlining key projects, programs, and initiatives to achieve them, and performance metrics have been prepared to track progress toward defined goals; and
WHEREAS, the Three-Year Strategic Plan represents an evolution of the City’s prior years’ Goals and Objectives, and staff recommend the City Council adopt the newly formatted Goals and Objectives, included in the Three-Year Strategic Plan document via Resolution to ensure alignment and progress toward achieving shared priorities.
NOW, THEREFORE BE IT RESOLVED, that the City Council adopts the Three-Year Strategic Plan for Fiscal Years 2025-2028, including the Goals and Objectives and Performance Metrics as provided in the accompanying staff report.
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 Monday, the 2nd day of June 2025, by the following vote, to wit:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
____________________
Lindsay Lara, City Clerk
SAN RAFAEL
T
H
E
C I T Y W I T H A M I S S I O
N
CITY OF SAN RAFAEL
CITY COUNCIL’S
THREE YEAR STRATEGIC PLAN
Fiscal Year 2025-2028
www.cityofsanrafael.org/strategic-plan
2 TABLE OF CONTENTS
MESSAGE FROM THE MAYOR
CITY MANAGER VISION STATEMENT
CITY COUNCIL MISSION
ABOUT THIS STRATEGIC PLAN
PRIORITY AREA GOALS & OBJECTIVES
TRANSPARENCY, ACCOUNTABILITY,
& PERFORMANCE METRICS
EXHIBIT A: 2023-2025 GOALS
& OBJECTIVES UPDATE
3 4
5 6
9 39
41 www.cityofsanrafael.org/strategic-plan
www.cityofsanrafael.org/performance-metrics
3 MESSAGE FROM THE
MAYOR OF SAN RAFAEL
I’m proud to share San
Rafael’s Three-Year
Strategic Plan for Fiscal
Years 2025–2028,
which outlines our
citywide priorities,
goals, and objectives.
This plan reflects a
shared vision for our
community and serves
as a roadmap to guide
the City’s work over the
next three years.
At our annual retreat
in December 2024, the
City Council adopted a new three-year strategic
planning approach focused on setting clear policy
direction, while empowering staff to bring those
goals to life. Through public study sessions in
March and May 2025, Council identified key
areas of focus for the upcoming fiscal year. These
priorities will shape our annual workplans and
ensure alignment and collaboration between the
City Council, the community, and City staff, helping
us build a city that is responsive, inclusive, and
delivers effective services.
At the heart of this plan is a commitment to putting
the community first. Your input has shaped the
goals and objectives in this document, and your
voice will continue to guide how we deliver services,
programs, and projects.
Staying focused on these priorities is critical.
While we know new needs will arise, the City
Council will thoughtfully consider any necessary
changes, balancing new priorities with existing
commitments. Any adjustments will be made
transparently through public meetings and reflected
in updated workplans.
This strategic plan is also a key part of our budgeting process. As we allocate our limited resources, this
framework ensures our investments align with
both Council direction and community priorities—
enhancing transparency and accountability.
With over one hundred objectives across seven
priority areas, this is an ambitious plan. It
represents meaningful progress on urgent issues
while making long-term investments that will
shape San Rafael for generations. It also builds on
the foundation of San Rafael’s General Plan 2040, a
community-informed vision for our City’s future.
To bring this plan to life, City staff will develop
detailed workplans for each of the seven priority
areas for Fiscal Year 2025–26, which the
Council will adopt this Fall. These will include
specific initiatives, projects and timelines to
help us measure progress and report back to the
community.
This document is the result of thoughtful
collaboration and dedicated effort. I want to thank
Vice Mayor Bushey and Councilmembers Hill,
Kertz, and Llorens Gulati for their leadership and
commitment to San Rafael. I also deeply appreciate
the hard work of our City staff, whose expertise
and dedication to public service will be key to our
success.
Together, we are building a more vibrant and
resilient San Rafael for all.
Sincerely,
Mayor Kate Colin
SAN RAFAEL
T H
E
C I T Y W I T H A M I S S I O
N
4 CITY MANAGER
VISION STATEMENT
From City Manager
Cristine Alilovich
As the City Manager of San Rafael,
I envision a vibrant, resilient,
and inclusive city that embraces
innovation and collaboration to
enhance the quality of life of all
our residents, while addressing
pressing challenges. Together, we
will cultivate a city that honors its
heritage while embracing a future
of growth and opportunity; one
where everyone has access to the
resources, support, and pathways
they need to thrive.
With a human-centered design
approach, we will ensure that
community voices shape our
policies and programs. By
centering the community in
decision-making, we will build a
local government that prioritizes
transparency and accountability,
engaging key partners,
stakeholders, and the community
to co-create effective solutions.
We aim to revitalize all
neighborhoods by supporting
local businesses, strengthening
community connections, and
investing in placemaking that
transforms San Rafael into a lively
and welcoming destination. Our
efforts to reinvigorate downtown
will focus on creating a vibrant
city center that celebrates our
unique character and serves as a
gathering place for all. Citywide
beautification efforts, including
the integration of public art which
will foster civic pride, reflect
the diversity of our community,
and elevate the cultural identity
of our public spaces. Through
these initiatives, we will promote
broad-based economic growth
and ensure that all residents—no
matter their circumstances or
where they live in San Rafael, can
fully participate in and benefit
from the vitality of our city.
As we imagine the future of
San Rafael’s infrastructure, we
see a connected, modern city
that meets the evolving needs
of our diverse community. We
will invest in resilient, climateadaptive systems; prioritizing green infrastructure, sustainable
mobility options, and smart
technologies that enhance public
safety and service delivery.
Our streets, bridges, utilities,
and public spaces will reflect our
values of equity, accessibility,
and environmental stewardship.
Through strategic planning and
collaboration with community
partners, we will transform aging
infrastructure into assets that
support economic vitality, reduce
our carbon footprint, and ensure
every neighborhood thrives, now
and into the future. Guided by
a Vision Zero approach, we will
design our streets and roads to
eliminate traffic-related fatalities
and serious injuries, ensuring
safety for all who travel through
San Rafael.
We are dedicated to addressing
climate change through
sustainable practices, and
emergency management planning
for wildfires and sea-level rise.
Our focus on community safety
will involve enhanced policing
efforts and improved 911
response times, fostering a secure
environment where all feel valued
and protected.
Together, we will tackle
homelessness through
compassionate solutions,
ensuring that all public spaces are
accessible for everyone to enjoy;
and that everyone has a place to
call home. We will partner with
the County of Marin and our nonprofit services provider to deliver coordinated, person-centered
care that connects individuals
with housing, health services,
and long-term support. And we
will foster the development of all
types of housing to ensure that
our residents can afford and relish
their homes in San Rafael for
generations to come.
Additionally, we will cultivate a
supportive organizational culture
that promotes employee wellness
and enhances quality of life
through benefits such as remote
work, flexible schedules, and
robust professional development
opportunities. This commitment
to our employees will empower
them to thrive, ultimately
benefiting our community.
We will implement strong
communications and community
engagement plans, ensuring we
communicate early and often
with the community. By fostering
trust and encouraging active
participation, we will create a
responsive local government
that demonstrably values its
community members.
5 SAN RAFAEL CITY COUNCIL
Pictured left to right:
Coucilmember Rachel Kertz (District 4),
Coucilmember Maika Llorens Gulati (District 1),
Mayor Kate Colin (at-large)
Coucilmember Eli Hill (District 2),
Coucilmember Maribeth Bushey (District 3)
MISSION AND VISION
The mission of the City of San Rafael is to enhance the quality of life and provide for a safe, healthy, prosperous and livable environment in partnership with the community. Our vision for San Rafael is to be a vibrant economic and cultural center reflective of our diversity, with unique and distinct neighborhoods in a beautiful natural environment, sustained by active and informed residents and a responsible innovative local government.
6 The purpose of the City Council’s Three-Year
Strategic Plan for fiscal years 2025-2028 is to focus
resources on the City’s top priorities, as defined in
the annual workplans for each priority focus area
and was created for the following purposes:
• Prioritization and Re-Prioritization:
Clear direction and commitment from the
City Council to support the City’s efforts to
accomplish its objectives in the face of emerging
or competing priorities; or provide clear
direction on what other objectives will be
deferred, in order to make way for a new,
emerging priority.
• Alignment: Improve alignment between City
Council, the community and city staff, and
with the budget and resources available to
accomplish the City’s goals., In addition, the
strategic plan aims to better integrate the work
already set by existing plans, such as the General
Plan 2040 and the Housing Element.
• Transparency and accountability: Improve
the City’s ability to measure progress and
report out progress towards specific goals and
objectives.
An important consideration in the creation of this
plan was balancing the ability for City teams to
successfully achieve these goals while maintaining
excellence in the delivery of core services. The goals
outlined within this plan require the coordination
and collaboration of cross-departmental resources
and community partners to achieve success.
The City of San Rafael provides a comprehensive
range of municipal services in-house, making it a
“full service” City. Since our services are primarily
provided by people, 75% of our overall expenditure
goes towards City staff. Our employees perform
a wide variety of tasks, including emergency
response, community programming, streets and
parks maintenance, safety inspections, and more.
The City’s primary limitation is financial
resources. Sales and property taxes are our
biggest revenue source. However, the bulk of
these taxes are allocated to entities such as the
State of California, the County of Marin, schools,
and transit agencies. As a result, our goals and
aspirations must be balanced against our duty for
responsible fiscal stewardship of public funds.
The City recognizes that these goals cannot be
achieved in a vacuum. The City will continue
to partner and engage with residents, business
owners, community groups, and other stakeholders
to ensure that its priorities reflect the needs and
aspirations of the community.
ABOUT THIS STRATEGIC PLAN
7 SAN RAFAEL
PRIORITY AREAS
San Rafael is guided by seven priority areas. While each of these areas represents a distinct policy focus, they are interrelated and affect each other in significant ways, so although we have categorized them, some goals have the
potential to fall into several areas.
ECONOMIC DEVELOPMENT
AND NEIGHBORHOOD
VITALITY
Strengthen local business growth,
revitalize neighborhoods, and
create vibrant community spaces
that foster economic prosperity
and enhance quality of life.
