San Rafael City Council
October 20, 2025

EXHIBIT E: FY 2022-2023 & FY 2024 BYRNE SCIP FEDERAL CONDITIONS Rev 04/2020

46. The recipient understands that, in accepting this award, the Authorized Representative declares and certifies, among other things, that he or she possesses the requisite legal authority to accept the award on behalf of the recipient entity and, in so doing, accepts (or adopts) all material requirements that relate to conduct throughout the period of performance under this award. The recipient further understands, and agrees, that it will not assign anyone to the role of Authorized Representative during the period of performance under the award without first ensuring that the individual has the requisite legal authority.

47. Body armor - compliance with NIJ standards and other requirements Ballistic-resistant and stab-resistant body armor purchased with award funds may be purchased at any threat level, make or model, from any distributor or manufacturer, as long as the body armor has been tested and found to comply with applicable National Institute of Justice ballistic or stab standards, and is listed on the NIJ Compliant Body Armor Model List. In addition, ballistic-resistant and stab-resistant body armor purchased must be made in the United States and must be uniquely fitted, as set forth in 34 U.S.C. 10202(c)(1)(A). The latest NIJ standard information and the NIJ Compliant Body Armor List may be found by following the links located on the NIJ Body Armor page: https://nij.ojp.gov/topics/equipment-and-technology/body-armor. In addition, if recipient uses funds under this award to purchase body armor, the recipient is strongly encouraged to have a "mandatory wear" policy in effect. There are no requirements regarding the nature of the policy other than it be a mandatory wear policy for all uniformed officers while on duty.

48. The recipient agrees that no funds under this grant award (including via subcontract or subaward, at any tier) may be used for unmanned aircraft systems (UAS), which includes unmanned aircraft vehicles (UAV), or for any accompanying accessories to support UAS.

49. In accepting this award, the recipient agrees that grant funds cannot be used for Facial Recognition Technology (FRT) unless the recipient has policies and procedures in place to ensure that the FRT will be utilized in an appropriate and responsible manner that promotes public safety, and protects privacy, civil rights, and civil liberties and complies with all applicable provisions of the U.S. Constitution, including the Fourth Amendment’s protection against unreasonable searches and seizures and the First Amendment’s freedom of association and speech, as well as other laws and regulations. Recipients utilizing funds for FRT must make such policies and procedures available to DOJ upon request.

50. "Methods of Administration" - monitoring compliance with civil rights laws and nondiscrimination provisions
The recipient's monitoring responsibilities include monitoring of subrecipient compliance with applicable federal civil rights laws and nondiscrimination provisions. Within 90 days of the date of award acceptance, the recipient must submit to OJP's Office for Civil Rights (at [email protected]) written Methods of Administration ("MOA") for subrecipient monitoring with respect to civil rights requirements. In addition, upon request by OJP (or by another authorized federal agency), the recipient must make associated documentation available for review.

The details of the recipient's obligations related to Methods of Administration are posted on the OJP web site at https://ojp.gov/funding/Explore/StateMethodsAdmin-FY2017update.htm (Award City of San Rafael
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EXHIBIT E: FY 2022-2023 & FY 2024 BYRNE SCIP FEDERAL CONDITIONS Rev 04/2020
condition: "Methods of Administration" - Requirements applicable to States (FY 2017 Update)), and are incorporated by reference here.

51. Regarding medication-assisted treatment (MAT), the award recipient understands and agrees to the following: 1) all clients in a BJA-funded drug court have a right to access MAT under the care and prescription of a physician to the extent MAT is clinically indicated; 2) BJA-funded drug courts must not deny any eligible client enrollment to the drug court program because of their use of FDA-approved medications for the treatment of substance abuse; 3) MAT must be permitted to be continued for as long as the prescriber determines that the FDA-approved medication is clinically beneficial; 4) while under no circumstances can a BJA-funded drug court program deny access to MAT under the care and prescription of a physician when it is clinically indicated, a judge retains judicial discretion to mitigate/reduce the risk of abuse, misuse, or diversion of these medications; and 5) federal funds shall not be used to support activities that violate the Controlled Substances Act, 21 U.S.C. 801-904.

52. All BJA-funded adult drug courts must be operated based on the 10 key components for drug courts, which are found in BJA�s and National Association of Drug Court Professional�s (NADCP) publication: Defining Drug Courts: The Key Components at https://www.ncjrs.gov/pdffiles1/bja/205621.pdf. During the grant period of performance, if BJA concludes that a funded drug court is not conforming to the 10 key components, it retains the right to place the award recipient on a corrective action plan to bring the drug court into conformance. Continued failure to maintain conformance to the key components may result in a hold placed on award funds or suspension/termination of the grant award agreement.

53. The recipient understands and agrees to operate any behavioral health crisis care program funded under this award in accordance with the Substance Abuse and Mental Health Services Administration National Guidelines for Behavioral Health Crisis Care:
https://www.samhsa.gov/sites/default/files/national-guidelines-for-behavioral-health-crisis-care02242020.pdf.

54. Compliance with National Environmental Policy Act and related statutes Upon request, the recipient (and any subrecipient at any tier) must assist BJA in complying with the National Environmental Policy Act (NEPA), the National Historic Preservation Act, and other related federal environmental impact analyses requirements in the use of these award funds, either directly by the recipient or by a subrecipient. Accordingly, the recipient agrees to first determine if any of the following activities will be funded by the grant, prior to obligating funds for any of these purposes. If it is determined that any of the following activities will be funded by the award, the recipient agrees to contact BJA.

The recipient understands that this condition applies to new activities as set out below, whether or not they are being specifically funded with these award funds. That is, as long as the activity is being conducted by the recipient, a subrecipient, or any third party, and the activity needs to be undertaken in order to use these award funds, this condition must first be met. The activities covered by this condition are:
a. New construction;
b. Minor renovation or remodeling of a property located in an environmentally or historically City of San Rafael
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EXHIBIT E: FY 2022-2023 & FY 2024 BYRNE SCIP FEDERAL CONDITIONS Rev 04/2020
sensitive area, including properties located within a 100-year flood plain, a wetland, or habitat for endangered species, or a property listed on or eligible for listing on the National Register of Historic Places;
c. A renovation, lease, or any proposed use of a building or facility that will either (a) result in a change in its basic prior use or (b) significantly change its size; d. Implementation of a new program involving the use of chemicals other than chemicals that are (a) purchased as an incidental component of a funded activity and (b) traditionally used, for example, in office, household, recreational, or education environments; and e. Implementation of a program relating to clandestine methamphetamine laboratory operations, including the identification, seizure, or closure of clandestine methamphetamine laboratories.

The recipient understands and agrees that complying with NEPA may require the preparation of an Environmental Assessment and/or an Environmental Impact Statement, as directed by BJA.

The recipient further understands and agrees to the requirements for implementation of a Mitigation Plan, as detailed at https://bja.gov/Funding/nepa.html, for programs relating to methamphetamine laboratory operations.

Application of This Condition to Recipient's Existing Programs or Activities: For any of the recipient's or its subrecipients' existing programs or activities that will be funded by these award funds, the recipient, upon specific request from BJA, agrees to cooperate with BJA in any preparation by BJA of a national or program environmental assessment of that funded program or activity.

55. ubmission of eligible records relevant to the National Instant Background Check System Consonant with federal statutes that pertain to firearms and background checks -- including 18 U.S.C. 922 and 34 U.S.C. ch. 409 -- if the recipient (or any subrecipient at any tier) uses this award to fund (in whole or in part) a specific project or program (such as a law enforcement, prosecution, or court program) that results in any court dispositions, information, or other records that are "eligible records" (under federal or State law) relevant to the National Instant Background Check System (NICS), or that has as one of its purposes the establishment or improvement of records systems that contain any court dispositions, information, or other records that are "eligible records" (under federal or State law) relevant to the NICS, the recipient (or subrecipient, if applicable) must ensure that all such court dispositions, information, or other records that are "eligible records" (under federal or State law) relevant to the NICS are promptly made available to the NICS or to the "State" repository/database that is electronically available to (and accessed by) the NICS, and -- when appropriate -- promptly must update, correct, modify, or remove such NICS-relevant "eligible records".

In the event of minor and transitory non-compliance, the recipient may submit evidence to demonstrate diligent monitoring of compliance with this condition (including subrecipient compliance). DOJ will give great weight to any such evidence in any express written determination regarding this condition.

56. The recipient understands and agrees that no more than 10 percent of the total amount of this award may be used by the recipient for direct costs associated with administering the award.

City of San Rafael
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EXHIBIT E: FY 2022-2023 & FY 2024 BYRNE SCIP FEDERAL CONDITIONS Rev 04/2020

57. The recipient may not obligate, expend, or draw down funds for subawards until BJA provides explicit written approval of the proposed subaward. Prior approval for all subawards must be obtained post-award, through the submission and approval of a Grant Award Modification (GAM) through OJP’s JustGrants system.

58. Extreme risk protection programs funded under this award must include, at a minimum: predeprivation and post-deprivation due process rights that prevent any violation or infringement of the Constitution of the United States, including but not limited to the Bill of Rights, and the substantive or procedural due process rights guaranteed under the Fifth and Fourteenth Amendments to the Constitution of the United States, as applied to the States, and as interpreted by State courts and United States courts (including the Supreme Court of the United States). Such programs must include, at the appropriate phase to prevent any violation of constitutional rights, at minimum, notice, the right to an in-person hearing, an unbiased adjudicator, the right to know opposing evidence, the right to present evidence, and the right to confront adverse witnesses; the right to be represented by counsel at no expense to the government; pre-deprivation and post-deprivation heightened evidentiary standards and proof which mean not less than the protections afforded to a similarly situated litigant in Federal court or promulgated by the State's evidentiary body, and sufficient to ensure the full protections of the Constitution of the United States, including but not limited to the Bill of Rights, and the substantive and procedural due process rights guaranteed under the Fifth and Fourteenth Amendments to the Constitution of the United States, as applied to the States, and as interpreted by State courts and United States courts (including the Supreme Court of the United States). The heightened evidentiary standards and proof under such programs must, at all appropriate phases to prevent any violation of any constitutional right, at minimum, prevent reliance upon evidence that is unsworn or unaffirmed, irrelevant, based on inadmissible hearsay, unreliable, vague, speculative, and lacking a foundation; and penalties for abuse of the program.

59. ERPO Certification
Byrne SCIP recipients who plan to use funding to support ERPO programs must submit a principal legal officer signed Certification Relating to Pub. L. No. 90-351, Title I, Sec. 501(a)(1)(I)(iv) (Extreme-Risk Protection-Order Programs), certifying that the extreme risk protection-order program to be funded satisfies each of the listed requirements prior to the use of grant funds for ERPO programs.

60. The recipient understands and agrees that it must form a diverse Crisis Intervention Advisory Board to inform and guide the state’s related gun violence reduction programs/initiatives. The Board must include representatives from law enforcement, the community, courts, prosecution, behavioral health providers, victim services, and legal counsel. The program and budget plans must be developed in coordination with and with demonstrated approval from the Crisis Intervention Advisory Board prior to submission for BJA review, and advisory board approval will also be required for any subsequent changes to the project’s scope or budget.

61. The recipient understands and agrees that it must (1) subaward at least 40% of the award amount to units of local government in order to meet the Local Pass-through, and (2) subaward additional amounts identified by BJA to state courts that provide criminal justice and civil justice services for the “less-than-$10,000 jurisdictions” within the state and/or subaward the funds to City of San Rafael
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EXHIBIT E: FY 2022-2023 & FY 2024 BYRNE SCIP FEDERAL CONDITIONS Rev 04/2020
such jurisdictions. Additional details on both of these pass-through requirements is available in the applicable fiscal year's Byrne State Crisis Intervention Program Formula Solicitation.

62. The recipient is authorized to incur obligations, expend, and draw down funds in an amount not to exceed $20,000, for the sole purpose of developing the program and budget plans in coordination with the Crisis Intervention Advisory Board. The recipient is not authorized to incur any additional obligations or make any additional expenditures or drawdowns until (1) the recipient submits program and budget plans that were developed in coordination with and demonstrate evidence of approval by the Crisis Intervention Advisory Board, (2) BJA approves the submission via Grant Award Modification (GAM), and (3) BJA has issued an Award Condition Modification (ACM) releasing this award condition.

63. Limit on use of grant funds for grantees' employees' salaries With respect to this award, federal funds may not be used to pay cash compensation (salary plus bonuses) to any employee of the award recipient at a rate that exceeds 110% of the maximum annual salary payable to a member of the federal government's Senior Executive Service (SES) at an agency with a Certified SES Performance Appraisal System for that year. (An award recipient may compensate an employee at a higher rate, provided the amount in excess of this compensation limitation is paid with non-federal funds.) This limitation on compensation rates allowable under this award may be waived on an individual basis at the discretion of the OJP official indicated in the program announcement under which this award is made.

64. Recipient integrity and performance matters: Requirement to report information on certain civil, criminal, and administrative proceedings to SAM and FAPIIS The recipient must comply with any and all applicable requirements regarding reporting of information on civil, criminal, and administrative proceedings connected with (or connected to the performance of) either this OJP award or any other grant, cooperative agreement, or procurement contract from the federal government. Under certain circumstances, recipients of OJP awards are required to report information about such proceedings, through the federal System for Award Management (known as "SAM"), to the designated federal integrity and performance system (currently, "FAPIIS").

The details of recipient obligations regarding the required reporting (and updating) of information on certain civil, criminal, and administrative proceedings to the federal designated integrity and performance system (currently, "FAPIIS") within SAM are posted on the OJP web site at https://ojp.gov/funding/FAPIIS.htm (Award condition: Recipient Integrity and Performance Matters, including Recipient Reporting to FAPIIS), and are incorporated by reference here.

65. Withholding - Certification with respect to Federal taxes - award exceeding $5 million (updated Aug. 2017)
The recipient may not obligate, expend, or draw down any funds under this award until it has submitted to the program manager, in a format acceptable to OJP, a formal written certification directed to OJP and executed by an official with authority to sign on behalf of the recipient, that the recipient (unless an exemption applies by operation of law, as described below)-- (1) has City of San Rafael
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EXHIBIT E: FY 2022-2023 & FY 2024 BYRNE SCIP FEDERAL CONDITIONS Rev 04/2020
filed all Federal tax returns required for the three tax years immediately preceding the tax year in which the certification is made; (2) has not been convicted of a criminal offense under the Internal Revenue Code of 1986; and (3) has not, more than 90 days prior to this certification, been notified of any unpaid federal tax assessment for which the liability remains unsatisfied, unless the assessment is the subject of an installment agreement or offer in compromise that has been approved by the Internal Revenue Service and is not in default, or the assessment is the subject of a non-frivolous administrative or judicial proceeding; and until an Award Condition Modification (ACM) has been issued to remove this condition.

BSCC Powered by Submittable
Title City of San Rafael
by Todd Berringer in Byrne State Crisis
Intervention Program (Cohort 2)
[email protected]
04/04/2025
id. 50185091
Original Submission 04/04/2025
Score n/a
The Byrne State Crisis Intervention Program (Byrne SCIP) Grant Application is divided into four sections as identified below: Background Information Contact Information Proposal Narrative and Budget Mandatory Attachments Each section has a series of questions that require a response. Applicants will be prompted to provide written text, select options from a drop down menu, select options from a multiple choice menu, or upload attachments. Questions labeled "required" in red require responses.

Applicants will not be able to submit the Byrne SCIP Grant Application until all questions marked "required" have been completed. Applicants may reference the Byrne SCIP Instruction Packet for background information, key dates, rating factors, and other important information to aid in the completion of the Grant Program Application. The Byrne SCIP Instruction Packet is available on the BSCC website at the Byrne SCIP website .

NOTE: Applicants may start and stop their application but must select "Save Draft" at the bottom of the application before existing.

SECTION 1 -

BACKGROUND

INFORMATION
This section requests information about the project name and location, federal identification, funding requested, and an overview of the project.

Applicant Name City of San Rafael
Applicant's Physical
Address
1400 Fifth Avenue
San Rafael
CA
94901
US

37.974839
-122.531514
Applicant's Mailing
Address (If different
than physical
address)
Mailing Address for
Payment
1400 Fifth Avenue
San Rafael
CA
94901
US

37.974839
-122.531514
Federal Employer ID 94-6000424
Unique Entity
Identifier (UEI)
CRDWQSJB4AR1
Funding Category Small Scope (Up to $500,000)
Lead Public Agency City of San Rafael
Project Title Enhancing Crisis Response and Firearm Relinquishment Procedures Program Purpose
Areas (PPA)
Applicants are required to apply for the Program Purpose Areas (PPA) and Related Program Activities identified in the Byrne SCIP Instruction Packet (Page 8-10). Three PPAs are identified: PPA 1: Communication, Education, Outreach, and Public Awareness PPA 2: Referrals to Community-based Services for People in Crisis PPA 3: Funding for Law Enforcement Crisis Intervention Programs or Initiatives Applicants are required to address a minimum of one Program Purpose Area and one corresponding Related Program Activity. Applicants are not required to address each PPA or Program Activity.

Communication,
Education, Outreach,
and Public
Awareness (PPA 1)
Outreach to raise public awareness about Extreme Risk Protection Orders Development and distribution of informational materials about Extreme Risk Protection Orders
Referrals to
Community-based
Services for People
in Crisis (PPA 2)
Pre-arrest law enforcement and first responder deflection Triage services, mobile crisis units, and peer support specialists Suicide and crisis prevention and referral to services
Embedding social workers with law enforcement and co-responder programs
De-escalation training for law enforcement, first responders and other justice practitioners
Funding for Law
Enforcement Crisis
Intervention
Programs or
Initiatives (PPA 3)
Supplies, equipment, technology, and training to safely secure, store, track, and return relinquished guns
Personnel, supplies, and other related costs for crisis intervention officers or co-responders
Proposal Summary Project Summary The proposed project aims to improve crisis response and intervention services to reduce gun violence and enhance public safety in San Rafael. By maintaining the Specialized Assistance for Everyone (SAFE) Team's capacity, improving coordination with law enforcement and mental health professionals, and refining firearm relinquishment procedures, this initiative will significantly reduce uses of force incidents, justice system diversions, and unauthorized firearm access.

SECTION 2 -

CONTACT

INFORMATION
This section requests contact information for the individuals identified as the Project Director, Financial Officer, Day-to-Day Project Contact, Day-toDay Fiscal Contact, and the Authorized Officer for Signature.

Project Director Todd
Berringer
Project Director's
Title with
Agency/Department/Organization
Lieutenant/San Rafael Police Department
Project Director's
Physical Address
1375 Fifth Ave
San Rafael
CA
94901
US

37.9743142
-122.5316094
Project Director's
Email Address
[email protected]
Project Director's
Phone Number
+14154853471
Financial Officer Beth
Minka
Financial Officer's
Title with
Agency/Department/Organization
Business Manager/San Rafael Police Department
Financial Officer's
Physical Address
1375 Fifth Avenue
San Rafael
CA
94901
US

37.9743142
-122.5316094
Financial Officer's
Email Address
[email protected]
Financial Officer's
Phone Number
+14154853040
Day-To-Day Program
Contact
Todd
Berringer
Day-To-Day Program
Contact's Title with
Agency/Department/Organization
Lieutenant/San Rafael Police Department
Day-To-Day Program
Contact's Physical
Address
1375 Fifth Avenue
San Rafael
CA
94901
US

37.9743142
-122.5316094
Day-To-Day Program
Contact's Email
Address
[email protected]
Day-To-Day Program
Contact's Phone
Number
+14154853471
Day-To-Day Fiscal
Contact
Beth
Minka
Day-To-Day Fiscal
Contact's Title with
Agency/Department/Organization
Business Manager/San Rafael Police Department
Day-To-Day Fiscal
Contact's Physical
Address
1375 Fifth Avenue
San Rafael
CA
94901
US

37.9743142
-122.5316094
Day-To-Day Fiscal
Contact's Email
Address
[email protected]
Day-To-Day Fiscal
Contact's Phone
Number
+14154853040
Name of Authorized
Officer*
David
Spiller
Authorized Officer's
Title with
Agency/Department/Organization
Police Chief/San Rafael Police Department
Authorized Officer's
Physical Address
1375 Fifth Avenue
San Rafael
CA
94901
US

37.9743142
-122.5316094
Authorized Officer's
Email Address
[email protected]
Authorized Officer's
Phone Number
+14154853009
Authorized Officer
Assurances
checked
SECTION 3 -

PROPOSAL

NARRATIVE AND
BUDGET
This section requests responses to the Rating Factors identified in the the Byrne SCIP Instruction Packet.

Proposal Narrative
Instructions
The Proposal Narrative must address the Project Need, Project Description, Project Organizational Capacity and Coordination, and Project Evaluation and Monitoring Rating Factors as described in the Byrne SCIP Grant Instruction Packet (refer to pages 20-25). A separate narrative response is required for each Rating Factor as described below: The Project Need narrative may not exceed 4,474 total characters (includes punctuation, numbers, spacing and any text). In Microsoft Word, this is approximately two (2) pages in Arial 12-point font with one-inch margins on all four (4) sides and at 1.5-line spacing. The Project Description narrative may not exceed 8,948 total characters (includes punctuation, numbers, spacing and any text). In Microsoft Word, this is approximately four (4) pages in Arial 12-point font with one-inch margins on all four (4) sides and at 1.5-line spacing. The Project Organizational Capacity and Coordination narrative may not exceed 4,474 total characters (includes punctuation, numbers, spacing and any text). In Microsoft Word, this is approximately two (2) pages in Arial 12-point font with one-inch margins on all four (4) sides and at 1.5-line spacing. The Project Data Collection and Evaluation narrative may not exceed 4,474 total characters (includes punctuation, numbers, spacing and any text). In Microsoft Word, this is approximately two (2) pages in Arial 12-point font with one-inch margins on all four (4) sides and at 1.5-line spacing. A character counter is automatically enabled that shows the number of characters used and the remaining number of characters before the limit for each response is met. If the character limit is exceeded, a red prompt will appear with the message "You have exceeded the character limit." Applicants will be prohibited from submitting the Byrne SCIP Grant Application until they comply with the character limit requirements. NOTE: It is up to the applicant to determine how to use the total word limit in addressing each section. However as a guide, the percent of total point value for each section is provided in the Byrne SCIP Instruction Packet (refer to page 22).

Project Need 1.1 San Rafael, California, is a city with approximately 62,000 residents.

Project Need 1.1 San Rafael, California, is a city with approximately 62,000 residents.

The San Rafael Police Department (SRPD) responds to roughly 36,000 calls for service annually, encompassing a range of public safety issues.

These incidents involves individuals with mental health issues, substance use, and housing instability.

To address this, the City of San Rafael launched the SAFE (Specialized Assistance for Everyone) Team in March 2023, a civilian-based crisis intervention initiative designed to provide non-law enforcement responses to mental health and social service-related calls. Despite its success— handling over 3,000 incidents in 2024 alone, accounting for more than 8% of total call volume—significant gaps remain in ensuring long-term crisis intervention and firearm risk mitigation.

In the past 3 years, San Rafael has experienced an increase in unserialized "ghost guns" among prohibited individuals, emotionally disturbed persons, and minors. The proliferation of these firearms presents an public safety concern, aligning with the Byrne State Crisis Intervention Program’s focus on reducing gun violence and enhancing community intervention efforts.

1.2 The following conditions contribute to the need for enhanced crisis intervention and firearm relinquishment procedures:
•Service Gaps: For the past two years, the SAFE Team has operated 12 hours a day, seven days a week. The city is in the final year of their 3-year pilot program. The City of San Rafael is looking for continued funding to maintain the level of service to fund the Crisis Intervention Specialists on the SAFE Team to continue to provide service to individuals in crisis. •Firearm Accessibility: The ease of obtaining un-serialized “ghost guns” has increased firearm-related risks among individuals in crisis or prohibited persons. Between 2019 and 2023, SRPD seized 117 unlawful firearms, including 13 un-serialized “ghost guns”.
•Lack of Formalized Protocols: While the SAFE Team collaborates with law enforcement, there is no standardized protocol for assessing individuals in crisis who may have access to firearms.
•On-going Training: Due to significant turn-over, law enforcement and crisis response personnel require training in crisis de-escalation, firearm risk assessment, and Extreme Risk Protection Orders (ERPOs) to enhance intervention effectiveness.

1.3 Since the inception of the SAFE Team, the Police Department has diverted over 8% of total police calls in 2024, demonstrating the community’s reliance on alternative crisis response services. Since the SAFE Team’s implementation, San Rafael has seen a measurable decrease in uses of force and arrests. There is a strong correlation between the implementation of the SAFE Team and the number of diversions (arrests) from the justice system.

Firearm Seizures: Between 2019 and 2023, SRPD seized 117 firearms. While the data indicates the number of firearms seized has remained consistent in the past several years, there are concerns that firearms continue to fall into the hands of prohibited persons.

The Bureau of Alcohol, Tobacco, Firearms and Explosives reported a 1,000% increase in ghost gun recoveries from 2016 to 2021. The San Rafael Police Department recovered 13 un-serialized firearms between 2021 – 2023, after not recovering any in the years prior. Greater awareness and education is needed to highlight safe firearm ownership, storage and restricting access to prohibited or at-risk persons.

1.4 Grant funding is critical to sustaining the SAFE Team’s crisis intervention and firearm risk mitigation efforts. Specifically, funding will support:
•Maintaining Three Crisis Intervention Specialists: Sustaining SAFE Team’s capacity to respond to high-risk individuals exhibiting mental health and violence risk factors.
•Enhanced Law Enforcement Training: Providing all SRPD officers with crisis intervention, de-escalation, and firearm risk assessment training to improve outcomes.
•Developing Standardized Firearm Relinquishment Protocols: Establishing formal procedures for law enforcement and crisis responders to safely and legally remove firearms from at-risk individuals.
•Community-Based Firearm Relinquishment Initiatives: Hosting a gun buyback program and educational campaign to encourage voluntary firearm surrender and improve public safety.

By addressing these needs, San Rafael will strengthen its crisis intervention framework, enhance public safety, and mitigate firearm-related risks.

Project Description 2.1 The grant will fund three Crisis Intervention Specialist (CIS) for the San Rafael SAFE Team. The SAFE Team is a mobile crisis intervention unit operating within the City of San Rafael, working in collaboration with the SRPD and San Rafael Fire Department. The CIS will improve response capacity, strengthen proactive outreach, enhance mental health crisis stabilization efforts and connect individuals to resources through the SAFE Team’s Navigator.

The CIS will continue to be integrated with the existing SAFE Team, providing mental health crisis intervention, de-escalation, and service coordination. This project aligns with the Byrne SCIP’s Program Purpose Area (PPA) 2 by addressing crisis response, violence prevention, and community-based alternatives to justice system involvement. The CIS will:
•Conduct proactive crisis intervention and stabilization efforts and support individuals with substance use disorders, mental illness, and homelessness by connecting them with long-term care resources.
•Provide trauma-informed de-escalation, mental health assessment, and service navigation to reduce law enforcement involvement in non-criminal crises.
•Facilitate transportation to treatment and crisis stabilization centers in partnership with county and city service providers.

The project will focus on the geographic boundaries of the City of San Rafael, with an emphasis on downtown, public parks, and areas identified by SRPD and SAFE Team. This selection is based on data indicating high incidences of mental health crises, substance use issues, and homelessness in these locations.

The CIS will support an estimated 1000+ individuals annually. Individuals will be identified through referrals from SRPD, SRFD, local service providers, and direct SAFE Team engagement. The specialist will conduct needs assessments and determine appropriate interventions.

The project will focus on reducing racial and ethnic disparities in crisis response by ensuring equitable access to culturally competent care. The specialist will employ evidence-based de-escalation techniques to prevent use-of-force incidents and system involvement, particularly among historically marginalized populations. By diverting individuals from incarceration and emergency room visits, the project aims to break cycles of crisis-driven recidivism.

The CIS will be trained in trauma-informed care, harm reduction, and culturally competent interventions. Services will be tailored to meet the diverse needs of the community, with sensitivity to language barriers, immigration concerns, and historical distrust of law enforcement.

The project prioritizes mental health stabilization and diversion from the criminal justice system. The CIS will ensure that individuals in crisis receive appropriate care rather than punitive measures. By strengthening early intervention efforts, the project aims to reduce the strain on emergency services and law enforcement while promoting long-term well-being for vulnerable populations in San Rafael.

2.2 The SAFE Team will implement this project with the following key goals and objectives:

Goal 1: Improve Crisis Response and Intervention to Enhance Public Safety (PPA 2/3)
•Continuation of the SAFE Team’s capacity at the conclusion of the pilot program (March 2026) to respond to individuals in crisis •Establish a structured collaboration between the SAFE Team, law enforcement, and the Crisis Stabilization Unit to prioritize de-escalation and reduce uses of force.
•Enhance tracking and evaluation mechanisms to measure the impact of crisis interventions and refine service strategies.

Key Activities and Timelines:
•Newly hired police officers and SAFE Team members will attend Crisis Intervention Training and de-escalation training (Q3/2025 – Q4 2027). •Joint training with SAFE Team and law enforcement agencies will be conducted to enhance co-response capabilities for high-risk situations, such as when firearms are present, or subjects have Extreme Risk Protection Orders (Q4/2025 – Q4/2026).
•Implementation of SAFE Team protocols for firearm access assessments in crisis situations (Q4/2025 – Q4/2026).

Responsible Staff/Partners:
•CIT instructors, Police/SAFE Team trainers
Data Collection Metrics:
•Total crisis-related calls for service (CFS); response times and types of calls (e.g., counseling, suicidal subjects, welfare checks, police/fire assists); outcomes including advisements, transports, or diversions from the Justice System/Emergency Department; use-of-force incidents; number of officers completing crisis intervention training.

Goal 2: Strengthen Firearm Relinquishment Procedures for Individuals Identified as High Risk or Individuals Who May Have Access to Firearms •Improve processes for legal and safe firearm relinquishment under Extreme Risk Protection Orders (ERPOs).
•Train SAFE Team and law enforcement on best practices for handling firearm-related crises.
•Host a community gun buyback to reduce firearm accessibility among atrisk individuals and raise awareness about ERPO’s.

Key Activities and Timelines:
•ERPO training for law enforcement and SAFE Team personnel (Q3 and Q4 2026).
•Host community gun buyback event (Q2/2026). No grant money will be used towards incentivizing the buyback of firearms. Grant money will be used towards personnel staffing and educational materials.

Responsible Staff/Partners:
•County of Marin Behavioral Health, Marin County District Attorney, Marin LE Agencies, and SAFE Team leadership.

Data Collection Metrics:
•Number of police officers attending training in the ERPO’s; number of SAFE Team members attending training in ERPO’s; number of community members who participate in the gun buyback program; number/types of outreach efforts to educate the community on safe storage, access and dangers of unsecured firearms; number of firearms seized related to ERPO’s; number of firearms voluntarily turned over for destruction This structured approach ensures that the SAFE Team’s enhanced crisis intervention capabilities align with the Byrne SCIP’s goals, improving public safety while prioritizing mental health support and reducing system involvement for vulnerable populations.

2.3 The target population covers all of the City of San Rafael. The grant funded CIS will be imbedded into the composition of the SAFE Team and will partner with an EMT. The SAFE Team is incorporated into San Rafael's emergency response system and is dispatched through the Public Safety Answering Point by dispatchers. In addition to 988 and 911 Emergency, a dedicated non-emergency SAFE Team telephone number has been established for community members to call for assistance. Bilingual dispatchers or translation services are also available.

2.4 Research demonstrates that crisis intervention teams effectively reduce the use of force, prevent unnecessary arrests, and improve mental health outcomes. According to the San Francisco Police Department’s 2023 CIT Annual Report, officers trained in crisis intervention significantly reduced the number of violent encounters involving individuals in mental health crises. Furthermore, a study published in the Journal of the American Academy of Psychiatry and the Law (Rogers, 2019) highlights how crisis response teams lower emergency room visits and reduce repeat interactions with law enforcement.

Additionally, the national best practices compiled by the Police Executive Research Forum (PERF) emphasize the importance of a co-response model, where mental health professionals collaborate with law enforcement to address behavioral crises (PERF, 2018). This approach has been associated with increased diversion from the criminal justice system and better long-term health outcomes.

By integrating these evidence-based strategies, the SAFE Team will ensure that crisis intervention efforts align with proven methodologies, fostering safer community interactions and enhancing public safety outcomes. While scientific research is inconclusive on whether gun buyback programs reduce gun violence, the value of the program will be on community engagement, destruction of unwanted firearms and education on gun safety during the buybacks (Merrefield, 2022). By reducing the number of firearms in the community, coupled with educating them about the safe storage and restricting access to firearms by prohibited persons or mentally ill persons, the City of San Rafael desires to foster a safer environment for all residents. The proposed gun buyback program will serve to prevent firearm-related incidents by providing an accessible and anonymous avenue for individuals to surrender unwanted firearms. The program will emphasize responsible gun ownership and the importance of secure firearm storage. Funding for this initiative will support outreach efforts, educational materials, and logistical needs to ensure a well-coordinated and impactful event. No funds will be used to ‘buyback’ the unwanted firearms.

Project
Organizational
Capacity and
Coordination

3.1 The San Rafael Police Department (SRPD) is comprised of 66 sworn personnel, whom are divided into two divisions, Operations and Support Services. Within the Operations Division, there are four patrol teams comprised of 6-7 officers on each patrol team. The patrol teams work 12- hour shifts and are managed by a dayshift and nightshift Lieutenant. The Dayshift Operations Unit Lieutenant would oversee the management, oversight and implementation of the grant.