MOBILITY AND
INFRASTRUCTURE
Enhance and maintain the
City’s infrastructure, streets and
facilities through the Capital
Improvement Program.
SUSTAINABILITY AND
RESILIENCE
Foster a resilient community
through climate adaptation,
sustainability, hazard mitigation,
and emergency preparedness
efforts
HOUSING AND
HOMELESSNESS
Facilitate new housing
development, assist in ensuring
housing stability, support a
“Housing First” model, and
implement strategies that reduce
homelessness.
QUALITY OF LIFE:
SAFETY AND WELLBEING
Foster a safe, healthy, and
thriving community.
EQUITY, ACCESS,
BELONGING AND
OPPORTUNITY FOR ALL
Focus on creating equitable
outcomes and address systemic
conditions of injustices.
HIGH PERFORMING
GOVERNMENT:
INNOVATIVE, INCLUSIVE,
EFFICIENT, AND
ACCESSIBLE
Innovate by implementing
forward-thinking solutions,
delivering exceptional services
that meet community needs
equitably, transparently and
efficiently.
8 CORE SERVICES
San Rafael thrives through the dedication of its
workforce—professionals who deliver essential
municipal services with excellence every day. While
our strategic priorities guide our future direction,
it’s the unwavering commitment to exceptional
core services that forms the foundation of our
community’s quality of life and represents most of
our annual budget investment.
This commitment to excellence ensures residents
and visitors enjoy vibrant neighborhoods, wellmaintained infrastructure, engaging cultural spaces, and the security of living in a safe
community. Without our dedicated team’s steadfast
focus on providing quality services, San Rafael
simply wouldn’t be the special place we all treasure.
Our three-year strategic plan targets advancement
in seven priority areas through specific, measurable
goals and objectives. By integrating both our
strategic initiatives and essential core services into
a unified framework, we create powerful alignment
that accelerates progress in areas most valued by
our community. This holistic approach ensures
every action we take contributes to a more vibrant,
resilient, and inclusive San Rafael.
SAN RAFAEL HIGH SCHOOL
HOW DO I GET MY SERVICES?
Refuse & recycling Police Department
Fire Department
Parking services
Traffic signals
Street maintenance
Drain and Creek maintenance
Police and Fire Departments
Bus services
Sonoma Marin Area Rapid Transit
K-12 Public Education
MARIN SANITARY SERVICE CITY OF SAN RAFAEL MARIN TRANSIT &
GOLDEN GATE TRANSIT
SMART
SRCS, MILLER CREEK
SCHOOL DISTRICT
P
P
P
Freeways & bridges (Caltrans)
Department of Motor Vehicles (DMV)
Income tax and corporate tax collection
Unemployment
STATE OF CALIFORNIA
P
PG&E / MCE
Electricity & gas service
P
P
Planning & building approvals
Libraries & Community Centers
Homelessness assistance
Business retention & expansion
City parks & playgrounds
Sustainability programs
CITY OF SAN RAFAEL P
P
P
P P
Health and Human Services
Homelessness and Mental Health
Tax assessments
Birth & marriage certificates
Registrar of Voters
County Courts & Jail
County open space & parks
COUNTY OF MARIN
Sewer & sewerage treatment
SAN RAFAEL, LAS GALLINAS VALLEY,
& CENTRAL MARIN SANITATION
DISTRICTS
Local water supply, watersheds & reservoirs
MARIN MUNICIPAL WATER DISTRICT
HOW DO YOU GET YOUR SERVICES?
Services in San Rafael are delivered by a variety of agencies. 9 PRIORITY AREA A:
ECONOMIC DEVELOPMENT
AND NEIGHBORHOOD
VITALITY
Strengthen local business growth,
revitalize neighborhoods, and create
vibrant community spaces that foster
economic prosperity and enhance quality
of life.
PROCESS PERMITS FOR
MAJOR PLANNING PROJECTS
Process permits efficiently and
ensure new projects align with
the vision of the community
and comply with state and local
laws..
MAINTAIN SAFETY
Ensure the safety and upkeep
of buildings, properties, and
neighborhoods through effective
code enforcement and public
education.
PROVIDE BUSINESS SUPPORT
Provide current and prospective
businesses with resources and
customer support to enhance
business success.
PROCESS BUSINESS
LICENSES
Process business licenses for
new and existing businesses.
FACILITATE COMMUNITY
ENGAGEMENT
Build partnerships with
community members to increase
involvement in neighborhood
development.
PRESERVE NEIGHBORHOOD
CLEANLINESS
Clear graffiti, reduce illegal
dumping, sweep streets, and
maintain public open spaces.
CORE SERVICES
10 • A.1.1 Reduce commercial vacancies through business expansion, attraction, and retention efforts and enhanced customer support via the San Rafael GO Program. • A.1.2 Explore the creation of new revenue streams to fund economic growth and vitality through partnerships to identify mutually beneficial investments. • A.1.3 Drive local economic activity through promotion of destination tourism, enhancing special events, and optimizing City-owned assets by leveraging targeted marketing initiatives. • A.1.4 Evaluate the Cannabis Program and determine if changes are needed to support a well-regulated, transparent, and sustainable cannabis industry while balancing community concerns and benefits.
• A.1.5 Assess the existing tourism funding model to determine if alternative models would enhance tourism sector growth for San Rafael.
STRENGTHEN THE LOCAL ECONOMY BY SUPPORTING EXISTING
BUSINESSES AND ATTRACTING NEW ENTERPRISES. - A.1
TRANSFORM CITY GATEWAYS AND PUBLIC SPACES TO BE MORE
INVITING AND ENHANCE CIVIC PRIDE. - A.2
• A.2.1 Create and implement a gateway beautification program with enhanced signage, landscaping, and public art that reflects the City’s identity and vibrancy. • A.2.2 Develop and implement a program for enhancing and maintaining high visibility public spaces that signals thoughtful investment and care for the places people see and use every day. • A.2.3 Continue implementation of a comprehensive, citywide illegal dumping program.
GOALS
11 ENHANCE NEIGHBORHOODS TO BE THE MOST RESILIENT, DIVERSE, AND VIBRANT PLACES TO LIVE, WORK, AND VISIT. - A.3
• A.3.1 Deliver placemaking elements through funded public art projects in the Downtown San Rafael Art District.
• A.3.2 In partnership with the downtown business owners and stakeholders, continue evaluating the development of a community benefit district that would expand services downtown. • A.3.3 Update the special event permit program to streamline the special events process and identity opportunities for partnerships with the City to facilitate more special events. • A.3.4 Develop the North San Rafael Priority Development Area Plan. • A.3.5 Develop an East San Rafael Specific Plan using the City’s inclusive resident engagement philosophy; collaborate with the community and Canal Alliance to ensure alignment with their community vision plan (Nuestro Canal, Nuestro Futuro).
• A.3.6 Complete a feasibility assessment and phased implementation plan for the Tree Ordinance revision that prioritizes high-impact, low resource requirements aligned with General Plan 2040 policies. Phase 1 will focus on integrating existing LIDAR inventory data, establishing basic tree protection standards, and developing a multi-year roadmap for expanding the program as resources become available.
STREAMLINE AND MODERNIZE THE CITY’S LAND USE REGULATORY FRAMEWORK TO FACILITATE DEVELOPMENT AND GROWTH. - A.4
• A.4.1 Update the City’s Objective Design Standards.
• A.4.2 Update the Citywide Zoning Ordinance to align with the General Plan 2040. 12 ACHIEVEMENTS & HIGHLIGHTS
from 2023-2025 Goals & Objectives
• Advanced Year One and
Year Two action items
from the City’s 2023–2028
Economic Development
Strategic Plan, strengthening
local businesses, creating
job opportunities, adding
bilingual staff to serve a larger
constituency, and enhancing
downtown vitality to build a
more resilient and prosperous
San Rafael.
• Received and programmed
a $709,890 grant from the
California Arts Council to
promote economic vitality
through arts Downtown.
Funded new murals for the
Canal Alliance building
at 1001 4th Street and the
downtown temporary library;
sponsored seasonal storefront
window painting, provided
stipends to artists, and
expanded community access
to downtown cultural events,
including the Mill Valley Film
Festival.
• Entitled 1,422 residential
units and 225,100 square feet
of commercial retail through
the Northgate Town Square
Redevelopment.
• Established the San Rafael Go
Program, which has provided
technical support to over 50
businesses since November
2023. The program attracted
a national housing developer,
leading to a $6M land deal and
125 potential new housing
units.
• Supported the Marin Small
Business Development Center
with $30,000 to provide
multi-lingual business
support and resources to 211
San Rafael business owners
and 810 hours of direct 1:1
advising support. 60% served
were women, 41% were
persons of color, and 59% low
income.
• Approved a comprehensive
plan in November 2024 to
address illegal dumping
in San Rafael. Concluded
extensive pilot projects
demonstrating effective, datadriven interventions to reduce dumping and extended on-site
bulky waste pick-up services
to multifamily units.
• Initiated an audit of twentyfive City and other agency regional plans, projects,
and studies impacting
Southeast San Rafael to
assess community asks,
accomplishments to date, and
what is still outstanding, to
report back to the community.
This initiative is aligned with
the Canal Alliance’s Nuestro
Canal, Nuestro Futuro
(NCNF) community planning
and capacity-building
program.
6,878
Inspections for building
permits
3,742
Building permits issued
882
Illegal dumping
complaints responded to
6,195
Business licenses
processed
CALENDAR YEAR
2024 BY THE
NUMBERS
13 PRIORITY AREA B:
MOBILITY AND
INFRASTRUCTURE
Enhance and maintain the City’s
infrastructure, streets and facilities
through the Capital Improvement
Program.
CORE SERVICES
IMPLEMENT MAJOR
INFRASTRUCTURE
IMPROVEMENT PROJECTS
Implement Capital Improvement
Program (CIP) projects to
improve City infrastructure,
including streets, parks
stormwater systems, parks and
playgrounds.
MAINTAIN STREET
QUALITY
Manage 173 miles of road
network, primarily through
pavement preservation while
supporting incremental
restoration efforts.
MAINTAIN KEY CITY
INFRASTRUCTURE
Maintain streets, sidewalks,
stormwater systems, and city
facilities.