3.2 In 2023, the City of San Rafael partnered with a non-profit, Petaluma People Services Center, to start a mobile mental health crisis response team. This team, referred to as "SAFE" (Specialized Assistance For Everyone), went into service on March 29th, 2023, for a 3-year pilot program. The SAFE team is modeled after the CAHOOTS (Crisis Assistance Helping Out On The Streets) program in Eugene and Springfield, OR. The SAFE Team consists of Emergency Medical Technicians and a Crisis Intervention Specialists. The SAFE Team is overseen by the SAFE Team Director, an employee of Petaluma People Services Center. The SAFE Team Director has two Managers that oversee the day-to-day operations. A Police Operations Lieutenant serves as the liaison to the SAFE Team, responsible for developing policies, identifying trends, improving efficiencies, and supporting the organizational needs of the SAFE Team. The liaison also fosters collaboration between the SAFE Team, patrol officers, and partner agencies, such as the County of Marin Mobile Crisis Response Team, to ensure effective service delivery and improved outcomes for individuals.

Services provided by SAFE include responding to people who are under the influence of drugs or alcohol, in need of treatment for mental illness, or who need shelter by providing counseling and transportation to the appropriately staffed location. The team will also address minor medical complaints that do not require emergency room care. Left untreated, some of these medical conditions can become severe. The SAFE Team will also be supported by a SAFE Team Navigator, who will manage referrals to the various social and mental health programs in Marin County. The SAFE Team operates twelve hours per day, seven days a week, 365 days per year.

The proposed project will utilize the existing staff resource of the SAFE Team Liaison, SAFE Team staff, and SRPD staff to implement the project plan. The grantee recognizes that no money will be used to supplant an existing allocation of funds for the pilot program. However, the funded 3- year pilot program for the SAFE Team will expire in March 2026 (Q1/2026).

Therefore, the grant funds will be used to sustain the existing SAFE Team after the pilot program has expired.

3.3 Crisis intervention and de-escalation training will start immediately upon funding from the grant. The County of Marin regularly hosts Crisis Intervention Training (CIT). Currently the San Rafael Police Department has 47 officers CIT trained. Based on recent hirings, and projected vacancies during the grant period, SRPD anticipates an additional 20 officers will need to attend CIT.

Starting in Q2 of 2026, after the conclusion of the SAFE Team pilot program, grant funds will be used towards the sustainability of the SAFE Team CIS. The SAFE Team employs three Crisis Intervention Specialists on the team. The City of San Rafael will fund the other half of the SAFE Team Emergency Medical Technicians through their General Fund. The grant will fund the hiring and training of any CIS vacancies between Q2/2026 through the conclusion of the grant period.

Establishing SAFE Team/police procedures and implementing training regarding assessing an individual in crisis who may have access to firearms will take place in Q4/2025 through Q2/2026.

Joint training between Law Enforcement agencies and SAFE Team on various Extreme Risk Protection Orders will take place in Q3/2026 through Q4/2026. These training courses will cover best practices, safety considerations, and interoperability with the SAFE Team/Mobile Crisis Response Teams.

3.4 The management structure for the proposed project will be overseen by the Police Operations Captain. The Program Manager and Grant Administrator will be the Police Dayshift Lieutenant. The Dayshift Lieutenant will work in coordination with staff, including the SAFE Team Director, to ensure proper training, implementation, transparency, reporting and monitoring.

Project Data
Collection and
Evaluation

4.1 Evaluation Plan and Monitoring Activities
The City of San Rafael will implement a comprehensive data collection and evaluation strategy to assess the effectiveness of the SAFE Team program and firearm relinquishment initiatives. A combination of internal staff and external partners will be involved in the evaluation process to ensure an unbiased and data-driven approach.

The San Rafael Police Department (SRPD) will oversee data collection efforts in collaboration with the SAFE Team Manager. To maintain an objective assessment, the Police Advisory and Accountability Committee (PAAC) Senior Management Analyst will conduct a formal analysis of the program’s outcomes and report out the findings to the public at a committee meeting.

Monitoring activities will be incorporated across various project phases:
•Start-Up Phase: The SAFE Team and SRPD will re-evaluate their standardized data entry protocols and re-train all personnel involved in data collection.
•Implementation Phase: Periodic reviews will be conducted to ensure data integrity and compliance with performance measurement benchmarks. •Service Delivery Period: Data will be continuously collected and reviewed to track trends, assess operational effectiveness, and make necessary program adjustments.
•Evaluation and Reporting: The external evaluation partner will analyze collected data to generate reports measuring program impact, successes, and areas for improvement.

4.2 Data Elements for Measuring Project Outcomes
The following key data elements will be collected to measure the achievement of project goals and objectives:

Crisis Response Effectiveness:
o Total number of calls for service handled by the SAFE Team o Response times for police and SAFE Team members
o Call types (e.g., counseling requests, suicidal subjects, welfare checks) o Outcomes and dispositions (e.g., assisted, safety contracts, transported to Crisis Stabilization Unit)
o Number of jail and justice system diversions
Law Enforcement Interactions and Training:
o Number of police officers trained in crisis intervention and de-escalation techniques
o Percentage of SRPD officers who completed Crisis Intervention Training (CIT)
o Number of law enforcement responses that included a SAFE Team intervention
o Overall number of arrests/number of arrests per officer o Use of force incidents compared to total calls for service o Types of force used
Firearm Relinquishment and Risk Mitigation:
o Number of firearms seized or voluntarily surrendered through ERPOs o Number of ghost guns recovered
o Number of community members participating in gun buyback programs o Outreach efforts completed to educate the public on firearm safety and relinquishment procedures

4.3 Data Collection and Data Sharing Plan
To ensure comprehensive data tracking and evaluation, the project will implement a multi-faceted data collection approach:

Internal Data Collection:
o SAFE Team members and SRPD officers will document interactions and outcomes in the department’s records management system. o Standardized reporting templates will be used to record crisis call responses and firearm relinquishment efforts.
o Monthly data reviews will be conducted to identify trends and address potential challenges in service delivery.

External Data Collection and Analysis:
o The PAAC Senior Management Analyst will aggregate data from multiple sources, conduct independent assessments, and generate quarterly performance reports.
o Qualitative data will be gathered through community feedback, focus groups, and interviews with individuals who received SAFE Team services.

Data Sharing Agreements:
o If necessary, the City of San Rafael will enter into formal data-sharing agreements with relevant agencies, such as Marin County Behavioral Health and other Marin County law enforcement agencies, to facilitate information exchange related to ERPOs, mental health crisis interventions, and firearm-related incidents.
o Agreements will be structured to comply with all applicable laws and confidentiality requirements, ensuring the protection of sensitive information while enabling cross-agency collaboration.

By implementing this rigorous data collection and evaluation framework, the City of San Rafael will effectively assess the SAFE Team program’s impact, refine intervention strategies, and contribute to broader efforts aimed at reducing crisis-related incidents and firearm-related risks within the community.

Budget Instructions Applicants are required to submit a Proposal Budget and Budget Narrative (Attachment A). Upon submission, the Budget Attachment will become Section 5: Proposal Budget (Budget Tables and Narrative) making up part of the official proposal. The Budget Attachment must be filled out completely and accurately. Applicants are solely responsible for the accuracy and completeness of the information entered in the Budget Tables and Narrative. The grant budget must cover the entire grant period.

Funding information is available on pages 11-12 a of the Byrne SCIP Instruction Packet. For additional guidance related to grant budgets, refer to the BSCC Grant Administration Guide. The Budget Attachment is provided as a stand-alone document on the BSCC website at the Byrne SCIP website. (Please do not use the sample template in the Byrne SCIP RFP Instruction Packet, which is provided on pages 52-58 for reference only.)
Byrne SCIP Budget and Budget Narrative (Attachment A)
ATTACHMENT-A-Byrne-SCIP-Cohort-2-Budget-Attachment.xlsx OPTIONAL:

Bibliography
Bibliography:

American Medical Association. (2021, March 18). Properly regulating "ghost guns" will save lives and cut crime. American Medical Association. https://www.ama-assn.org/about/leadership/properly-regulating-ghost-gunswill-save-lives-and-cut-crime?utm_source=chatgpt.com Everytown for Gun Safety. (2023). The rise of ghost guns and the threat they pose to public safety. https://www.everytown.org
Rogers, M. S., McNiel, D. E., & Binder, R. L. (2019). Effectiveness of police crisis intervention training programs. Journal of the American Academy of Psychiatry and the Law Online, 47(4), 414–421. https://doi.org/10.29158/JAAPL.003863-19
Police Executive Research Forum. (2018). Responding to individuals in behavioral health crisis: Best practices from law enforcement agencies. https://www.policeforum.org/assets/MBHResponse.pdf
San Francisco Police Department. (2023). Crisis intervention team annual report. https://www.sanfranciscopolice.org/sites/default/files/2025- 02/SFPD_CIT_AnnualReport_2023_20250206.pdf
Watson, A. C., Compton, M. T., & Pope, L. G. (2019). Crisis response services for people with mental illness or intellectual and developmental disabilities: A review of the literature. Journal of the American Academy of Psychiatry and the Law, 47(4), 414-421.
https://jaapl.org/content/early/2019/09/24/JAAPL.003863-19 Merrefield, C. (2022, October 21). Gun buybacks: What the research says.

The Journalist's Resource. https://journalistsresource.org/health/gunbuybacks-what-the-research-says/ SECTION 4 -

MANDATORY

ATTACHMENTS
This section lists the attachments that are required at the time of submission. Project Work Plan (Attachment B) Criteria and Assurance for NGOs that Receive BSCC Grant Funds as a Subcontractor (Attachment C) Certification of Compliance with BSCC Policies on Debarment, Fraud, Theft, and Embezzlement (Attachment D) Governing Board Resolution or Other Proof of Signing Authority – (not required at time of submission; however, must be submitted if awarded grant funds.) (Attachment E) Project Work Plan (Attachment B)
ATTACHMENT_B_-_City_of_San_Rafael-SAFE_Team_Work_Plan.docx Criteria and Assurance for NGOs that Receive BSCC Grant Funds as a Subcontractor (Attachment C)
ATTACHMENT-C_Byrne-SCIP-Cohort-2-Criteria-for-NGO-Subcontractors.pdf Certification of Compliance with BSCC Policies on Debarment, Fraud, Theft, and Embezzlement (Attachment D)
ATTACHMENT-D_Byrne-SCIP-Cohort-2-Certification-of-Compliance-with-BSCC-PoliciesRegulations.pdf OPTIONAL:

Governing Board
Resolution or Other
Proof of Signing
Authority (Attachment
E)

CONFIDENTIALITY
NOTICE:

All documents submitted as a part of the Byrne State Crisis Intervention Grant proposal are public documents and may be subject to a request pursuant to the California Public Records Act. The BSCC cannot ensure the confidentiality of any information submitted in or with this proposal. (Gov. Code, § 6250 et seq.)
City of San Rafael
BSCC 1353-25

APPENDIX A: BYRNE SCIP ADVISORY BOARD ROSTER
Name Title Organization/Agency
1 Linda Penner (Chair) Chair Board of State and Community Corrections
2 Juan Avila Chief Operating Officer
(Victim Services) Garden Pathways
3 Norma Cumpian Director, Women’s Department
(Community)
Anti-Recidivism Coalition
4 Brenda Grealish
Executive Officer, Council on
Criminal Justice and Behavioral
Health (Behavioral Health)
California Department of Corrections
and Rehabilitation
5 Kirk Haynes Chief Probation Officer
(Law Enforcement
Fresno County
6 Jason Johnson
Director, Division of Adult
Parole Operations
(Law Enforcement)
California Department of Corrections
and Rehabilitation
7 Jeffrey Macomber Secretary
(Law Enforcement) California Department of Corrections
and Rehabilitation
8 Nancy O’Malley District Attorney (Retired)
(Prosecution)
Alameda County
9 Alan Slater Chief Executive (Retired)
(Courts) Orange County Superior Court
10 Eric Taylor
Sheriff-Coroner (Law
Enforcement) San Benito County
11 Eloisa Tuitama
Staff Counsel
(Legal Counsel)
Board of State and Community
Corrections
12 Angeles D. Zaragoza
Attorney, Deputy Executive
Director, Youth Programs
(Community)
Los Angeles Room and Board
City of San Rafael
BSCC 1353-25

APPENDIX B: Criteria for Non-Governmental Organizations Receiving BSCC Subawards Required Attachment: Applicants will be prompted to upload this document from the BSCC Byrne SCIP website to the BSCC Submittable Application Portal.

The Byrne SCIP RFP includes requirements that apply to non-governmental organizations that receive BSCC grant funds as subcontractors. Grantees are responsible for ensuring that all subcontracted third parties continually meet these requirements as a condition of receiving any Byrne SCIP funds. The RFP describes these requirements as follows:

Any non-governmental organization that receives Byrne SCIP funds must:
• Have been duly organized, in existence, and in good standing at least six (6) months prior to the start date of the applicant’s Grant Agreement with BSCC.

Note: Non-governmental organizations that have recently reorganized or have merged with other qualified non-governmental organizations that were in existence prior to the six (6) month date are also eligible, provided all necessary agreements have been executed and filed with the California Secretary of State prior to the start date of the applicant’s Grant Agreement with BSCC. • Be registered with the California Secretary of State’s Office, if applicable. • Have a valid business license, Employer Identification Number (EIN), and/or Taxpayer ID (if sole proprietorship).
• Have any other state or local licenses or certifications necessary to provide the services requested (e.g., facility licensing by the Department of Health Care Services), if applicable.

In the table below, provide the name of the Grantee and list all subcontracted third parties.

Name of Grantee:

Name of Subcontracted Third
Party Address Email / Phone Meets All Requirements
Yes ☐ No ☐
Yes ☐ No ☐
Yes ☐ No ☐
Yes ☐ No ☐
City of San Rafael
BSCC 1353-25

APPENDIX B: Criteria for Non-Governmental Organizations Receiving BSCC Subawards See next page for signature block
Grantees are required to update this list and submit it to BSCC any time a new thirdparty subcontract is executed after the initial assurance date. Grantees shall retain (onsite) applicable source documentation for each contracted party that verifies compliance with the requirements listed in the Byrne SCIP RFP. These records will be subject to the records and retention language found in Appendices A and C of the Standard Agreement.

The BSCC will not reimburse for costs incurred by any third party that does not meet the requirements listed above and for which the BSCC does not have a signed grantee assurance on file.

A signature below is an assurance that all requirements listed above have been met.

AUTHORIZED SIGNATURE
(This document must be signed by the person who is authorized to sign the Grant Agreement.)

NAME OF AUTHORIZED OFFICER TITLE TELEPHONE NUMBER EMAIL ADDRESS

STREET ADDRESS CITY STATE ZIP CODE
APPLICANT’S SIGNATURE (verified e-signature is acceptable) DATE x
PLANNING CORRECTIONS AND C PG p

GRANT PROGRAMS
State Crisis Intervention Program (SCIP) Cohort 2Project Budget and Budget Narrative Name of Applicant:

Note: This table will auto-populate based on the information entered in the sections below.

Budget Line Item

1. Salaries and Benefits

2. Services and Supplies

3. NGO Subcontractors Providing Services

4. Professional Services/Independent Contractors

5. Public Agency Subcontractors

6. EquipmenUFixed Assets

7. Other (Travel, Training, etc.)

8. Indirect Costs

1. Salaries and Benefits
Title (% FTE Q! Hourly Rate) & Benefits
Example (Hourly): Fiscal Manager $60/hour x 10 hours/month x 3 years= $21,600 + benefits @22% = $4,752 Example (FTE): Counselor .25 FTE@ $60,000 x 3 years= $45,000 TOTAL
Example (FTE): Housing Navigator 1.00 FTE @ $75,000 (Year 1) +@$80,000 (Year 2) + @ $85,000 (Year 3) + benefits @ 25% = 1@60000
Project Manager - Police Lieutenant $118/hr (salary+ 94% benefits) x 120 hours/year x 2 years Fiscal Manager - Business Manager $54.26/hr (salary+ 78% benefits) x 15 hours/year x 2 years Police Senior Management Analyst $75.92/hr (salary+ 20% benefits) x 50 hours/year x 2 years Police Officers - Instructors for Phase Training on ERPO's 2 Police Officers x $79.50/hr (salary+ 108% benefiits) x 44 hours for curriculum developmenUtraining
Grant Funds
$81,120
$1,950
$369,671
$7,200
$0
$0
$2,016
$21,325
$483,282
Grant Funds
$26,352
$45,000
$300,000
$54,720
$2,880
$9,000
$14,520
$81,120 Salaries and Benefits Narrative: Provide a brief description for each position to address their role on the grant project. Grant Funds $17,500 $450 $1,500 $1,950 Calculation for Expenditure $350 x 50 Participants TOTAL TOTAL Example: Supportive Services (bus passes, gas cards, etc.) SAFE Team Uniform responsible for data analysis and annual reporting. Two police officer instructors to develop curriculum and teach five phase trainings to all San Rafael Police Officers on Extreme Risk Protection Orders and firearms relinquishment MOD x APPROVAL DATE: 2. Services and Supplies Description of Services or Supplies $150 x 3 Crisis Intervention Specialists The SAFE Team Crisis Intervention Specialists where a uniform when they are providing service to the community. SAFE Team educational materials for training officers in Extreme Risk Protection Orders (ERPO). SAFE Team handouts, pamphlets and other educational materials for community awareness about ERPO's. MOD x APPROVAL DATE: 3. Non-Governmental Organization (NGO) Subcontracts Services and Supplies Narrative: Provide a brief description for each item that explains how it will be used toward fulfilling grant objectives.

Name of NGO Subcontractor Grant Funds $11,250 $369,671 $369,671 Description of Subcontract Grant Funds $7,200 $7,200 Petaluma People Services Center - Specialized Assistance For Everyone (SAFE) Team Example: Private Industrial Council Calculation for Expenditure Training Class $450 x 25 participants Specialists (See cost breakdown in description below) NGO Subcontracts Narrative: List each NGO subcontractor that will be providing direct services. Provide a brief description the the services that will be provided. SAFE Team Crisis Intervention Specialists (3.0 FTE $164,248/year (salary) + $37,777 (benefits) x 1.5 years). Even though the SAFE Team is comprised of a Crisis Intervention years) to avoid supplanting from local funds already allocated from the pilot program. MOD x APPROVAL DATE: TOTAL 4. Professional Services/Independent Contractors Example: XYZ Evaluation Services Brady (Brady United) Calculation for Expenditure $XXXX per month for data collection and evaluation services. $3600 per month for research, data, and curriculum development for ERPO's (x2 months) Professional Services/Independent Contractors Narrative: List each Professional Services/Independent Contractors (includes evaluators, accountants, bookkeepers, grants management, training, technical assistance, etc.) Provide a brief description of the services that will be provided. Consultant to assist with developing curriculum and policy with officers on Extreme Risk Protection Orders and safe firearm surrender procedures when working with the SAFE Team TOTALS Name of Public Agency Grant Funds $292,500$0 Description of Equipment/Fixed Asset Calculation for Expense Grant Funds Example: Purchase of Vehicle $50,000 MOD x APPROVAL DATE: 5. Public Agency Subcontracts Example: River County Behavioral Health Services 0.75 FTE Behavioral Health Specialist @ $100,000 = $75,000 x 3 years = $225,000 + 30% benefits = Calculation for Expenditure MOD x APPROVAL DATE: 6. Equipment/Fixed Assets (items costing $3,500 or more per item; see #5 in the instructions) Public Agency Subcontracts Narrative: List each public agency that will receive grant funds. Provide a brief description of the services that will be provided. TOTALS TOTAL $0 Grant Funds Example: Staff Trainings $2,500 $2,016 $2,016 Equipment/Fixed Assets Narrative: List any equipment or fixed assets that will be purchased with grant funds and provide a brief description for each item that explains how it will be used toward fulfilling grant objectives. MOD x APPROVAL DATE: 7. Other (Travel, Training, etc.) Calculation for Expense $500/per training x 5 staff $1008 per training x 2 staff Description Staff Training in ERPO Other (Travel, Training, etc.) Narrative: Provide a brief explanation for how each item listed above will contribute toward fulfilling grant objectives. Please budget for one 2- day trip to Sacramento for 3-5 key grant team members. Travel and training for two officers to attend Extremen Risk Protection Orders (Train the trainers) MOD x APPROVAL DATE: TOTAL Grant Funds 15.00% $142,286 $21,343 $21,325 10% $461,957 $46,196 $21,325 Indirect Costs Narrative: Indirect Costs Narrative: The indirect costs will cover equipment repair/maintenance of the SAFE Team van, fuel, insurance, officer supplies, SAFE Team supplies (client's clothing, needle disposal kits, etc), utilites, communications equipment (radios, van cell phone service, etc.) for the 1. 5 years. As stated above, the grant will only cover 1.5 years worth of MOD x APPROVAL DATE: TOTAL If the applicant does not have a federally approved indirect cost rate, the applicant may claim multiplied by total direct costs, minus equipment, plus up to the first $50,000 of each subcontract) *If the amount entered in H277 turns red, please adjust it to not exceed the line item limit noted in G277 If the applicant has a federally approved indirect cost rate, may claim indirect costs up to the organization's federally approved indirect cost rate. *If the amount entered in H278 turns red, please adjust it to not exceed the line item limit noted in G278 8. Indirect Costs For this grant program, indirect costs may be charged using only one of the two options below:

Byrne SCIP Applicant Agency:

Total Grant Award
$483,282
$0
Grant Funds
$81,120
$1,950
$369,671
$7,200
$0
$0
$2,016
$21,325
$483,282
Program Purpose Area Funding Table
Section VIII: Project Budget and Budget Narrative
Program Purpose Area Allocations
Applicants must allocate all JAG grants funds to one or more of the Program Purpsose Areas (PPA) as described in the Request for Proposal. No JAG funds may be expended outside of the JAG priority PPAs. For the purposes of proposal scoring, no PPA shall carry more weight than another. The totals for each year in the Program Purpose Area (PPA) Funding Table must equal the total grant funds requested.

4. Professional Services/Independent Contractors
Total Grant Funds
Requested

1. Communication, Education, Outreach and Public Awareness (related to Extrreme Risk Protection Order (ERPO) laws and programs

2. Referrals to Community-Based Services for Peopl inn Crisis PPA allocations must equal the total grant funds requested*: Totals * If PPA allocation totals show as red font, they do not equal the amount of grant funds requested as required.

Project Budget Table
Budget Line Item

1. Salaries and Benefits

2. Services and Supplies

3. NGO Subcontractors Providing

3. Funding for Law Enforcement Crisis Intervention Programs or Initiatives

5. Public Agency Subcontractors

6. Equipment/Fixed Assets

7. Other (Travel, Training, etc.)
TOTAL

8. Indirect Costs
Attachment B: City of San Rafael/SAFE Team Project Work Plan (1) Goal: Improve Crisis Response and Intervention to Reduce Gun Violence and Enhance Public Safety Objectives (A., B., etc.) A. Expand the SAFE Team’s ability to respond to crisis calls related to individuals exhibiting risk factors for violence, providing immediate intervention and referrals to appropriate services.

B. Establish a structured collaboration between the SAFE Team, Law Enforcement, and the Crisis Stabilization Unit to ensure a coordinated response that prioritizes de-escalation and risk reduction to lower uses of force incidents and diversions from the justice system.

C. Improve the tracking and evaluation system to measure the effectiveness of crisis interventions, ensuring continuing improvement.

Project activities/services that support the identified goal and objectives: Responsible staff/partners Timeline Start Date End Date

1. Have all police officers attend Crisis Intervention and De-escalation training

2. Hire and Train three (x3) Crisis Intervention Specialists for the SAFE Team

3. Establish SAFE Team/Police procedures and training regarding assessing an individual in crisis who may have access to firearms

1. CIT Instructors / Self Defense and
Tactics Instructors

2. SAFE Team Manager

3. SAFE Team Manager

1. Q3/2025

2. Q2/2026

3. Q3/2026

1. Q3/2027

2. Q3/2027

3. Q3/2027
List the data elements that will be used to measure the extent to which the goal and its objectives are achieved. See Appendix E for the definition of a data element. • Total Calls for Service (CFS)
• Response times
• Call Types (i.e., Counseling Requests, Suicidal Subjects, Welfare Checks, Police/Fire Assist, etc.) • Outcomes/Dispositions (Advised, Assisted, Safety Contracts, Transported to Crisis Stabilization Unit, etc.) • Number of jail/justice system diversions
• Number of referrals to other services
• Number of uses of force incidents compared to total calls for service • Types of force used to gain compliance
• Types of de-escalation techniques used prior to the application of force • Number of officers who attend crisis intervention training (CIT). Compare to % of total San Rafael police officers who completed CIT.
• Number of officers who attend de-escalation training. Compare to % of San Rafael police officers who have completed deescalation training • Comparison on the # of use of force incidents and when they occur (SAFE Team operating hours v. When SAFE Team is not working)
(2) Goal: Strengthen Firearm Relinquishment Procedures for Individuals Identified as High Risk or Individuals Who May Have Access to Firearms
Objectives (A., B., etc.) A. Refine and streamline procedures for the safe and legal relinquishment of firearms from individuals under Extreme Risk Protection Orders (ERPO) or for those individuals who are deemed at risk.

B. Provide training for SAFE Team, Marin County Mobile Crisis Response Team, and San Rafael Police Officers on best practices for addressing firearm-related safety concerns and ensuring compliance with legal mandates.

C. Destroy unwanted firearms in the community to restrict access by emotionally disturbed persons or other prohibited persons Project activities/services that support the identified goal and objectives: Responsible staff/partners Timeline Start Date End Date

1. Law Enforcement and SAFE Team training on various ERPO’s and safety considerations

2. Community engagement by SAFE Team and Officers on ERPO’s/Firearm relinquishment

1. SRPD Detectives/Marin County District
Attorney

2. Police/SAFE/Brady

1. Q1g/2026

2. Q2/2026

1. Q2/2026

2. Q2/2027
List the data elements that will be used to measure the extent to which the goal and its objectives are achieved. See Appendix E for the definition of a data element. > • Number of police officers training in the ERPO’s and best practices for safety considerations • Number of SAFE Team members training in ERPO’s and best practices for safety considerations • Number of community members engaged in ERPO, safe firearm relinquishment • Number/Types of outreach efforts that are completed to educate the community on safe storage, access and dangers of unsecured firearms
• Number of firearms seized for destruction related to ERPO’s

ATTACHMENT C
Criteria for Non-Governmental Organizations Receiving
Byrne SCIP Funds as a Subcontractor
Required Attachment: Applicants will be prompted to upload this document from the BSCC Byrne SCIP website to the BSCC Submittable Application Portal.

The Byrne SCIP Request for Proposals (RFP) includes requirements that apply to nongovernmental organizations that receive BSCC grant funds as subcontractors. Grantees are responsible for ensuring that all subcontracted third parties continually meet these requirements as a condition of receiving any Byrne SCIP grant funds. The RFP describes these requirements as follows:

Any non-governmental organization that receives Byrne SCIP grant funds must:
• Have been duly organized, in existence, and in good standing at least six (6) months prior to the start date of the applicant’s Grant Agreement with BSCC:
 Note: Non-governmental organizations that have recently reorganized or have merged with other qualified non-governmental organizations that were in existence prior to the six (6) month date are also eligible, provided all necessary agreements have been executed and filed with the California Secretary of State prior to the start date of the applicant’s Grant Agreement with BSCC.
• Be registered with the California Secretary of State’s Office, if applicable; • Have a valid business license, Employer Identification Number (EIN), and/or Taxpayer ID (if sole proprietorship);
• Have any other state or local licenses or certifications necessary to provide the services requested (e.g., facility licensing by the Department of Health Care Services), if applicable.

In the table below, provide the name of the Grantee and list all subcontracted third parties.

Name of Grantee:

Name of Subcontracted Third
Party Address Email / Phone Meets All Requirements
Petaluma People Services
Center
1500 Petaluma Blvd South,
Petaluma, CA 94952
Megan@petalumapeople
.org
(707) 765-8488
Yes ☐ No ☐
Yes ☐ No ☐
Yes ☐ No ☐
Yes ☐ No ☐

ATTACHMENT C
Criteria for Non-Governmental Organizations Receiving
Byrne SCIP Funds as a Subcontractor
See page 2 for signature block.

ATTACHMENT C
Criteria for Non-Governmental Organizations Receiving
Byrne SCIP Funds as a Subcontractor
Grantees are required to update this list and submit it to BSCC any time a new third-party subcontract is executed after the initial assurance date. Grantees shall retain (on-site) applicable source documentation for each contracted party that verifies compliance with the requirements listed in the Byrne SCIP RFP. These records will be subject to the records and retention language found in Appendices A and C of the Standard Agreement.

The BSCC will not reimburse for costs incurred by any third party that does not meet the requirements listed above and for which the BSCC does not have a signed grantee assurance on file.

A signature below is an assurance that all requirements listed above have been met.

AUTHORIZED SIGNATURE
(This document must be signed by the person who is authorized to sign the Grant Agreement.)

NAME OF AUTHORIZED OFFICER TITLE TELEPHONE NUMBER EMAIL ADDRESS Cristine Alilovich City Manager (415) 485-3384 Cristine.alilovich@c ityofsanrafael.org

STREET ADDRESS CITY STATE ZIP CODE
1375 Fifth Avenue San Rafael CA 94901
APPLICANT’S SIGNATURE (verified e-signature is acceptable) DATE x
Required Attachment: Applicants will be prompted to upload this document from the Byrne SCIP webpage to the Submittable Application portal.

It is the policy of the BSCC to protect grant funds from unreasonable risks of fraudulent, criminal, or other improper use. As such, the Board will not enter into contracts or provide reimbursement to applicants that have been:

1. debarred by any federal, state, or local government entities during the period of debarment; or

2. convicted of fraud, theft, or embezzlement of federal, state, or local government grant funds for a period of three years following conviction.

Furthermore, the BSCC requires grant recipients to provide an assurance that there has been no applicable debarment, disqualification, suspension, or removal from a federal, state or local grant program on the part of the grantee at the time of application and that the grantee will immediately notify the BSCC should such debarment or conviction occur during the term of the Grant contract.

BSCC also requires that all grant recipients include, as a condition of award to a subgrantee or subcontractor, a requirement that the subgrantee or subcontractor will provide the same assurances to the grant recipient. If a grant recipient wishes to consider a subgrantee or subcontractor that has been debarred or convicted, the grant recipient must submit a written request for exception to the BSCC along with supporting documentation.

By checking the following boxes and signing below, applicant affirms that:
[ ] I/We are not currently debarred by any federal, state, or local entity from applying for or receiving federal, state, or local grant funds.
[ ] I/We have not been convicted of any crime involving theft, fraud, or embezzlement of federal, state, or local grant funds within the last three years. We will notify the BSCC should such debarment or conviction occur during the term of the Grant contract. [ ] I/We will hold subgrantees and subcontractors to these same requirements.

A grantee may make a request in writing to the Executive Director of the BSCC for an exception to the debarment policy. Any determination made by the Executive Director shall be made in writing.

AUTHORIZED SIGNATURE
This document must be signed by the person who is authorized to sign the Grant Agreement.

NAME OF AUTHORIZED OFFICER
Cristine Alilovich
TITLE
City Manager

TELEPHONE
415-485-3384

EMAIL ADDRESS
[email protected]

STREET ADDRESS
1400 Fifth Avenue
CITY
San Rafael
STATE
CA

ZIP CODE
94901
APPLICANT’S SIGNATURE (e-signature acceptable)
X
DATE
Attachment D: Certification of Compliance with BSCC Policies Regarding Debarment, Fraud, Theft and Embezzlement
City of San Rafael
Proclamation in Recognition of
NATIONAL FIRST RESPONDERS’ DAY 2025
October 28, 2025
WHEREAS, first responders, including police officers, firefighters, paramedics, communications dispatchers, other emergency personnel, and public works professionals, stand on the front lines of our communities, selflessly serving and protecting the residents of the City of San Rafael in times of crisis; and
WHEREAS, first responders respond swiftly and courageously to emergencies, often putting their own lives at risk to ensure the safety and well-being of others, whether in natural disasters, accidents, medical emergencies, or public health and safety threats; and
WHEREAS, it is in the public interest for community members to gain knowledge of and maintain an ongoing interest and understanding of the importance of first responder efforts in their respective communities; and WHEREAS, 2025 marks the 7th annual National First Responders’ Day, sponsored by bipartisan resolutions in the United States Senate and House of Representatives.

NOW, THEREFORE, BE IT RESOLVED that the Mayor and City Council of the City of San Rafael hereby proclaim October 28, 2025, as National First Responders’ Day and urge all community members to join us in paying tribute to our first responders, our police officers, firefighters, public works professionals, paramedics, communication dispatchers and other emergency personnel, to recognize the substantial contributions they make to protecting our health, safety, and advancing the quality of life for all.