RESPOND TO RESIDENTS’
SERVICE REQUESTS
Address resident service
requests for public right-of-way
maintenance, such as potholes,
sidewalk repairs, street lighting,
and related concerns.
MAINTAIN THE CITY FLEET
The garage maintenance team
manages 300 City vehicles.
PROCESS PERMITS AND
PROVIDE TECHNICAL
ASSISTANCE
Support open counter hours,
performs mapping and other
survey-related reviews,
conducts inspections, and
processes construction, grading,
transportation, and permits.
14 DEVELOP AND MAINTAIN AN INTEGRATED, MULTI-MODAL
TRANSPORTATION NETWORK THAT SERVES USERS EFFECTIVELY AND SAFELY. - B.1
• B.1.1 Develop and adopt an updated Citywide Bicycle and Pedestrian Plan. • B.1.2 Design and begin work on the Canal Neighborhood Active Transportation Enhancement project improvements
• B.1.3 Conduct East San Rafael Canal Crossing feasibility study and pursue partnerships and funding sources for possible construction of a swing bridge.
• B.1.4 Design and construct Second Street and Fourth Street improvements. • B.1.5 Revise the City’s current residential parking permit program. • B.1.6 Execute a comprehensive pavement management program to maintain road quality at a “Fair” Pavement Condition Index (PCI) rating across the City’s roadway network.
ENHANCE TRANSPORTATION SAFETY POLICIES AND TRAFFIC
MANAGEMENT SYSTEMS. - B2
• B.2.1 Develop and adopt a Vision Zero Action Plan, in alignment with the City adopted Local Road Safety Plan.
• B.2.2 Launch and evaluate pilot projects for traffic calming measures to improve neighborhood safety.
• B.2.3 Implement projects as required due to recent legislation; AB413 (day lighting) and AB43 (speed limits).
• B.2.4 Modernize and upgrade traffic signal systems to enhance capabilities for managing traffic flow based on the 2040 General Plan.
GOALS
15 IMPLEMENT SYSTEMS AND PROGRAMS THAT ADDRESS DEFERRED
MAINTENANCE OF PUBLIC ASSETS AND INFRASTRUCTURE TO IMPROVE SERVICES TO THE COMMUNITY. - B3
• B.3.1 Develop a Citywide Buildings and Facilities Plan to assess, identify and track the condition of City assets, deferred maintenance, and unmet facility and infrastructure needs. • B.3.2 Assess and track the condition of the City’s assets through the asset management program. • B.3.3 Enhance infrastructure quality through the development of design standards for work within the public right of way.
ASSESS AND IMPROVE STORMWATER INFRASTRUCTURE AND
MANAGEMENT PROGRAM. - B4
• B.4.1 Implement trash capture projects to reduce pollutants in local waterways to meet State mandated trash reduction requirements.
• B.4.2 Develop a comprehensive Citywide Storm Drain Plan to assess, identify and track storm drain system condition, deferred maintenance, and needed system improvements. The plan will also clarify the City’s standards for storm drain infrastructure, develop maintenance schedules, and evaluate sea level rise impacts to the system.
16 ACHIEVEMENTS & HIGHLIGHTS
from 2023-2025 Goals & Objectives
• Secured transportation
grants in 2023, which include
$3 million in funding for
the 2nd/4th intersection,
$1.6 million from the
Metropolitan Transportation
Commission to study and
draft a preliminary design of
a pedestrian bridge and Canal
Area improvements, rapid
rectangular flashing beacons
for crosswalks surrounding
schools, and a mid-block
crossing with bulb-outs along
Francisco Blvd.
• Received state funding
through the Active
Transportation Project (ATP)
grant program ($1.1 million)
to design and implement
various aspects of the
Canal Community Based
Transportation Program
which includes, but is not
limited to, improvements to
bicycle and pedestrian access,
sidewalks, and transit bus
stops.
• Performed engineering and
traffic surveys and applied
Assembly Bill (AB) 43 to
update speed limits, which
resulted in speed limit
reductions on 24 roadway
segments, 19 are located
in the downtown area, and
the remaining segments
are located along Andersen
Dr, Francisco Blvd West,
Redwood Highway, Smith
Ranch Rd, Civic Center Dr,
and Du Bois St.
• Completed the safe crosswalk
projects across the City.
• Received over $13.8 million in
grant funding in FY 2024-25,
including a $4.3 million ATP
Cycle 7 grant, a $2.5 million
Highway Safety Improvement
Program (HSIP) Cycle 12
grant, and $6.8 million in
Reconnecting Communities
and Neighborhood (RCN)/
Regional Measure 3 (RM3)
grants for various safety
improvements across the City.
• Completed Sun Valley Park
Playground Improvements
project.
• City began work on
the development of the
Citywide Storm Drain
Plan and have started
consultants conducting field
investigations to update
the City’s storm drain asset
inventory, which will be
used to develop project
recommendations and
maintenance and inspection
plan.
• Initiated the Road Safety
Implementation Program,
which includes developing
quick-build improvements
and policies to work towards
a Vision Zero Action Plan.
software.
• Completed Third St
Rehabilitation and Safety
Improvements projects
CALENDAR YEAR
2024 BY THE
NUMBERS
173
Miles of road network
maintained
3,999
Service requests
submitted
3,700
Permit inspections
conducted
1,000+
Construction, grading,
transportation, and sewer
permits processeed.
17 PRIORITY AREA C:
SUSTAINABILITY
AND RESILIENCE
Foster a resilient community through
climate adaptation, sustainability,
hazard mitigation, and emergency
preparedness efforts.
CORE SERVICES
CLIMATE ADAPTATION
PLANNING
Engage the community and
develop long-term plans to
mitigate for the impacts of sealevel rise in San Rafael.
SUSTAINABILITY INITIATIVES
Guide Citywide sustainability
efforts and programs aimed
at reducing greenhouse gas
emissions across the City and
community.
EMERGENCY MANAGEMENT
Enhance the safety and
resilience of the community, and
the City’s ability to respond to
emergencies.
HAZARD MITIGATION
Identify hazards that threaten
the community, determine their
likely impacts, set mitigation
goals, and prioritize strategies to
lessen these impacts.
PROTECTS AGAINST
WILDFIRE
Create and implement
vegetation standards for
residential properties.
Conduct inspections to
ensure compliance, provides
public education on wildfire
prevention, gives grants
to aid in compliance, and
conducts inspections to ensure
compliance.
EMERGENCY PREPAREDNESS
Engage the community
through education and
training initiatives to enhance
emergency preparedness.
18 GOALS
REDUCE GREENHOUSE GAS EMISSIONS FROM BOTH COMMUNITY
AND MUNICIPAL SOURCES. - C.1
• C.1.1 Develop and implement a plan to expand the facility electric vehicle charging infrastructure and begin transitioning the City’s fleet to zero emission vehicles. • C.1.2 Work with transportation partners to implement the Electric Vehicle Acceleration Strategy and reduce community vehicle miles traveled.
• C.1.3 Expand community composting, revise purchasing policies, and collaborate with Zero Waste Marin and Marin Sanitary Service to continue the implementation of SB 1383, the Short-Lived Climate Pollutant Law.
• C.1.4 Reduce community building energy use through incentive programs, community education, and engagement tools as outlined in the County Building Electrification Roadmap.
STRENGTHEN COMMUNITY PREPAREDNESS AND RESILIENCY FOR
EARTHQUAKES, WILDFIRES, FLOODING, AND SEA LEVEL RISE THROUGH
COMPREHENSIVE HAZARD MITIGATION, RISK MITIGATION, AND CLIMATE ADAPTATION EFFORTS. - C.2
• C.2.1 Identify funding for Local Hazard Mitigation Plan projects and begin implementation of the highest priority projects.
• C.2.2 Continue implementing the Wildfire Action Plan and evaluate the need for revisions including focusing on zone zero (0-5 feet from homes and structures). • C.2.3 Implement existing policy and program commitments in the General Plan 2040, and implement building code policies to support community resiliency, specifically to address the potential hazards listed in Goal C.2.
• C.2.4 Develop a Sea Level Rise Adaptation Plan that complies with SB 272. 19 • C.2.5 Explore governance models and a formal collaborative public-private-philanthropic partnership as a foundation for climate adaptation work.
ENHANCE THE COMMUNITY’S CAPACITY TO PREPARE FOR AND RESPOND TO EMERGENCIES AND NATURAL DISASTERS. - C.3
• C.3.1 Improve Citywide readiness and resilience for disasters and evacuations through outreach and training.
• C.3.2 Coordinate and support Community Emergency Response Teams (CERT), Neighborhood Resources Groups (NRG), Firewise, and similar grassroot groups with training, drills, and resources. • C.3.3 Increase the number of San Rafael residents signed up for AlertMarin.
ENHANCE STAFF CAPACITY TO PREPARE FOR AND RESPOND TO
EMERGENCIES AND NATURAL DISASTERS. - C.4
• C.4.1 Develop and implement a multi-year training and exercise plan for Disaster Service Workers and Emergency Operations Center staff in collaboration with other agencies in the County. • C.4.2 Review, update and provide continued training for staff on the City’s Emergency Operations Plan.
• C.4.3 Develop and train employees on a Continuity of Government Plan. • C.4.4 Research and invest in technology to support staff ’s ability to respond to an emergency or natural disaster.
20 ACHIEVEMENTS & HIGHLIGHTS
from 2023-2025 Goals & Objectives
• Supported Marin Sanitary
Service’s in enforcing and
monitoring SB 1383 progress.
In 2024, 98% of commercial
properties and 95% of
multifamily properties were
in compliance based on the
number of composting green
carts that were distributed.
• Secured over $1.5 million
in grants to support a
community-led sea level
rise feasibility study in
partnership with Canal
Alliance, County of Marin,
and Multicultural Center of
Marin. Convened a residentled steering committee hosted in Spanish and English,
presented to community,
youth, and business groups,
and media channels.
• Created an Electric Vehicle
Acceleration Strategy
workplan based on the Marin
Countywide EV Acceleration
Strategy, and developed by the
Marin Climate and Energy
Partnership.
• The City hired a Waste
Management Coordinator to
oversee the implementation
of SB 1383 as well as the
Illegal Dumping Program.
• City staff continue to
work with Marin Sanitary
Services to aid in their
efforts to enforce and
monitor SB 1383 progress.
In 2024, 98% of commercial
properties and 95% of multifamily properties were in
compliance, a 4-percentage
point and 3-percentage point
increase, respectively, since
2023.
• Secured $123,900 of
funding through the Energy
Efficiency Conservation
Block Grant program for City
electric vehicle charging
infrastructure.
• Secured technical assistance
from the Metropolitan
Transportation Commission
to develop a fleet transition
plan.
• Provided input and support
for Marin Community
Energy’s Charged by Public
Power equitable electric
vehicle access project.
CALENDAR YEAR
2024 BY THE
NUMBERS
27,331
Households are signed up
for Nixle emergency alerts
5,173
Houses inspected
for compliance with
vegetation management
standards
2,661
Residents attending sea
level rise workshops or
events.
281M
KWh Electricity reduction
98%, 95%
Percent of commercial
properties and multifamily properties
respectively composting
in compliance with SB
1383
21 PRIORITY AREA D:
HOUSING AND
HOMELESSNESS
Facilitate new housing development,
assist in ensuring housing stability,
support a “Housing First” model, and
implement strategies that reduce
homelessness.
CORE SERVICES
COORDINATES
WITH PARTNERS ON
HOMELESSNESS RESPONSE
Partner with the County of Marin
on high utilizer case management
programs and outreach efforts to
unhoused individuals.
OVERSEES PROGRAMS AND
ALLOCATES FUNDS TO
SUPPORT HOMELESSNESS
INITIATIVES
Promote and provide longterm funding for innovative
programming to reduce
homelessness in San Rafael,
such as work training programs,
mental health services,
alternative policing like the
SAFE team, and others.
EVALUATES AND IMPROVES
HOUSING POLICY
Critically evaluate existing
housing programs, policies
and constraints, and make
recommendations for
improvements.
PROVIDES FUNDING
OPPORTUNITIES FOR
AFFORDABLE HOUSING
Review applications and allocate
housing funds to support
affordable housing developers.
MAINTAIN SAFETY AND
UPKEEP OF RESIDENTIAL
RENTAL PROPERTIES
Ensure the safety and upkeep
of housing units by effective
code enforcement and public
education.
IMPLEMENTS AND UPDATES
THE HOUSING ELEMENT
Implement programs and policies
outlined in the City’s Housing
Element, provide annual updates,
and prepare a new Housing
Element as required by stare law,
informed by community needs.
22 GOALS
COLLABORATE WITH THE COUNTY OF MARIN AND OTHER COMMUNITY
PARTNERS TO IMPLEMENT COMPREHENSIVE STRATEGIES THAT PREVENT AND REDUCE HOMELESSNESS. - D.1
• D.1.1 In collaboration with the County of Marin, explore the implementation of a housing-focused interim shelter program, supported by robust case management services to assist in transitioning unhoused community members into permanent supportive housing, or other permanent housing solutions.
• D.1.2 Develop a Homelessness Strategic Action Plan, including community engagement and communications strategies, to guide future work relating to solving homelessness. • D.1.3 Evaluate the City’s camping ordinance as the legal framework changes and make revisions as needed that align with the City’s goals to reduce homelessness. • D.1.4 Strategically increase and secure additional funding sources by leveraging key partnerships that will support additional programs that reduce homelessness.
ADVANCE THE DEVELOPMENT OF NEW HOUSING ACROSS ALL
AFFORDABILITY LEVELS TO MEET THE STATE’S REGIONAL HOUSING NEEDS ALLOCATION (RHNA) REQUIREMENTS AS OUTLINED IN THE CITY’S
HOUSING ELEMENT, ENSURING DIVERSE, SUSTAINABLE, AND EQUITABLE HOUSING OPPORTUNITIES FOR ALL RESIDENTS. - D.2
• D.2.1 Analyze state housing laws and relevant case laws to streamline policies, remove barriers, and support the development of new housing in alignment with legal requirements and community needs. • D.2.2 Evaluate the Below Market Rate program model and identify opportunities to better leverage affordable housing assets and increase impact.
• D.2.3 Explore policy options regarding fee waivers or deferrals that would support the development of affordable housing projects.
23 EVALUATE AND CONSIDER IMPLEMENTATION OF SPECIFIC HOUSING
POLICIES AND PROGRAMS THAT PROMOTE FAIR HOUSING PRACTICES,
ENSURE HOUSING HABITABILITY, AND FOSTER DIVERSE HOUSING COMMUNITIES THAT ACCOMMODATE ALL INCOME LEVELS. - D.3
• D.3.1 Evaluate the effectiveness of existing tenant protection policies and consider revisions as needed.
• D.3.2 Explore policies that protect renters and low-income earners from rising housing costs and economic instability and prevent displacement and preserve housing while ensuring fair returns and sustainability for property owners
• D.3.3 Analyze data from the Housing Inspection Program and residential complaints to identify properties with sub-standard housing conditions and develop a systematic approach that improves the quality of existing housing stock.
24 ACHIEVEMENTS & HIGHLIGHTS
from 2023-2025 Goals & Objectives
• Established a joint CityCounty partnership to
enhance collaboration
on homelessness funding
and strategy, with a focus
on effectively servicing
precariously housed and
unhoused residents.
• Secured $6M in Encampment
Resolution Fund Round
3 funding in partnership
with the County of Marin
to establish a 50-person
Sanctioned Camping Area
(SCA) along the northern
section of the Mahon Creek
Path.
• Launched the Sanctioned
Camping Area in 2024,
providing weatherproof
tents, case management, site
security, and operational
support. The program
improves quality of life and
supports pathways to housing
and employment. Since
opening, incidents and calls
for service at encampments
have significantly decreased.
• Integrated the City’s Notice of
Funding Availability (NOFA)
for the Affordable Housing
Trust Fund into the County of
Marin’s annual “SuperNOFA”
in 2025, providing a more
streamlined process for
applicants seeking multiple
funding sources. To date,
three applications have been
received and are under review.
CALENDAR YEAR
2024 BY THE
NUMBERS
1,364
Units inspected through
Housing Inspection
Program
202
Code Enforcement
complaints investigated
1,660
Housing units entitled
38 Housing units permitted
54 Tent sites supported at
Sanctioned Camping Area
• Collaborated with the County
of Marin and other cities and
towns on Rooted in Marin,
a community-centered
engagement and education
process to understand
displacement in Marin.
The project culminated in
a feasibility report released
in May 2025 that includes
information on a variety of
anti-displacement policies
and case studies from other
jurisdictions.
• Hosted a series of seven
workshops in Spanish with a
cohort of 14 Spanish-speaking
community members
to increase community
members’ awareness of
housing laws, programs, and
resources provided by the City
and partner organizations and
gathered feedback to inform
City policies and practices
related to housing and
community engagement.
• Adopted Ordinance 2034, an
urgency ordinance in effect
through December 2026 in
the Canal Opportunity Zone
that, requires landlords to
provide temporary relocation
assistance and offer tenants
the right to return to their unit
after substantial repairs are
completed.
25 PRIORITY AREA E:
QUALITY OF LIFE:
SAFETY AND WELLBEING
Foster a safe, healthy, and thriving
community.
CORE SERVICES
PROVIDE ALL-HAZARD
EMERGENCY SERVICES
Provide a suite of emergency
services including structural
firefighting, emergency medical
care, technical rescue, and
hazardous materials response.
PROTECT AGAINST WILDFIRE
Create and implement vegetation
standards for residential
properties. Conduct inspections
to ensure compliance,
provide public education on
wildfire prevention, award
grants to aid in compliance
with safety standards, and
conduct inspections to ensure
compliance.
PROTECT AGAINST
STRUCTURAL FIRES
Inspects the life safety
components of new building
construction, building remodels,
fire sprinkler and fire alarm
systems to ensure compliance
with the San Rafael Fire Code.
MAINTAIN PUBLIC SAFETY
Respond to emergency and
non-emergency calls, investigate
crimes, enforce laws, and
collaborate with the community
to address concerns and improve
public safety.
MANAGES PUBLIC LIBRARIES
Oversee and enhance the
operations of our three public
libraries, while providing
enriching programs that expand
the community’s access to
knowledge, culture, and learning
opportunities.
OFFER RECREATIONAL
PROGRAMS
Offer a wide array of recreational
programs, classes, and activities
for all ages, focusing on
promoting health and wellness.
26 GOALS
ENSURE POLICE, FIRE AND EMERGENCY MEDICAL SERVICES MEET
EVOLVING COMMUNITY NEEDS THROUGH INCREASED ENGAGEMENT,
INNOVATION, TRAINING, AND OPERATIONAL EXCELLENCE. - E.1 • E.1.1 Develop strategies to ensure public safety response times and services can meet the needs of future development and increased population growth.
• E.1.2 Implement data-driven deployment models to enhance emergency medical services and improve Fire Department response times.
• E.1.3 Implement an enhanced fire code compliance program, emphasizing education before enforcement.
• E.1.4 Identify and implement strategies to foster more community involvement to increase trust between law enforcement and the community.
ENHANCE COMMUNITY SAFETY THROUGH INNOVATIVE PROGRAMS THAT STRENGTHEN NEIGHBORHOOD SECURITY AND PUBLIC SAFETY. - E.2 • E.2.1 Reduce emergency response times of Priority 1 police calls. • E.2.2 Identify funding to ensure sustainability and expansion of the Specialized Assistance for Everyone (SAFE) program.
• E.2.3 Integrate safety and crime prevention through environmental design (CPTED) elements in all infrastructure development and improvement plans/projects. • E.2.4 Reduce dangerous driving behavior and the number of collisions resulting in injury through education and enforcement efforts.
• E.2.5 Assess and utilize technology solutions to improve public safety systems and response times. 27 DEVELOP AND IMPLEMENT A COMMUNITY ENGAGEMENT, DESIGN, AND
PLANNING PROCESS FOR MEASURE P IMPLEMENTATION THAT WILL
RESULT IN A NEW LIBRARY AND COMMUNITY CENTER AT ALBERT PARK
AND WILL MEET THE NEEDS OF SAN RAFAEL RESIDENTS NOW AND INTO
THE FUTURE AND WILL IDENTIFY ADAPTIVE REUSE OPTIONS FOR THE HISTORIC CARNEGIE LIBRARY. - E.3
• E.3.1 Establish a project team, including specialists in building and landscape architecture, design, engineering, environmental, community engagement, project management, construction management, and regulatory compliance, to ensure the City has the capacity and expertise to successfully complete the Albert Park Library and Community Center project.