Kate Colin
Mayor
City of San Rafael
Proclamation In Recognition of
UNITED AGAINST HATE WEEK 2025

AND SUPPORT FOR NOT IN OUR TOWN
WHEREAS, we hereby issue this proclamation to publicly condemn bias and hate in all forms and reaffirm our community values of respect, inclusivity, civility, and equity for all, and urge every organization in our community to stand with us; and WHEREAS, it has become all too common to see, hear, and witness racist, xenophobic, antisemitic, sexist, homophobic, Islamophobic, and other hateful acts in this country; and
WHEREAS, deep divisions within our country are the result of extreme ideology, further strengthening a cycle of mistrust and suspicion fueled by fear, anxiety, and insecurity; and
WHEREAS, the Constitution enshrines equality for all individuals regardless of race, gender, sexual orientation and expression, religion, disability, socio-economic status, education, language, or political views; and
WHEREAS, each of us has a role to play in stopping hate and creating safe, inclusive communities and schools for everyone in our City; and
WHEREAS, we seek to join other communities across the country in bridging divisions and strengthening our communities; and
WHEREAS, education, compassion, and cooperation are key to unlocking understanding and embracing differences between people, with United Against Hate Week an important step in bridging divisions and strengthening our community; and WHEREAS, the City Council’s Strategic Plan for Fiscal Years 2025-2028 identifies Equity, Access, Belonging, and Opportunity for All, a priority area for San Rafael; and WHEREAS, the City of San Rafael is committed to addressing equity, inclusivity, and belonging in housing, criminal justice, health care, employment, education, and all other aspects of our community; and
WHEREAS, together, our community can stand united against hate, not just this week, but every day.

NOW, THEREFORE, BE IT RESOLVED that the Mayor and City Council of the City of San Rafael, do hereby proclaim October 19 to October 25, 2025, as United Against Hate Week in the City of San Rafael and pledge the City’s full support of the San Rafael chapter of Not in Our Town.

Kate Colin
Mayor
____________________________________________________________________________________

FOR CITY CLERK ONLY
Council Meeting: _______________________
Disposition: ___________________________
Agenda Item No: 7.a
Meeting Date: October 20, 2025

SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Fire Department
Prepared by: Abraham Roman,
Fire Chief/Fire Marshal
City Manager Approval: ______________
TOPIC: TRIENNIAL FIRE CODE ORDINANCE AMENDMENTS
SUBJECT: AN ORDINANCE OF THE CITY OF SAN RAFAEL CITY COUNCIL AMENDING CHAPTER 4.08 OF THE SAN RAFAEL MUNICIPAL CODE TO ADOPT BY REFERENCE THE CALIFORNIA FIRE CODE 2025 EDITION WITH LOCAL AMENDMENTS BASED ON THE INTERNATIONAL FIRE CODE 2024 EDITION, AND THE 2025 INTERNATIONAL WILDLAND-URBAN INTERFACE CODE, BASED ON THE 2024 INTERNATIONAL WILDLAND-URBAN INTERFACE CODE AND ADOPTING FINDINGS OF FACT SUPPORTING THE AMENDMENTS TO SUCH CODES: SETTING A PUBLIC HEARING DATE FOR ADOPTION; CEQA DETERMINATION: EXEMPT PURSUANT TO CEQA GUIDELINE 15061(b)(3)
RECOMMENDATION:

Staff recommends that the City Council introduce the above-referenced ordinance, waive further reading, refer to it by title only, and set a public hearing for November 3, 2025.

BACKGROUND:

This ordinance is a routine triennial update of the California Fire Code. Although the adoption of the California Wildland-Urban Interface Code is new, it does not conflict with current vegetation fire safety provisions related to the City of San Rafael's Wildfire Action Plan or the work and policies of the Marin Wildfire Prevention Authority.

The proposed ordinance adopts the latest version of the California Code of Regulations Title 24 Fire Code: specifically, the 2025 California Fire Code, based on the 2024 International Fire Code as amended by the State of California, and the 2025 International Wildland-Urban Interface Code, which is based on the 2024 International Wildland-Urban Interface Code. State law mandates that the California Fire Code become effective statewide on January 1, 2026, regardless of whether local amendments are made. The public hearing is scheduled for the second reading of the Ordinance on November 3, 2025.

ANALYSIS:

California Code of Regulations Title 24, the California Fire Code, is published on a three-year cycle. The California Building Standards Commission publishes the triennial code, and State law mandates that this code become effective throughout California 180 days after the publication date. This is done to foster uniformity in fire prevention and construction standards statewide. Local jurisdictions are permitted to SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
amend their published codes based on local climatic, geological, or topographical conditions. The proposed ordinance includes local amendments that were carried over from previous years.

This update reflects revised code sections of both the California Fire Code and the City Municipal Code.

No new local amendments are being proposed at this time. The proposed ordinance amendments are provided as Attachment 1.

FISCAL IMPACT:

There is no fiscal impact to the City since this only involves an update to the Fire Code with existing local amendments, along with the adoption of the International Wildland-Urban Interface Code.

ENVIRONMENTAL REVIEW:

It has been determined that the ordinance amendments are covered by the ‘general rule’ that the California Environmental Quality Act (CEQA) applies only to projects that have the potential to cause a significant environmental impact. Pursuant to CEQA Section 15061(b)(3), the ordinance amendments are not subject to environmental review.

OPTIONS:

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

1. Introduce the Ordinance and set the public hearing for adoption.

2. Direct staff to return with a proposed Ordinance with amendments as directed by the Council at the meeting and set the public hearing for adoption.

RECOMMENDED ACTION:

Staff recommends that the City Council introduce the above-referenced ordinance, waive further reading, refer to it by title only, and set a public hearing for November 3, 2025.

ATTACHMENT:

1. Proposed Ordinance
-1-
ORDINANCE NO.

AN ORDINANCE OF THE CITY OF SAN RAFAEL CITY COUNCIL AMENDING CHAPTER 4.08 OF THE SAN RAFAEL MUNICIPAL CODE TO ADOPT BY REFERENCE THE CALIFORNIA FIRE CODE 2025 EDITION WITH LOCAL AMENDMENTS BASED ON THE INTERNATIONAL FIRE CODE 2024 EDITION, AND THE 2025 INTERNATIONAL WILDLAND-URBAN INTERFACE CODE BASED ON THE 2024 INTERNATIONAL WILDLAND-URBAN INTERFACE

CODE AND ADOPTING FINDINGS OF FACT SUPPORTING THE
AMENDMENTS TO SUCH CODES; CEQA DETERMINATION: EXEMPT
PURSUANT TO CEQA GUIDELINE 15061(b)(3)
WHEREAS, the City of San Rafael may adopt a fire prevention code by reference pursuant to Article 2 commencing with Section 50022.1 of Chapter 1 of Part 1 of Division 1 of Title 5 of the Government Code; and
WHEREAS, pursuant to state law, the City of San Rafael may adopt building standards relating to fire and panic safety that are more stringent than those building standards adopted by the State Fire Marshal and contained in the California Building Standards Code when such modified standards are reasonably necessary because of local climatic, geological or topographical conditions; and WHEREAS, pursuant to Sections 17958.5, 17958.7, and 18941.5 of the State of California Health and Safety Code, changes or modifications to the 2025 California Building Standards Code are needed and are reasonably necessary because of local climatic, geographic and topographic conditions; and WHEREAS, this Ordinance was introduced and read by title only at a meeting of the San Rafael City Council on the 20th day of October 2025 and adopted at its November 3, 2025, meeting.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN RAFAEL DOES ORDAIN AS FOLLOWS:
-2-
DIVISION 1. Title 4, Chapter 4.08 of the Municipal Code of the City of San Rafael is hereby amended to read as follows, with addition shown in underlined and deletions shown with strikethrough:

CHAPTER 4.08. FIRE CODE
Sections: 4.08.010 Purpose.

4.08.020 Adoption of the California Fire Code, 20222025 Edition with Amendments and the International
Fire Code, 20212024 Edition, with
Amendments; and Appendix A of the 20212025
International Wildland-Urban Interface Code
and the 2024 International Wildland-Urban
Interface Code.

4.08.030 Definitions.

4.08.040 Administration and enforcement of the fire code.

4.08.050 The Fire Chief has powers of police and
authority to arrest and issue citations.

4.08.060 Restrictions on the storage of flammable and
combustible liquids in aboveground tanks
outside of buildings.

4.08.070 Restrictions on the storage and dispensing of
liquefied petroleum gases (LP-gas).

4.08.080 Explosives and blasting agents prohibited.

4.08.090 Restrictions on storage of compressed natural
gas.

4.08.100 Restrictions on storage of stationary tanks of flammable cryogenic fluids.

4.08.110 New materials, processes or occupancies which
may require permits.

4.08.120 Amendments to the fire code.

4.08.130 Enforcement and penalties.

4.08.140 Appeals.
-3-

4.08.010 Purpose.

The 20222025 California Fire Code which consists of certain portions of the 20212024 International Fire Code as amended by the California Building Standards Commission described in Section 4.08.020 are adopted for the following purposes:

1. To prescribe regulations and building standards in order to protect life and property from fire, explosion, earthquake and other disasters;

2. To provide for permits as prescribed herein;

3. To establish and maintain a Fire Prevention Bureau;

4. To provide penalties for violations of this code.

4.08.020 Adoption of the California Fire Code, 20222025 Edition with Amendments based on the International Fire Code, 20212024 Edition, with Amendments and Appendix A of the 2021 and the 2025 International WildlandUrban Interface Code, based on the 2024 International Wildland-Urban Interface Code.

The City Council hereby adopts for the purpose of prescribing regulations governing conditions hazardous to life and property from fire or explosion, those certain codes which contain building standards and fire safety standards known as the 20222025 California Fire Code (International Fire Code, 20212024 Edition as amended by the State of California) as published by the California Building Standards Commission, together with appendices B, BB, C, CC, D, H, and O thereto; and the 2021 International Fire Code; and Appendix A of the 20212025 International Wildland-Urban Interface Code (2024 International Wildland-Urban Interface Code and Appendix A; save and except such portions as are herein added, deleted, modified or amended). Where conflicts occur between provisions of the 20222025 California Fire Code and the 20212024 International Fire Code and Appendix A of the 2025 International Wildland-Urban Interface Code and the 20212024 International Wildland-Urban Interface Code, the provisions of the 20222025 California Fire Code as amended and the 2025 California WildlandUrban Interface Code shall apply.

4.08.030 Definitions.

Except as words are defined in section 4.08.120, the words used in this chapter and in the adopted codes listed in 4.08.020 shall have the meaning as defined below.

The following words are defined:

1. Whenever the words “Building Code” are used, they shall mean the California Building Code, as adopted by the City of San Rafael, with amendments.

2. Whenever the words “Residential Code” are used, they shall mean the California Residential Code, as adopted by the City of San Rafael, with -4-
amendments.

3. Whenever the words “Fire Code” are used, they shall mean this chapter and the codes and standards adopted in section 4.08.020, with amendments.

4. Whenever the word “Jurisdiction” is used, it shall mean the City of San Rafael.

4.08.040 Administration and Enforcement of the Fire Code.

A. The Fire Chief has the authority to interpret, administer and enforce this code. The Fire Chief may delegate any or all of their authority under this code to such duly authorized subordinates in the Fire Department as he may designate and the actions of such duly authorized subordinates shall be construed as valid actions of the Fire Chief.

B. The Fire Chief shall have the authority and powers of a Code Enforcement Official, as specified in San Rafael Municipal Code Chapters 1.08 and 1.40, in performing the duties under this code.

C. The Fire Chief shall have the authority to order the immediate abatement of any hazard, located within or on public or private property and any public thoroughfare or railroad, when deemed by the Fire Chief to be an imminent hazard to the life, health, safety and the well-being of the public, firefighters and other City employees.

D. Whenever the Fire Chief finds an activity or use regulated by this code being performed or used in a manner contrary to the provisions of this code or in a dangerous or unsafe manner, the Fire Chief is authorized to issue an order to cause the activity or use to cease or desist immediately.

4.08.050 The Fire Chief has powers of police and authority to arrest and issue citations.

A. The Fire Chief and their duly authorized subordinates shall have the powers of a police officer in performing their duties under this code. When requested to do so by the Fire Chief, the Chief of Police is authorized to assign such available police officers as necessary to assist them in enforcing the provisions of this code.

B. The Fire Chief and their duly authorized subordinates shall have authority to arrest or to cite any person who violates any provision of the Fire Code, in the manner provided for the arrest or release on citation and notice to appear with respect to misdemeanors or infractions, as prescribed by Chapters 5, 5c and 5d of Title 3, Part 2 of the California Penal Code, including Section 853.6, or as the same hereafter may be amended.

C. It is the intent of the City Council that the immunities provided in Penal Code Section 836.5 be applicable to the aforementioned Fire Chief and their duly authorized subordinates exercising their arrest or citation authority within the course and scope of their employment pursuant to this code.

4.08.060 Restrictions on the storage of flammable and combustible liquids in -5-
aboveground tanks outside of buildings.

A. Pursuant to Sections 5704.2.9.6.1 and 5706.2.4.4 of the Fire Code, except as provided in Subsection B of this Section, the storage of flammable and combustible liquids outside buildings in aboveground tanks is prohibited in all areas of the City.

B. Providing storage of flammable and combustible liquids is within an approved aboveground fuel storage tank as required by the Fire Code, such storage and quantities are permitted in the following districts as defined in Title 14 of the Municipal Code:

1. Districts designated as I, LI/O, M, MC, or CCI/O shall be permitted to have a maximum of ten thousand (10,000) gallons at any one (1) site.

2. Districts designated as PD, providing that they are industrial use in nature, shall be permitted to have a maximum of ten thousand (10,000) gallons at any one (1) site.

3. Districts designated as GC, C/O, FBWC, or PD (providing that they are commercial use) shall be permitted to store a maximum of five thousand (5,000) gallons at any one (1) site.

4. Discretion may be exercised by the Fire Chief to modify the maximum capacities allowed by this section, in accordance with regulations and standards adopted by the Fire Chief to protect against any increased hazards to life or property.

C. Bulk plants for the storage of flammable or combustible liquids are prohibited within the jurisdiction.

D. Prior to the Fire Department authorizing installation of a tank system, the applicant shall apply for and obtain Environmental and Design Review Permit approval from the Community Development Department as provided in Chapter

14.25. 4.08.070 Restrictions on the storage and dispensing of liquefied petroleum gas (LP-gas).

A. Pursuant to Section 6104.2 of the California Fire Code, except as provided in Subsection B of this Section, the storage of LP-gas is prohibited in all areas of the City.

B. Storage, limited to one thousand (1,000) gallons of LP-gas at any one (1) site, is permitted in the following districts as defined in Title 14 of the Municipal Code, except that up to one thousand five hundred (1,500) gallons of LP-gas may be permitted at any one (1) site, provided that the LP-gas storage tank system is protected in a manner approved by the Fire Chief:

1. Districts designated as I, LI/O or CCI/O;

2. Districts designated as PD, providing that they are industrial use in nature;

3. Districts designated as GC, C/O, FBWC, HO, 2/3 MUE, 2/3 MUW, M, MC or PD (providing that they are commercial use) only if the tank system is wholly protected in a manner approved by the Fire Chief. -6-
C. The storage of any LP-gas tank system in any residential district is prohibited unless there are no natural gas lines available to be connected to the residence.

D. The dispensing of LP-gas is prohibited in all districts except such dispensing is permitted in those districts outlined in Subsection B of this Section.

E. Exceptions to the Restrictions.

1. Limited quantities only when used in conjunction with home LP-gas barbecues, recreational vehicles or similar uses;

2. Limited quantities only when used in conjunction with LP-gas driven vehicles;

3. Limited quantities only when used in conjunction with construction projects for which a Building Permit has been issued;

4. Existing bulk LP-gas facilities shall be able to continue their use and shall be able to relocate their facilities with the express permission of the Fire Chief and the City Council.

F. Prior to the Fire Department authorizing installation of a tank system, the applicant shall apply for and obtain Environmental and Design Review Permit approval from the Community Development Department as provided in Chapter

14.25. 4.08.080 Explosives and blasting agents prohibited.

Except where an operational permit is issued in accordance with Section 105.5.16 or Section 105.5.42.44 of the Fire Code, the manufacture, storage, handling, sale, or use of any explosives, explosive materials, blasting agents, fireworks or pyrotechnic special effects is prohibited within the jurisdiction.

4.08.090 Restrictions on storage of compressed natural gas.

Compressed natural gas facilities and storage are prohibited in all areas of the City except the following districts as defined in Title 14 of the Municipal Code:

1. Districts designated as I, LI/O or CCI/O;

2. Districts designated as PD providing that they are industrial use in nature.

4.08.100 Restrictions on storage of stationary tanks of flammable cryogenic fluids.

Pursuant to Chapter 55 of the Fire Code, the storage of flammable cryogenic fluids in stationary containers is prohibited in all areas of the City except the following districts as defined in Title 14 of the Municipal Code:

1. Districts designated as I, LI/O or CCI/O;

2. Districts designated as PD providing that they are industrial use in nature. -7-

4.08.110 New materials, processes or occupancies which may require permits.

The Fire Chief shall determine and specify, after giving affected persons an opportunity to be heard, any new materials, process or occupancies which shall require permits in addition to those now enumerated in the Fire Code. The Fire Chief shall post such list in a conspicuous place in their office and distribute copies thereof to interested persons.

4.08.120 Amendments to the Fire Code.

The 20222025 California Fire Code and the 20212024 International Fire Code are amended or modified, as follows:

Section 1.11.2.1 is hereby amended to read as follows:

1.11.2.1.1 Enforcement. Pursuant to Health & Safety Code Section 13146, the Fire Chief shall have the responsibility for enforcement of building standards adopted by the State Fire Marshal and published in the California Building Standards Code relating to fire and panic safety and other regulations of the State Fire Marshal, for Group R-3 occupancies and all buildings and property subject to regulation by the City.

Section 102.5 is hereby amended to read as follows:
102.5 Application of California Residential Code. Where structures are designed and constructed in accordance with the California Residential Code, the provisions of this code shall apply as follows:

1. Design and construction provisions: Provisions of this code pertaining to the exterior of the structure shall apply including, but not limited to, premises identification, fire apparatus access and water supplies.

Provisions of this code pertaining to the interior of the structure shall apply when specifically required by this code, including but not limited to Section 903.2 and Chapter 12. Where interior or exterior systems or devices are installed, construction permits required by Section 105.6 of this code also shall apply.

2. Administrative, operational and maintenance provisions: All such applicable provisions of this code shall apply.

Section 103.1 is hereby amended to read as follows:
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103.1 Fire Prevention Bureau. The Fire Prevention Bureau is established within the Fire Department under the direction of the Fire Chief. The function of the Fire Prevention Bureau shall include the interpretation, implementation, administration and enforcement of the Fire Code and adopted standards. The Fire Prevention Bureau is authorized to enforce the provisions of other codes and ordinances of the City pertaining to the storage, handling and use of hazardous materials, fire and life safety, and the fire protection system requirements of the Building Code and the Residential Code.

Section 104.12 is hereby added to read as follows:
104.12 Liability of persons causing a Fire Department response. The Fire Department may recover the costs and expenses of a Fire Department response (incident) within the responsibility for enforcement of the Fire Chief, including all costs and expenses of the Fire Department and other mutual aid Fire Departments responding to the incident, where the incident has been caused by the willful misconduct or negligence of the party that caused the incident. These response costs shall be a debt of the business, corporation, individual or other responsible party owed to the Fire Department and to the other responding mutual aid Fire Departments. The City may collect response costs on behalf of itself, and also may collect response costs on behalf of the other mutual aid Fire Departments with their consent. The mutual aid Fire Departments also may collect their response costs directly from the responsible party. The City shall compute and bill the responsible party for such response costs and expenses, with payment due within thirty (30) days following the mailing of the bill, unless an appeal is filed as provided in Section 4.08.140 A. Upon failure to pay the response costs and expenses when due, the responsible person shall be liable, in a civil action brought by the City, for such response costs and expenses, and costs of the litigation, including reasonable attorneys’ fees.
104.12.1 Liability for correction and abatement. Where the Fire Chief determines that a violation of any provision of this Chapter constitutes an immediate threat to public health or safety, the Fire Chief is authorized to take such corrective action as may be necessary to cause the summary abatement of the violation. The City may recover the costs and expenses associated with the correction and abatement of a violation or hazardous condition, including all costs and expenses incurred by the City and contractors hired by the City to cause the correction and abatement. These correction and abatement costs shall be a debt of the owner, business, corporation, individual or other responsible party owed to the City. The City shall compute and bill the responsible party for such correction and abatement costs and expenses, with payment due within thirty (30) days following the mailing of the bill, unless an appeal is filed as provided in Section

4.08.140 A. Upon failure to pay the correction and abatement costs and expenses when due, the responsible person shall be liable, in a civil action brought by the -9-
City, for such correction and abatement costs and expenses, and costs of the litigation, including reasonable attorneys’ fees.

Section 104.13 is hereby added to read as follows:

Section 104.13. Fire prevention resource sharing. Other enforcement agencies shall have authority to render necessary assistance to the City in plan review, inspection, code interpretation, enforcement and other fire prevention services when authorized and as delegated by the Fire Chief, by written agreement Section 105.2.5 is hereby added to read as follows
105.2.5 Operational permit applications. Application for operational permits (i.e: Assembly, Pyrotechnic, Tents, etc.) shall be submitted at least ten (10) business days prior to the scheduled event date. Applications submitted less than ten (10) business days prior to the event date may be charged one and onehalf (1½) times the regular permit rate.

Section 105.76.26 is hereby added to read as follows:
105.76.26 Vegetation Management Fire Protection Plan. A construction permit is required to implement a vegetation management fire protection plan for a new structure located in the Wildland-Urban Interface as designated in San Rafael Municipal Code Section 4.12.010. The vegetation management fire protection plan shall comply with Chapter 49 of this code and the Vegetation Management Standards in San Rafael Municipal Code Section 4.12.030.

Section 107108.2 is hereby amended to read as follows:
107108.2 Master fee schedule. The fees for permits and other services shall be as established in the Master Fee Schedule Resolution of the City Council as adopted from time to time. The fee shall be set to cover the cost to review the application, issue a permit, and inspect the intended construction, activities, operations, use, or functions. The fees must be paid to the City prior to engaging in the construction, activities, operations, use or functions.

Exception: The applicant for a given permit shall be exempt from payment when the event is sponsored by the City, or work to be conducted is located on properties owned by the City, or as otherwise determined by the Fire Chief.

Where it is determined during inspections that the construction, activity, or use -10-
repeatedly fails to comply with the requirements of the Fire Code, and additional inspections or re-inspections are required to verify compliance, the Fire Chief may require those additional inspections be billed at the fully burdened hourly rate as published by the City’s Finance Director.

Section 107108.4 is hereby amended to read as follows:
107108.4 Work commencing before permit issuance. Any person who commences any work, activity, operation or use regulated by this code before obtaining the necessary permits may be subject to an additional investigation fee as determined by the Fire Chief; the investigation fee shall be two (2) times the normal permit fee, and shall be in addition to the normal permit fee as specified in the Master Fee Schedule Resolution.

Section 107108.7 is hereby added to read as follows
107108.7 After hours inspection fees. An after-hours inspection is an inspection conducted outside of normal work hours; 8:30 AM – 5:00 PM, Monday – Friday. Where an afterhours inspection is performed before or following normal work hours that inspection may be charged by the hour. Where an inspector is called back to duty to perform an afterhours inspection, that inspection may be charged at four (4) hours minimum, then by the hour for any additional hours required over four (4). The afterhours inspection fee shall be charged at a rate of one and one-half (1½) times the fully burdened hourly rate as published by the City’s Finance director.

Section 112113.4 is hereby amended to read as follows:
112113.4 Violation penalties. Persons who shall violate a provision of this Chapter and the Fire Code or shall fail to comply with any of the requirements thereof or who shall erect, install, alter, repair or do work in violation of the approved construction documents or direction of the Fire Chief, or of a permit or certificate used under provisions of this code, shall be subject to the enforcement and penalties set forth in Section 4.08.130. Each day that a violation continues shall be deemed a separate offense.

Section 113114.4 is hereby amended to read as follows:
113114.4 Failure to comply. Any person who shall continue to work after having been served with a stop work order, or any person who shall continue an activity or a use after having been served with a cease and desist order, shall be guilty of misdemeanors/infractions and are subject to the penalties set forth in -11-
Section 4.08.130.

Section 202 is hereby amended by adding the definition of “Coverings” as follows:

COVERINGS. As applied to the definition of Substantial Remodel only, coverings shall mean materials including, but not limited, to gypsum board, lath and plaster, paneling (including wood paneling), floor boards, brick and mortar, or other materials attached to rough framing of the building elements. Coverings do not include finishes, such as carpet, tile, paint or wall paper.

Section 202 definition of “False Alarm” is hereby amended to read as follows:

FALSE ALARM. False alarm shall mean an alarm signal, willful, knowing or otherwise, initiating a response by the Fire Department where an emergency situation did not or does not exist.

Section 202 is hereby amended by adding the definition of “Fire Prevention Standards” as follows:

FIRE PREVENTION STANDARDS. Fire prevention standards shall mean those supplemental rules and regulations that have been approved by the Fire chief to provide additional guidance and interpretation of this code.

Section 202 is hereby amended by adding the definition of “Fire Road” as follows:

FIRE ROAD. Fire road shall mean any improved or unimproved road, public or private, that provides access for firefighting equipment and personnel to undeveloped areas.

Section 202 is hereby amended by changing the first sentence of the definition of “Fireworks” to read as follows:

FIREWORKS. Fireworks shall mean any composition or device for the purpose of producing a visible or audible effect for entertainment purposes by combustion, deflagration, or detonation, and any “safe and sane” fireworks as defined by section 12529 of the State of California Health and Safety Code, and including

1.4G fireworks and 1.3G fireworks as set forth hereafter. [Remainder is unchanged]
Section 202 is hereby amended by adding the definition of “Pre-plans” as follows:
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PRE-PLANS. Pre-plans shall mean detailed plans of buildings and premises where there may be special challenges for emergency operations. These pre-plans include information on the building's location, occupancy, hazards, fire department connections and hydrants, access, building layout, and other pertinent data that would assist the fire department in case of an emergency.

Section 202 is hereby amended by adding the definition of “Public Storage Facility” as follows:

PUBLIC STORAGE FACILITY. A public storage facility shall mean any business that sells, leases or rents space to the public, whether it is a building, storage container or similar configuration.

Section 202 is hereby amended by adding the definition of “Substantial Remodel” as follows:

SUBSTANTIAL REMODEL. Substantial remodel shall mean the alteration of any structure which combined with any additions to the structure, performed within any three (3) year period, affects a floor area which exceeds fifty percent (50%) of the existing floor area of the structure. When any changes are made in the building, such as walls, columns, beams or girders, floor or ceiling joists and coverings, roof rafters, roof diaphragms, foundations, piles or retaining walls or similar components, the floor area of all rooms affected by such changes shall be included in computing floor areas for purposes of applying this definition. This definition does not apply to the replacement and upgrading of residential roof coverings or exterior wall finishes.

Section 202 is hereby amended by adding the definition of “Temporary” as follows:

TEMPORARY. Temporary shall mean any occupancy, activity, or use for a period of less than one hundred eighty (180) days.

Section 304.1.23 is hereby amended to read as follows:
304.1.23 Vegetation. At the direction of the Fire Chief to reduce the fire hazard, weeds, grass, vines, brush, trees, or other growth that is capable of being ignited and endangering public or private property, a fire apparatus access road, a public thoroughfare, or a railroad, shall be cut and mulched or removed by the owner or occupant of the premises or by the responsible public agency in accordance with 304.1.2.1 and 304.1.2.2.
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304.1.23.1 Vegetation clearance. Vegetation located within ten (10) feet of the outlet of a chimney or stove pipe shall be cut and mulched or removed.

Vegetation located within one hundred (100) feet of a building shall be cut and mulched or removed. Vegetation located within ten (10) feet of a fire apparatus access road, a public thoroughfare, or a railroad shall be cut and mulched or removed. The minimum clearances specified above may be increased by the Fire Chief where there may be special challenges for emergency operations. 304.1.23.2 Wildland-Urban Interface areas. Vegetation clearance requirements in Wildland-Urban Interface areas shall be in accordance with Chapter 49 of this code and San Rafael Municipal Code Chapter 4.12.

Section 307.4.2 is hereby amended to read as follows:
307.4.2 Recreational Fires. Recreational fires within the jurisdiction limits of the City are subject to Sections 307.4.2.1 through 307.4.2.4. 307.4.2.1 City property. Recreational fires are prohibited on City owned property.

Exception: Where an operational permit is issued in accordance with Section 105.5.34.
307.4.2.2 Wildland-Urban interface properties. Recreational fires are prohibited in Wildland-Urban Interface areas as designated in San Rafael Municipal Code Section 4.12.010.

Exception: Where an operational permit is issued in accordance with Section 105.5.34.
307.4.2.3 Other properties. For all properties other than those identified in Section 307.4.2.1 and 307.4.2.2 above, recreational fires shall be conducted in compliance with all of the following:
307.4.2.3.1. Recreational fires shall be conducted in accordance with applicable Fire Prevention Standards;
307.4.2.3.2. Recreational fires shall not be conducted within 25 feet of a structure or combustible materials;
307.4.2.3.3. Conditions which could cause a fire to be spread within 25 feet of a structure shall be eliminated prior to ignition; 307.4.2.3.4. Recreational fires shall be conducted under the constant supervision and control of the Owner or tenant of the property;
307.4.2.3.5. A charged portable fire extinguisher with a minimum capacity of 4-A, or a charged garden hose, shall be available for use at the location of the recreational fire.
307.4.2.3.6. Upon completion of use, the Owner or tenant of the property shall ensure the recreational fire is completely extinguished prior to leaving the recreational fire unattended.
307.4.2.4 Fire Department Response. Where the Fire Department responds to the location of a recreational fire, the Fire Department Officer -14-
in charge of the response is authorized to extinguish the fire for noncompliance with Section 307.4.2, any operational permit that has been issued, or the applicable Fire Prevention Standards, or where the recreational fire is a fire hazard.

Section 307.4.3 is hereby modified by deleting the exception.

Section 308.1.2 is hereby amended to add the following concluding sentence:

Smoking is prohibited within all Parks as defined in San Rafael Municipal Code Section 8.10.015 and Open Space areas as defined in San Rafael Municipal Code Section 19.10.020, located within jurisdiction limits.

Section 324 is hereby added as follows:

Section 324 Fireworks
324.1 Fireworks prohibited. Except where an operational permit is issued in accordance with Section 105.5.16 or Section 105.5.4244 of the Fire Code, the manufacture, storage, sale, possession, handling, or use of any fireworks as defined in Section 202, is prohibited within jurisdiction limits. 324.2 Seizure. The Fire Chief shall seize, remove or cause to be removed, at the expense of the owner or person in possession, all stocks of fireworks offered or exposed for sale, stored, used or held in violation of this code.

Section 407.8 is hereby added as follows:
407.8 Pre-plans. Pre-plans shall be developed for buildings and premises where there may be special challenges for emergency operations, as determined by the Fire Chief.

Section 503.1.2 is hereby amended by adding the following concluding sentence:

The Fire Chief is authorized to require additional fire apparatus access roads for all newly constructed vehicle parking areas and for all new or altered structures, facilities, uses, or hazards.

Section 503.1.4 is hereby added as follows:
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503.1.4 Fire roads. Fire roads shall be provided for firefighting equipment, apparatus and personnel to undeveloped areas of the City so as to gain access to improved, unimproved, and undeveloped areas in a manner approved by the Fire Chief. Any vehicle or other obstruction to Fire Department access may be towed away or removed at the owner's expense.

Section 503.2.3 is hereby amended to read as follows:
503.2.3 Surface. Except for fire roads, fire apparatus access roads shall be designed and maintained to support the imposed loads of fire apparatus and shall be surfaced with asphalt or concrete so as to provide all-weather driving capabilities.

Section 503.2.6.1 is hereby added as follows:
503.2.6.1 Load testing. Bridges, piers and wharfs used for fire apparatus access shall be load tested to the original designed capacity when required by the Fire Chief.

Section 503.4 is hereby amended by adding the following concluding sentence:

Any vehicle or other obstruction may be towed away or removed at the owner's expense.

Section 503.4.2 is hereby added as follows:
503.4.2 Prohibition on vehicular parking on private access ways. If, in the judgment of the Fire Chief, it is necessary to prohibit vehicular parking along private access ways serving existing facilities, buildings, or portions of buildings in order to keep them clear and unobstructed for fire apparatus access, the Fire Chief may issue an Order to the owner, lessee or other person in charge of the premises to paint the curbs red or install signs or other appropriate notices to the effect that parking is prohibited by Order of the Fire Department. From the effective date of the order, it shall be unlawful for such owner, lessee or other person in charge of the premises to fail to install, maintain in good condition, the form of notice so prescribed. When such areas are marked or signed as provided herein, no person shall park a vehicle adjacent to any such curb or in the private access way contrary to such markings or signs. Any vehicle so parked in the private access way may be towed away at the expense of the owner of the vehicle.

Section 505.1 is hereby amended to read as follows:
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505.1 Address numbers. New and existing buildings shall have approved address numbers, building numbers or approved building identification placed in a position that is plainly legible and visible from the street or road fronting the property. Numbers painted on the curb do not satisfy this requirement. These numbers shall contrast with their background. Address numbers shall be Arabic numerals or alphabet letters. Said numbers shall be either internally or externally illuminated in all new construction or substantial remodels. Number sizes shall be as follows: Minimum of one-half-inch (1/2″) stroke by four inches (4″) high for residential applications, minimum one-half-inch (1/2″) stroke by six inches (6″) high for commercial applications. Larger sizes may be required by the Fire Chief based on distance from the street or road fronting the property. All buildings abutting on any public or private street, avenue, drive, road, place or lane within the City shall be given and marked with an official address number. Where access is by means of a private way, a monument, or other sign may be required by the Fire Chief to identify the building. The Chief Building Official shall decide the proper number to be assigned to any building. Where required by the Fire Chief, address numbers shall be provided in additional approved locations to facilitate emergency response. Address numbers shall be maintained.
505.1.1 Multi-tenant buildings. Numbers or letters shall designate all separate occupancies within new or existing multi-tenant buildings. Size shall be minimum one-quarter-inch (1/4″) stroke by two inches (2″) high and on a contrasting background for tenant spaces accessed from an interior corridor, and as indicated in Section 505.1 for spaces with exterior access doors. In multi-story or larger buildings, directional address numbers or letters shall be provided at a central location. Said addresses or numbers shall be posted at a height no greater than 5 feet, 6 inches (5′ - 6″) above the finished floor and shall be either internally or externally illuminated in all new construction or substantial remodels. 505.1.2 Rear addressing. Where required by the Fire Chief, approved numbers or addresses shall be placed on all new and existing buildings in such a position as to be plainly visible and legible from the fire apparatus road at the back of a property or where rear parking lots or alleys provide an acceptable vehicular access. Number stroke and size shall comply with Section 505.1.

Section 506.1 is hereby amended by adding the following concluding sentences:
506.1. Key Boxes. Except for single family dwellings, all buildings which have installed therein an automatic fire alarm system, automatic fire sprinkler system or a security gate, shall have an approved key box system installed. All facilities that are required to have Hazardous Materials Business Plans shall have an approved key box system installed. All electronic operated vehicular gates, including gates serving single family dwellings, shall have an approved key switch override system mounted on a stanchion or wall as approved by the Fire Chief. -17-
Section 507.5.1.2 is hereby added as follows:
507.5.1.2 Fire hydrant upgrades. When additions or alterations to structures are made, the nearest existing fire hydrant shall be upgraded to the minimum standard of a Clow model 950, wet barrel type hydrant with one (1) four and one-half inch (4½”) outlet and one (1) two and one-half inch (2½”) outlet for single family dwellings, or for all other applications or structures to a Clow model 960, wet barrel type hydrant with one (1) four and one-half inch (4½”) outlet and two (2) two and one-half inch (2½”) outlets.

Exceptions 1: If the cost of upgrading the fire hydrant exceeds two percent (2%) of the cost of the project, based on the Building Permit valuation.

Exception 2: This section does not apply where an automatic fire sprinkler system is installed throughout the building.

Section 903.2 is hereby amended to read as follows:
903.2 Where Required; All Occupancies and Facilities. An automatic fire sprinkler system shall be installed in all of the following:

1. Every newly constructed, building or facility.

Exception: Freestanding structures not more than one thousand (1,000) square feet and provided with exterior wall and opening protection as per Table 602 of the Building Code.

2. Newly created, attached, second dwelling units which meet the definition of a substantial remodel.

3. All other existing buildings, where required by the Fire Chief in accordance with the following:
i. All buildings where improvements occur during any three (3) year period which meet the definition of a substantial remodel.
ii. All buildings in excess of three thousand (3,000) square feet which have more than ten (10) percent floor area added within any three (3) year period. iii. A change in the use of a building that results in a higher fire or life safety hazard when the square footage of the area changing use is more than fifty (50) percent of the square footage of the existing building. iv. Where fire sprinklers are required by the provisions above, they shall be extended throughout the building.

4. All public storage facilities.

5. All tunnels used for the transportation of people or any type of vehicle.

The requirements for fire sprinklers in this code section are not meant to disallow the provisions for area increase, height increase, or fire-resistive-rated substitution if otherwise allowed by the Building Code or Residential Code.

Sections 903.2.1 through 903.2.17 and 903.2.19 through 903.2.21 remain the same. -18-
Section 903.2.18 is hereby modified by deleting the exception.

Section 907.2.11.2.3 is hereby amended to add the following concluding sentence:

Replacement of existing smoke alarms which are hardwired and/or interconnected shall be made with an alarm of the same functionality.

Section 907.8.5 is hereby added as follows:
907.8.5 False and nuisance fire alarm – public nuisance. A protected premises fire alarm shall constitute a public nuisance if it actuates three (3) or more false or nuisance alarms within any calendar year. This section shall be effective thirty (30) days after fire alarm system installation is operational. 907.8.5.1 False alarm response fee. Where a protected premises fire alarm constitutes a public nuisance as specified in Section 907.8.5, the owner or lessee shall be responsible for the City’s false and nuisance alarm response fees as specified in the Master Fee Schedule Resolution adopted by the City Council.

Section 1015.2 is hereby amended by adding the following sentence to the end of the paragraph before the Exceptions:

Guards are also required at waterfront bulkheads, fixed piers and gangways.

Sections 1015.8.2 and 1015.8.3 are hereby added as follows:
1015.8.2 Existing Hotels. The provisions of sections 1015.8 shall apply retroactively to all existing hotels.
1015.8.3 Clear area adjacent to hotel window opening. There shall be no furniture, fixed or moveable, placed within thirty-six inches (36″) of any openable portion of a window. Hotels shall also provide notice to prospective guests of this requirement.

Section 1030.3.2 is added as follows:
1030.3.2 Group I-2 Hospital Obstructions. In Group I-2 Hospitals, the required clear width for aisles, corridors and ramps that are part of the required means of egress shall comply with Section 1018.2. The facility shall have a plan to maintain the required clear width during emergency situations. -19-
Exception: In areas required for bed movement, equipment shall be permitted in the required width where all the following provisions are met:

1. The equipment is low hazard and wheeled.

2. The equipment does not reduce the effective clear width for the means of egress to less than 5 feet (1525 mm).

3. The equipment is limited to:

3.1 Equipment and carts in use;

3.2 Medical emergency equipment;

3.3 Infection control carts; and

3.4 Patient lift and transportation equipment.

4. Medical emergency equipment and patient lift and transportation equipment, when not in use, is required to be located on one side of the corridor.

5. The equipment is limited in number to a maximum of one per patient sleeping room or patient care room within each smoke compartment.

Section 1103.8.1 is hereby amended by adding the following subsections, following the Exceptions:

A. On or after January 1, 1986, every single-family dwelling and factorybuilt housing, as defined in Health and Safety Code Section 19971, which is sold shall have operable smoke alarms installed. The smoke alarms shall be approved and listed by the State Fire Marshal and installed in accordance with section 907.2.11.2. Battery operated smoke alarms shall be deemed to satisfy the requirements of this section.

B. On or after January 1, 1993, every apartment building shall have installed a hardwired smoke alarm with battery back-up located within every dwelling unit. This smoke alarm shall be located outside of sleeping rooms and the primary power shall be from the building wiring, with no intervening switches other than the circuit breaker. The smoke alarm shall be approved and listed by the State Fire Marshal.

Section 1104.5.2 is hereby added as follows:
1104.5.2 Change of ownership. Buildings, portions of buildings, or occupancies shall meet the requirements of Section 1104.5 upon a change of ownership.

Section 5704.3.3.11 is hereby added as follows:
5704.3.3.11 Storage of flammable and combustible liquids and other hazardous materials. The storage of flammable or combustible liquids or other hazardous materials in public storage facilities is prohibited. Such facilities shall post legible and durable signs to indicate same in a manner and locations as -20-
specified by the Fire Chief. This section shall apply to new and existing public storage facilities.

Exception: Only those quantities of flammable and combustible liquids necessary for normal maintenance of the facility.

Appendix D103.5, Subsection 1 is hereby amended to read as follows:

D103.5, Subsection 1 Gate Opening Width. Except for a single one- or two-family dwelling, the minimum unobstructed gate width shall be twenty (20) feet.

For a single one- or two-family dwelling, the minimum unobstructed gate width shall be sixteen (16) feet, except where a narrower width is approved by the Fire Chief for exceptional circumstances.

4.08.130 Enforcement and penalties.

A. In addition to the enforcement powers and remedies provided in the Fire Code, the Fire Chief shall have the power to enforce the provisions of this code as provided in Chapters 1.40, 1.42, 1.44, and 1.46 .

B. Violations of the Fire Code as adopted in this code are misdemeanors/infractions and are subject to the penalties set forth in Section

1.42.010 of the San Rafael Municipal Code.

C. The imposition of one (1) penalty for any violation shall not excuse the violation or permit it to continue and all such persons shall be required to correct or remedy such violations or defects within a reasonable time and, when not otherwise specified each day that a violation occurs or continues, after a final notice has been delivered shall constitute a separate offense. The application of both penalties shall not be held to prevent the enforced correction of prohibited conditions.

D. Nothing contained in Subsections A through C of this Section shall be construed or interpreted to prevent the City from recovering all costs associated with a Fire Department response as described in Section 104.12 of the Fire Code.

E. Any violation of any provision of this code shall constitute a public nuisance, and shall entitle the City to collect the costs of abatement and related administrative costs, by a code enforcement assessment lien and special assessment pursuant to Section 1.46.160 of the San Rafael Municipal Code, or by a nuisance abatement lien and special assessment pursuant to Government Code Sections 38773.1 and 38773.5. Prior to recordation of such a lien or processing such a request for special assessment, the City shall give written notice to the record owner of the affected property. In addition, the City shall be entitled to collect such abatement costs and related administrative costs, together with litigation costs and attorneys’ fees, in a civil action pursuant in Section 1.42.020 of the San Rafael Municipal Code.
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4.08.140 Appeals.

A. Any person receiving a bill for Fire Department response costs and expenses pursuant to Section 104.12 108.1 of the Fire Code, may file within thirty (30) days after the date of mailing the bill, an administrative appeal against imposition of the civil penalty or response costs and expense. The appeal shall be in writing and filed with the Fire Chief, and shall include a copy of the bill and statement of the grounds for appeal. The Fire Chief shall conduct an administrative hearing on the appeal, after giving the appellant at least ten (10) days' advance written notice of the time and place of the hearing. Within ten (10) days after the hearing, the Hearing Officer shall give written notice of the decision to the appellant, which decision shall be final. If the appeal is denied in part or full, all amounts due shall be paid within thirty (30) days after the mailing of the notice of the decision of the Hearing Officer.

B. Whenever the Fire Chief shall disapprove an application or refuse to grant a permit applied for, or when it is claimed that the provisions of the code do not apply or that the true intent and meaning of the code have been misconstrued or wrongly interpreted, the applicant may appeal from the decision of the Fire Chief to the City Council within ten (10) days from the date of the decision. The provisions of this section shall not apply to corrective actions for the clearance of vegetation as specified in Sections 304.1 through 304.1.2.2 of the Fire Code, or to matters for which an appeal is provided pursuant to subsection 4.08.140(A) above.

DIVISION 2.

California Health and Safety Code Sections 17958.5, 17958.7, and 18941.5 require that findings be made in order to change or modify building standards found in the California Building Standards Code based on local climatic, geologic, or topographic conditions.

Therefore, the San Rafael City Council hereby finds that these changes or modifications to the Fire Code as adopted in Title 4 of the San Rafael Municipal Code are reasonably necessary because of the following local climatic, geological and topographical conditions:

I. Climatic conditions
a. Precipitation. Most of the annual rainfall in San Rafael occurs during the winter; it receives no measurable precipitation between May and October. During this time, temperatures average between 70 and 90 degrees. These conditions eliminate most of the moisture in the natural vegetation and heavily wooded hillsides. The area also suffers periodic droughts that can extend the dry periods to other months of the year. These conditions can be further exacerbated by high off-shore winds, or hot, dry, inland winds.
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b. Relative Humidity. Humidity generally ranges from 50% during daytime to 86% at night. It drops to 20% during the summer months and occasionally drops lower typically at the most extreme periods of the wildland fire season. c. Temperatures. Temperatures have been recorded as high as 108 degrees F.

Average summer highs are in the 75 degree to 90 degree range. d. Winds. Prevailing winds are from the northwest. However, winds are experienced from virtually every direction at one time or another. Velocities are generally in the 5 – 15 mph range, gusting to 30 mph, particularly during the summer months.

Extreme winds, up to 50 mph, have been known to occur.

II. Geological conditions
a. San Rafael lies near several earthquake faults, including the very active San Andreas Fault; there are significant potential hazards such as road closures, fires, collapsed buildings, and isolation of residents requiring assistance. b. Many areas of the City, including some highly developed industrial and commercial areas, are located on bay alluvial soils which are subject to liquefaction in the event of an earthquake.

III. Topographical conditions
a. Much of San Rafael is located in hilly areas, and many of the residential areas are heavily landscaped, and many exist adjacent to hilly open space areas which are characterized by dry vegetation and have limited access. In addition, the steepness of grades located in the hills and canyons results in narrow and winding roads, and limited water supply.
b. The major arterial route between San Francisco and Marin and Sonoma county areas, Highway 101, bisects the City of San Rafael; should that highway become impassable, alternative routes via surface streets in San Rafael may cause heavy traffic congestion, limiting emergency access or delaying response.

More specifically, the above modified building standards are listed below with the corresponding climatic, geological or topographical condition which necessitates the modification, as follows:

Section Number Climatic, geological and topographical condition

1.11.2.1 Ia, IIa, IIIa, IIIb
102.5 Ia, Ib,Ic, Id, IIa, IIIa, IIIb
103.1 Ia,Ib, Ic, Id, IIa, IIb, IIIa, IIIb
104.12 Ia, Ib, IIa, IIb, IIIa, IIIb
104.13 Ia, IIb, IIc, IId, IIa, IIb, IIIa, IIIb
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105.2.5 Id, IIa
105.7.26 Ia, Ib, Ic, Id,IIa, IIb, IIIa, IIIb
107.7 Ia, IIa, IIIa
112.4 Ia, Ib, IIa, IIb, IIIa, IIIb
113.4 Ia, IIa, IIIa
202 Ia, Ib, IIa, IIb, IIIa, IIIb
304.1.3 Ia,Ic, Id, IIa, IIIa, IIIb
304.1.3.1 Ia,Ic, Id, IIa, IIIa, IIIb
304.1.3.2 Ia,Ic, Id, IIa, IIIa, IIIb
307.4.2 Ia, Ib, Ic, Id, IIa, IIIa, IIIb
307.4.3 Ia, IIa, Ic, Id, IIb, IIIa, IIIb
308.1.2 Ia,Ib, Ic, Id, IIIa, IIIb
324 Ia,Ib, Ic, Id, IIa, IIIa, IIIb
407.8 Ic, Id, IIa, IIb, IIIa, IIIb
503.1.24 Ia, Ib, IIa, IIb, IIIa, IIIb
503.1.4 Ia, Ib, IIa, IIIa
503.2.3 Ia, Ib, IIa, IIb, IIIa, IIIb
503.2.6.1 Ia, IIa, IIb, IIIa
503.4 Ia, 1b, Ic, Id, IIa,IIIa
503.4.2 Ia, Ib, IIa, IIb, IIIa, IIIb
505.1 & .2 Ia,Ib, Ic, Id, IIa, IIIa, IIIb
506.1 Ia, IIa, Ic, Id, IIb, IIIa
507.5.1.2 Ia, IIIa, IIIb
903.2 Ia, IIa, IIIa,IIIb
907.8.5 &.5.1 Ia, Ib, IIa, IIb, IIIa, IIIb
1015.2 Ia, Ib, Ic, Id, IIa
1015.8.2 IIa, IIb, IIIa, IIIb
1015.8.3 IIa, IIb, IIIa, IIIb
1030.3.2 Ia, Ib, Ic, Id, IIa, IIb, IIIa, IIIb
1103.8.1 Ia, IIa, IIIa
1104.5.2 Ia, IIa, IIIa
5704.3.3.11 Ia, IIa, IIIb
Appendix D103.5 Ia, Ib, Ic, Id, IIa, IIIa, IIIb
DIVISION 3.

All former Ordinances or parts thereof conflicting or inconsistent with the provisions of this Ordinance codified in this chapter or the Codes hereby adopted are hereby repealed.

DIVISION 4.

If any section, subsection, sentence, clause or phrase of this Ordinance is for any reason held to be invalid, such decision shall not affect the validity of the -24-
remaining portion of this Ordinance. The City Council of the City of San Rafael hereby declares that it would have adopted the Ordinance and each section, subsection, sentence, clause or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses or phrases shall be declared invalid.

DIVISION 5.

This Ordinance shall be published once, in full or in summary form, before its final passage, in a newspaper of general circulation, published and circulated in the City of San Rafael and shall be in full force and effect on January 1, 2026. If published in summary form, the summary shall also be published within fifteen (15) days after the adoption, together with the names of those Council members voting for or against same, in a newspaper of general circulation published and circulated in the City of San Rafael, County of Marin, State of California.

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

DIVISION 6.

The City Council finds that adoption of this Ordinance is exempt from the California Environmental Quality Act (CEQA), pursuant to 14 CCR Section 15061(b)(3), since it can be seen with certainty that there is no possibility that the adoption of this Ordinance may have a significant effect on the environment.

THE FOREGOING ORDINANCE was first read and introduced at a regular meeting of the San Rafael City Council on the 20th day of October 2025, and was passed and adopted at a regular meeting of the San Rafael City Council on the 3 rd day of November
2025 by the following vote, to wit:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:
______________________________
Kate Colin, Mayor
Attest:
_____________________________
LINDSAY LARA, City Clerk
____________________________________________________________________________________

FOR CITY CLERK ONLY
Council Meeting: _______________________
Disposition: ___________________________
Agenda Item No: 7.b
Meeting Date: October 20, 2025

SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Community and Economic Development Department Prepared by: Greg Minor, Assistant Director City Manager Approval: ______________ TOPIC: ESTABLISHMENT OF MOBILE FOOD VENDING PROGRAM AND REVISED

ORDINANCE
SUBJECT: INTRODUCTION OF (1) AN ORDINANCE AMENDING TITLE 10 (BUSINESSES,

PROFESSIONS, OCCUPATIONS, INDUSTRIES AND TRADE) OF THE MUNICIPAL CODE OF THE CITY OF SAN RAFAEL, TO ADOPT CHAPTER 10.50, MOBILE VENDING PERMIT PROGRAM; (2) A RESOLUTION TO ADD MOBILE VENDING PROGRAM FEES TO THE CITY’S MASTER FEE SCHEDULE FOR FISCAL YEAR 2025-2026; AND (3) A RESOLUTION AUTHORIZING THE CITY MANAGER TO ENTER

INTO AN INTERLOCAL ENFORCEMENT MEMORANDUM OF UNDERSTANDING WITH THE COUNTY OF MARIN; CEQA DETERMINATION: EXEMPT PURSUANT TO CEQA GUIDELINES SECTION 15061(B)(3)
EXECUTIVE SUMMARY:

This report proposes the establishment of a Mobile Food Vending Program in San Rafael, through the adoption of an ordinance that would add Chapter 10.50 to the San Rafael Municipal Code, the addition of related fees to the City's Master Fee Schedule, and the execution of an agreement with the County of Marin to strengthen the City’s enforcement capabilities. The proposed measures aim to regulate mobile vending within the City of San Rafael while complying with State regulations, ensuring health, safety, and maintaining sanitary conditions.

RECOMMENDATION:

Staff recommends that the City Council introduce the above-referenced ordinance, waive further reading of the ordinance, and refer to it by title and adopt the above-referenced resolutions to add mobile vending fees to the City’s Master Fee Schedule for fiscal year (FY) 2025-26, and authorize the City Manager to enter into a memorandum of understanding (MOU) with the County of Marin.

BACKGROUND:

I. Recent State Legislation to Encourage Mobile Vending Before 2019, local jurisdictions had sole authority to regulate or ban sidewalk vending. However, the State Legislature limited local control of sidewalk vending in 2019 when the Legislature passed Senate Bill (SB) 946 to promote entrepreneurship and support immigrant and low-income communities. SB 946 SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
decriminalized sidewalk vending, prohibited local governments from banning it, and limited local ordinances seeking to regulate sidewalk vending to those that address objective health, safety, or welfare concerns. Under SB 946, violations of a local authority’s sidewalk vending ordinance may only be punished by a series of administrative fines that increase in scale as the number of violations increases, or by revocation of a sidewalk vending permit (See Government Code Section 51039.) Furthermore, SB 946 established that violations of a local ordinance, including vending without a permit, may only be penalized with administrative fines and cannot be punished as infractions or misdemeanors. Despite these restrictions, SB 946 does provide the following expressly permitted regulations:
• Cities may prohibit stationary vendors in residential zones outright; • Cities may prohibit sidewalk vendors from locating near certified farmers’ markets; • Cities may prohibit all sidewalk vending in a park (including beaches or open space areas) if a city has an exclusive concessionaire agreement for that site; • Limitations on hours of operation that are not unduly restrictive; • Requirements to maintain sanitary conditions and ensure compliance with the federal Americans with Disabilities Act;
• Requiring the sidewalk vendor to obtain from the local authority a permit for sidewalk vending or a valid business license; and
• Requiring compliance with other generally applicable laws (e.g., fire safety and health code requirements).

SB 946 also provides that cities can enact additional regulations, provided they serve the objective health, safety, and welfare concerns. The proposed ordinance incorporates the above-listed regulations and provides additional regulations that are directly tailored to the City’s objective health, safety, and welfare concerns.

In 2022, the California Legislature passed SB 972. SB 972 simplified the requirements for street vendors by introducing street vending, including a new type of retail food facility called “compact mobile food operation” (CMFO) into the food code, and limiting the equipment requirements originally established for food trucks. SB 972 defines a CMFO as a mobile food facility that operates from an individual or from a pushcart, stand, display, pedal-driven cart, wagon, showcase, rack, or other nonmotorized conveyance.

Like SB 946, SB 972 limits violations of the California Retail Food Code for CMFOs to administrative fines.

In terms of local implementation, the Environmental Health Services Division within the County of Marin’s Community Development Agency oversees the permitting of mobile vendors and enforces related laws.

The Environmental Health Services Division derives its authority from California Health and Safety Code Sections 101275 and 101280, which authorize Environmental Health staff to undertake inspections, enforcement, permitting, investigations, and emergency actions in accordance with state and local regulations.

II. San Rafael’s Experience with Unpermitted Mobile Vending Much like other local jurisdictions across California, San Rafael has seen a rise in mobile food vending following the passage of SB 946, resulting in both positive and negative outcomes. The principal benefit of increased mobile vending is expanded access to culturally relevant and affordable food options. This benefit is particularly critical in the Canal neighborhood, as it has the second-highest proportion of people living below the federal poverty level among all census tracts in Marin County. 1 Additional benefits of
1 See Marin County Priority Communities Data Explorer:
https://marincounty.maps.arcgis.com/apps/instant/lookup/index.html?appid=7fbb628711ac4d74a4f1ed4d6fa391a4 SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
mobile vending include increased neighborhood vitality through more eyes on the street, as well as entrepreneurial opportunities for food vendors.

Unfortunately, increased mobile vending has also led to a variety of negative impacts. For example, food consumed from food vendors not permitted by Marin County’s Environmental Health Services Division has led to food-borne illnesses. Likewise, vendors operating without a permitted commissary have resulted in the improper disposal of grease and garbage in the public right-of-way, which has attracted vermin. Additionally, vending on narrow sidewalks can limit or prevent people in wheelchairs from using the sidewalk, and excessive noise and odors/fumes from late-night vending have disturbed residential neighbors. City staff have observed people walking into traffic or vehicles double-parked, which creates traffic hazards.

To address the negative impacts of unpermitted food vending, the Community and Economic Development (CED) Department’s Code Enforcement Division has partnered with staff in Marin County’s Environmental Health Services Division on numerous mobile vending educational and enforcement operations. These operations include educating vendors on health permitting requirements, issuing administrative citations, and seizing and disposing of unsanitary food. While these efforts have reduced the overall amount of unpermitted vending in the City, these operations redirect limited Code Enforcement staff resources from other City priorities, and unpermitted vending continues.

In May and June 2025, the City of San Rafael partnered with County Environmental Health Services, Code Enforcement, and Parking Enforcement to conduct several coordinated operations addressing unpermitted food vending. Across these operations, City staff contacted 36 vendors, issued 11 code enforcement citations, and gave 15 warnings. County staff confiscated food from 11 vendors. In addition, Parking Enforcement issued 20 citations, and one arrest was made for public intoxication.

Similarly, in July and August 2025, Code Enforcement coordinated morning and evening operations with County Environmental Health and the Police Department to address mobile vending. In these operations, City staff contacted 32 vendors, County staff impounded food from unpermitted vendors, and City staff issued eight administrative citations. Additionally, since August 1, SRPD has responded to 24 vendorrelated incidents, most of which were calls for service, with varied outcomes. Of these, three were cancelled by the reporting party before officers arrived, one resulted in advice being given, three led to citations for other violations, six were gone on arrival, nine were handled, one was deemed unfounded, and one resulted in a warning.

City staff has prepared maps showing the locations of recent code enforcement complaints, which are provided as Attachment 4.

Most vendors were cooperative, and community members in the Canal neighborhood expressed appreciation for the City’s efforts to promote health, safety, and fair use of public spaces. Staff estimates that roughly 25 percent of the vendors were from San Rafael, with the remainder coming from outside of the area.

Ultimately, as part of the City of San Rafael’s Fiscal Years 2025-2028 Strategic Plan, the City Council has adopted the following Goal: E.6.1 Revise the Street Food Vending Ordinance and develop an implementation, enforcement, and communications plan.

III. Impoundment of Equipment
To address unpermitted vendors undeterred by administrative citations or the impounding of their food, the CED Department has conferred with Marin County Environmental Health Services staff regarding the SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
impounding of equipment from unpermitted vendors, which the County has the legal authority to do. The County has communicated that they are open to exploring this strategy; however, they are currently unable to impound equipment due to operational capacity constraints. Consequently, City and County staff have developed a Memorandum of Understanding (MOU) to coordinate enforcement strategy with the County Environmental Health Services Division, and with the City assisting the County with the transport and storage of pounded food-handling equipment. The goal of the MOU is to establish procedures that protect the safety of consumers while respecting the rights of vendors, ensure the safety of inspectors, and pragmatically utilize available resources.

ANALYSIS:

Staff recommends adopting a three-prong approach to mobile vending in San Rafael: (i) strengthening the City’s enforcement tools; (ii) providing multiple paths to legalization; and (iii) supporting local entrepreneurship.

I. Strengthening Enforcement Tools
A. Adopting a Mobile Vending Ordinance
Staff recommends adopting a mobile vending permitting ordinance to establish time, place, and manner restrictions for mobile vending to address the harmful impacts associated with unpermitted vending. For example, the proposed mobile vending ordinance requires mobile food vendors to comply with the health and safety requirements outlined in the California Retail Food Code, ensuring that the food sold by vendors is safe for consumption. Similarly, the proposed ordinance requires vendors to maintain a litterfree area within the vicinity of their vending location and properly dispose of any grease. Likewise, the proposed mobile vending permitting program requires vendors to provide sufficient space on sidewalks for the passage of people with disabilities. It prohibits late-night vending as well as vending that causes excessive noise. In terms of locations, the proposed mobile vending permitting program limits stationary vendors to commercial and industrial zones with buffers from bus stops, business entrances and exits, other vendors, schools, farmers’ markets, and special events to minimize obstructions of the public right of way and egresses out of private property. Finally, the proposed ordinance also requires vendors to comply with business and sales tax requirements that apply to all businesses.

B. Partnering with the County of Marin and Adding Code Enforcement Resources To ensure compliance with these requirements, staff recommend exploring both enhanced enforcement strategies and resources. With respect to new enforcement strategies, staff recommends that the City Council authorize the City Manager to enter an MOU with the County of Marin. The MOU will authorize CED Code Enforcement Division staff to support the work of the Marin County Environmental Health Services Division in temporarily storing equipment used by unpermitted food vendors. Unlocking this enforcement strategy is critical to addressing repeat violators who are undeterred by administrative citations to protect the public health and safety. Additionally, partnering with the County of Marin on enforcement operations offers “safety in numbers” for City and County staff, enhances communication across agencies, and maximizes bilingual resources to ensure government agencies can effectively communicate with vendors.

In addition to new enforcement strategies, in the short term, staff recommend utilizing $50,000 in funding available in CED’s contractual services budget to fund a third-party consultant to enforce mobile vending laws during peak vending seasons. This external resource is essential, as CED Code Enforcement staff are only available to address unpermitted mobile vending on overtime, as they are responsible for implementing various fee-based programs during their regular hours, namely the Housing Inspection Program (HIP), Massage Inspection Program (MIP), Short Term Rentals, and the Residential Building SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5
Resale (RBR) Program. Staff will evaluate the effectiveness of utilizing a third-party consultant for mobile vending enforcement and incorporate CED’s findings in the CED Department’s fiscal year 2026-27 budget proposal if CED determines additional ongoing funding for these services is critical.

II. Providing Multiple Paths to Legalization
Beyond introducing local regulatory requirements, establishing a mobile vending program provides multiple paths to legalization for vendors, which in turn will offer San Rafael residents a variety of affordable food options. For instance, consistent with SB 946, the proposed ordinance imposes no limit on the number of mobile vendors in the City. Additionally, the proposed ordinance allows mobile vendors to vend from both eligible sidewalk locations and private property, provided the property owner authorizes vending on their property. This private property option, administered under San Rafael Municipal Code (SRMC) Section 14.17.130 (Temporary Uses)2, presents an opportunity for vendors to collaborate and create a food park destination for customers, similar to the successful Mitote Food Park in Santa Rosa.

Ultimately, between private and public property locations, the proposed ordinance offers multiple opportunities for San Rafael residents to continue accessing affordable food.

III. Supporting Local Entrepreneurship
Establishing a mobile vending program also presents an opportunity for San Rafael to support local immigrant and low-income entrepreneurs, aligning with the intent of SB 946. Accordingly, staff recommend utilizing $25,000 in funds available in CED’s contractual services budget to pilot a local vendor priority program. In this program, CED will collaborate with a community-based organization to identify local vendors, assist them in navigating mobile vending compliance requirements, and explore creating a food park destination on private or public property. This program thus offers a “win-win-win” scenario by improving local entrepreneurs’ ability to succeed, reducing accessibility conflicts by directing foot traffic away from sidewalks, and ensuring compliance with food safety requirements through bilingual technical assistance.

In terms of timing, staff intend to lay the foundation for the local vending program over the fall and winter of 2025 and implement the program in the spring and summer of 2026 in time for peak vending season.

Specifically, following City Council adoption of a mobile vending ordinance, staff will undergo a procurement process to identify a community-based organization to manage the project and then work with the organization to develop an outreach strategy with mobile vendors. The community-based organization will then work with vendors to ensure their compliance before the spring of 2026. Staff will implement this program on a one-year pilot basis and evaluate whether to continue or modify the program going forward.

IV. Fee Considerations
Staff recommends charging nominal application and permit fees during the initial phase of the mobile vending program to avoid discouraging vendors from obtaining a mobile vendor permit. Another reason to assess a nominal fee is that it is unlikely that mobile vending permitting fees will generate enough revenue to support the addition of staff positions. For additional context, Figure One below offers a comparison of mobile vendor permitting fees adopted by other local jurisdictions, which demonstrate that 2 SRMC Section 14.17.130 (Temporary Uses) provides the CED Department Director with authority to impose performance standards on uses of one year or less, including traffic and litter control measures, emergency egress requirements, and hours of operation. If a temporary use is successful and the applicant seeks to extend beyond one year, the applicant can apply for a Conditional Use Permit with the CED Department.

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 6
local jurisdictions often charge a nominal permitting fee or avoid charging a permitting fee altogether, particularly at the inception of mobile vending programs.

Figure One: Local Jurisdictions’ Mobile Vending Permitting Fees Jurisdiction Application/Permit Fee
Hayward $0
Novato $312-$370
Oakland3 $412-$497
Richmond $103.66
Santa Rosa $25
Staff recommends an application fee of $25.00. In addition to the application fee, the mobile vending permitting ordinance requires mobile vendors to comply with existing business and sales tax requirements.

COMMUNITY OUTREACH:

Over the last year, the City has received and gathered feedback and insights on mobile vending in San Rafael from brick-and-mortar businesses, residents, and mobile vendors alike. This engagement included meetings with brick-and-mortar businesses in the Canal neighborhood who expressed frustration at the uneven playing field between their businesses and unregulated mobile vendors. Likewise, staff participated in a meeting with Voces del Canal to hear concerns regarding the lack of food safety and the need to educate mobile vendors on regulatory requirements. Finally, staff have engaged directly with mobile vendors through both the Together San Rafael Academy and Code Enforcement's educational and enforcement efforts. This item was also discussed at a meeting of the Economic Development Subcommittee on September 25, 2025.

FISCAL IMPACT:

Adoption of the proposed legislation will have a minimal fiscal impact on the City, as CED’s mobile vending enforcement efforts and the local vendor pilot program will rely on CED’s existing Fiscal Year 2025-26 budget.

ENVIRONMENTAL DETERMINATION:

Both the proposed ordinance and resolutions are exempt from the California Environmental Quality Act (CEQA), pursuant to the “common sense exemption” in Section 15061(b)(3) of Title 14 of the California Code of Regulations, since it can be seen with certainty that there is no possibility that the adoption of this legislation may have a significant effect on the environment.

OPTIONS:

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

1. Adopt the proposed legislation as drafted.

2. Adopt the proposed legislation with amendments.

3. Direct staff to return with more information.

4. Do not approve the proposed legislation.
3 During the City of Oakland’s initial phase of its current mobile vending permitting program the City of Oakland did not require mobile vendors to submit any application or permitting fees.

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 7
RECOMMENDED ACTION:

Staff recommends that the City Council introduce the above-referenced ordinance, waive further reading of the ordinance, and refer to it by title and adopt the above-referenced resolutions to add mobile vending fees to the City’s Master Fee Schedule for fiscal year (FY) 2025-26, and authorize the City Manager to enter into a memorandum of understanding (MOU) with the County of Marin.