• E.3.2 Based on robust community engagement, develop a preferred site plan for the Albert Park Library and Community Center that includes the proposed building location, surrounding site layout, recommended programmatic elements, and a preliminary cost estimate. • E.3.3 Develop and select final conceptual design/architectural rendering, building floor plan, and cost estimate the Albert Park Library and Community Center, and begin the creation of detailed design and construction documents, due diligence, and permit applications. • E.3.4 Initiate a public planning process related to the preservation of the historic Carnegie Library for ongoing civic, community, or community-serving commercial uses.
MAINTAIN AND IMPROVE PARKS, LIBRARIES, RECREATION FACILITIES,
AND OUTDOOR SPACES TO ENSURE THEY ARE CLEAN, SAFE, AND
ACCESSIBLE FOR ALL COMMUNITY MEMBERS. - E.4
• E.4.1 Complete the Pickleweed Library and Pickleweed Preschool renovation. • E.4.2 Utilize the Terra Linda Park and Community Center Enhancement Plan to guide future site improvements, seek funding, and enhance the park and community center’s role as a community resource.
• E.4.3 Initiate the planning process to renovate the play area and make pathway improvements at Gerstle Park.
28 DELIVER DIVERSE RECREATIONAL, CULTURAL, AND LITERARY PROGRAMS
AND SERVICES THAT ENGAGE RESIDENTS AND RESPOND TO EVOLVING COMMUNITY INTERESTS. - E.5
• E.5.1 Evaluate library and recreation programs to identify opportunities for improvements in service delivery and enhanced program offerings.
• E.5.2 Evaluate options for providing enhanced library services in North San Rafael.
IMPROVE NEIGHBORHOOD SAFETY AND REDUCE NUISANCES BY
DEVELOPING NEW POLICIES AND STRENGTHENING THE CODE
ENFORCEMENT PROGRAM. - E.6
• E.6.1 Revise the Street Food Vending Ordinance and develop an implementation, enforcement, and communications plan.
• E.6.2 Pursue regulation changes and increase public education and enforcement efforts to curb illegal fireworks, illegal hemp/cannabis, illegal food vending, and illegal massage establishments. • E.6.3 Collaborate with state agencies to ensure ongoing enforcement of illegal hemp/cannabis products.
• E.6.4 Evaluate policies and enforcement mechanisms to address businesses that are not in compliance with the City’s municipal code.
29 ACHIEVEMENTS & HIGHLIGHTS
from 2023-2025 Goals & Objectives
• Planted 140 trees on cityowned land and hired a
Climate Action Corps Fellow
to conduct tree inventories
and identify new planting
locations.
• Completed the initial phase
of tree inventory work,
collecting the location,
species, and condition of over
22,000 trees within 15 feet of
a roadway. Inventory data can
be found on the City’s Open
Data Portal.
• Adopted a Citywide Parks &
Recreation Master Plan in
April 2023.
• Secured a $4.24 million
National Park Service Land
& Water Conservation
Grant for the Pickleweed
Park Enhancement Project.
Completed community
engagement and design in
2023, with construction
expected to finish in the
Summer of 2025.
• Completed design and
construction for the
Downtown Library renovation
project to improve critical
life safety infrastructure and
enhance the user experience.
• Completed design and
construction for the
Downtown Library
renovation project, which
will improve the critical and
life safety infrastructure
as well as improve the user
experience
• Since the program’s
launch, the SAFE Team
has responded to a total of
6,819 calls; 3,025 calls for
service in 2024 and 3,152
calls in 2023. These account
for over 8% and 7% of total
service calls, respectively,
many of which would have
otherwise required patrol
officer response. These efforts
resulted in 68 Emergency
Department diversions,
42 jail diversions, and 103
ambulance diversions.
• Decreased response time for
priority one calls for service to
5:39 in 2024, a 2.87% decrease
(10 seconds) compared to
2023.
• Installed 21 strategically
placed fixed-location
Automated License Plate
Recognition (ALPR) cameras
across the City. As a result,
vehicle thefts in San Rafael
decreased by over 47% in
2024, dropping from 371 in
2023 to 196.
• Established the Police
Advisory and Accountability
Committee (PAAC) following
extensive community
outreach and coordinated
listening sessions with
community, held in Spanish
and in English.
CALENDAR YEAR
2024 BY THE
NUMBERS
5:39
Police response time to
Priority 1 calls
44,473
Total calls for service
the police department
managed including 35,942
community initiated calls
and 8,531 Officer initiated
incidents
3,025
Calls for Service
responded to by SAFE
Team
7,150
Emergency Medical
Service (EMS) Calls
90,289
Items maintained in the
library collection
32% Reduction
In use of force incidents
by the police department
30 PRIORITY AREA F:
HIGH PERFORMING
GOVERNMENT –
INNOVATIVE, INCLUSIVE,
EFFICIENT & ACCESSIBLE
Innovate by implementing forwardthinking solutions, delivering exceptional services that meet community needs
equitably, transparently and efficiently.
CORE SERVICES
MANAGE CITY FINANCES
Ensure fiscally responsible
management of City finances by
monitoring the budget, delivering
regular financial reports to the
Council and offering guidance to
Council and City departments,
promoting the sensible use
of public funds in alignment
with the City’s priorities and
responsibilities.
SUPPORT IMPLEMENTATION
OF COUNCIL DIRECTION
Implement the Council’s strategic
plan, advocate for the City’s
interest at the state and federal
levels and work to strengthen
the City’s overall influence and
impact.
PUBLIC RECORDS REQUESTS
AND OTHER RESIDENT
REQUESTS, AND INQUIRIES
Respond to and address
maintenance requests and
inquiries about policies and
programs made by phone, email,
Customer Relations Management
solutions, such as SeeClickFix,
Microsoft Teams, and in-person.
COMMUNICATIONS AND
CIVIC ENGAGEMENT
Manage communications with
all community members through
newsletters, the City website,
social media, and in-person
events.
IT OPERATIONS AND
CYBERSECURITY
Maintains City IT infrastructure,
broadband and telephone
services, and cyber security, and
supports enterprise software
implementation.
HUMAN RESOURCES
Attract, recruit, and retain top
talent, and handle employeerelated functions including onboarding, employee relations,
workplace safety, and training.
31 GOALS
ESTABLISH METRICS FOR DATA-DRIVEN DECISION MAKING ACROSS
DEPARTMENTS AND IMPLEMENT PROCESS IMPROVEMENTS USING
HUMAN CENTERED DESIGN TO IMPROVE SERVICE DELIVERY AND
PROGRAM OUTCOMES. - F.1
• F.1.1 Create annual work plans for each City Council Priority Area to track progress and revise as necessary when reprioritization is needed.
• F.1.2 Enhance the performance management system that supports tracking progress towards City Council’s Goals and Objectives.
• F.1.3 Implement a Citywide community relationship management (CRM) solution to improve tracking and responsiveness to community questions, code enforcement complaints, and requests for service.
INNOVATE CITY SYSTEMS AND OPERATIONS TO IMPROVE SERVICE
DELIVERY, CUSTOMER EXPERIENCE, RESPONSIVENESS AND
TRANSPARENCY. - F.2
• F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal and external processes (i.e., enterprise resource planning, virtual permitting systems, records and information management, website). • F.2.2 Create and implement a citywide strategic communications plan that improves public messaging, combats misinformation, enhances two-way engagement, and establishes consistent communication practices both within the organization and with the community. • F.2.3 Update the City’s website to enhance content, functionality, accessibility and customer experience.
• F.2.4 Update and implement city-wide records retention schedules and Public Records Act related policies and systems.
32 • F.2.5 Support and explore regional partnerships and intergovernmental collaborations to seek efficiencies in service delivery.
• F.2.6 Analyze and identify revisions to the municipal code and City Charter to make them more accessible, understandable, and gender inclusive.
• F.2.7 Evaluate placing the City Charter on the ballot to facilitate revisions identified in Objective F.2.6.
IMPLEMENT COMPREHENSIVE FINANCIAL STRATEGIES AND PLANS
THAT ENSURE FISCAL SUSTAINABILITY THROUGH BALANCED BUDGETS; EXPLORE NEW REVENUE STREAMS AND RENEW EXISTING TAX MEASURES. - F.3
• F.3.1 Develop a timeline and take steps to renew existing tax measures requiring voter approval. • F.3.2 Explore strategies and initiatives aimed at increasing overall sales tax revenues by attracting new sales tax generating entities, diversifying the City’s current sales tax base and capturing sales tax “leakage” in targeted sectors.
• F.3.3 Identify and secure new revenue sources to address the insufficient funding available to address services needs for growing population and to address deferred maintenance of the city’s infrastructure, ensuring long-term sustainability, safety, reduction of flood risk, and reliability of public assets, including storm water system, park and facility enhancement plans, etc. • F.3.4 Continue to evaluate and update the master fee schedule, development impact fees, and other fees as necessary to ensure full cost recovery and address increased demand for public services and facilities.
33 DEVELOP AND IMPLEMENT PROGRAMS TO ENHANCE THE DIVERSITY OF THE WORKFORCE; AND IMPROVE EMPLOYEE ENGAGEMENT,
PROFESSIONAL DEVELOPMENT, RETENTION, AND SUCCESSION
PLANNING. - F.4
• F.4.1 Dedicate resources toward continuous culture building through enhanced employee recognition, comprehensive onboarding, and mentorship programs.
• F.4.2 Develop and implement innovative recruitment and retention strategies that address recruitment, retention, and advancement of a diverse workforce and which keeps the City competitive and recognized as a top local government workplace.
• F.4.3 Develop and implement an enhanced professional development and training program that includes learning management, innovation, human centered design, emotional intelligence, and competency building.
• F.4.4 Promote holistic employee wellbeing through work-life balance initiatives and supportive workplace policies.
• F.4.5 Evaluate policies and enforcement mechanisms to address businesses that are not in compliance with the City’s municipal code.