ATTACHMENTS:

1. Draft Ordinance

2. Resolution to Adopt Mobile Vending Program Fees

3. Resolution Authorizing the City Manager to Enter into an Interlocal Enforcement Memorandum of Understanding with the County of Marin

4. Draft Interlocal Enforcement Memorandum of Understanding with the County of Marin

5. Maps of Vending Complaints

6. Ordinance Overview
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ORDINANCE NO.

AN ORDINANCE OF THE SAN RAFAEL CITY COUNCIL AMENDING TITLE 10 (BUSINESSES, PROFESSIONS, OCCUPATIONS, INDUSTRIES AND TRADE) OF THE MUNICIPAL CODE OF THE CITY OF SAN RAFAEL, TO ADOPT CHAPTER 10.50,

MOBILE VENDING PERMIT PROGRAM
WHEREAS, California Constitution, article XI, section 7, authorizes the City of San Rafael (“City”) to adopt and enforce local police, sanitary, and other ordinances and regulations that are not in conflict with the general laws.

WHEREAS, Senate Bill (SB) 946 (2018), codified at Government Code section 51036, et seq. authorizes the City to regulate sidewalk vending to help protect public health and safety.

WHEREAS, the City has seen a rise in mobile vending, particularly unpermitted food vending, in recent years, resulting in the spread of food-borne illnesses, blockage of the public right of way, litter, and improper disposal of grease, among other nuisance issues; and
WHEREAS, mobile vending offers a low-cost pathway to entrepreneurship as well as affordable food options for community members; and
WHEREAS, the City now desires to add SRMC 10.50, Mobile Vending Permit Program , to help regulate the sale of food, goods, and merchandise to ensure compliance with health and safety requirements while ensuring the accessibility of affordable food options and local entrepreneurship opportunities; and.

WHEREAS, it is necessary to adopt requirements regulating the time, place, and manner of sidewalk vending in order to protect public health, safety, and welfare; and
WHEREAS, Section 403.5.1 of the 2010 ADA Standards for Accessible Design generally requires sidewalks to have a minimum width of 3 feet for compliance with the Americans with Disabilities Act, and the City desires to protect access to public rights-of-way by disabled persons; and
WHEREAS, it is necessary to adopt additional requirements regulating the time, place, and manner of sidewalk vending in parks owned or operated by the City in order to: (1) address health, safety, and welfare concerns; (2) ensure the public’s use and enjoyment of natural resources and recreational opportunities; and (3) prevent an undue concentration of commercial activity that unreasonably interferes with the scenic and natural character of the parks.

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

Section 1. Adoption of Regulation of Mobile Vendors
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Section 10.50 of the Municipal Code of the City of San Rafael is hereby added to read as follows:

Chapter 10.50 REGULATIONS OF SIDEWALK VENDORS

10.50.010 Purpose.

A. The purpose of this chapter is to establish a permitting and regulatory program for sidewalk and other mobile vendors that complies with Government Code Section 51036, et seq.

B. The City Council finds that to promote the public health, safety and welfare, regulating mobile vending is necessary to ensure no unreasonable interference with the flow of pedestrian or vehicular traffic including ingress into, or egress from, any residence, public building, place of business, park, areas located within the immediate vicinity of a permitted certified farmers' market and a permitted swap meet, an area designated by a temporary special permit issued by the City, street to the sidewalk, and by persons exiting or entering parked or standing vehicles.

C. Prohibiting sidewalk vending in streets and medians is necessary to protect the health and safety of vendors and their patrons, because they are at risk of being struck by vehicles and/or causing vehicular accidents if vending occurs in streets or medians.

D. Limiting mobile vending hours of operation within residential neighborhoods to specific daylight hours consistent with a residential atmosphere is necessary to protect the safety of vendors and residents who would be more vulnerable to criminal activities during evening hours, and to promote the welfare of the residents by prohibiting commercial activities and associated noise and traffic during hours when residents should be able to enjoy peace and quiet.

E. These regulations ensure continuous access for the use and maintenance of sidewalks, pathways, poles, posts, traffic signs or signals, hydrants, firefighting apparatus, and mailboxes, as well as access to locations used for public transportation services.

F. These regulations ensure such activities occur only in locations where they will not restrict sidewalk and pathway access and enjoyment by individuals with disabilities pursuant to the Americans with Disabilities Act of 1990 and other disability access standards.

G. These regulations reduce exposure to the City for personal injury or property damage claims and litigation.

10.50.020 Definitions.

As used in this chapter, the following terms and phrases shall have the meaning ascribed to them in this section, unless the context in which they are used clearly requires otherwise. If a term or phrase is not defined in this section or elsewhere in this code, the most common dictionary definition is presumed to be correct. 4935-3821-1405 v3 3
"Above-ground structure" means any structure affixed to a sidewalk, including, but not limited to, a streetlight, tree well, parking meter, utility structure, utility box, bike rack, scooter corral, mailbox, trash can, elevator, kiosk, newspaper rack, picnic shelter, bench, table, wall, sign pole, traffic signal pole, signal pushbutton pole, and stairs. "Alcoholic Beverage" shall have the same meaning as defined in Section 8.18.010 of this code, or any successor section.
"Applicant" means any person who has applied for a Mobile Vending Permit to be a mobile vendor in the City.
"Cannabis" means the substances defined in Section 10.96.040 of this code, or any successor section.
"City" means the City of San Rafael.
"Certified farmers' market" means a location operated in accordance with Chapter 10.5 (commencing with Section 47000) of Division 17 of the Food and Agricultural Code and any regulations adopted pursuant to that chapter, or any successor chapter. "Concessionaire" means the holder of an exclusive agreement with the City for the sale of food or merchandise in a City-owned park.
"Conveyance" means any non-motorized wheeled device used to carry persons or property and includes pushcarts, pedal-driven carts, and wagons. "Civic Center" means the buildings, facilities, and parking lots or areas including City Hall location at 1400 Fifth Avenue, San Rafael, California, or at such other place as may be designated by the Council, fixed as the meeting place for all official meetings of the Council.
"Director" means the Director of Community and Economic Development Department, or their designated representative.
"Emergency vehicle access" means the roadway, path, or other surface that provides police or fire vehicular access from the dispatched point of origin to a facility, building, parcel, park or portion thereof. Emergency vehicle access includes, but is not limited to, fire lanes, public and private streets, parking lot lanes, access roadways, trails, and walkways.
"Food" means any type of human edible substance, including any food product or beverage as provided in Health and Safety Code Section 113781, or any successor section.
"Fire station" means any facility where fire engines and other equipment of the San Rafael Fire Department are housed.
"Goods" means items, personal property, merchandise, or any other similar item that is generally sold, including food and beverages.
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"Hardscape" means paving material, including tiles, mortared pavers, decomposed granite, colored or patterned concrete with a tile, brick, or stone appearance, or a paving material with enhanced concrete that has an exposed aggregate, colored, or salt finish. "Hearing officer" means an impartial individual designated to determine appeals . "Heating element" means any device used to create heat. "Impound" means to seize or take custody of mobile vending cart, equipment, utensils, food or merchandise (collectively classified as "items") because of a violation of any applicable law or regulation.
"Major transit stop" means the portion of a site designated as the passenger loading area that contains any of the following: an existing rail transit station, a bus or rail transit service, or the intersection of two or more major bus routes with a service interval of 15 minutes or less during the morning and afternoon peak commute periods. "Merchandise" means any goods or item(s) that can be sold and immediately obtained from a mobile vendor, which is not considered food. Items for rent shall not be considered merchandise. Merchandise does not include services.
"Mobile Vending Permit" or "permit" means a permit established by this chapter that has been issued to any applicant engaging in mobile vending activities in the City. "Mobile vendor" means a person(s) who sells food or merchandise from a vending cart or from one's person, upon a public sidewalk or on private property. It includes both roaming vendors and stationary vendors.
"Mobile vendor activities" or "mobile vending activity" means actions that qualify a person as a mobile vendor or actions done in anticipation of becoming a mobile vendor such as, but not limited to, installation, placement, or maintenance of any mobile vending cart. "Park" means any area dedicated or established as a public park or open space owned or operated by the City, including, without limitation, active and passive parks. "Pathway" or "pedestrian pathway" means a paved or improved path, or walkway used primarily for pedestrian travel, other than a sidewalk. Pathway or pedestrian pathway does not mean the grassy areas of parks.
"Person" means one or more natural persons, groups, businesses, business trusts, companies, corporations, joint ventures, joint stock companies, partnerships, entities, associations, clubs, or organizations composed of two or more individuals (or the manager, lessee, agent, servant, officer, or employee of any of them), whether engaged in business, nonprofit or any other activity.
"Portable cooking equipment" means any gas-fueled appliance used to heat, cook, or prepare food or beverages on a conveyance by a mobile vendor. 4935-3821-1405 v3 5
"Public property" means all property owned or controlled by the City, including, but not limited to, alleys, parks, pathways, streets, parking lots, sidewalks, and trails. "Public right-of-way" means a public easement for streets, alleys, or other uses, other than a sidewalk.
"Residential" means any area zoned exclusively as residential in the zoning code. "Roaming mobile vendor" means a mobile vendor who moves from place-to-place and stops only to complete a transaction.
"School" means an institution of learning that offers instruction in those courses of study required by the education code or that is maintained pursuant to standards set by the State Board of Education. This definition does not include a vocational or professional institution or an institution of higher education, including a community or junior college, college, or university.
"Services" means activities involving the performance of work for others or the provision of intangible items that cannot be returned once they are provided. Examples include, but are not limited to, hair braiding, face painting, massage, yoga, fortune telling, tattooing, and dog training.
"Sidewalk" means a public paved or hardscape sidewalk, parkway, pedestrian path, walkway or other public right-of-way specifically designed for the exclusive use of pedestrian travel. A sidewalk shall not include streets, alleys, medians, plazas, or Cityowned parking lots or structures. "Stationary mobile vendor" means a mobile vendor who vends from a fixed location. "Street" means a public or private vehicular right-of-way other than an alley or private drive.
"Swap meet" means a location operated in accordance with Article 6 (commencing with Section 21660) of Chapter 9 of Division 8 of the Business and Professions Code, and any regulations adopted pursuant to that chapter, or any successor chapter. "Temporary special permit" means a permit issued by the City for the temporary use of, or encroachment on, the sidewalk or other public property, including, but not limited to, an encroachment permit, special event permit, or temporary event permit, for purposes including, but not limited to, farmers' markets, swap meets, filming, fireworks show, parades, athletic events, public assemblies, carnivals, fairs, walks, runs and marathons, festivals, shows, seasonal or holiday events and outdoor concerts or performances. "Trail" means a paved pathway (which may consist of decomposed granite) designed to be used primarily by bicyclists, horses and other modes of transportation including Class 1 (off street) trails and riding and hiking trails as denoted in the general plan other than primarily for pedestrian travel.
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"Vend" or "vending" means to barter, exchange, sell, offer for sale, display for sale, or solicit offers to purchase food or merchandise. Vend and vending does not include the offering of services.
"Vendor" or "vending cart" means a pushcart, stand, display, pedal-driven cart, wagon, showcase, rack, or other non-motorized conveyance used for vending that is not a vehicle as defined in the vehicle code.

10.50.030 Permit Required.

A. No person, for either themselves or any other person, shall engage in any mobile vendor activities within the City without first applying for and receiving a business license from the City's Finance Department, and a Mobile Vending Permit from the City's Community and Economic Development Department in accordance with this chapter.

B. A Mobile Vending Permit is not required for a certified farmers' market, swap meet, or any activity or event authorized by a temporary special permit.

10.50.040 Permit Application.

Every person, prior to engaging in, conducting, or carrying on the business of mobile vending, shall file an application with the Community and Economic Development Department on a form approved by the City Manager or designee. Such an application shall be accompanied by a nonrefundable application permit fee if such a fee is adopted by the resolution of the City Council, and shall contain, at a minimum, identifying information about the applicant and business, the items that will be sold, the location of the mobile vending, including the location for fixed mobile vending and the route for roaming mobile vending, hours of operation, and other information deemed necessary to determine compliance with Chapter."

10.50.050 Investigation and Action Upon Permit Application.

A. Determination of Completeness. The Director shall, within 30 calendar days of application submission, review the submission of any application for a Mobile Vending Permit to determine if the application contains all of the requisite information set forth in Section 10.50.040. Any application that is missing required information or that is not accompanied by the requisite fee shall be deemed incomplete and shall not be processed by the Director. In such case, the Director shall issue a notice of incompleteness to the applicant specifying the information that is missing resulting in the incomplete application. Failure of the applicant to submit the missing information within 30 calendar days of the notice of incompleteness shall be deemed an administrative withdrawal of the Mobile Vending Permit application by the applicant.

B. Notwithstanding the provisions of this code, the Director shall approve the issuance of a Mobile Vending Permit unless the Director determines that any of the following disqualifications exist:
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1. The applicant has failed to submit any of the information, documentation, or fees required pursuant to Section 10.50.040;

2. The applicant does not possess all federal, state, and/or local permits, licenses, certificates, and/or approvals required to engage in the activity subject to the permit;

3. The applicant has made one or more materially false, misleading, fraudulent, misstatements or misrepresentations in the application or supplemental information;

4. The applicant's proposed vending activity, as described in the application, is inconsistent with the standards, conditions, prohibitions, and requirements set forth in this chapter;

5. The applicant has failed to demonstrate an ability to conform to the standards, conditions, prohibitions, or requirements set forth in this chapter;

6. The conduct of the mobile vendor will interfere with traffic or pedestrian movement, or interfere with or endanger the public peace or rights of nearby residents to the quiet and peaceable enjoyment of their property, which would result in a detriment to the public peace, health, safety, or general welfare;

7. The conduct of the mobile vendor will unduly interfere with normal governmental or City operations, threaten to result in damage or detriment to public property;

8. The conduct of such mobile vending activity will constitute a fire hazard, even after all proper safety precautions are taken;

9. The conduct of such mobile vending activity will require the diversion of police officers to properly police the area of such activity as to interfere with normal police protection for other areas of the City;

10.The applicant has had a Mobile Vending Permit revoked within the previous year;

11.The applicant has not paid all previous administrative fine(s), completed all community service, or completed any other alternative disposition associated in any way with a previous violation of this chapter;

10.50.060 Denial of Mobile Vending Permit.

A. If a Mobile Vending Permit is denied pursuant to this chapter, the applicant shall be notified in writing of the denial of the permit, along with the grounds for denial.

The notice shall also advise the applicant of the ability to appeal the denial in the manner set forth in Section 10.50.150(C). Notice shall be mailed to the applicant at the address listed in the application.

10.50.070 Term of Permit and Renewal.

A. A Mobile Vending Permit issued pursuant to this chapter shall automatically expire one year from the date issued unless an earlier expiration date is noted on the permit.
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B. Renewal of Permit. Any applicant who has been issued a Mobile Vending Permit and seeks to continue mobile vending must renew the Mobile Vending Permit, before the Mobile Vending Permit has expired, through the same application process described in Section 10.50.040. A renewal is effective when approved by the Director, not when the application is submitted. Unless timely renewed, any Mobile Vending Permit issued pursuant to this chapter shall expire and become null and void at the end of its term.

C. Renewal of Permit After Revocation. Any applicant whose Mobile Vending Permit is revoked may not renew their permit or apply for a new permit within one year from the date the permit is revoked.

10.50.080 Permit Non-Transferable.

A. A Mobile Vending Permit issued pursuant to this chapter shall not be transferable to any other entity or person.

B. Any change in ownership, sidewalk operation or vending activity of an issued Mobile Vending Permit requires the filing of a new permit application under this chapter.

10.50.090 Conditions and Restrictions Imposed on Permit; Health and Safety Justification.

A. Mobile vendors shall adhere to all operating conditions and requirements set forth in this chapter, and all restrictions, limitations, and operating requirements set forth in this chapter shall constitute conditions upon any Mobile Vending Permit issued pursuant to this chapter.

B. The conditions, restrictions and operating requirements set forth in this chapter are intended to protect the health and safety of vendors, their patrons, and the general public for reasons including, but not limited to:

1. Reducing exposure to pedestrian versus vehicle contact;

2. Ensuring better visibility of drivers entering or exiting driveways;

3. Protecting access to public rights-of-way by disabled persons to comply with the Americans with Disabilities Act;

4. Ensuring safe pedestrian pathways in areas commonly utilized by pedestrians;

5. Preventing the appearance of "marketplace" vending on sidewalks which is more likely to generate crowding on public sidewalks that would impede pedestrians and disable use of sidewalks;

6. Reducing the chance pedestrians will enter vehicular rights-of-way or block the entrance or exit of a business;

7. Reducing the danger that school children will enter into traffic and be injured or killed trying to reach a vendor;

8. Reducing unnecessary or unanticipated slowing of vehicles approaching onramps, immediately adjacent to curb and sidewalk, or exiting freeway off- 4935-3821-1405 v3 9
ramps where drivers are merging into oncoming traffic, all of which are likely to cause accidents;

9. Reducing the possibility that drivers will be distracted in their line of sight by a vendor in the way of oncoming traffic;

10.Causing visual distraction to the driving public;

11.Causing excessive noise that disturbs the peace;

12.Eliminating litter, refuse and food waste from the public rights-of-way; and

13.Reducing the likelihood of contamination deposited into the City's storm drain system.

10.50.100 General Mobile Vendor Operating Requirements.

The following operating requirements and prohibitions shall constitute conditions of any Mobile Vending Permit:

A. Sidewalk vendors shall operate in compliance with all applicable federal, state, county, and City laws, ordinances, and regulations.

B. Stationary sidewalk vendors shall display a City-issued Mobile Vending Permit and business license on the street-side portion of the City-approved vending cart. The applicant who has been issued a Mobile Vending Permit shall always be at the approved location while conducting vending activities except as permitted by law for reasonable time away due to rest, restroom, and meal breaks.

C. Roaming mobile vendors shall display a City-issued Mobile Vending Permit and business license on the City-approved vending cart; or if no vending cart is utilized, a roaming sidewalk vendor shall keep the City-issued Mobile Vending Permit and business license upon their person in a conspicuous manner at all times while conducting vending activities. The applicant who been issued a Mobile Vending Permit shall always be at the approved areas or route while conducting vending activities except as permitted by law for reasonable time away due to rest, restroom, and meal breaks.

1. Roaming mobile vendors shall move continuously except when necessary to complete a sale. Notwithstanding the foregoing, the roaming mobile vendors shall immediately move when necessary to provide access to the sidewalk to avoid impeding the flow of pedestrian or other traffic.

2. Roaming mobile vending within any residential areas of the City is prohibited daily between the hours of eight p.m. (8:00 p.m.) and eight a.m. (8:00 a.m.) of the following day.

D. Mobile vendors shall comply with all applicable laws relating to the employment of minors. Any minor assisting with or engaged in vending shall be accompanied by a mobile vendor with a valid vending permit. Any and all actions of the minor related to vending, including any violations committed by the minor, are attributable to the sidewalk vendor.
4935-3821-1405 v3 10
E. No stationary sidewalk vendor shall vend, and no roaming sidewalk vendor shall stop to make sales within the number of feet designated below from the nearest portion of the following locations:

1. Within 25 feet of a fire hydrant or connection, fire lane, fire call box, or other emergency facility;

2. On any designated emergency vehicle accessway;

3. Within three feet of the edge of any curb including areas of the curb to provide for unobstructed access for loading and unloading, parking space, access ramp designed for individuals with disabilities, public utility providers, deliveries, police, fire or other essential service activities;

4. Within 25 feet of a bus stop, taxi stand, bus bench, or bus shelter;

5. Within 25 feet of any entrance, fire escape or emergency exit of any business during the hours that the business is open to the public or to persons having or conducting lawful business therein;

6. Sidewalk vendors shall not engage in sidewalk vending activities within 25 feet of another sidewalk vendor;

7. Within 500 feet of any permitted certified farmers' market, permitted swap meet, or an area designated for use pursuant to a temporary special permit, during the operating hours or duration of the certified farmers' market, swap meet, or temporary special permit;

8. Upon any sidewalk that is within 100 feet of the nearest property line of any property on which a school, a place of worship, or a child day-care facility is located;

9. Upon any sidewalk that is within 100 feet of the nearest property line of any property on which a private and post-secondary education, college or university building or campus is located;

10.Within or on any median strip or dividing section of any street;

11.Within any landscaped area or on an unpaved surface;

12.Within 25 feet of any active encroachment permit issued and displayed during the time and dates listed in the permit;

13.Within 25 feet of any outdoor dining or patio area of a business;

14.Within any public property that does not meet the definition of a sidewalk or pathway including, without limitation, any alley, median, trail, street, roadway, parking lot, or parking structure;

15.Within any private property without having first obtained current and valid permits and licenses from the City for such activity and received express written consent of the property owner or lessee of the property; F. Mobile vendors shall not vend in a manner that blocks or obstructs the free movement of pedestrians on sidewalks and must maintain a minimum of three feet of accessible path of travel, without obstruction, along the sidewalk upon which the vendor is vending so as to enable persons to freely pass while walking, running, or using mobility assistance devices.
4935-3821-1405 v3 11
G. Mobile vendors shall not block any entrances to buildings, driveways, parking spaces, or windows.

H. Mobile vendors shall not vend to customers in vehicles unless said vehicles are lawfully parked and shall not cause vehicles to stop in traffic lanes or persons to stand in traffic lanes.

I. Mobile vendors that sell food shall maintain a trash container in or on their mobile vending station and shall not empty their trash into public trash cans. The size of the vendor's trash container shall be considered when assessing the total size limit of a stationary mobile vending. Mobile vendors shall not leave any location without first picking up, removing, and disposing of all trash or refuse from their operation, and returning the site to the condition present at the time the mobile vendor arrived.

J. Mobile vendors shall maintain the area immediately surrounding the vending area in a clean and sanitary condition. Prior to leaving any vending location, the mobile vendor shall pick up, remove, and lawfully dispose of all byproducts (including fats, oils, and grease) and litter generated by the vending operation (whether by the vendor or customer) within 25 feet of the vending location. Mobile vendors shall not cause, permit, or suffer any litter, food, or other discarded or abandoned object to be thrown, deposited, or left in or upon any street, sidewalk, gutter, storm drain, inlet, catch basin, or other drainage structure, or upon any public or private land in the City.

K. Vending carts shall not be left unattended on the public right-of-way at any time.

L. Mobile vendors engaged in the vending of food or beverages shall have hand sanitizer located in a conspicuous location readily available for use by customers.

M. All food and merchandise shall be stored either inside or affixed to the mobile vendor station or carried by the mobile vendor. Food and merchandise shall not be stored, placed, or kept on any public property. If affixed to the mobile vendor station, the overall space taken up by the mobile vendor station shall not exceed the size requirements provided in this chapter.

N. Roaming mobile vendors shall not use any portable cooking equipment, gas-fueled appliance, or any open flame unless approved and permitted by the Director, San Rafael City Fire Department and/or Marin County Environmental Health Services.

O. Mobile vendors who vend any food, beverage, or liquid product must implement the following practices:

1. Possess spill kits that are comprised of paper towels, cloth towels, cat litter, or sand at all times while vending;

2. Remove all spill materials from the public right-of-way and sidewalks once the spilled material is absorbed off the ground;

3. Capture and prevent spills leaving the area and moving into the surrounding streets from entering the stormwater conveyance system, including curbs, gutters, and storm drains;

4. Properly dispose of grease, either by hiring and utilizing an on-site grease collector or collection system, or at an acceptable facility; and 4935-3821-1405 v3 12

5. Ensure that any water or rinse residue used for vending activities (e.g., cooler water, ice, food preparation water) is not disposed in the curbs, gutters, streets, drains, or on any public property.

P. Mobile vendors shall ensure that all customer queuing, waiting areas, or lines do not block, hinder, or interfere with the free flow of pedestrian or vehicular traffic along, over, or across public property, and otherwise comply at all times with the location-related restrictions set forth in this chapter relative to sidewalk vending activities.

Q. During an urgent or emergency public safety event or incident, including, but not limited to, a traffic accident, crime scene, medical emergency, gas leak, natural disaster, fire, on-site construction, sidewalk or road work or related work on a capital improvement project, the City may temporarily require the mobile vendors to relocate to another location or area if doing so is necessary to protect the public health, safety, or welfare.

R. Mobile vendors may only use an umbrella or temporary covering for shade or protection from sun or rain over the vending cart, and it shall not exceed eight feet in height nor five feet in diameter. Furthermore, the use of such an umbrella or temporary covering shall be fire rated as flame-resistant as approved by the San Rafael Fire Department for any vending activities while an approved heating element or portable cooking equipment is in use.

S. Notwithstanding any specific requirements, conditions or prohibitions contained in this chapter, mobile vending is prohibited at any location, public property or area where the operation of mobile vending activities creates a reasonable danger to the health, safety or general welfare of the public or property.

T. Mobile vendors shall present, upon request, a valid government-issued photo identification, California driver's license or identification card, Mobile Vending Permit, business license, and other applicable license or permit, to any City official including a City code compliance officer, building inspector, police officer, firefighter, fire prevention specialist or examiner, Marin County health inspector authorized to enforce this chapter including to ensure the safe operation and any heating elements or portable cooking equipment used to prepare food, as well as to any person to whom they are vending.

10.50.110 Stationary Mobile Vendor Operating Requirements.

In addition to the general operating requirements set forth in Sections 10.50.100,

10.50.120 and 10.50.130, stationary mobile vendors shall comply with the following operating requirements and prohibitions, and each of these operating requirements and prohibitions shall constitute conditions of any Mobile Vending Permit for a stationary sidewalk vendor.

A. Stationary sidewalk vending activity is prohibited from operating or establishing in any residential areas of the City, defined as zoning districts R, DR, MR, and HR 4935-3821-1405 v3 13
under San Rafael Municipal Code Section 14.04.020 et seq., or within the Downtown Precise Plan area.

B. Stationary mobile vendors may vend on private property under the following conditions:

1. The applicant provides written authorization from the property consenting to vending activity on their property.

2. The applicant complies with the requirements of San Rafael Municipal Code (SRMC) Section 14.17.130 (Temporary Uses), including obtaining complying with any performance standards or conditions attached to the approval of the temporary use permit.

C. Any vending cart used in the vending activity shall be removed from the sidewalk each day at the close of business.

D. Stationary mobile vendors shall not cause, allow, or suffer the placement of chairs, fences, shade structures, umbrellas, other furniture not used to display merchandise, rugs, towels, or fabric of any kind upon the sidewalk in conjunction with the vending operation (whether for the display of goods or any other reason).

E. Stationary mobile vendors shall not cause, allow, or suffer the erection or placement of any signs upon the sidewalk or a vending cart, unless allowed or approved pursuant to Chapter 14.19.

F. Stationary mobile vendors shall not attach or use any water lines, electrical lines, or gas lines located on public property or owned by the City, or belonging to any other entity or person, during the vending activity.

G. No vending cart may exceed an overall height of five feet, a total width of five feet, and a total length of five feet. It may not include attachments such as balloons, streamers, ribbons, or pinwheels.

H. Vending activities shall only occur on sidewalks or pathways where it is possible to maintain a minimum of three feet of accessible path of travel, without obstruction, along the sidewalk upon which the vendor is vending.

I. Vendors shall only use any portable cooking equipment or heating element as approved by the Director, San Rafael City Fire Department and/or Marin County Environmental Health Services. The following additional conditions apply:

1. The equipment shall be kept at least 20 feet from any permanent structure and at least 30 feet from any dry grass, grain, brush, or forested area;

2. The equipment shall not be unattended;

3. No vendor shall smoke or vape or allow any person to smoke or vape within 20 feet;

4. The vendor shall regularly clean the portable cooking equipment to remove grease and food buildup;

5. The equipment shall only use propane, natural gas, or butane cylinder tanks;

6. The vendor shall use or store only propane, natural gas, or butane tanks of 20 gallons or less, with a limit of two 20-gallon tanks on a conveyance; 4935-3821-1405 v3 14

7. Tanks shall be stored in an upright position during use and positioned in such a way as to prevent falling, tipping, and tampering;

8. Tanks shall be disconnected while the conveyance is in transit or not in use;

9. Only tanks with a shut-off valve and a pressure regulator, having hoses of a type approved for use by the manufacturer with the equipment are allowed;

10.All connections to the tank shall be tested for potential leaks before each use using soap and water; and

11.Any conveyance that stores a tank shall have two ventilation openings on opposite sides at the cylinder valve level and at least one ventilation opening at the floor level. Each opening shall be a minimum of 10 square inches, screened with a minimum 16 mesh and shall vent to the exterior of the conveyance.

J. Stationary mobile vendors shall comply with the following fire extinguisher requirements:

1. An easily accessible, properly charged and maintained 2A-10BC-rated five pound fire extinguisher shall be kept at the vending cart at all times and be familiar with its proper use. Stationary sidewalk vendors shall ensure the extinguisher has been serviced within the last year and has a valid California State Fire Marshal service tag attached;

2. Deep-fat fryers or woks with cooking oil capacity of six inches depth or greater using combustible cooking media, vegetable or animal oils or fats, shall be provided with a Class K fire extinguisher;

3. The extinguisher shall be mounted securely to the vending cart or equipment; and

4. The extinguisher shall be located away from the cooking area but within reasonable reach to prevent the spread of fire.

10.50.120 Operating Requirements for Mobile Vendors Within a Park.

Mobile vendors shall comply with the following operating requirements and prohibitions, and each of these operating requirements and prohibitions shall constitute conditions of any Mobile Vending Permit for a sidewalk vendor within a park.

A. Mobile vendors are prohibited from operating within any portion of a City park for which the City has signed an agreement for concessions that exclusively permits the sale of merchandise or food by the concessionaire.

B. Mobile vendors operating within a City park shall comply with all operating requirements and prohibitions set forth in Sections 10.50.100, 10.50.110 and

10.50.130.

C. Roaming sidewalk vendors shall not vend within 50 feet of any portion of a park for which the City has signed an agreement for concessions that exclusively permits the sale of merchandise or food by the concessionaire.

D. Mobile vendors shall not vend in the following locations within a park:
4935-3821-1405 v3 15

1. Within 25 feet of any field, court, or pitch that is primarily designed for use in a sporting activity (including, but not limited to, baseball field, softball field, basketball court, tennis court, soccer pitch, volleyball court, pickleball court, horseshoe pits, lawn bowling and handball court), while said area is in use;

2. Within 25 feet of any playground, recreational water features, or exercise area, while said area is in use;

3. Within 25 feet of any restroom facilities;

4. Within 25 feet of any community building or structure, indoor gym, dance rooms, meeting rooms, arts and craft rooms, banquet halls, lounge, shaded structures, patios, awnings, gazebos, BBQ stations, picnic pavilion, picnic tables, recreation rooms, dog park, and bandshells;

5. Within 25 feet of any abutting residential parcel adjacent to a park.

E. Mobile vending within any park is prohibited daily between the hours of eight p.m. (8:00 p.m.) and eight a.m. (8:00 a.m.) of the following day.

F. Notwithstanding Section 10.50.100(E)(18), mobile vendors of merchandise may conduct mobile vending on unpaved portions of a park, so long as the vendor adheres to all other mobile vendor operating requirements and park regulations.

Mobile vendors of food may not conduct mobile vending on unpaved portions of a park.

10.50.130 Prohibited Activities.

The following activities are prohibited, which are directly related to objective of health, safety, and welfare concerns, including, but not limited to, health, safety and welfare of vendors, their prospective patrons, pedestrians, those protected by the Americans with Disabilities Act, those operating motor vehicles at intersections and in rights-of-way adjacent to sidewalks, and the public at large. Mobile vendors shall not:

A. Sell or offer to sell services, or engage in or offer to engage in any type of rental activity, including the rental of any goods or services; B. Display merchandise or food that is not available for immediate sale; C. Utilize outdoor wood burning ovens, charcoal barbecues; D. Utilize gasoline or kerosene;
E. Utilize portable generators unless approved by the Director, San Rafael Fire Department and/or Marin County Environmental Health Services; F. Except as otherwise specified in this chapter, conduct sidewalk vending activities between the hours of eight p.m. (8:00 p.m.), and eight a.m. (8:00 a.m.) of the following day, with the exception that sidewalk vending in nonresidential areas may operate during hours consistent with the hours of operation of the businesses on the same street block;
G. Utilize a motorized mobile vending cart;
H. Use any flashing lights or any other animated devices. Mobile vendors shall only utilize the minimum amount of luminaires necessary for the safe operation of sidewalk vending activities as determined by the City;
4935-3821-1405 v3 16
I. Sell, use, or vend any of the following:

1. Live animal(s),

2. Adult-oriented material depicting, describing, or relating to specified anatomical areas or specified sexual activities ,

3. Alcoholic beverages, cannabis, marijuana, or tobacco products that contain nicotine or any product used to smoke (or "vape") nicotine or marijuana,

4. Weapons, including knives, guns, or explosive devices; airsoft guns, paintball guns, BB devices or imitation firearms,

5. Pharmaceuticals,

6. Illegal or counterfeit merchandise, or

7. Any other merchandise or products prohibited by local, state and federal laws;
J. Utilize sound in violation of any City noise standard.

K. Allow a vending cart or other accessory equipment to touch, lean against or be affixed or fastened at any time to any building, structure or above-ground structure, including, but not limited to, poles, trees, lampposts, parking meters, mailboxes, traffic signals, fire hydrants, benches, bus shelters, newsstands, trashcans, waste receptacles, or traffic barriers located in the public right-of-way; L. Set up a customer seating area, such as, but not limited to, equipment, tables, chairs, tents, or canopies;
M. Enter private property to solicit at any dwelling, including, but not limited to, a house, apartment, duplex, condominium, gated community, or business without explicit permission of the property owner or their designee.