34 ACHIEVEMENTS & HIGHLIGHTS
from 2023-2025 Goals & Objectives
• Launched the Together San
Rafael Academy innovation
program where participants
were trained in humancentered design and worked
to develop solutions to crossdepartmental challenges,
including Illegal food vending,
employee onboarding, and
the City’s organizational
Together San Rafael Guiding
Principles.
• Selected Tyler MUNIS as
the City’s new enterprise
resource planning (ERP)
system for financial and
human resource management
and started implementation,
staff training, and integrations
of core functions to enhance
operational efficiency.
• Launched the NextRequest
public records software
to enhance transparency,
streamline tracking, and
improve workflows for public
records requests.
• Digital Service and
CivicMakers hosted the
Together San Rafael Academy,
in which 20 participants work
to tackle cross-departmental
issues including Illegal
food vending, employee
onboarding, and the Together
San Rafael values.
• Secured millions of dollars
in grant funding to support
a range of projects. In FY
2023–24, received just over
$17 million in grants. In FY
2024–25, the Department
of Public Works alone
secured four grants totaling
approximately $14.8 million
in additional funding, the
Fire Department received
$905,000 for a new Fire
Boat, Library and Recreation
received $4.24M from the
National Park Service Land &
Water Conservation Grant to
support the Pickleweed Park
Enhancement project. for the
National Park Service Land &
Water Conservation Grant.
CALENDAR YEAR
2024 BY THE
NUMBERS
348,237
Website visitors in 2024
300
Average monthly Public
Records Requests handled
(62% increase from 2023)
114
Personnel hired and
onboarded
AA+
Credit Rating
Fitch Ratings Issuer
Default (IDR) Rating
124
Number of Brown Act
Public Meetings Held
8%
Personnel Vacancy Rate
35 PRIORITY AREA G:
EQUITY, ACCESS,
BELONGING AND
OPPORTUNITY FOR ALL
Create equitable outcomes and
address systemic conditions of
injustice
CORE SERVICES
OFFER INTERPRETATION
SERVICES IN PUBLIC
MEETINGS AND
COMMUNICATIONS
Provide Spanish language access
services at City meetings and
facilitate the translation of
citywide communications to
Spanish.
ADVANCE EQUITY THROUGH
IMPLEMENTATION OF CITY
PLANS
Implement the General Plan’s
2040 Equity, Diversity, and
Inclusion Element and the
Housing Element to enhance
socioeconomic prosperity and
housing security for underserved
communities.
RECRUIT A DIVERSE
WORKFORCE AND MAINTAIN
AN INCLUSIVE WORK
ENVIRONMENT
Recruit, hire, and retain a diverse
workforce, and support equity
and inclusion efforts through
internal trainings.
PARTNER WITH COMMUNITY
GROUPS TO AMPLIFY
VOICES OF HISTORICALLY
UNDERSERVED RESIDENTS
Engage with community
members and organizations to
gather input to incorporate into
City plans, programs and policies
to increase resident engagement
in local governance.
36 GOALS
DEVELOP ACCESSIBILITY STANDARDS ACROSS ALL CITY OPERATIONS
TO ENHANCE DIGITAL, PHYSICAL, AND PROGRAMMATIC ACCESS FOR COMMUNITY MEMBERS OF ALL ABILITIES AND IDENTITIES. - G.1 • G.1.1 Evaluate and revise the Americans with Disabilities Act program and policies as necessary.
INCREASE THE INVOLVEMENT OF THE COMMUNITY IN LOCAL
GOVERNANCE AND POLICYMAKING BY FOSTERING INCLUSIVE
ENGAGEMENT, REMOVING BARRIERS TO PARTICIPATION, BUILDING CAPACITY, AND AMPLIFYING DIVERSE VOICES. - G.2
• G.2.1 Develop an inclusive, resident led community engagement program to bring all members of the community into the decision-making process for policies, programs, major projects and initiatives. • G.2.2 Establish a Citywide stipend policy to ensure that all community members can participate in civic life and are compensated for providing their expertise, lived experience, and valuable feedback to the City.
• G.2.3 Develop and implement the City’s Language Resource Access Plan to improve multilingual engagement practices.
• G.2.4 Evaluate new programs which comprehensively address the needs of San Rafael’s vulnerable populations (i.e., immigrant, disabled, unhoused, older adults, etc.) through collaboration with community-based partners and other government agencies. 37 ENSURE THAT ALL PLANNING EFFORTS AND PUBLIC INVESTMENTS ARE
INCLUSIVE, COMMUNITY-INFORMED, AND DESIGNED TO EXPAND ACCESS TO OPPORTUNITY AND ADDRESS PAST AND PRESENT DISPARITIES. - G.3 • G.3.1 Develop and implement a strategic roadmap to guide the City’s work to achieve equitable outcomes for all community members.
• G.3.2 Develop and implement a policy that ensure equitable distribution of public resources and infrastructure improvements across all areas of San Rafael. • G.3.3 Expand on the City’s strategic approach to ensure diversity of candidate pools when recruiting candidates for boards, commissions, and committees.
• G.3.4 Expand employee, appointed, and elected officials training related to policies that ensure equitable outcomes for the community.
• G.3.5 Develop guidance and train staff in methods for incorporating equity and climate justice lens into the development of programs, policies, and projects to ensure no unintended harm occurs and to ensure historical injustices are reversed, and not repeated. 38 ACHIEVEMENTS & HIGHLIGHTS
from 2023-2025 Goals & Objectives
• Initiated the development
of a Language Access Plan,
to be completed in FY 2025-
26, to improve access to
City services and increase
participation in civic life.
• Provided unconscious bias,
equity, and inclusion training
to 326 staff, including Public
Safety, covering systemic
inequalities, individual
biases, the government’s
role in advancing racial
equity, cultural competency,
awareness-building
strategies, best practices, and
key terminology.
• Implemented a stipend
program for San Rafael’s
Boards, Commissions,
and Committees, reducing
barriers to civic participation
and compensating community
members for their lived
experience.
• Secured a $300,000 grant
from Marin Community
Foundation to hire a twoyear Climate Justice and
Engagement Manager
to coordinate equitable
engagement and incorporate
climate justice into City plans
and processes.
• In 2024, there were 36 Useof-force incidents, making up
0.08% of all police incidents
for the year and 2.32% of all
arrests. This marks a 32%
decrease from 2023, which
had 53 Use of Force incidents.
Both arrests and Use-ofForce incidents decreased
in 2024, while police
incidents remained virtually
unchanged, with a 1.02%
increase.
CALENDAR YEAR
2024 BY THE
NUMBERS
38%
Of regular employees
identify as people of color
90%+
Staff have received
inclusive and equitable
policy and practices
training
39 TRANSPARENCY, ACCOUNTABILITY,
AND PERFORMANCE METRICS
The City will track and measure progress toward the City Council’s Three-Year Strategic Plan. The following will ensure transparency and accountability to the community:
ANNUAL BUDGET AND
WORKPLAN PROCESS:
City staff will propose a work
plan and budget each fiscal
year that focuses on the seven
priority areas of the Council’s
3-Year Strategic Plan. During the
annual budget process, the City
Council will have an opportunity
to review the plan’s progress
and provide direction on any
adjustments and refinements
desired, keeping in mind the
importance of remaining focused
and building momentum around
the goals and objectives identified
in the plan.
GOAL VISIBILITY:
City staff will highlight strategic
plan goals in staff reports and
presentations to the City Council
and its boards, commissions
and committees. This will help
reinforce alignment between
the day-to-day work and the
Three-Year Strategic Plan and
demonstrate to the public how
City resources are supporting
implementation of the plan.
PUBLIC PERFORMANCE
METRICS DASHBOARD:
City staff will continue to
maintain a public dashboard to
track and display progress on
performance metrics related
to the seven priority areas.
The dashboard will be updated
throughout the year and
highlighted during the annual
budget process.
www.cityofsanrafael.org/
performance-metrics
40 PERFORMANCE METRICS
These performance metrics are meant to align with the new 2025-2028 City Council’s Three-Year Strategic Plan and demonstrate progress towards the goals and objectives in each priority area. Data about these metrics will be presented to the City Council annually, and displayed for the public on the performance management dashboard.
ECONOMIC DEVELOPMENT
AND NEIGHBORHOOD
VITALITY
• Hotel tax receipts*
• Number of businesses
• Taxable sales
• Vacancy rates
• Foot traffic
MOBILITY AND
INFRASTRUCTURE
• Number of miles paved*
• Citywide average Pavement
Condition Index (PCI)*
• Average Daily Traffic (ADT)
on selected corridors*
• Linear feet of sidewalks and
bikeways constructed and
maintained*
SUSTAINABILITY AND
RESILIENCE
• Percent of city fleet that are
zero emission vehicles*
• Percent of multi-family
properties and businesses
composting organics
• Greenhouse Gas Emissions
• Number of residents that
have attended emergency
preparedness trainings/
presentations
• Number of community
members signed up for
emergency alerts
• Percent of properties in
compliance with Citywide
standards to reduce wildfire
risk
HOUSING AND
HOMELESSNESS
• Point in Time Count
• Total clients receiving case
management services
• Total case management
clients transitioned to
transitional or permanent
housing
• Number of interim shelter
beds*
• Number of clients served at
sanctioned camping area*
• Number of tons of
encampment debris removed
*
• Housing Units Entitled (by
income level)
• Housing Units Permitted
• Housing Units Built
• Number of Deed-restricted
affordable housing unit
• Total code enforcement cases,
opened by type
QUALITY OF LIFE:
SAFETY AND WELLBEING
• EMS Response Times
• Police Calls for Service
• Response times to Priority 1
police calls
• Group A offenses reported in
San Rafael (including theft,
assault, narcotic violations,
destruction of property,
motor vehicle theft, fraud, sex
offenses)
• Specialized Assistance for
Everyone (SAFE) statistics –
calls for service, outcomes
• Number of recreation
classes held and number of
participants*
• Number of library programs
held and number of
participants*
• Total item circulation from
San Rafael Public Library
Branches*
EQUITY, ACCESS,
BELONGING AND
OPPORTUNITY FOR ALL
• Percent of staff receiving
training equity and inclusion
related topics*
• Number of employees
receiving bilingual pay*
• City Workforce Diversity
HIGH PERFORMING
GOVERNMENT:
INNOVATIVE, INCLUSIVE,
EFFICIENT, AND
ACCESSIBLE
• Percent of maintenance
SeeClickFix requests
responded to within Service
Level Agreements*
• Number of personnel
vacancies*
• Number of sSubscribers
and open rate for Snapshot
newsletter*
• Total website visitors*
* = New Metric
41 EXHIBIT A: CITY COUNCIL FISCAL YEAR 2023-2025
GOALS AND OBJECTIVES UPDATE
MAPPED TO NEW 2025-2028 PRIORITY AREAS
Below is a comprehensive list of accomplishments from the City including some of the key highlights listed in the priority area sections above.