10.50.140 Violations and Penalties.

A. By Persons With a Current and Valid Permit. A violation of this chapter, by a sidewalk vendor who has a current and valid Mobile Vending Permit issued by the City pursuant to this chapter, is punishable by an administrative citation under this code, in the following amounts:

1. An administrative fine not exceeding $100.00 for a first violation;

2. An administrative fine not exceeding $200.00 for a second violation within one year of the first violation; and

3. An administrative fine not exceeding $500.00 for each additional violation within one year of the first violation.

B. By Persons Without a Current and Valid Permit. Any person engaged in mobile vending without a current and valid Mobile Vending Permit issued pursuant to this chapter is punishable by an administrative citation pursuant to Chapter 1.44 of this code, in the following amounts:

1. An administrative fine not exceeding $250.00 for a first violation;

2. An administrative fine not exceeding $500.00 for a second violation within one year of the first violation; and

3. An administrative fine not exceeding $1,000.00 for each additional violation within one year of the first violation.
4935-3821-1405 v3 17

4. Upon proof of a valid permit issued by the City, pursuant to this chapter, the administrative fines set forth in this subsection B shall be reduced to the administrative fines set forth in subsection A of this section, or any successor sections, if such conduct would still constitute a violation of this chapter.

C. The Director may revoke a permit issued to a sidewalk vendor for the term of that permit upon the fourth violation or subsequent violations.

D. A violation of this chapter shall not be punishable as an infraction or misdemeanor and a person alleged to have violated any provision of this part shall not be subject to arrest except when otherwise permitted under law. Further, failure to pay an administrative citation issued pursuant to this chapter shall not be punishable as an infraction or misdemeanor. Additional fines, fees, assessments, or any other financial conditions beyond those authorized herein shall not be assessed.

E. Any administrative citation issued pursuant to this chapter shall be accompanied with notice of and instruction regarding the citee's right to request an ability-to-pay determination. When assessing administrative citations pursuant to this chapter, the administrative hearing officer shall take into consideration the person's ability to pay the fine. The person may request an ability-to-pay determination at adjudication or while the judgment remains unpaid, including when a case is delinquent or has been referred to a comprehensive collection program.

F. If the person meets the criteria described in subdivision (a) or (b) of Government Code Section 68632, or any successor sections, the City shall accept, in full satisfaction, 20% of an administrative citation imposed pursuant to this chapter.

10.50.150 Ability-to-Pay Determination and Appeals.

A. Ability-to-Pay Determination. Any person issued an administrative citation pursuant to this chapter may request a determination on the person's ability to pay the administrative fine. The person may request an ability-to-pay determination at any time prior to payment of the fine, including when a fine is delinquent or has been referred to a comprehensive collection program.

1. The Director or hearing officer shall reduce the fine to 20% of the total if the citee meets either of the following criteria:
a. The citee is receiving public benefits under Government Code Section 68632(a), or any successor section; or
b. The citee has a monthly income which is 200% or less of the current poverty guidelines updated periodically in the Federal Register by the United States Department of Health and Human Services.

B. Appeal of Administrative Citation. Any person issued an administrative citation pursuant to this chapter shall have the right to appeal the issuance of the administrative citation in accordance with and the time limits set forth in Chapter

1.44 of this code.
4935-3821-1405 v3 18

1. Notwithstanding the provisions of Chapter 1.44 of this code, upon the submission of proof of a valid permit issued by the City pursuant to this chapter, any administrative fine imposed upon a mobile vendor who did not have a valid permit at the time the administrative citation was issued shall be reduced in accordance with Section 10.50.140(B)(4).

2. If the person meets the criteria described in subdivision (a) or (b) of Government Code Section 68632, or any successor section, the hearing officer shall accept, in full satisfaction, 20% of the administrative fine imposed pursuant to this chapter.

3. The hearing officer may allow the person to complete community service in lieu of paying the total administrative fine, may waive the administrative fine, or may offer an alternative disposition.

C. Appeal of Denial or Revocation of Mobile Vending Permit.

1. Any person who has been denied a Mobile Vending Permit or who has had a Mobile Vending Permit revoked by the Director or designee, or has had their mobile vending cart, food, equipment, utensils, goods or merchandise (collectively classified as "items") impounded pursuant to this chapter may appeal such determination to the hearing officer, by filing a request for an appeal with the City Clerk, and paying an appeal fee as set by resolution of the City Council, within 21 calendar days of service of the notice of such denial, revocation . The request for an appeal shall contain, at a minimum, the following:
a. The name, current mailing address, and telephone number of the appellant;
b. As applicable, the date of denial or rescission by the Director or designee, ;
c. A statement as to all grounds for appeal in sufficient detail to enable the hearing officer to understand the nature of the controversy; and
d. The signature of the appellant under penalty of perjury as to the contents of the request for appeal.

2. An appeal shall be scheduled for a hearing before the hearing officer within 30 calendar days of the filing of the appeal unless both the appellant and the hearing officer consent to a later date.

3. The hearing officer shall give notice in writing to the appellant of the time and location of the appeal hearing. At the hearing, the hearing officer shall review the record of the decision for denial of a Mobile Vending Permit or revocation of a Mobile Vending Permit by the Director and hear testimony of the appellant, if any, the applicant, and any other interested party. The appeal shall be reviewed and determined on a de novo basis.

D. After the hearing, the hearing officer shall affirm, modify, or reverse the original denial or revocation t. When a denial or revocation is modified or reversed, the hearing officer shall state the specific reasons for modification or reversal. . 4935-3821-1405 v3 19
Decisions on appeals shall be rendered within 30 calendar days of the close of the hearing. The hearing officer shall mail notice of a decision to the appellant. Such notice shall be mailed within five working days after the date of the decision to the appellant. The decision of the hearing officer shall be final.

DIVISION 2. CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA).

This Ordinance is exempt from the California Environmental Quality Act (CEQA), pursuant to the “common sense exemption” in Section 15061(b)(3) of Title 14 of the California Code of Regulations, since it can be seen with certainty that there is no possibility that the adoption of this Ordinance may have a significant effect on the environment.

DIVISION 3. SEVERABILITY.

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

DIVISION 4. EFFECTIVE DATE OF ORDINANCE.

This Ordinance shall be published once, in full or in summary form, before its final passage, in a newspaper of general circulation, published and circulated in the City of San Rafael, and shall be in full force and effect on December 3, 2025. If published in summary form, the summary shall also be published within fifteen (15) days after the adoption, together with the names of those Council members voting for or against same, in a newspaper of general circulation published and circulated in the City of San Rafael, County of Marin, State of California.

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

THE FOREGOING ORDINANCE was first read and introduced at a regular meeting of the San Rafael City Council on the 20th day of October 2025, and was passed and adopted at a regular meeting of the San Rafael City Council on the 3rd day of November 2025 by the following vote, to wit:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:
4935-3821-1405 v3 20

_____________________
Kate Colin, Mayor
Attest:
_________________________
LINDSAY LARA, City Clerk
RESOLUTION NO.

RESOLUTION OF THE SAN RAFAEL CITY COUNCIL ADDING MOBILE VENDING PERMIT PROGRAM FEES TO THE CITY’S MASTER FEE SCHEDULE FOR FISCAL YEAR 2025-2026
WHEREAS, the City of San Rafael (City) seeks to establish a mobile vending permit program to regulate the sale of food, goods, and merchandise to protect public health and safety; and
WHEREAS, the City will incur costs in the process of regulating mobile vendors, including the cost of reviewing and processing mobile vending permit applications as well as inspecting mobile vendors for compliance with permitting requirements; WHEREAS, in December 2022, following a comprehensive fee study, the City Council adopted Resolution 15178, a resolution authorizing updates to its Master Fee Schedule, which has subsequently been updated, most recently through Resolution No. 15421; and
WHEREAS, City staff calculated the fee amounts identified in Exhibit A (and described in the staff report accompanying this resolution) in accordance with the requirements of State law; and,
WHEREAS, the proposed revised mobile vending fees do not qualify as a “tax” as set forth in Proposition 26 (California Constitution Article XIII C, Section 1(e)) since the fee amounts do not exceed the reasonable regulatory costs in issuing permits, performing inspections, and administrative enforcement thereof.

WHEREAS, adoption of this MOU is exempt from environmental review pursuant to California Environmental Quality Act Guideline 15061(b)(3); and NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of San Rafael does hereby find that the foregoing recitals are true and correct, approve and authorize the adoption of “Mobile Vending Permit” fees in the Fiscal Year 2025-2026 Master Fee Schedule, as reflected in Exhibit A attached hereto, to be effective immediately.

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 October 20, 2025, by the following vote, to wit:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:
_________________
Lindsay Lara, City Clerk
Ci t y of San Raf ael
Pl anni ng Ser vi ces
Service Name Fee Description Fee Recovery %
Streamlined Housing Development
SB 330 Application Deposit + Hourly $ 2,242 100%
SB 9 Housing Development Application Deposit + Hourly $ 6,061 100% SB 9 Lot Split Flat Fee $ 14,465 100%
SB 35 Housing Development Application Deposit + Hourly $ 15,910 100% Subdivision
Lot Line Adjustment & Merger Flat Fee $ 6,530 100%
Small Subdivision Flat Fee $ 14,465 100%
Tentative Map / Subdivision Map Deposit + Hourly $ 18,905 100% Map Amendment and Extensions Flat Fee $ 8,420 100%
Certificates of Compliance Flat Fee $ 6,065 100%
Exception (Subdivision Ordinance) Flat Fee $ 7,266 100% Planning Policy
General Plan Amendment Deposit + Hourly $ 19,229 100%
Development Agreement Deposit + Hourly $ 30,748 100%
Rezoning/Pre-Zoning/Preannexation Deposit + Hourly $ 19,229 100% Planned Development District Deposit + Hourly $ 20,292 100% Use Permit
Use Permit – Administrative/Temporary Flat Fee $ 1,977 100% Use Permit - Zoning Administrator Deposit + Hourly $ 2,910 60% Use Permit - Planning Commission Deposit + Hourly $ 9,475 100% Variances
Minor Variance - Zoning Administrator Flat Fee $ 4,556 100% Variance - Planning Commission Flat Fee $ 9,475 100%
Reasonable Accommodation Request Flat Fee $ 1,036 26%
Exception (Zoning) Flat Fee $ 1,977 100%
Exception (Hillside) Flat Fee $ 2,948 100%
Environmental and Design Review
Environmental and Design Review (Administrative) Deposit + Hourly $ 3,158 100% Environmental and Design Review - Zoning Administrator Deposit + Hourly $ 6,061 100% Environmental and Design Review – Planning Commission Deposit + Hourly $ 16,287 100% Sign Review
Sign Review – Staff Flat Fee $ 268 100%
Sign Program – Minor (Staff) Flat Fee $ 1,503 100%
Sign Program – Major (Planning Commission) Flat Fee $ 8,640 100% Sign Review – Minor Exception Flat Fee $ 1,503 100%
Sign Review – Major Exception Flat Fee $ 8,640 100%
Temporary Banner Permit Flat Fee $ 201 100%
Appeal Fees
Appeal to Planning Commission Filing Fee Flat Fee $ 376 5% Appeals Planning Commission Deposit + Hourly $ 5,374 65% Appeal to City Council Filing Fee Flat Fee $ 376 4%
Appeals to City Council Deposit + Hourly $ 5,374 57%
California Environmental Quality Act Review
Negative Declaration Deposit + Hourly $ 18,980 100%
Environmental Impact Report Deposit + Hourly Consultant Cost +25% 100% Monitoring of Mitigation Measures And Conditions of Approval Deposit + Hourly $ 6,956 100% Other Planning Services
Misc. Staff Time Hourly Rate / Planning Manager3 FBHR $ 272 100% Misc. Staff Time Hourly Rate / Principal Planner3 FBHR $ 215 100% Misc. Staff Time Hourly Rate / Associate Planner3 FBHR $ 172 100% Misc. Staff Time Hourly Rate / Assistant Planner3 FBHR $ 172 100% Pre Application Meeting/Letter Flat Fee $ 2,241 30%
Licensing Agreement (Outdoor Dining) Flat Fee $ 1,845 100% Certificate of Appropriateness for Alteration of Historic Structure Deposit + Hourly $ 10,269 100% Certificate of Public Convenience and Necessity for Alcoholic Beverage License Deposit + Hourly $ 3,216 100% Neighborhood Meeting Deposit + Hourly $ 3,005 100%
Contract Planner/Consultant Administration Deposit + Hourly Consultant Cost +10% 100% Building Permit - Plan Checks % of Permit Fee 20% 100%
Planning/Zoning Research Per Hour $ 169 100%
General Plan Mainteance Fee % of Permit Fee 35% 100%
Planning Review of Building Permits - Multi-Family % of Permit Fee 10% 50% Planning Review of Building permits - All Others % of Permit Fee 20% 100% Specialized Consultant - Including Archaeology Referral Deposit + Hourly Consultant Cost +10% 100% Zoning Verification Letter Per 1.5 Hours $ 252 100%
Small Wireless Facilities Deposit + Hourly $ 5,342 100% Wireless Communication Facilities Flat Fee $ 1,075 100% Mobile Vending Permit Application Flat Fee $ 25 13%
Mobile Vending Annual Permit Flat Fee $ 25 10%
Ci t y of San Raf ael
Pl anni ng Ser vi ces
Service Name Fee Description Fee Recovery %
Mobile Vending Appeal Flat Fee $ 202 100%
Footnotes
FBHR = Fully Burdened Hourly Rate For Staff Positions (Applicable Average Salary + Fringe Benefits + 10% Overhead Rate) Note: Multiple application discount: when multiple applications are filed simultaneously, a 25% discount on each deposit-based application type will apply.

Deposit + Hourly = Applicant is to pay all City costs, including FBHR based on the time staff spends on the project, 100% of consultant costs, which include but not limited to environmental conultants, archaeologists, outside legal councel, contract planners, etc. and materials. The initial deposit is listed in the Fee Column.

RESOLUTION NO.

RESOLUTION OF THE SAN RAFAEL CITY COUNCIL AUTHORIZING THE CITY

MANAGER TO ENTER INTO AN INTERLOCAL ENFORCEMENT MEMORANDUM

OF UNDERSTANDING WITH THE COUNTY OF MARIN
WHEREAS the City of San Rafael (City) seeks to more effectively regulate mobile vending in the City to protect public health and safety; and WHEREAS, “enforcement officers” have authority to enforce provisions of the California Retail Food Code (See, e.g., Article 2 of Chapter 13 of Part 7 of Division 104 of the Health and Safety Code); and
WHEREAS, Health and Safety Code section 113774 defines “enforcement officer” as “the director, agents, or environmental health specialists appointed by the State Public Health Officer, and all local health officers, directors of environmental health, and their duly authorized registered environmental health specialists and environmental health specialist trainees;” and
WHEREAS, the City has not appointed a health officer pursuant to Health and Safety Code section 101460; and
WHEREAS, the City has made arrangements for the County health officer and his/her/their deputies to exercise the same powers and duties in the City as are conferred upon City health officers by law, pursuant to Health and Safety Code sections 101375, 101400, 101405, and 101460; and
WHEREAS, the County is currently unable to transport or store food, equipment, or utensils impounded in the City’s jurisdiction due to logistical constraints; and WHEREAS, the City and County have seen a recent proliferation of sidewalk vendors, including compact mobile food operations and temporary food service operations, with a corresponding proliferation of unpermitted food vendor activity, and increased requests for protection received by County enforcement officers in the field; and
WHEREAS, the City and County desire the City to enforce provisions of the California Retail Food Code (Part 7 of Division 104 of the Health and Safety Code) related to Compact Mobile Food Operations (including, but not limited to, Chapter 11.7 of Part 7 of Division 104 of the Health and Safety Code) within the boundaries of the City; and
WHEREAS, City hereby warrants to County that City is skilled and able to exercise the powers and duties described in the Interlocal Enforcement Memorandum of Understanding (MOU); and
WHEREAS, in recognition of the City and County’s ability to contract for City performance of County health functions (see, e.g., Health & Saf. Code § 101415), and in recognition of the City’s authority to exercise the powers and duties conferred upon city health officers by law, County desires to delegate enforcement authority to the City pursuant to this Agreement to exercise the powers and duties described in the MOU, subject to the terms and conditions of the MOU.

WHEREAS, adoption of this MOU is exempt from environmental review pursuant to California Environmental Quality Act Guideline 15061(b)(3); and NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of San Rafael hereby finds that the foregoing recitals to be true and correct and authorizes the City Manager to enter into an Interlocal Enforcement MOU with the County of Marin as described in Exhibit One attached hereto, to be effective immediately.

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 October 20, 2025, by the following vote, to wit:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:
_________________
Lindsay Lara, City Clerk

OAK #4874-9323-5434

INTERLOCAL ENFORCEMENT MEMORANDUM OF UNDERSTANDING
RE: California Retail Food Code (Health & Saf. Code §§ 113700-114437) This INTERLOCAL ENFORCEMENT MEMORANDUM OF UNDERSTANDING (“Agreement”) is entered into as of the _______ day of _______, 2025, by and between the County of Marin (“County”), and the City of San Rafael (“City”), a California municipal corporation, (collectively “Parties” or individually, “Party”) with reference to the following facts, understandings and intentions.

Recitals
WHEREAS, “enforcement officers” have authority to enforce provisions of the California Retail Food Code (See, e.g., Article 2 of Chapter 13 of Part 7 of Division 104 of the Health and Safety Code); and
WHEREAS, Health and Safety Code section 113774 defines “enforcement officer” as “the director, agents, or environmental health specialists appointed by the State Public Health Officer, and all local health officers, directors of environmental health, and their duly authorized registered environmental health specialists and environmental health specialist trainees”; and WHEREAS, the City has not appointed a health officer pursuant to Health and Safety Code section 101460; and
WHEREAS, pursuant to an agreement the City and County entered into on August 13, 1973, the County health officer and his/her/their deputies enforces and observes in the City’s jurisdiction all public health statutes and ordinances and related inspections, and exercises the same powers and duties in the City as are conferred upon city health officers by law, pursuant to Health and Safety Code sections 101375, 101400, 101405, and 101460; and WHEREAS, the County Public Health Officer delegates enforcement of the Retail Food Code to the County’s Director of Environmental Health Services, who directs and manages the operations of the County’s Registered Environmental Health Specialists (REHSs), including execution of their duties under the California Health and Safety Code, and the County warrants that its REHSs have authority under the Health and Safety Code to exercise the powers and duties described in Section 3 of this Agreement; and
WHEREAS, the County is currently unable to transport or store food, equipment, or utensils impounded in the City’s jurisdiction due to logistical constraints; and WHEREAS, the City and County have seen a recent proliferation of sidewalk vendors, including compact mobile food operations and temporary food service operations, with a corresponding proliferation of unpermitted food vendor activity, and increased requests for protection received by County enforcement officers in the field; and WHEREAS, the City and County seek to enforce provisions of the California Retail Food Code (Part 7 of Division 104 of the Health and Safety Code) related to permitting of compact mobile food operations and temporary food service operations (including, but not limited to,

Chapter 11 and 11.7 of Part 7 of Division 104 of the Health and Safety Code) within the boundaries of the City; and
WHEREAS, in recognition of the City and County’s ability to contract with each other for performance of functions related to public health (see, Health & Saf. Code § 101400 et seq.), and in recognition of their respective authority to exercise the powers and duties conferred upon city and county health officers by law, the Parties desire to establish procedures to protect the health and safety of consumers, while respecting the rights of vendors, ensuring the safety of inspectors, and prudently and pragmatically utilizing the resources offered by health inspectors, code enforcement, and law enforcement.

Memorandum of Understanding (“MOU”)
NOW, THEREFORE, in consideration of their mutual covenants, the parties hereto agree as follows:

1. Incorporation of Recitals. The recitals and all defined terms set forth above are hereby incorporated into this MOU as if set forth herein in full.

2. Powers and Authorities. Health and Safety Code 114393 authorizes the County Public Health Officer, and the REHSs under their authority, to impound certain food, equipment, and utensils.

3. Project Coordination. The Parties agree to cooperate and share resources in furtherance of execution of the services the County provides the City under the 1973 Agreement and of enforcement of permitting requirements for unpermitted compact mobile food operations and unpermitted temporary food service operations (See Chapter 11 and 11.7 of Part 7 of Division 104 of the Health and Safety Code). For these purposes, the authorized representatives identified below shall represent County and City in matters pertaining to the administration of this MOU.

A. County. The County Executive or his/her/their designee shall represent the County for all purposes under this MOU, except (1) where approval for the County is specifically required by the Board of Supervisors by the Health and Safety Code; or (2) where approval of the County’s Public Health Officer (whose powers under the Retail Food Code are delegated to the County’s Director of Environmental Health Services) is required by the Health and Safety Code.

B. City. The City Manager or his/her/their designee shall represent City for all purposes under this MOU.

C. Food Safety Field Checks. City and County will collaborate and cooperate to conduct field operations (“Food Safety Field Checks”) to ensure compliance with permitting requirements set forth in the Retail Food Code.

4. Performance of Food Safety Field Checks

A. Scope of Joint Enforcement Services. During the term of this Agreement, City shall have the authority to perform the powers and duties set out in the “Scope of Joint Enforcement Services” attached hereto as Exhibit A and incorporated herein by reference.

B. Time of Performance. City’s performance of the enforcement powers and duties, as described in Exhibit A, are to commence upon final execution of this MOU.

C. Standard of Quality. All duties performed by City under this MOU shall be performed: (1) with due diligence, using its best efforts to perform and coordinate all activities in a timely manner, based on available resources; (2) in accordance with all applicable legal requirements; and (3) with the standard of quality ordinarily expected of City or County health officers.

D. Performance not Required. Nothing in this MOU requires the parties to perform the enforcement described in Exhibit A. Further, nothing in this MOU modifies the County’s existing regulation and permitting of food facilities in the City’s jurisdiction, pursuant to the 1973 Agreement of the parties.

5. Compensation. No compensation shall paid to either party for performance of the enforcement powers and duties under this MOU.

6. Term. This Agreement shall commence upon its execution by both parties and shall continue in full force and effect until terminated as provided herein.

7. Employment of Other Consultants, Specialists or Experts. City will not employ or otherwise incur an obligation to pay other consultants, specialists or experts for services in connection with this MOU without the prior written approval of the County.

8. Independent Contractor. It is expressly agreed that City, in the performance of the work and services agreed to be performed by City, shall not be considered an agent or employee of County and shall have responsibility for and control over the details and means of providing its services under this MOU. City shall furnish, at its own expense, all labor, materials, equipment, tools, transportation and services necessary for the successful completion of the services under this MOU. City, or any officer, elected official, employee, agent, or subcontractor of City, shall obtain no rights to retirement benefits or other benefits which accrue to County’s employees, and City hereby expressly waives any claim it may have to any such rights. City, its officers, employees and agents shall not have any power to bind or commit the County to any decision.

9. Compliance with Laws.

A. General. City shall use the standard of care applicable to local governments to comply with all applicable federal, state, and local laws, codes, ordinances, and regulations.

City represents and warrants to County that it has and shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement any licenses, permits, insurance and certifications which are legally required for City to comply with its duties. County is not

responsible or liable for City’s failure to comply with any or all of the requirements contained in this paragraph or in this MOU.

B. Workers’ Compensation. City certifies that it is aware of the provisions of the California Labor Code which require every employee to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that Code, and City certifies that it will comply with such provisions before commencing performance of the MOU and at all times in the performance of the MOU.

C. Prevailing Wage. City and City’s subcontractors (if any) shall, to the extent required by the California Labor Code, pay not less than the latest prevailing wage rates to workers and professionals as determined by the Director of Industrial Relations of the State of California pursuant to California Labor Code, Part 7, Chapter 1, Article 2. Copies of the applicable wage determination are on file at the County’s office of the County Clerk.

10. Confidential Information. All data, documents, discussions or other information developed or received by or for City in performance of this MOU are confidential unless required to be disclosed pursuant to State or Federal law.

11. Assignment. Neither party shall assign, delegate, transfer, or convey its powers, duties, responsibilities, or interests in this Agreement or any right, title, obligation, or interest in or to the same or any part thereof without the other’s prior written consent.

12. Termination of MOU Default. This MOU and all obligations hereunder may be terminated at any time, with or without cause, by either party upon thirty (30) days’ written notice to the other party.

13. Merger; Amendment. This MOU constitutes the complete and exclusive statement of the agreement between County and City concerning the subject matter of this MOU and shall supersede all prior negotiations, representations, or agreements, either written or oral. This document may be amended only by written instrument, signed by both the County and City. All provisions of this MOU are expressly made conditions.

14. Interpretation. This MOU shall be interpreted as though it was a product of a joint drafting effort, and no provisions shall be interpreted against a party on the ground that said party was solely or primarily responsible for drafting the language to be interpreted.

15. Written Notification. Any notice, demand, request, consent, approval or communication that either party desires or is required to give to the other party shall be in writing and either served personally or sent by prepaid, first-class mail. Any such notice, demand, etc. shall be addressed to the other party at the address set forth below. Either party may change its address by notifying the other party in writing of the change of address. Notice shall be deemed communicated within seventy-two (72) hours from the time of mailing if mailed as provided in this section.

If to County: County Clerk’s Office

County of Marin
3501 Civic Center Drive, Suite 234
San Rafael, CA 94903
If to City: City Clerk’s Office
City of San Rafael
1400 Fifth Avenue, Room 209
San Rafael, CA 94901

16. MOU Is Binding. The terms, covenants, and conditions of this Agreement shall apply to, and shall bind, the heirs, successors, executors, administrators, assigns, delegees, and subcontractors of both parties.

17. Equal Employment Opportunity. City is an equal opportunity employer and agrees to comply with all applicable state and federal regulations governing equal employment opportunity. City will not discriminate against any employee or applicant for employment because of race, religion, age, sex, creed, color, sexual orientation, marital status or national origin. City will take affirmative action to ensure that applicants are treated during such employment without regard to race, religion, age, sex, creed, color, sexual orientation, marital status, or national origin.

Such action shall include, but shall not be limited to, the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; lay-offs or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship.

18. Non-Exclusive MOU. This is a non-exclusive agreement. County reserves the right to also exercise the powers and duties described in Section 3 of this MOU. There are no third party beneficiaries of this MOU and nothing in this MOU, express or implied, is intended to confer on any person or entity other than the parties hereto.

19. Remedies/Waiver. No failure on the part of either party to exercise any term, covenant, condition, right or remedy hereunder shall operate as a waiver of any other term, covenant, condition, right or remedy that such party may have hereunder. All remedies permitted or available under this MOU, or at law or in equity, are cumulative and alternative.

20. Mutual Indemnification.

A. Indemnification. To the fullest extent permitted by law, each Party shall indemnify, defend and hold the other Party (“Other Party”) harmless from any and all liability (including liability for claims, demands, damages, obligations, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including reasonable attorneys’ fees and costs, court costs, interest, defense costs and expert witness fees) of any nature (“Liability”) that such Other Party may suffer, sustain or become subject to as a result of the Party’s action or inaction, which is attributable to the Liability. This indemnification is an independent covenant between the parties and will survive any termination of this MOU.

B. Dispute Resolution. Nothing in this MOU gives rise to a claim for breach or other theories of liability under contract law. Any disputes concerning execution of services provided for herein, or rights and duties governing the services provided for herein, shall be resolved by use of a mediator agreed to by both parties, whose expenses shall be shared equally by each party, or by an in-person settlement conference.

21. Severability. If any one or more of the provisions contained herein shall for any reason be held to be invalid, illegal or unenforceable in any respect, then such provision or provisions shall be deemed severable from the remaining provisions hereof, and such invalidity, illegality, or unenforceability shall not affect any other provision hereof, and this Agreement shall be construed as if such invalid, illegal, or unenforceable provision had not been contained herein.

22. Exhibits. The following exhibits are attached to this Agreement and incorporated herein by this reference:

A. Exhibit A: Scope of Joint Enforcement Services

23. Execution. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart. The parties hereby expressly agree to the use of electronic signatures, which shall be deemed to have the same effect as an original signature.

24. Authority. Each individual executing this Agreement on behalf of one of the parties represents that he/she/they is/are duly authorized to sign and deliver the Agreement on behalf of such party and that this Agreement is binding on such party in accordance with its terms.

IN WITNESS WHEREOF, County and City have executed this Agreement as of the date first above written.

COUNTY OF MARIN
By: __________________________________
Name: Derek Johnson
Title: County Executive
Date:

ATTEST:

By: __________________________________
County Clerk

CITY OF SAN RAFAEL
By: __________________________________
Name: Cristine Alilovich
Title: City Manager
Date:

ATTEST:

By: __________________________________
City Clerk

EXHIBIT A
Scope of Joint Enforcement Services

1. Food Safety Field Check.
a. For each Food Safety Field Check, the Parties shall jointly decide and agree upon the date, time, and location, and the type and number of personnel attending each Food Safety Field Check, no less than seven (7) days before the event commences, unless the Parties mutually agree to a shorter time frame. b. Each Food Safety Field Check shall occur within the boundaries of the City. c. Prior to commencing any Food Safety Field Checks, the City and County shall cooperate in the establishment of an administrative process for compliance with Health and Safety Code section 114393, and protocols for ensuring protection of vendors’ due process rights.
d. Each Party shall bear their own expenses related to any Food Safety Field Check, unless otherwise agreed in writing in advance of the enforcement activity.

2. Responsibilities.
a. The County shall be responsible for providing Registered Environmental Health Specialists. (See Health & Safety Code § 106615).
i. REHSs shall identify violations of Health and Safety Code section 114387.
ii. REHSs shall identify food from Unapproved Food Sources, as the term is defined in [H&S], and make all determinations about the impoundment of food and equipment.
b. The City shall be responsible for the following:
i. Providing code enforcement personnel for each Food Safety Field Check. ii. Providing law enforcement personnel for each Food Safety Field Check. iii. The impoundment of food and equipment identified by the County’s Enforcement Officers pursuant to Health and Safety Code sections 114390-114399.

Unpermitted Food Vending Complaints 2024
August 1
September 7
October 4
November 4
December 3
Total Unpermitted Food Vending Complaints 2024 : 19
Unpermitted Food Vending Complaints 2024-2025
This data and the related maps show reports of unpermitted food vending in San Rafael. The information comes from complaints submitted to the City through the Code Enforcement form, by email, or by phone. Staff reviewed and mapped these reports to show where complaints were made and where they were most common.

Data only includes reports from people who knew how to contact the City, so it may not show every location where unpermitted food vending occurs.

Tracking started with the first complaint in 2024, and the 2025 data includes reports from January through September.

Table 1. Unpermitted Food Vending Complaints – 2024
Monthly number of complaints about unpermitted food vending in San Rafael for 2024.

Data comes from reports made through the City’s Code Enforcement form, email, and phone calls.
1 Unpermitted Food Vending Complaints 2025
January 2
February 7
March 5
April 5
May 6
June 6
July 5
August 4
September 14
2025 Total: 54
Monthly count of complaint-based reports related to unpermitted food vending activity in San Rafael from January through September 2025. Data reflects complaints received through the City’s Code Enforcement form, email, and phone calls. 2 Complaint Location Maps
These maps show all the different places where one or more complaints about unpermitted food vending were reported. Each point marks a location connected to at least one complaint.

Heat Maps
These maps show where complaints about unpermitted food vending are concentrated. Brighter areas mean more complaints were received in those parts of the city.

Reported Unpermitted Food Vending Complaints Maps (2024– 2025)
Table 2. Unpermitted Food Vending Complaints – 2025 (January – September) Locations of Reported Unpermitted Food Vending Complaints (2024–2025*) *2025 Data (January - September 2025)
Complaint
Location
3 Locations of Reported Unpermitted Food Vending Complaints in the Canal Neighborhood (2024–2025*) *2025 Data (January - September 2025)
Complaint
Location
4 Locations of Reported Unpermitted Food Vending Complaints in Downtown San Rafael (2024–2025*) *2025 Data (January - September 2025)
Complaint
Location
5 Citywide Heat Map – Reported Unpermitted Food Vending Complaints (2024–2025*) *2025 Data (January - September 2025)
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This map shows areas where vendors are operating without proper city authorization and those with partial or limited permits.

Reported Unpermitted Food Vending Complaints by Permit Type (2024–2025)* *2025 Data (January - September 2025)
9 Permit Status
No City Permit,
County Permit
No City Permit &
No County Permit
1 Summary of Proposed Mobile Vending Ordinance
• 10.50.010 Purpose.
• Identifies that the purpose of the ordinance is to establish a permitting framework for mobile vendors in compliance with state law and makes findings for the necessity of the ordinance and its components. • 10.50.020 Definitions.
• Establishes definitions for terms used in the mobile vending ordinance. • 10.50.030 Permit Required.
• Establishes that mobile vendors must obtain a mobile vending permit in order to undertake mobile vending activities, unless the mobile vending activity falls within a temporary special event permit. • 10.50.040 Permit Application.
• Requires mobile vendors to submit a permit application prior to operating and establishes the basic application requirements.
• 10.50.050 Investigation and Action Upon Permit Application. • Outlines the process for reviewing the permit application and the bases for denying an application.
• 10.50.060 Denial of Mobile Vending Permit.
• Prescribes the process for notifying a permit applicant if their permit application is denied and how they can appeal that determination. • 10.50.070 Term of Permit and Renewal.
• Establishes that mobile vending permits are valid for a one-year period and how mobile vendors can renew their permit annually.
• 10.50.080 Permit Non-Transferable.
• Clarifies that mobile vending permits are not transferable and that applicants must submit a new application upon changes in ownership or vending activity.
• 10.50.090 Conditions and Restrictions Imposed on Permit; Health and Safety Justification.
2 • Outlines the public health and safety basis for establishing time, place, and manner restrictions on mobile vending.
• 10.50.100 General Mobile Vendor Operating Requirements. • Prescribes various operational requirements for mobile vendors. These include complying with state laws, locating prescribed distances from sensitive uses such as fire hydrants, bus stops, entrances and exits, and schools, as well as proper disposal of litter and grease. • 10.50.110 Stationary Mobile Vendor Operating Requirements. • Prohibits stationary vending in residential zones, requires stationary vendors to comply with fire safety, and mandates that stationary vending provide sufficient space in the public right of way for people with disabilities to pass. • Allows for vending on private property with consent of the property owner and obtaining a temporary use permit.
• 10.50.120 Operating Requirements for Mobile Vendors Within a Park. • Establishes location restrictions for vending in parks and hours of operation. • 10.50.130 Prohibited Activities.
• Outlines prohibited activities, such as late night vending and selling of drugs, firearms or stolen goods.
• 10.50.140 Violations and Penalties.
• Outlines the amount of fines per each violation of the ordinance, which is governed by state law.
• 10.50.150 Ability-to-Pay Determination and Appeals.
• Provides an option for lower income individuals to request a lower fine upon demonstrating they meet specified poverty criteria, which is defined by state law.
• Outlines the process for appealing permit suspensions and appeals before an administrative hearing officer.
____________________________________________________________________________________

FOR CITY CLERK ONLY
Council Meeting: _______________________
Disposition: ___________________________
Agenda Item No: 8.a
Meeting Date: October 20, 2025

SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: City Manager’s Office
Prepared by:

Preya Nixon,
Senior Management Analyst II
John Stefanski
Assistant City Manager
City Manager Approval: ______________
TOPIC: CITY COUNCIL THREE-YEAR STRATEGIC PLAN FOR FISCAL YEAR 2025-2026 AND WORK PLAN FOR FY 2025-26
SUBJECT: RESOLUTION ADOPTING THE CITY COUNCIL’S REVISED THREE-YEAR STRATEGIC PLAN FOR FY 2025-2028 AND WORK PLAN FOR FISCAL YEARS 2025-26
RECOMMENDATION:

Staff recommends that the City Council approve a resolution adopting the City Council’s Revised ThreeYear Strategic Plan for Fiscal Year 2025-2028 and Work Plan for Fiscal Year 2025-26.

BACKGROUND:

City staff have developed and are in the process of implementing a new approach to strategic planning.

First, the City Council approved the new strategic planning methodology at the 2024 City Council Retreat.

The City Council then adopted the Three-Year Strategic Plan on which targets advancement in seven priority areas through specific, measurable goals and objectives. From these goals and objectives, staff have developed seven individual work plans for each of the priority areas which details the specific activities and initiatives staff are targeting to complete by end of the Fiscal Year 2025-26.

This approach to strategic planning provides a framework for:
• Prioritization and Re-Prioritization: Clear direction and commitment from the City Council to support staff’s efforts to accomplish goals and objectives in the face of emerging or competing priorities; consider the trade-offs when determining if an emerging priority arises, and to provide clear direction to staff on what objectives will need to be deferred.

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
• Alignment: Ensure alignment of priorities, amongst the City Council, the community and city staff, and with the budget and resources available to accomplish the City’s goals and provide high quality core services. 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. • Managing Expectations: The Fiscal Year 2025-26 Work Plan is a living document; it is not intended to stay static, and it will change as conditions inevitably evolve, many of which are not in the City’s control. It is the normal course of business for local governments that emerging priorities present themselves regularly. There are new Federal and State laws, unfunded mandates, pandemics, other disasters and recessions that impede our ability to deliver on our goals and objectives as we intend. This new approach aims to educate the community and the City Council and manage expectations about what the City can accomplish based on what the existing conditions and resources are.
• Transparency and Accountability: Improves the City’s ability to measure progress, increases transparency, and to report out progress towards specific goals and objectives.

An important consideration in the creation of the Three-Year Strategic Plan and subsequent annual priority area workplans was balancing the ability for City staff to successfully achieve these goals while maintaining excellence in the delivery of core services and programs. City staff do an extraordinary amount of work and new initiatives must be balanced with ensuring high quality services which the City is chartered to provide. Examples of core services and programs are outlined below.

As a full-service city, San Rafael provides the broad spectrum of municipal services that make our community safe, functional, and vibrant. Our departments work together, guided by the Together San Rafael values of collaboration, empathy, and innovation, to deliver high-quality public service every day.

Core services and operations include:
• Public Safety and Emergency Response: Delivering police services focused on community safety, crime prevention, and traffic enforcement; providing fire suppression, emergency medical response, disaster preparedness, wildfire prevention; and continuing innovative community response efforts like the SAFE mobile mental health crisis team, which diverts calls from jails and emergency rooms toward appropriate mental health services. Through coordination with the Marin County Emergency Operations framework and local incident command, we ensure readiness for emergencies and natural hazards. Emergency management functions also include operating or supporting the City’s Emergency Operations Center (EOC), continuity planning, and coordination of disaster volunteer programs.
• Library & Recreation: Operating our public libraries, community centers, and recreation programs that connect residents of all ages to learning, health, and cultural experiences. This includes managing special events, youth and senior programming, and partnerships that strengthen neighborhood connections and inclusion.
• Childcare: Operating multiple school-age and preschool centers which are located across the City, offering safe, enrichment-based programs with activities like art, science, homework help, and play.
• Homeless Response and Community Well-Being: Leading a comprehensive homelessness response that blends compassion and accountability through outreach, housing navigation, encampment management, and regional coordination. The City partners closely with the County of Marin, service providers reduce unsheltered homelessness, connect individuals to services and housing, and maintain safe, clean public spaces for everyone.

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
• Public Works and Infrastructure: Maintaining and improving city streets, sidewalks, traffic signals, storm drains, parks, open spaces, and public facilities. Public Works also leads capital improvement projects, engineering services, and infrastructure planning to ensure San Rafael remains safe, accessible, and resilient. Public Works also leads the City’s Capital Improvement Program (CIP), engineering planning, maintenance teams, fleet, and infrastructure resilience projects (including flood and sea level rise adaptation). San Rafael residents can report issues (potholes, graffiti, illegal dumping, etc.) via the SeeClickFix portal or other channels. • Planning, Building, and Housing: Guiding thoughtful land use and development consistent with the General Plan 2040 and Downtown Precise Plan; processing planning and building permits, reviewing development projects under State housing and density bonus laws, and supporting housing initiatives that advance affordability and sustainability. • Code Enforcement: Responding to code violations, nuisance concerns, and property maintenance issues in collaboration with residents and property owners to protect health, safety, and quality of life in our neighborhoods.
• Parking Services: Manages downtown and citywide parking. Functions include issuing monthly parking permits, accepting citation payments and appeals, handling requests for meter bags and “No Parking” signs, managing abandoned vehicle reports, and operating public parking garages and lots. The division’s goal is to balance accessibility, turnover, and effective utilization of parking assets.
• Human Resources and Organizational Development: Recruiting, hiring, and supporting a talented and diverse workforce; managing benefits and labor relations; and investing in employee training, well-being, and leadership development consistent with the Let’s Lead Together principles. • Finance, Technology, Digital Service/Open Government, and Administrative Services: Managing the City’s budget, accounting, purchasing, and payroll functions; ensuring transparency and fiscal responsibility; and maintaining the information technology systems that keep our organization connected, innovative, and efficient. Leads technology strategy, service design, IT operations, open data initiatives, performance measurement, and digital transformation. The City has an open data portal, performance dashboards, and supports user-centered design of online public services. Civic engagement is embedded in their work: designing feedback channels, ensuring access and inclusion, and coordinating with departments to improve service delivery. • City Clerk and Records Management: Administering City Council agendas and meetings, preparing and maintaining official records and legislative history, overseeing elections and local campaign filings, and ensuring public transparency and access through compliance with the California Public Records Act. The Clerk’s Office also leads citywide records management and retention programs that preserve the City’s institutional memory and support open government. • City Attorney’s Office: Providing legal counsel to City staff and to the City Council, boards, commissions, and departments; drafting and reviewing ordinances, resolutions, contracts, policies; representing the City in litigation; and ensuring compliance with State and federal laws.

The City Attorney’s Office plays a key role in managing legal risk, advising on land use and labor matters, and supporting ethical, transparent decision-making. • Sustainability, Climate, and Resilience: Implementing the Climate Change Action Plan, advancing energy efficiency, green infrastructure, and waste reduction efforts, and planning for long-term sea level rise adaptation in vulnerable areas such as the Canal and East San Rafael. The City is also collaborating regionally on climate resilience, flood protection, and environmental restoration to safeguard the community’s future.
• Intergovernmental and Legislative Affairs: Monitoring and implementing new State and federal laws, maintaining partnerships with the County of Marin and regional agencies, and coordinating initiatives that advance shared goals in housing, transportation, homelessness, sea level rise, and emergency response.

ANALYSIS:

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
Work Plan Development
Translating the City Council’s objectives into specific, actionable initiatives was a multi-step process. To assist in this effort, the City engaged the consulting firm Jacob Green and Associations (JGA) to bring technical expertise and an objective perspective to this process. JGA facilitated multiple workshops to discuss and draft the various milestones and activities that will occur over the fiscal year.

Draft work plans were then reviewed for feasibility, coordination amongst departments, budget alignment, and milestones where community engagement and/or outreach is needed. Additionally, staff identified when items would likely be presented to a City Council subcommittee, and/or brought to the City Council for feedback and/or potential approval. Following this, the City Manager’s Office worked with each department to refine activities and initiatives to confirm target deadlines and confirm that existing resources were sufficient.

Work Plan Components
The Work Plan for FY 2025-26 features a consistent layout clearly outlining each objective, objective description, activity or initiative and description. The Work Plan then indicates the primary department, staff lead, supporting department(s), and the target fiscal year quarter for completion. Fiscal year quarters are as follows:
• Quarter 1: July, August, September
• Quarter 2: October, November, December
• Quarter 3: January, February, March
• Quarter 4: April, May, June
For each year of the Three-Year Strategic Plan, staff will prepare and present an annual workplan to the City Council. As Quarter 1 of the fiscal year has now passed, we have indicated objectives with a targeted start date in Quarter 1 as “complete.” However, there are objectives that cross multiple quarters and are currently in process. Additionally, there are some activities and initiatives that will not begin until year two or three of the Three-year Strategic Plan, which are indicated in the attachment.

For reference, staff listed as the “staff lead” for a goal are those staff members who are accountable for the completion of the activity/initiative/milestone. Staff listed for the activity or initiative are those who will do the work to complete that activity/initiative/milestone. Goals and objectives that are highlighted in gold denote those items which the City Council identified as a top priority for this year during the May 5, 2025 Three-Year Strategic Plan Study Session.

Items not included in the Work Plan include those activities that are related to regular ongoing operations of the City. In addition, some of the City Council’s goals will be achieved by specific Capital Improvement Program projects. Those projects are tracked in the annual Capital Improvement Plan document. In the existing Three-Year Strategic Plan, staff have identified four objectives that are also listed in the Capital Improvement Plan. Staff recommend removal of them from the Three-Year Strategic Plan to eliminate any confusion that might occur by listing them in two different plans. They will be tracked separately, but progress updates will be integrated. They are:
• B.1.2 Design and begin work on the Canal Neighborhood Active Transportation Enhancement project improvements.
• B.1.4 Design and construction of Second Street and Fourth Street improvements. • B.4.1 Implement trash capture projects to reduce pollutants in local waterways to meet State mandated trash reduction requirements.
• E.4.2 Complete the Pickleweed Library and Pickleweed Preschool renovation.

SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5
Accountability and Transparency. A critical component of the Work Plan is to track and measure progress to maintain accountability and transparency. Staff will be utilizing the project management software Asana, to further promote accountability, track each objective by milestone, and report progress to the City Council and the community. The Strategic Plan has identified performance metrics that correspond to each priority area. The Data & Insights team will work with Departments to track and analyze these key metrics to understand the effectiveness, outcomes, and impact of projects and programs in the workplan through the course of the year. Metrics and corresponding analysis will be updated as data becomes available and presented to the Director team on a quarterly basis. The performance metrics on the publicly available performance dashboard will also be updated on a bi-annual or annual basis depending on the availability of data.

Next Steps.

The City Manager’s Office will track and update all Work Plan activities in Asana. Staff will bring a midyear update to the City Council early in 2026 to provide a status report, along with the City’s mid-year budget update. The update will include major accomplishments, objectives that may be at risk due to unforeseen circumstances, resource or capacity concerns, and recommendations, if needed, for reprioritization of existing goals and objectives. In addition, staff are developing a process and framework for evaluating emerging priorities, identifying priority trade-offs, making recommendations regarding reprioritization of goals, objectives, activities, and/or initiatives.

FISCAL IMPACT:

There is no fiscal impact associated with this report. The Work Plan for FY 2025-26 was developed in conjunction with development of the Fiscal Year 2025-26 Annual Budget. As such, resources to support implementation are provided within departments’ approved budgets.

OPTIONS:

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

1. Adopt the resolution as presented.

2. Adopt resolution with modifications.

3. Direct staff to return with more information.

4. Take no action.

RECOMMENDED ACTION:

Staff recommends that the City Council approve a resolution adopting the City Council’s Revised ThreeYear Strategic Plan for FY 2025-2028 and Work Plan for Fiscal Year 2025-26.

ATTACHMENTS:

1. Revised Three-Year Strategic Plan for 2025-2028

2. Draft 2025-26 Work Plan

3. Resolution

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
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
• 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
program.

Planted 140 trees on city-owned
land and 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.
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 Conduct East San Rafael Canal Crossing feasibility study and pursue partnerships and funding sources for possible construction of a swing bridge.
• B.1.3 Revise the City’s current residential parking permit program. • B.1.4 Execute a comprehensive pavement management program to maintain road quality at a “Fair” Pavement Condition Index (PCI) rating across the City’s roadway network. • B.1.5 Acquire and secure 620 Canal, assess and explore options for interim use.

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 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 llegal
Dumping Program.
• 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 enhanced WUI Fire Code public education programs, 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 Assemble a team of experts to ensure successful delivery of the Albert Park Library and Community Center
• 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.4.2 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
• 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, 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 Implement the requirements of SB 707 regarding virtual public comment at public meetings and translated meeting agendas.
• F.2.7 Analyze and identify revisions to the municipal code and City Charter to make them more accessible, understandable, and gender inclusive.
• F.2.8 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 Update the master fee schedule and development impact fees 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.
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
Public Records Requests
submitted
(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 a community engagement program to bring all members of the community into decisionmaking for 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.

Reference Key
Denotes City Council Top Priority from May Study Session Staff Listed for Goal Accountable - the person answerable for the completion of the task/deliverable Staff Listed for Strategy/Milestone Responsible - the person who actually does the work to complete the task/deliverable Quarters are Fiscal Year (July 1-June 30) Quarters.

Priority Area A - Economic Development and Neighborhood Vitality - San Rafael has vibrant neighborhoods and a strong economy Goal A1: CED
# Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target End
Date
Objective A.1.1
Reduce
Commercial
Vacancies
CED Stacey Laumann DS, FIN, CMO
Expand San Rafael GO to serve as a
"one-stop-shop" for business start-ups
and expansion
Conduct targeted outreach and offer personalized guidance through the permitting process and provide clear, user-friendly online. CED Stacey Laumann DS Q2 Q4 Present Economic Development
Strategic Plan Update to the City
Council Subcommittee
Present the Economic Development Strategic Plan progress report, including GO Program outcome metrics. CED Stacey Laumann DS Q4 Q4 Evaluate Economic Incentive Programs Evaluate economic development incentive programs for business attraction and retention. CED Stacey Laumann FIN, CMO Q2 Q3 Objective A.1.3
Targeted
Marketing
Initiatives
CED Micah Hinkle CMO, FIN
Market high-visibility vacancies
Identify high-visibility vacancies and partner with brokers, property owners, and the Downtown and East San Rafael business districts, and the Chamber of Commerce to market these spaces for priority industries that align with community needs.

CED Stacey Laumann CMO Q3 Q4
Develop & Implement Economic
Incentive Programs
Implement incentive programs for Streeteries and Special Events identified by evaluation above. CED Sullina Smith CMO, FIN Complete Q4 Present to Economic Development
Council Subcommittee
Present proposed Special Events Sponsorship Program & Streeteries Incentive Program. CED Sullina Smith CMO Complete Q4
Present to City Council Present proposed Special Events Sponsorship Program & Streeteries Incentive Program to City Council for discussion and possible adoption. CED Sullina Smith CMO Q2 Q4 Objective A.1.5 Assess Tourism
Funding Model CED Micah Hinkle CM, FIN
Coordinate with County of Marin on
Assessing Current Tourism Model
Evaluate current program, consider alternatives, and analyze hotel district revenue and use of funds. CED Stacey Laumann CM, FIN Q3 Q4 Explore Tourism Funding Models Research programs and data from the State and other local jurisdictions. CED Stacey Laumann CM, FIN Q2 Q3 Consider Countywide Strategy Explore the formation of a Countywide Tourism Improvement District. CED Stacey Laumann CM, FIN Q3 Q4 Conduct Stakeholder Engagement Engage hoteliers, the Chamber of Commerce, and other stakeholders in identifying their concerns and priorities. CED Stacey Laumann CM, FIN Q3 Q3 Present to Council Economic
Development Council Subcommittee
Present findings and potential options to the Economic Development Council Subcommittee. CED Stacey Laumann CM, FIN Q4 Q4
Present to City Council Present findings and recommendation to the City Council. CED Stacey Laumann CM, FIN Q4 Q4 Goal A2: Transform City gateways and public spaces to be more inviting and enhance civic pride. DPW CED, DS CM # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target End
Date
Reduce commercial vacancies through business expansion, attraction, and retention efforts and enhanced customer support via the San Rafael GO Program.

Strengthen the local economy by supporting existing businesses and attracting new enterprises.

Assess the existing tourism funding model to determine if alternative models would enhance tourism sector growth for San Rafael.

Drive local economic activity through promotion of destination tourism, enhancing special events, and optimizing City-owned assets by leveraging targeted marketing initiatives.
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-A 2 of 25 Objective A.2.1
Create/Implement
Gateway
Beautification
Program
CED Micah Hinkle DS, DPW, CMO, CED
Define and Develop Scope of Work
Prepare scope of work for improvements to downtown gateway that includes landscape design and improvements, opportunities for public art, and installation of new gateway signage and landscaping.

CMO Preya Nixon DS, CED, DPW Q2 Q2
Inventory of Gateways and Wayfinding Map locations of existing City gateways and identify any new locations for gateways and wayfinding assets to prioritize future improvements. CED Joanna Kwok CMO, DS, DPW Q2 Q3 Present to Economic Development
Council Subcommittee
Present gateway/beautification pilot plan to the City Council Economic Development Subcommittee. CED Stacey Laumann CMO Q2 Q3
Gateway Pilot Beautification/
Landscape Improvements
Design and install landscape design improvements at Central San Rafael Gateway. DPW Joanna Kwok CED Q2 Q3
Start Branding, Identity, Wayfinding,
and Monument Design
Develop scope of work and RFQ for development of an updated branding and wayfinding program including gateway monument design and hire consultant.

CMO Preya Nixon DS, CED, DPW Q3 Q4
Present to Economic Development
Council Subcommittee
Present branding, identify, wayfinding, and monument design to the City Council Economic Development Subcommittee. CED Stacey Laumann DS, CMO Q4 Q4 Engage the Urban Land Institute
Technical Assistance Panels
Enter Urban Land Institute Technical Assistance Panels Agreement and establish timeline. CED Stacey Laumann CMO Q2 Q2
Convene the Urban Land Institute
Technical Assistance Panel
Hold a community workshop with Urban Land Institute to receive expert advice on placemaking interventions. CED Stacey Laumann CMO Q3 Q3 Present to Economic Development
Council Subcommittee
Present ULI findings to the City Council Economic Development Subcommittee. CED Stacey Laumann CMO Q3 Q3
Present to City Council Present findings to City Council. CED Stacey Laumann CMO Q4 Q4 Objective A.2.2
Design/Implement
Public Spaces
Program
DPW April Miller DS, CED, CMO, FIN
Identify High Visibility Spaces &
Maintenance Baseline Services
Work with cross-departmental team to identify high visibility public assets and establish baseline services, and evaluate priorities based on resources.

DPW Jonathan Schellin DS, CED, CMO Q2 Q3
Scope Program To Achieve Target
Services
Scope costs and timeline needed to achieve target services for high visibility public assets, and identify trade-offs for focusing on high visibility spaces.

DPW Jonathan Schellin CED, CM Q3 Q4
Identify Gaps in Funding to Expand
Services and Seek New Funding Sources
Document the gaps that exist between current needs and available funding and being to identify new funding sources. DPW Jonathan Schellin CM, FIN Q4 Q4 Present to Economic Development
Council Subcommittee
Present findings and recommendations to the City Council Economic Development Subcommittee. DPW Jonathan Schellin CED, CM Q4 Q4 Objective A.2.3 Implement Illegal
Dumping Program Continue implementation of a comprehensive, citywide illegal dumping program. SUS Cory Bytof DPW, DS Procure Data and Surveillance Tools Solicit proposals and convene the cross-departmental illegal dumping team to make selections and contract with vendors. SUS Kaylyn Turnil DPW Complete Q2 Conduct Community Outreach &
Education
Finalize and distribute educational materials to affected apartment managers and tenants through mail, digital, and in person outreach. SUS Kaylyn Turnil DS Complete Q4 Implement Bulky Item Service for Large
Multifamily
Work with Marin Sanitary Service to roll out the free service to large multifamily properties. SUS Kaylyn Turnil DPW Q2 Q4
Implement "Hot Spot" Campaigns Work with cross-departmental illegal dumping team to conduct three comprehensive interventions in high volume dumping areas. SUS Kaylyn Turnil DPW Q2 Q4 Present to City Council Present program update to Council, with refuse rates. SUS Kaylyn Turnil DPW Q2 Q2 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.

Create and implement a gateway beautification program with enhanced signage, landscaping, and public art that reflects the City’s identity and vibrancy
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-A 3 of 25 Goal A3: Enhance neighborhoods to be the most resilient, diverse, and vibrant places to live, work, and visit. CED DPW # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start
Date
Target End
Date
Objective A.3.1
Deliver
Placemaking
Elements
Deliver placemaking elements through funded public art projects in the Downtown San Rafael Art District. CED Stacey Laumann LR, DPW Conduct Call for Artists Local Edition will conduct a Call for Artists. CED Stacey Laumann LR Complete Complete Select Artist Downtown San Rafael Arts District selects artist CED Stacey Laumann LR Complete Complete Seek Public Input Designs refined based on public input through digital surveys and inperson tabling by Local Edition. CED Stacey Laumann LR Q2 Q2 Present to Public Art Review Board Present designs to the Public Art Review Board for review and potential approval. CED Stacey Laumann LR Q2 Q3
Present to City Council Present designs to the City Council for review and potential approval. CED Stacey Laumann LR Q2 Q3 Install Art Pieces Install up to five new public art pieces on City property to enhance placemaking CED Stacey Laumann LR, DPW Q3 Q4
Objective A.3.3
Special Event
Permit Program
Update
CED Micah Hinkle PD, DPW
Transition to Community and Economic
Development Department
Transition special event permitting process from the Police Department to the Community and Economic Development Department. CED Sullina Smith PD Complete Q3 Evaluate Program and Development
Recommendations
Analyze permitting process, engage stakeholders and identify opportunities for improvement. CED Sullina Smith PD, DPW Complete Complete Present to Economic Development
Council Subcommittee
Present recommendations to improve the special event permit program to the Economic Development Council Subcommittee for feedback. CED Sullina Smith PD Complete Q1 Present to City Council Present draft special event permit to the City Council for review and potential approval. CED Sullina Smith PD, DPW Q2 Q3
Implement Updates & Conduct
Outreach Launch updated program and conduct outreach to community. CED Sullina Smith PD Q3 Q3 Objective A.3.4
Develop
Northgate Specific
Plan
Develop the Northgate San Rafael Priority Development Area Plan. CED Greg Minor CA, CM, CC, DS Draft Grant Agreement Finalize scope and draft agreement with Metropolitan Transportation Commission for awarded grant funds. CED Kristina Estudillo CAO Complete Q2 Present to City Council Present grant agreement and consultant selection to the City Council for review and potential approval. CED Kristina Estudillo CAO, CM, CC Q2 Q2 Develop and Complete a Request For
Proposal and Select Firm
Develop Request For Proposal for consulting services to draft the Specific Plan and perform California Environmental Quality Act analysis and select firm.

CED Kristina Estudillo CAO Q2 Q2
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.
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-A 4 of 25 Objective A.3.5
Develop
Southeast San
Rafael Specific
Plan
CED Greg Minor CAO, CM, CC
Draft Grant Agreement Finalize scope and draft agreement with Metropolitan Transportation Commission for awarded grant funds. CED Jose Herrera Preza CAO Complete Q2 Present to City Council Present grant agreement and consultant selection to the City Council for review and potential approval. CED Jose Herrera Preza CAO, CM, CC Q2 Q2 Select Consultant Enter into agreement with consultant to draft the Specific Plan and perform California Environmental Quality Act analysis. CED Jose Herrera Preza CAO Q3 Q3 Conduct Project Kickoff Develop Community Engagement Strategy. CED Jose Herrera Preza CM Q3 Q3 Start Community and Stakeholder
Engagement Conduct community meetings, workshops, and listening sessions. CED Jose Herrera Preza CM Q3 Q4 Start Identifying Issues and
Opportunities
Draft a series of memoranda which will serves as the findings to help inform the Specific Plan. CED Jose Herrera Preza CM Q3 Q4 Objective A.3.6 Tree Ordinance
Revision DPW April Miller CM, SUS, CAO, CED
Review Existing Policy Analyze the existing tree ordinance. DPW Jonathan Schellin CM, SUS, CAO Q2 Q3 Study best practices and benchmark to
comparable jurisdictions Review best practices and comparable jurisdiction's tree ordinances. DPW Jonathan Schellin CM, CED, SUS, CAO Q3 Q4 Integrate LiDAR Inventory
Review and integrate LiDAR (Light Detection and Ranging) data into work order system. Validate and add to LiDAR inventory with in-person inspections.

DPW Aaron Tubbs CM, SUS, CAO Complete Q4
Draft Revision to Tree Ordinance Begin drafting the revisions to the Tree Ordinance DPW Jonathan Schellin CM, SUS, CAO, CED Q4 Q4 Pursue Grant Opportunities Apply for grants as they become available. DPW Jonathan Schellin CM, SUS, CAO Q1 Q4 Goal A4: Streamline and modernize the City's land use regulatory framework to facilitate development and growth. CED # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target End
Date
Objective A.4.1 Update Objective
Design Standards CED Micah Hinkle CAO
Evaluate Downtown Precise Plan's
Objective Design Standards
Evaluate the Downtown Precise Plan (DPP) related to Objective Design Standards and to clarify residential density and height standards for Downtown.

CED Margaret Kavanaugh-Lynch CAO Q2 Q3
Develop and Complete Request For
Proposal and Select Firm
Develop Request For Proposal for consulting services to update Objective Design Standards and start CEQA process and select firm. CED Margaret Kavanaugh-Lynch CAO Q3 Q4 Draft Document Begin drafting Objective Design Standards and commence California Environmental Quality Act process. CED Margaret Kavanaugh-Lynch CAO Q4 Q4 Objective A.4.2 Citywide Zoning
Ordinance Update the Citywide Zoning Ordinance to align with the General Plan 2040. CED Greg Minor CAO Evaluate Ordinance and Draft
Amendments
Evaluate existing ordinance and develop a list of amendments that will streamline and clarify the Zoning Ordinance. CED Margaret Kavanaugh-Lynch CAO Complete Q2 Update the City's Objective Design Standards- Downtown Precise Plan Develop an Southeast 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).

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.
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-A 5 of 25 Priority Area B: Mobility and InfrastructureEnhance and maintain the City’s infrastructure, streets and facilities through the Capital Improvement Program.

Goal B.1 Develop and maintain an integrated, multi-modal transportation network that serves all users effectively and safely. DPW # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target
Completion
Objective B.1.1
Develop/Adopt
Citywide Bicycle and
Pedestrian Plan
DPW April Miller CM, DS, CAO
Draft Citywide Bicycle and Pedestrian Plan Develop report summarizing assessment of the current network and recommendations for new or updated policies and projects. DPW Kelly Abey CM Q2 Q3 Conduct Community Engagement
Encourage community participation and obtain feedback through a variety of outreach methods, including virtual meetings, in-person workshops, online survey, pop-up events, and interactive online map and website.

DPW Kelly Abey CM, DS Q3 Q3
Present to Bicycle and Pedestrian Advisory Committee Present draft plan to the Bicycle and Pedestrian Advisory Committee for review and feedback. DPW Kelly Abey CM Q4 Q4
Present to City Council Present final draft of the Citywide Bicycle and Pedestrian Plan to the City Council for review and potential adoption. DPW Kelly Abey CM, CAO Q4 Q4 Objective B.1.2
San Rafael Canal
Crossing Feasibility
Study
Conduct East San Rafael Canal Crossing feasibility study and pursue partnerships and funding sources for possible construction of the swing bridge. DPW April Miller CM, CAO, CED Select Consultant Issue Request for Proposal and select a consultant team to lead the feasibility study and seek City Council approval. DPW April Miller CM, CAO Q2 Q3 Begin Feasibility Study (Bridge) Begin investigation of site conditions for potential project sites. DPW April Miller CM, CED Q3 Q4 Begin Coordination with Regulatory agencies Begin coordination with regulatory agencies (i.e. Coast Guard, Army Corp, etc. ). DPW John Thomas CM Q4 Q4 Develop and adopt an updated Citywide Bicycle and Pedestrian Plan. 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-B 6 of 25 Objective B.1.3 Parking Permit
Program Revision Revise the City’s current residential parking permit program. CM Angela Robinson Pinon DPW, FD, CAO Complete Phase 1 - East San Rafael Finalize report on East San Rafael Parking Permit Program recommendations. CM Preya Nixon DPW Q2 Q2 Initiate Phase 2 - Evaluation Citywide Initiate the research and development of a updated residential parking permit programs across San Rafael (with the exception of East San Rafael). CM Preya Nixon DPW, FD Q2 Q4 Conduct Community Outreach Share recommendations with the community via virtual and in-person meetings and website updates. CM Preya Nixon DPW Q3 Q4
Present to City Council Present recommendations to the City Council for review and potential approval. CM Preya Nixon CAO Q4 Q4 Objective B.1.5
Execute the Pavement
Management Program
(PMP)
Execute a comprehensive pavement management program to maintain road quality at a “Fair” Pavement Condition Index (PCI) rating across the City’s roadway network. DPW April Miller DS Draft Pavement Management Plan (PMP) Develop multi-year Pavement Management Program Plan. DPW Grey Melgard DS Complete Complete Coordinate with Utility Agencies for Pavement Management Plan Review Pavement Management Program with utility companies to coordinate proposed major utility infrastructure projects. DPW Grey Melgard DS Complete Q2 Pavement Management Plan and Citywide Bicycle and Pedestrian Plan CReview Pavement Management Program plan with Citywide Bicycle and Pedestrian Plan. DPW Grey Melgard DS Complete Q2
Present Pavement Management Plan to Bicycle and Pedestrian Advisory Committee
Present overview of Pavement Management Program to Bicycle and Pedestrian Advisory Committee for informational purposes. DPW Grey Melgard DS Q2 Q3 Present Pavement Management Plan to City Council Share overview of proposed Pavement Management Program plan with the City Council for informational purposes. DPW Grey Melgard DS Q3 Q4

NEW OBJECTIVE
B.1.7
Interim use for 620
Canal DPW April Miller CAO, DPW, CED, CMO
Acquire 620 Canal Street Property Execute agreement with trust for public land to acquire 620 Canal Street property. CED Greg Minor CAO Q2 Q2 Secure 620 Canal Site Secure 620 Canal site with fencing and other measures. DPW John Thomas CAO Q3 Q4 Conduct Site Assessment For Potential Interim Uses. Conduct feasibility assessment for interim use. LR Craig Veramay DPW, CED, CMO Q3 Q4 Begin Exploring Options For Interim Use Begin exploring options for potential interim uses, based off the site assessment. LR Craig Veramay DPW, CED, CMO Q4 Q4 Explore Grant Opportunities Coordinate with partners to seek grant and other funding opportunities to support potential interim uses or site improvements LR Craig Veramay DPW, CED Complete Q4 Acquire and secure 620 Canal, assess and explore options for interim use. 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-B 7 of 25 Goal B.2 Enhance transportation safety and traffic management systems and policies. DPW # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target
Completion
Objective B.2.2 Launch/Evaluate
Traffic Calming Pilot Launch and evaluate pilot projects for traffic calming measures to improve neighborhood safety. DPW April Miller PD, DS Complete Pilot Assessment Complete the assessment of the traffic calming pilot in the Spinnaker Point neighborhood. DPW Sayed Fakhry PD Q3 Q4
Implement Recommendations Implement additional traffic calming measures in the Spinnaker Point pilot. DPW Sayed Fakhry PD Q2 Q4 Present to the Bicycle and Pedestrian Advisory Committee Present the guidelines for the prioritization of traffic calming pilot projects to the Bicycle and Pedestrian Advisory Committee for informational purposes. DPW Sayed Fakhry PD Q3 Q4 Objective B.2.3 Implement New
Traffic Safety Laws Implement and monitor projects as required due to recent legislation; AB413 (day lighting) and AB43 (speed limits). DPW April Miller PD, PS, CAO, DS, CM Develop Implementation Plan for AB413 Continue to develop day lighting implementation procedures, based on phased approach, reflective of new traffic laws and City municipal code. DPW Sayed Fakhry PD, PS Complete Complete Present Draft Plan to Advisory Traffic Committee Introduce and present draft day lighting implementation for feedback. DPW Sayed Fakhry PD, PS Q2 Q2 Present to Bicycle and Pedestrian Advisory Committee Provide new traffic safety law framework to the Bicycle and Pedestrian Advisory Committee for initial input and guidance. DPW Sayed Fakhry CAO Q2 Q2 Conduct Community Outreach Communication via City Website around new law. DPW Kelly Abey DS Q2 Q2 Execute & Monitor Implementation Plan Install new improvements, such as striping and signage, based on the day lighting implementation plan and monitor for compliance. DPW Sayed Fakhry PD, PS Q3 Q3 Implement & Monitor Downtown for AB43 Install new striping and signage for new speed limits in the downtown area and initiate 30-day monitoring and warning period. DPW Eugelyn Lopez PD Complete Q2 Evaluate Additional Locations (Phase 2)
Continue to identify key locations (Phase 2) applicable for speed limit reduction based on AB43 provisions and conduct evaluation of roadway corridors within the identified locations.