PRIORITY A:
ECONOMIC DEVELOPMENT AND NEIGHBORHOOD VITALITY
FISCAL YEAR 2023-2025 ACCOMPLISHMENTS
• Advanced Year One and Year Two action
items from the City’s 2023–2028 Economic
Development Strategic Plan, strengthening
local businesses, creating job opportunities,
adding bilingual staff to serve a larger
constituency, and enhancing downtown vitality
to build a more resilient and prosperous San
Rafael
• Established the San Rafael Go Program, which
has provided technical support to over 50
businesses since November 2023. The program
attracted a national housing developer, leading
to a $6M land deal and 125 potential new
housing units.
• Completed an Enhanced Infrastructure
Financing District (EIFD) report, which
evaluated strategies to support future
infrastructure needs.
• Supported the Marin Small Business
Development Center with $30,000 to provide
multi-lingual business support and resources
to 211 San Rafael business owners and 810
hours of direct 1:1 advising support. 60%
served were women, 41% were persons of color,
and 59% low income.
• Received and programmed a $709,890 grant
from the California Arts Council to promote
economic vitality through Arts in Downtown.
Funded new murals for the Canal Alliance
building at 1001 4th Street and the downtown
temporary library; sponsored seasonal
storefront window painting, provided stipends
to artists, and expanded community access
to downtown cultural events, including the
Mill Valley Film Festival. Issued a Request
for Proposals to complete the Southeast San
Rafael Specific Plan in March 2025, with the
goal of City Council contract approval this
summer.
• Entitled 1,422 residential units and 225,100
square feet of commercial retail through the
Northgate Town Square Redevelopment.
• Initiated an Audit of twenty-five City and other
agency regional plans, projects, and studies
impacting Southeast San Rafael to assess
community asks, accomplishments to date,
and what is still outstanding, to report back to
the community. This initiative is aligned with
the Canal Alliance’s Nuestro Canal, Nuestro
Futuro (NCNF) community planning and
capacity-building program.
• Reduced annual gross receipts tax for
cannabis delivery businesses to support the
sustainability of their businesses.
• Approved a comprehensive plan in November
2024 to address illegal dumping in San
Rafael. Concluded extensive pilot projects
demonstrating effective, data-driven
interventions to reduce dumping and extended
on-site bulky waste pick-up services to
multifamily units.
42 PRIORITY B:
MOBILITY AND INFRASTRUCTURE
FISCAL YEAR 2023-2025 ACCOMPLISHMENTS
• Converted B Street into two-way traffic
to facilitate improved response time for
emergency vehicles and improve retail access
and visibility.
• Secured transportation grants in 2023, which
include $3 million in funding
• for the 2nd/4th intersection, $1.6 million
from the Metropolitan Transportation
Commission to study and draft a preliminary
design of a pedestrian bridge and Canal Area
improvements, rapid rectangular flashing
beacons for crosswalks surrounding schools,
and a mid-block crossing with bulb-outs along
Francisco Blvd.
• Received state funding through the Active
Transportation Project (ATP) grant program
($1.1 million) to design and implement various
aspects of the Canal Community Based
Transportation Program, which includes but
is not limited to improvements to bicycle and
pedestrian access, sidewalk, and transit bus
stops.
• Performed engineering and traffic surveys and
applied Assembly Bill (AB) 43 to update speed
limits, which resulted in speed limit reduction
in 24 roadway segments in San Rafael,
nineteen are located in the downtown area,
and the remaining segments are located along
Anderson Dr, Francisco Blvd West, Redwood
Highway, Smith Ranch Rd, Civic Center Dr, and
Du Bois St.
• Initiated the traffic calming pilot project along
Spinnaker Point Drive.
• Completed installation of rectangular
rapid flashing beacons at four uncontrolled
intersections as part of the safe crosswalk
projects across the City.
• Applied for and secured TAM Safe Pathways
funding ($1.1 Million) for pedestrian and bike
improvements across the City to help enhance
the Safe Routes to School initiative.
• Received over $13.8 million in grant funding
in FY 2024-25, including a $4.3 million ATP
Cycle 7 grant, a $2.5 million Highway Safety
Improvement Program (HSIP) Cycle 12 grant,
and $6.8 million in Reconnecting Communities
and Neighborhood (RCN)/ Regional
Measure 3(RM3) grants for various safety
improvements across the City.
• Completed Sun Valley Park Playground
Improvements project.
• Adopted the Marin County Local Road Safety
Plan.
• Initiated Road Safety Implementation
Program, which includes developing quickbuild improvements and policies to work towards a Vision Zero Action Plan.
• Completed the following capital projects:
• Major Pavement Maintenance project in the
North San Rafael area
• Rotary Manor Culvert Replacement project
• Replaced 560 lineal feet of corrugated metal
pipe (CMP)
• Southern Heights/Courtright & Pearce
Retaining Walls project
• Grand Ave Cycle Track project
• Third St Rehabilitation and Safety
Improvements projects
• Albert Park Fence Replacement project
• B St Culvert Replacement & Resurfacing
project
• Fremont Rd and Marquard Ave Minor
Concrete Repairs
• Major Pavement Maintenance project in the
West San Rafael area
• Installed new backup battery systems
at 15 signalized intersections to provide
temporary power during power outages
• Upgraded eleven curb ramps along Center
Street to prepare for future pavement
maintenance project
43 PRIORITY C:
SUSTAINABILITY AND RESILIENCE
FISCAL YEAR 2023-2025 ACCOMPLISHMENTS
• Adopted an updated Emergency Operations
Plan, along with an EOC Handbook, Storm
Response Playbook, and Wildfire Response
Playbook. Continue to develop and deliver
training for community members and City
employees on disaster preparedness, response,
and recovery.
• Expanded disaster preparedness access for
Spanish-speaking communities by offering
classes and printed materials in Spanish and
developing a peer-to-peer outreach program.
• Participated in the Countywide updates of the
Local Hazard Mitigation Plan.
• Supported the County’s efforts to register
residents to AlertMarin. 28% of adults in San
Rafael are opted into AlertMarin.
• Supported Marin Sanitary Service in enforcing
and monitoring SB 1383 progress. In 2024,
98% of commercial properties and 95% of
multifamily properties were in compliance
based on the number of composting green carts
that were distributed.
• Secured over $1.5 million in grants to support
a community-led sea level rise feasibility study
in partnership with Canal Alliance, County
of Marin, and Multicultural Center of Marin.
Convened a resident-led steering committee
hosted in Spanish and English, presented to
community, youth, and business groups, and
media channels. reviewed
• Hired a Waste Management Coordinator to
oversee the implementation of SB 1383 and the
Illegal Dumping Program.
• Created an Electric Vehicle Acceleration
Strategy workplan based on the Marin
Countywide EV Acceleration Strategy, and
developed by the Marin Climate and Energy
Partnership.
• Secured $123,900 of funding through the
Energy Efficiency Conservation Block Grant
program for City electric vehicle charging
infrastructure and technical assistance grants
for planning and design.
• Secured technical assistance from the
Metropolitan Transportation Commission to
develop a fleet transition plan.
• Provided input and support for Marin
Community Energy’s Charged by Public Power
equitable electric vehicle access project.
44 PRIORITY D:
HOUSING AND HOMELESSNESS
FISCAL YEAR 2023-2025 ACCOMPLISHMENTS
• In July 2023 the City Council adopted Ordinance
2040 setting new spacing and density rules and
other restrictions for camping on public property.
In May 2024, August 2024 and most recently
in April 2025, the City Council amended these
regulations in response to Boyd v. City of San
Rafael, the Supreme Court ruling in Grants Pass,
and to prohibit camping in all City parks.
• Established a joint City-County partnership to
enhance collaboration on homelessness funding
and strategy, with a focus on effectively servicing
precariously housed and unhoused residents.
• Secured $6M in Encampment Resolution Fund
Round 3 funding in partnership with the County
of Marin to establish a 50-person Sanctioned
Camping Area (SCA) along the northern section of
the Mahon Creek Path.
• Launched the Sanctioned Camping Area in 2024,
providing weatherproof tents, case management,
site security, and operational support. The program
improves quality of life and supports pathways to
housing and employment. Since opening, incidents
and calls for service at encampments have
significantly decreased.
• Held a series of three Homelessness Solutions
Working Group workshops with community
volunteers to provide a space to better understand
the complexities of homelessness and explore
potential solutions with the community.
• Integrated the City’s Notice of Funding Availability (NOFA) for the Affordable Housing Trust Fund
into the County of Marin’s annual “SuperNOFA”
in 2025, providing a more streamlined process for
applicants seeking multiple funding sources. To
date, three applications have been received and are
under review.
• Implemented a rolling application process for
the City’s Affordable Housing Trust Fund to
fund the acquisition of unsubsidized housing for
preservation as deed-restricted affordable housing.
This enables the City to respond to opportunities
that arise outside of the periodic Notices of
Funding Availability.
• Awarded $250,000 to the non-profit Canal Alliance
for the acquisition of a 9-unit apartment building
at 1400 Lincoln Ave for preservation as deedrestricted affordable housing. • Collaborated with the County of Marin and other
cities and towns on Rooted in Marin, a communitycentered engagement and education process to understand displacement in Marin. The project
culminated in a feasibility report released in May
2025 that includes information on a variety of antidisplacement policies and case studies from other jurisdictions.
• Hosted a series of seven workshops in Spanish
with a cohort of 14 Spanish-speaking community
members to increase community members’
awareness of housing laws, programs, and
resources provided by the City and partner
organizations and gathered feedback to inform
City policies and practices related to housing and
community engagement.
• Enforced the City’s Mobile Home Rent
Stabilization Policy, correcting fees and rent
increase calculations at multiple mobile home
parks.
• Collaborated with the County of Marin and other
Marin jurisdictions to expand the Napa-Sonoma
Accessory Dwelling Unit (ADU) Center services
into Marin as of April 1, 2024, providing additional
support and resources for homeowners interested
in constructing ADUs.
• Issued a Request for Proposals for the development
of affordable housing on City-owned property at
519 4th St, selected Abode Housing Development
(Abode) as a development partner, and entered
an exclusive negotiating agreement currently in
progress.
• Adopted Ordinance 2034, an urgency ordinance
in effect through December 2026 in the Canal
Opportunity Zone that requires landlords to
provide temporary relocation assistance and
offer tenants the right to return to their unit after
substantial repairs are completed.
45 PRIORITY E:
QUALITY OF LIFE: SAFETY AND WELLBEING
FISCAL YEAR 2023-2025 ACCOMPLISHMENTS
• Planted 140 trees on city-owned land and hired
a Climate Action Corps Fellow to conduct tree
inventories and identify new planting locations.
• Completed the initial phase of tree inventory work, collecting the location, species, and condition of over 22,000 trees within 15 feet of
a roadway. Inventory data can be found on the
City’s Open Data Portal.
• Adopted a Citywide Parks & Recreation Master
Plan in April 2023.
• Placed on the ballot the Citizen’s Initiative,
Measure P, which was approved by voters in
November 2024 to to fund a new Library and
Community Center at Albert Park.
• Secured a $4.24 million National Park Service
Land & Water Conservation Grant for the Pickleweed Park Enhancement Project. Completed community engagement and design in 2023,
with construction expected to finish in the
Summer of 2025.
• Completed design and construction for the
Downtown Library renovation project to
improve critical life safety infrastructure and
enhance the user experience.
• Completed the design and community engagement for a full interior renovation of the Pickleweed Library, with construction expected to begin in the Fall of 2025.
• Since the program’s launch, the SAFE Team
has responded to a total of 6,819 calls; 3,025
calls for service in 2024 and 3,152 calls in
2023. These account for over 8% and 7% of
total service calls, respectively, many of which
would have otherwise required patrol officer
response. These efforts resulted in 68 Emergency Department diversions, 42 jail diversions, and 103 ambulance diversions. • Decreased response time for priority one calls
for service to 5:39 in 2024, a 2.87% decrease
(10 seconds) compared to 2023.
• Installed 21 strategically placed fixed-location
Automated License Plate Recognition (ALPR)
cameras across the City. As a result, vehicle
thefts in San Rafael decreased by over 47% in
2024, dropping from 371 in 2023 to 196.
• Reported 36 use-of-force incidents in 2024,
making up 0.08% of all police incidents for the
year and 2.32% of all arrests. A 32% decrease
from 2023, which had 53 Use of Force incidents. Both arrests and use-of-force incidents declined in 2024, while police incidents remained stable, with a 1.02% increase. • Established the Police Advisory and Accountability Committee (PAAC) following extensive community outreach and coordinated listening
sessions with community, held in Spanish and
in English. The committee meets monthly to
review police policies, practices, and training
and provides an annual report, including recommendations to the City Council. This committee was created to represent the diversity of San Rafael, including a representative from
each Council District, a youth member, and
non-English speaking members. For each public meeting, Spanish interpretation is provided so all members of the committee can equitably
participate. During their inaugural year, the
committee co-created of the committee bylaws
and the strategic training and orientation plan.
46 PRIORITY F:
HIGH PERFORMING GOVERNMENT – INNOVATIVE, INCLUSIVE,
EFFICIENT, AND ACCESSIBLE
FISCAL YEAR 2023-2025 ACCOMPLISHMENTS
• Appointed a Civic Engagement Manager to lead and
coordinate all engagement initiatives, including the development of a comprehensive Civic Engagement Strategy.
• Re-established the Communication Team with
representatives from all departments that meet
weekly to address communication priorities,
develop messaging on hot topics, and identify
opportunities for improvement.
• Created various major project specific webpages to provide the community with real-time detailed updates.
• Organized several initiatives under the Together San Rafael culture program to enhance employee engagement, including Employee
and Team of the Quarter and Year recognitions,
as well as “Lunch and Learn” sessions, Policing
in San Rafael, Planning a More Equitable Government in the Canal Neighborhood, Creating Resilient Green Spaces and others.
• Hosted the Together San Rafael Academy in
partnership with CivicMakers, a strategic
consultancy firm specializing in inclusive,
collaborative design for the public sector.
Participants were trained in human-centered
design, which focuses on understanding the
needs and experiences of the individuals most
affected to tailor more effective, inclusive, and
sustainable solutions. This cohort worked to
solve cross-departmental challenges, including
Illegal food vending, employee onboarding, and
the City’s organizational Together San Rafael
Guiding Principles.
• Piloted improvements for Public Works permit
processing from eTrakit to OpenGov to streamline application processing and user experience. • Selected Tyler MUNIS as the City’s new enterprise resource planning (ERP) system for financial and human resource management
and started implementation, staff training, and
integrations of core functions to enhance operational efficiency. • Migrated City Department productivity files
and documents to the Microsoft Teams and
SharePoint cloud enhance and support collaboration.
• Launched the NextRequest public records
software to enhance transparency, streamline
tracking, and improve workflows for public
records requests.
• Conducted feasibility study for Canal broadband network, including community engagement, benchmark testing, and a network design for the neighborhood
• Secured millions of dollars in grant funding
to support a range of projects. In FY 2023–24,
received just over $17 million in grants. In FY
2024–25, the Department of Public Works
alone secured four grants totaling approximately $14.8 million in additional funding, the Fire Department received $905,000 for a new
Fire Boat, Library and Recreation received
$4.24M from the National Park Service Land &
Water Conservation Grant to support the Pickleweed Park Enhancement project. 47 PRIORITY G:
EQUITY, ACCESS, BELONGING, AND OPPORTUNITY FOR ALL
FISCAL YEAR 2023-2025 ACCOMPLISHMENTS
• Hosted 10 “Lunch and Learn” anti-hate discussions on topics including United Against Hate Week, Combating Islamophobia, Combating
Ageism, Disability Awareness, Planning a More
Equitable Government in the Canal Neighborhood, Black History, Asian American History, Policing in San Rafael, Disability Employment
Awareness, and Immigration Enforcement.
Each event averaged an attendance of approximately fifty 50 employees. • Formed the Diversity Equity Inclusion and Belonging Committee and established a charter to guide their work.
• Initiated the development of a Language Access Plan, to be completed in FY 2025-26, to improve access to City services and increase
participation in civic life.
• Provided unconscious bias, equity, and inclusion training to 326 staff, including Public Safety, covering systemic inequalities, individual biases, the government’s role in advancing racial equity, cultural competency, awareness-building strategies, best practices, and key terminology.
• Implemented a stipend program for San Rafael’s Boards, Commissions, and Committees, reducing barriers to civic participation and
compensating community members for their
lived experience.
• Started the development of an equitable engagement guide to enhance community participation, better engage underrepresented groups, and ensure a consistent approach for all City
staff to follow.
• Improved accessibility and diversity in recruitment by translating applications, accepting year-round submissions, tracking geographic
representation, and offering interpretation
requests — to better reflect San Rafael’s full
community. To reduce bias in the hiring practice, Human Resources is redacting the phone number, address, email, LinkedIn/Social accounts from applicant resumes. • Secured a $300,000 grant from Marin Community Foundation to hire a two-year Climate Justice and Engagement Manager to coordinate equitable engagement and incorporate climate justice into City plans and processes.
For an interactive experience with the performance metrics visit: https://www.cityofsanrafael.org/performance-metrics
This.metric.is.awaiting.data.from.the.County.of.Marin.to.be.updated¡
2025-2028 Performance Metrics
These performance metrics are meant to align with the new 2025-2028 City Council’s Three-Year Strategic Plan and demonstrate progress towards the goals and objectives in each priority area.
Data about these metrics will be presented to the City Council annually, and displayed for the public on the performance management dashboard.
Priority Area 2025-2028 Performance Metrics
Economic Development and
Neighborhood Vitality
Hotel tax receipts (new metric)
Number of businesses
Taxable sales
Vacancy rates
Foot traffic
Housing and Homelessness Point in Time Count
Total clients receiving case management services
Total case management clients transitioned to
transitional or permanent housing
Number of interim shelter beds (new metric)
Number of clients served at sanctioned camping area
(new metric)
Number of tons of encampment debris removed (new
metric)
Housing Units Entitled (by income level)
Housing Units Permitted
Housing Units Built
Number of Deed-restricted affordable housing unit
Total code enforcement cases, opened by type
Sustainability and Resilience Percent of city fleet that are zero emission vehicles (new metric)
Percent of multi-family properties and businesses
composting organics
Greenhouse Gas Emissions
Number of residents that have attended emergency
preparedness trainings/presentations (new metric)
Number of community members signed up for
emergency alerts
Percent of properties in compliance with Citywide
standards to reduce wildfire risk
Mobility and Infrastructure Number of miles paved (new metric) Citywide average Pavement Condition Index (PCI)
(new metric)
Average Daily Traffic (ADT) on selected corridors
Linear feet of sidewalks and bikeways constructed and
maintained (new metric)
Quality of Life: Safety and Wellbeing EMS Response Times Police Calls for Service
Response times to Priority 1 police calls
Group A offenses reported in San Rafael (including
theft, assault, narcotic violations, destruction of
property, motor vehicle theft, fraud, sex offenses)
Specialized Assistance for Everyone (SAFE) statistics – calls for service, outcomes
Number of recreation classes held and number of
participants
Number of library programs held and number of
participants
Total item circulation from San Rafael Public Library
Branches
High Performing Government Percent of maintenance SeeClickFix requests responded to within Service Level Agreements (new
metric)
Number of personnel vacancies (new metric)
Number of subscribers and open rate for Snapshot
newsletter
Total website visitors
Equity, Access, Belonging and
Opportunity for All
Percent of staff receiving training equity and inclusion related topics (new metric)
Number of employees receiving bilingual pay (new
metric)
City Workforce Diversity