DPW Sayed Fakhry PD Q2 Q3
Present to the Bicycle and Pedestrian Advisory Committee Provide draft speed limit recommendations to the Bicycle and Pedestrian Advisory Committee for input. DPW Sayed Fakhry PD Q3 Q3
Conduct Community Outreach Update communication via City Website around new speed limits recommendation. DPW Kelly Abey CM, DS Q3 Q4 Present to the City Council Present proposed speed limit recommendation to the City Council for discussion and possible adoption. DPW Sayed Fakhry CM, PD Q4 Q4
Objective B.2.4 Traffic Signal Upgrade DPW April Miller DS Identify Locations for Backup Battery System Buildout
Identify locations and develop schedule for new traffic signal Backup Battery System installations at signalized intersections based on review of existing infrastructure and projection of future needs.

DPW Kelly Abey DS Q2 Q4
Identify Opportunities for Intelligent Transportation System Buildout Identify opportunities for intelligent transportation system enhancements, such as traffic detection device/systems, communication network, and management center/software, based on review of existing infrastructure and projection of future needs. Monitor legislation for future opportunities regarding speed cameras.

DPW Sayed Fakhry DS Q2 Q4
Modernize and upgrade traffic signal systems to enhance capabilities for managing traffic flow based on the 2040 General Plan. 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-B 8 of 25 Goal B.3 Implement systems and programs that address deferred maintenance of public assets and infrastructure to improve services to the community. DPW # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target
Completion
Objective B.3.1 Develop a Buildings
and Facilities Plan DPW April Miller DS, CM, All
Review Current Facility Data Review current data records for facility conditions and format for new asset software use. DPW Jonathan Schellin DS Complete Q3
Collect New Facility Data Build collection tool, train and deploy staff to collect facility data, prioritizing pump stations and other critical infrastructure. DPW Jonathan Schellin DS Complete Q4 Validate Facility Assessment Policy Review current and new data and utilize forecasting tool in asset software to determine unmet resource needs. DPW Jonathan Schellin CM Q3 Q4 Present to Council Finance Subcommittee Present draft plan to the Finance Council Subcommittee for feedback. DPW April Miller All Q4 Q4 Objective B.3.2 Asset Assessment and
Tracking Assess and track the condition of the City’s assets through the asset management program. DPW April Miller DS Complete Data Structure Review
Reconcile prior data system with new asset management platform with a focus on storm drains and pavement conditions to support future planning and operations on these physical assets.

DPW Jonathan
Schellin DS Complete Q3
Capture Additional Assets Build collection tool, train and deploy staff to collect facility data, prioritizing pump stations and other critical infrastructure. DPW Jonathan Schellin DS Complete Q4 Integrate with Current Geographic Information System (GIS) Integrate and deconflict data between City's GIS and ASM GIS to determine which is the primary source for each use case. DS Vedika Ahuja DPW Q2 Q4 Integrate software Integrate software into project check lists and workflow. DPW Jonathan Schellin DS Q2 Q4
B.4 Assess and improve stormwater infrastructure and management program. DPW # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target
Completion
Objective B.4.1
Develop Citywide
Storm Drain Plan
(CSDP)
DPW April Miller SUS
Draft Drainage Design Standards
Develop draft drainage design standards and guidelines to provide guidance on how to analyze and appropriately size drainage infrastructure, including references to other relevant drainage requirements or guidance documents (e.g., Marin Countywide Stormwater Pollution Prevention Program water quality treatment measures and Marin County Drainage Manual).

DPW Eugelyn Lopez SUS Q3 Q4
Draft Citywide Storm Drain Plan
Prepare draft report summarizing the field data collection results and system needs, existing conditions, new stormwater project recommendations, and maintenance and inspection plan approach.

DPW Eugelyn Lopez SUS Q4 Q4
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.

Develop a Citywide Buildings and Facilities Plan (CBFP) to assess, identify and track the condition of City assets, deferred maintenance, and unmet facility needs. 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-B 9 of 25 Priority Area C - Sustainability and Resilience - Foster a resilient community through climate adaptation, sustainability, hazard mitigation, and emergency preparedness efforts.

Goal C.1 Reduce greenhouse gas emissions from both community and municipal sources. SUS # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department
Start
Date
Target
Completio
n
Objective C.1.1 Develop/Implement Zero Emission
Vehicles Plan Develop and begin implementing a plan to expand facility electric vehicle charging infrastructure and transition the City’s fleet to zero emission vehicles. SUS Cory Bytof DPW, SUS Complete Electric Vehicle Charging Infrastructure Feasibility Plan Develop City Facility Electric Vehicle charging infrastructure plan. SUS Cory Bytof DPW Complete Complete Complete Final Design and Permitting Finalize design and permitting including surveys. SUS Cory Bytof DPW Complete Complete Apply for Additional Incentives Complete and submit application documents for incentives. SUS Cory Bytof DPW Complete Q4 Issue Request For Proposal and Select Firm Develop and issue Request For Proposal and select firm. DPW Jonathan Schellin SUS Q2 Q4 Start City-Side Construction Includes purchasing, construction, electrical, and software installation and testing. DPW Omar Garcia SUS Q4 Q4 Objective C.1.2 Electric Vehicle Acceleration
Strategy Work with transportation partners to implement the Electric Vehicle Acceleration Strategy and reduce community vehicle miles traveled. SUS Cory Bytof DPW, CED, DS Participate in Development of Countywide Charging Framework Participate in countywide effort to develop a electrical vehicle charging strategy and framework. SUS Cory Bytof DPW Complete Q4 Participate in contractor selection process Participate in countywide effort to develop and issue the Request For Proposal, including selection and contracting with winning bidder. SUS Cory Bytof DPW Q3 Q4 Participate in Development of Countywide Vehicle Miles Traveled Reduction Effort
Participate in countywide efforts to conduct gap analysis and develop plan for countywide campaign to identify gaps and opportunities for Vehicle Miles Travelled reduction. SUS Cory Bytof DPW Q1 Q3 Start to Implement countywide Vehicle Miles Travelled Reduction Campaign Conduct community engagement, provide incentives, and track progress. SUS Cory Bytof CED, DS Q4 Q4 Objective C.1.3 Implement Short-Lived Climate
Pollutant Law SUS Cory Bytof DPW, CED, FIN
Implement Mandatory Recycled Content Procurement Procedures Refine procurement process and tracking, implement streamlined compliance for staff. SUS Kaylyn Turnil DPW Complete Q3 Train Staff on Recycled Content Procurement Processes Implement staff training on new recycled content procurement processes. SUS Kaylyn Turnil FIN Q2 Q4 Establish Mandatory Recycling and Composting Enforcement Process Work with Zero Waste Marin to establish a process of enforcement for non-compliant businesses. SUS Kaylyn Turnil CED Q2 Q4
Implement Multi-Family Housing Outreach Programs Develop programs and outreach materials to help tenants and managers comply and reduce recycling contamination in conjunction with the illegal dumping program. SUS Kaylyn Turnil CED Q2 Q4 Objective C.1.4 Reduce Community Building Energy
Use SUS Angela Robinson Pinon SUS, CAO, CM, DS
Present to City Council In anticipation of new state law restricting building code amendments, present proposed building reach codes to the City Council for discussion and possible adoption. CED Don Jeppson SUS, CAO Complete Complete Present to City Council Present Building Electrification Roadmap options to the City Council to receive policy direction on next steps with annual Greenhouse Gas Inventory update. SUS Cory Bytof CM Q1 Q2 Develop Incentive and Outreach Campaign Proposal Develop scope of work and metrics for success. SUS Cory Bytof CED, CM, DS Q2 Q4 Develop Energy Code Tracking Mechanisms Develop methods to track energy efficiency installations. CED Don Jeppson SUS Q2 Q4 Participate in Regional Efforts Collaborate with County and regional entities to promote and incentivize efficiency and electrification. SUS Cory Bytof CM Q1 Q4
Expand community composting, revise purchasing policies, and collaborate with Zero Waste Marin and Marin Sanitary Service to implement SB 1383, the Short-Lived Climate Pollutant Law.

Reduce community building energy use through incentive programs, community education, and engagement tools as outlined in the County Building Electrification Roadmap. 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-C 10 of 25 Goal C.2 Strengthen community preparedness and resiliency for earthquakes, wildfires, flooding, and sea level rise through comprehensive hazard mitigation, risk mitigation, and climate adaptation efforts. SUS/FD # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department
Start
Date
Target
Completio
n
Objective C.2.1 Local Hazard Mitigation Planning Identify funding for Local Hazard Mitigation Plan projects and begin implementation of the highest priority projects. FD Abe Roman CM, DPW Utilize Measure C funds to complete wildfire mitigation In alignment with Measure C (Wildfire Parcel Tax) goals, reduce wildfire risk through vegetation management, defensible space and home hardening, public education, evacuation route improvement, and ignition reduction.

FD Quinn Gardner DPW Complete Q4
Monitor Funding Opportunities Monitor state, federal, private, and other grant funding opportunities for LHMP Projects. FD Quinn Gardner CM, DPW Complete Q4 Objective C.2.2 Wildfire Action Plan Implementation Continue implementing the Wildfire Prevention and Protection Action Plan and evaluate the need for revisions, including focusing on zone zero (0-5 feet from homes and structures). FD Abe Roman CM Present to City Council Prepare and present an annual progress update of the Wildfire Action Plan to City Council. FD Quinn Gardner CM Q2 Q2 Install Safe Parking Program Complete installation of safe parking program on narrow and hillside roadways including parking boxes, red curbs, increased signage and other traffic control measures. FD Kate Anderson CM, DPW Complete Q4 Develop & Implement Zone Zero Grant Program Implement zone zero grant program to encourage broader implementation. FD Kate Anderson CM Q2 Q4 Objective C.2.3 Resiliency in Building Code SUS, CED, FD Abe Roman CED, FIN Present to City Council Present a resolution to the City Council to integrate the multi-jurisdiction local hazard mitigation plan into the Safety Element of the General Plan 2040 in compliance with state law AB 2140. FD Quinn Gardner CED, FIN Q2 Q3 Increase Use of Fire Adaptive Construction Materials Update Building code to increase the use of fire adaptive construction materials in existing and new structures including outbuildings and fences. FD Quinn Gardner CED Q2 Q3 Present to City Council
Present a resolution to the City Council to Adopt the updated State Fire Code and apply fire rated construction materials as described in Chapter 5 of the 2025 California Wildland-Urban Interface Code Citywide.

FD Bob Sinnott CED Q2 Q3
Consider code update related to Non-combustible Gates Research and draft for City Council consideration updated fence codes to require fire rated materials for new fences and updates. FD Quinn Gardner CED Q3 Q4 Objective C.2.4 Sea Level Rise Adaptation Plan Develop a Sea Level Rise Adaptation Plan that complies with SB 272. SUS Cory Bytof FIN, DS, CM, CED Complete Coastal Conservancy Sea Level Rise Grant Complete sea level rise engagement and planning tasks in the grant scope. SUS Kate Hagemann FIN Q2 Q3 Complete Governor's Office of Land Use and Climate Innovation Sea Level Rise Grant
Complete the sea level rise monitoring, critical facilities evaluation, and final report tasks in grant. SUS Kate Hagemann FIN Q2 Q3
Conduct Community Engagement for Sea Level Rise Grants Conduct community engagement about the results of the sea level rise feasibility study. SUS Kate Hagemann DS, CM Complete Q3 Present to City Council Present overview of Sea Level Rise Grant project to the City Council for informational purposes. SUS Kate Hagemann CM Q3 Q3 Solicit Additional Funding Seek grant and other funding to support the development of a sea level rise plan in compliance with state law. SUS Kate Hagemann CED, FIN Q2 Q4
Objective C.2.5 Climate Partnerships Explore governance models and a formal collaborative public-private-philanthropic partnership as a foundation for climate adaptation work. SUS Cory Bytof FIN Establish Goals for Regional Governance Structure Collaborate with the County and other partners to establish broad goals for creating a regional governance structure. SUS Cory Bytof FIN Q2 Q3
Begin convening Subject Matter Experts Convene finance and adaptation professionals with local practitioners to develop options for governance model. SUS Cory Bytof FIN Q3 Q4
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.
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-C 11 of 25 Goal C.3 Enhance the community's capacity to prepare for and respond to emergencies and natural disasters. FD # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department
Start
Date
Target
Completio
n
Objective C.3.1 Improve Citywide Readiness and
Resilience Improve citywide readiness and resilience for disasters and evacuations through outreach and training. FD Angela Robinson Pinon CM, DS, PD, CED Host Community Trainings on topics such as personal preparedness, wildfire mitigation, and neighborhood response groups Conduct community based training events. FD Quinn Gardner CM Q2 Q4 Coordinate Driveway Evacuation Drills Conduct driveway evacuation drills. FD Quinn Gardner DS Complete Q4 Conduct Life Saving skills Training such as hands only CPR, Narcan, and stop the bleed training Conduct basic life saving training workshops or events. FD Quinn Gardner PD Q2 Q4 Expand Reach of Disaster Preparedness Awareness Campaign Expand reach of campaign to raise awareness of available programs and immediate actions residents can take to improve their readiness. This includes in-community outreach, trainings, and driveway evacuation drills.

FD Quinn Gardner CM Complete Q4
Initiate Disaster Preparedness for Businesses Initiate program to increase disaster preparedness for local businesses. FD Quinn Gardner CED Q4 Q4 Objective C.3.2 Coordinate and Support
CERT/NRG/Firewise Coordinate and support Community Emergency Response Teams (CERT), Neighborhood Resources Groups (NRG), Firewise, and similar grassroot groups with training, drills, and resources. FD Angela Robinson Pinon DS, CM Host Community Emergency Response Teams (CERT) Classes Hold one full 20-hour Community Emergency Response Teams (CERT) class in San Rafael and support a full Spanish language Community Emergency Response Teams (CERT) class. FD Quinn Gardner CM Q2 Q4 Establish Volunteer Structure Establish Community Emergency Response Teams (CERT), Neighborhood Resources Groups (NRG), and Firewise steering committees, establish a sustainable structure and training tempo. FD Quinn Gardner DS Q2 Q4 Hold Quarterly Trainings Hold quarterly topic trainings for disaster volunteers and community leaders. FD Quinn Gardner DS Q4 Q4 Increase Firewise communities Support resident in establishing at least three new firewise communities. FD Quinn Gardner DS Q4 Q4 Update Emergency Volunteer Plan Update the existing Emergency Volunteer plan. Hold trainings for disaster volunteers and community leaders. FD Quinn Gardner DS Q4 Q4
Objective C.3.3 Increase AlertMarin Registrations Increase the number of San Rafael residents signed up for AlertMarin. FD Angela Robinson Pinon DS Develop Strategies & Incentives to increase emergency alert registration Use raffles and other strategies to incentivize registrations. FD Quinn Gardner DS Complete Q4 Deploy Community Ambassadors
Train and deploy community health workers/ambassadors in coordination with the Community Emergency Response Teams (CERT) and provide technical assistance to support residents with the registration process.

FD Quinn Gardner DS Complete Q4
Coordinate with Countywide efforts Coordinate with Marin Office of Emergency Management (OEM) efforts and amplify messages and efforts of other jurisdictions to increase registrations. FD Quinn Gardner DS Complete Q4 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-C 12 of 25 Goal C.4 Enhance staff capacity to prepare for and respond to emergencies and natural disasters. FD # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department
Start
Date
Target
Completio
n
Objective C.4.1 Develop and Implement Training and
Exercise Plan Develop and implement a multi-year training and exercise plan for Disaster Service Workers and Emergency Operations Center (EOC) staff in collaboration with other agencies in the County.  FD Angela Robinson Pinon CM Determine Training Requirements for Different Positions Create training requirements for EOC staff, Section Leads, Field/Operational staff, and all City staff. FD Quinn Gardner CM Complete Q4
Hold Drills and Exercises Identify and develop needed drills and exercises via review of plans, past exercises and staff feedback. FD Quinn Gardner CM Q2 Q4
Identify and Conduct Staff Trainings Host regular trainings on a variety of topics to meet the needs of staff. FD Quinn Gardner CM Complete Q4 Objective C.4.2 Staff Training on Emergency
Operations Plan Review, update and provide continued training for staff on the City’s Emergency Operations Plan.  FD Angela Robinson Pinon CM,HR Provide Basic Disaster Service Worker and Personal Preparedness Training to All Staff
Update materials and hold regular trainings for all City staff covering their role as a disaster service worker, DSW expectations, and information on personal preparedness to assure their loved ones are prepared for them to work.

FD Quinn Gardner HR Complete Q4
Provide Basic Emergency Operations Center (EOC) Training To All Assigned Emergency Operations Center Staff
Update materials and hold trainings to staff assigned to the EOC including section and position specific information. Assure all new EOC assigned staff receive training FD Quinn Gardner CM Q2 Q4 Hold Table Top Exercises on Hazard Specific Playbooks with Relevant Staff Hold tabletops annually, at relevant time such as during the Great Shake Out or before peak wildfire or flood season, to familiarize relevant staff with response tactics and overall considerations.

FD Quinn Gardner CM Q2 Q4
Adopt a Disaster Service Worker Policy and Procedure Develop a policy that will outline staff and City responsibilities and outline basic training requirements for different roles. FD Quinn Gardner CM, HR Q2 Q3 Objective C.4.3 Develop/Train on Continuity of
Government Plan Develop and train employees on a Continuity of Government Plan. FD Angela Robinson Pinon CM Conduct Project Kickoff for the Continuity of Operations Plan/Continuity of Government Plan (COOP/COG) Hold project kickoff meeting FD Quinn Gardner CM Complete Q2 Engage Departments on the COOP/COG Engage departments to identify critical and essential functions, alternative sites, critical documents and information systems. FD Quinn Gardner CM Complete Q4 Prepare draft COOP/COG Develop draft a COOP/COG. FD Quinn Gardner CM Q3 Q4 Internal Review of the COOP/COG Circulate the draft internally for feedback. FD Quinn Gardner CM Q3 Q3 Present to the City Council Present the draft COG to the City Council for adoption. FD Quinn Gardner CM Q4 Q4 Train on the Continuity of Operations/Continuity of Government Plan

COOP/COG
Hold workshop on developed Continuity of Operations/Continuity of Government Plan (COOP/COG); implement lessons learned into plan(s). FD Quinn Gardner CM Q3 Q4 Review And Update Title 7 Emergency Services Municipal Code Review and update Title 7 emergency Services municipal code to align with current laws, plans, and procurement best practices. FD Quinn Gardner CM Complete Q4 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-C 13 of 25 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 Goal D.1 Collaborate with the County of Marin and other community partners to implement comprehensive strategies that prevent and reduce homelessness. CM # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary
Departme
nt
Staff Lead Supporting
Department
Start
Date
Target
Completi
on
Objective
D.1.1 Explore Interim Shelter Program CM John Stefanski CAO Explore/Identify Potential Sites Identify a site that balances accessibility, community compatibility, and infrastructure readiness. CM Daniel Cooperman CAO Complete Q2 Develop Partnership with the County of Marin Develop partnership with the County to create an interim shelter/housing program. CM Daniel Cooperman CAO Complete Q2 Identify Long Term Funding Seek grants and other funding opportunities in partnership with the County. CM Daniel Cooperman CAO Q2 Q4
Conduct Community Outreach Provide community education on project goals and objectives. CM Daniel Cooperman CAO Q2 Q4
Implement Start-Up Phase
Undertake all regulatory and procurement actions required to establish the new interim shelter. This includes site preparation, unit installation, and the move in of all clients.

CM Daniel Cooperman CAO Q2 Q4
Objective
D.1.2 Develop a Homelessness Strategic Plan CM Daniel Cooperman DS, CM, CAO Identify Framework of the Plan Develop framework/roadmap for the plan and coordinate with the County. CM Nguyen Pham CAO Q3 Q4
Conduct Community and Partner Engagement
Develop outreach plan, communication strategy, hold
community meetings, with housed & unhoused community
and local businesses, in coordination with the County.

CM Nguyen Pham DS Q4 Q4
Present to Housing and Homelessness Council Subcommittee Present draft plan to Housing & Homelessness Council Subcommittee for feedback. CM Nguyen Pham CAO Q4 Q4
Objective
D.1.3 Evaluate Camping Ordinance CM John Stefanski CAO, PD Conduct Policy Analysis and Evaluation Evaluate the performance of the existing camping ordinance and identify recommendations for changes, if needed. CM Daniel Cooperman CAO, PD Q2 Q3 Present to Housing and Homelessness Council Subcommittee Present policy analysis and evaluation findings and
recommendations to the Housing & Homelessness Council
Subcommittee for feedback.

CM Daniel Cooperman PD Q3 Q3
Present to City Council
Present recommendations for camping ordinance
amendments to the City Council for review and potential approval.

CM Daniel Cooperman CAO Q3 Q4
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.

Develop a Homelessness Strategic Action Plan, including community engagement and communications strategies, to guide future work relating to solving homelessness.

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.
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-D 14 of 25 Objective
D.1.4
Increase/Secure Homelessness Program
Funding CM John Stefanski FIN, DS
Identify State/Federal Opportunities Seek grants and other funding opportunities that will fund future homeless response. CM Nguyen Pham FIN Q2 Q4
Design & Implement Fundraising Campaign Identify and implement strategies & key donors, in coordination with the County. CM Daniel Cooperman DS Q2 Q4 Goal D.2 CED
# Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary
Departme
nt
Staff Lead Supporting
Department
Start
Date
Target
Completi
on
Objective
D.2.1 Support Development CED Greg Minor CAO, CM
Summarize findings of new housing laws
Evaluate the countywide report assembled by the Infill
Developers Forum and incorporate relevant findings in City strategy.

CED Margaret KavanaughLynch CAO, CM Q2 Q3
Identify Outdated Code
Identify where municipal code is outdated based on recent changes in State housing law, including items already
identified in the City's 2023-2031 Housing Element.

CED Margaret KavanaughLynch CAO, CM Q2 Q4
Develop Compliance Procedures
Develop standard operating procedures to ensure
compliance with recent changes in state housing law,
including major revisions to the application of the California Environmental Quality Act (CEQA).

CED Margaret KavanaughLynch CAO, CM Q2 Q3
Update Code
Update San Rafael code to align with recent changes in State housing law, including items already identified in the City's 2023-2031 Housing Element.

CED Margaret KavanaughLynch CAO, CM Q2 Q4
Streamline Utility Requirements Work with partners to streamline utility capacity requirements for new development. CED Greg Minor CAO, CM Complete Q4 Objective
D.2.2 Evaluate Below Market Rate Program Evaluate the Below Market Rate program model; identify opportunities to better leverage affordable housing assets and increase impact. CED Greg Minor CAO, FIN Update Agreement Template and Monitoring Fee Update affordable housing agreement template and update Annual Monitoring Fee. CED Alexis Captanian CAO, FIN Q2 Q2 Present to Housing and Homelessness Council Subcommittee Provide a program update prior to renewing contract with Marin Housing Authority for program administration. CED Alexis Captanian CAO, FIN Q2 Q2 Start Analysis and Evaluate Examples
Begin to evaluate existing program and identify potential changes. Review Below Market Rate (BMR) program models
from other jurisdictions, including waitlist alternatives and best practices to leverage existing program assets.

CED Alexis Captanian CAO, FIN Q4 Q4
Analyze state housing laws and relevant case law to streamline policies, remove barriers, and support the development of new housing in alignment with legal requirements and community needs.

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.

Strategically increase and secure additional funding sources by leveraging key partnerships that will support additional programs that reduce homelessness.
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-D 15 of 25 Goal D.3 CED
# Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary
Departme
nt
Staff Lead Supporting
Department
Start
Date
Target
Completi
on
Objective
D.3.1 Evaluate Tenant Protection Policies Evaluate the effectiveness of existing tenant protection policies and consider revisions as needed.  CED Micah Hinkle CAO, DS, CM Analyze Existing Policies
Analyze available data on existing policies including
mandatory mediation, cause required for eviction, and
relocation assistance.

CED Alexis Captanian CAO, CM Complete Q2
Present to Housing and Homelessness Council Subcommittee Present evaluation of existing tenant protection policies to Housing and Homelessness Council Subcommittee for
feedback.

CED Alexis Captanian CM Q2 Q2
Present to City Council Present evaluation of existing tenant protection policies to City Council for policy direction. CED Alexis Captanian CM Q3 Q4 Conduct Community Engagement Conduct additional engagement and/or research on specific policy recommendations. CED Alexis Captanian DS, CM Q4 Q4 Objective
D.3.2 Explore Housing Policies Explore policies that protect renters and low-income earners from rising housing costs and economic instability and prevent displacement and p CED Alexis Captanian DS, CM Present to Housing and Homelessness Council Subcommittee Present Rooted in Marin anti-displacement report to Housing and Homelessness Council Subcommittee for initial feedback and questions.

CED Alexis Captanian CM Q2 Q2
Present to City Council Present Rooted in Marin anti-displacement report to City Council. CED Alexis Captanian CM Q3 Q4
Specific Community Engagement Conduct additional engagement and research on specific policy recommendations. CED Alexis Captanian DS, CM Q4 Q4 Present to Housing and Homelessness Council Subcommittee Present results of specific community engagement and
research to Housing and Homelessness Subcommittee with
corresponding recommendations for informational purposes.

CED Alexis Captanian CM Q4 Q4
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.
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-D 16 of 25 Priority Area E - Quality of Life: Safety, Wellness, and Belonging - Foster a safe, healthy, and thriving community.

Goal E.1 Ensure police, fire and emergency medical services meet evolving community needs through increased engagement, innovation, training, and operational excellence. PD, FD CM # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target
Completion
Objective E.1.1 Develop Strategies To Scale
Response Times and Services Develop strategies to ensure public safety response times and services can meet the needs of future development and increased population growth. PD, FD Jason Hatfield, Roy Leon HR, CM, FIN Establish FD Basic Life Support (BLS) Unit Stand up a pilot Basic Life Support program, hire and train new hires. FD Jason Hatfield HR Q2 Q4 Monitor Pilot Basic Life Support (BLS) Monitor pilot for cost effectiveness and reduced demand on ALS units. FD Thomas Wong HR, CM, FIN Q2 Q4 Analyze Effectiveness of BLS Pilot Evaluate effectiveness of the program at six month mark and determine if second year of program is feasible. FD Thomas Wong HR, CM, FIN Q2 Q4
Maximize Paramedic Revenue Analyze ambulance billing and develop strategies to increase cost recovery. FD Thomas Wong CM, FIN Complete Q4 Analyze Police Calls for Service Analyze quarterly calls for service and response times by police beat. PD Alex Holm CM Q3 Q4 Objective E.1.2 Implement Data-driven
Deployment Models Implement data-driven deployment models to enhance emergency medical services and improve Fire Department response times. FD Abe Roman FIN Complete Standards of Coverage/Emergency Medical Services Report Conduct a Standard of Coverage and Emergency Medical Services Deployment Study to determine potential model delivery enhancements. FD Robert Sinnott FIN Q2 Q3 Review Standards of Coverage Review Standards of Coverage/Emergency Medical Services Deployment recommendations and identify staffing and fleet needs to meet growing population. FD Robert Sinnott FIN Q3 Q4 Objective E.1.3 Implement Enhanced Wildfire
Risk Mitigation Implement enhanced WUI Fire Code public education programs, emphasizing education before enforcement. FD Abe Roman CM Deliver Community Evacuation Training Provide evacuation tips and training at HOA meetings & other gatherings. FD Quinn Gardner CM Complete Q4 Implement BBQ Safety Campaign Implement BBQ safety campaign, including at public BBQs. FD Calvin Schrader CM Complete Q2 Objective E.1.4
Identify/Implement
Community Involvement
Strategies
Identify and implement strategies to foster more community involvement to increase trust between law enforcement and the community. PD David Spiller CM, HR Assess effectiveness of the Police Advisory & Accountability Committee Assess the effectiveness of the Police Advisory & Accountability Committee. PD Angela Robinson Pinon, Scott Eberle CM Complete Q3 Present Annual Report to City Council Develop and Present Annual Report with committee recommendations to the City Council. PD Angela Robinson Pinon, Scott Eberle CM Complete Q3 Facilitate a Police Advisory & Accountability Committee Workshop Facilitate a Police Advisory & Accountability Committee Workshop to develop topics of interest. PD Angela Robinson Pinon, Scott Eberle CM Q3 Q3 Conduct Community Outreach to Increase Participation at Police Advisory & Accountability Committee Meetings
Increase community representation in public meetings of the Police Advisory & Accountability Committee by conducting community outreach. PD Angela Robinson Pinon, Scott Eberle CM Q2 Q4 Redevelop Police Department Training Plan Update training plan and core competencies (job specific) to align better with evolving community needs. PD Angela Robinson Pinon, Scott Eberle HR Q3 Q4
Goal E.2 Enhance community safety through innovative programs that strengthen neighborhood security and public safety. PD # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target
Completion
Objective E.2.1 Reduce Priority Emergency
Response Times Reduce emergency response times of Priority 1 police calls. PD David Spiller CM Implement Drone as First Responder Implement Drone as First Responder Program and evaluate effectiveness. PD Scott Eberle CM Q2 Q4 Redeploy Mission City/Rescue-22 Re-staff Mission City/Rescue-22 full-time (36-48 hours per week) to decrease response times to emergency calls on the waterways, includes evaluation. PD Alex Holm CM Q2 Q4 Evaluate Differential Police Response Study expansion of differential police response model to deploy non-sworn patrol resources (CSO). PD Scott Eberle CM Q2 Q4 Develop Response Time Analysis Report Conduct analysis of officer time available to respond to calls for service and make any necessary operational changes and/or identify resources needs to improve response times. PD Scott Eberle CM Q4 Q4 Objective E.2.2 Identify Funding for SAFE
Program Identify funding to ensure sustainability and expansion of the Specialized Assistance for Everyone (SAFE) program. CM, PD David Spiller FIN Identify and Seek Long Term Funding Apply for COPS Grant for School Safety Initiatives and identify additional long term funding sources. PD Todd Berringer FIN Q2 Q2
Improve Crisis Response/Intervention and Gun Buyback Reduce Gun Violence and Enhance Public Safety through Byrne State Crisis Intervention Program Grant. PD Todd Berringer FIN Q2 Q4
Expand SAFE Team Formulate allied agency committee for the potential use of AB109 funds to expand Specialized Assistance for Everyone. PD Todd Berringer FIN Q2 Q4
Objective E.2.3
Integrate Crime Prevention
Through Environmental
Design (CPTED)
Integrate safety and crime prevention through environmental design (CPTED) elements in all infrastructure development and improvement plans/projects. PD Roy Leon CED, DPW Evaluate Capital Improvement projects Expanded involvement of Police Department personnel with major development review, and capital projects, including the new Library and Community Center. CED, PD Scott Eberle CED, DPW Q2 Q4 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-E 17 of 25 Objective E.2.4 Conduct Driving Education
and Enforcement Reduce dangerous driving behavior and the number of collisions resulting in injury through education and enforcement efforts. PD David Spiller CM, FIN, FD, DS, DPW, PS Increase Traffic Unit Staffing Increase Police Department traffic unit staffing by reassigning staff to that unit. PD Alex Holm CM Q2 Q4 Pursue Grant Funding Opportunities Seek new grant opportunities to provide expanded education and enforcement. PD Alex Holm FIN Q3 Q4 Implement Grants Implement grant funded operations, such as checkpoints, saturation patrols and education programs. PD Alex Holm FIN Q3 Q4
Conduct Safety Classes Conduct community traffic safety classes and participate in neighborhood events to promote traffic safety such as "Age Well Drive Smart" and "Teen Driving Safety". PD Alex Holm DS Q3 Q4 Implement New Speed Limit Law (AB43) Reduce speed limits pursuant to State Law AB43 and conduct education and enforcement. DPW, PD Alex Holm DPW Complete Q4 Implement Social Media Campaign Produce "traffic safety tip of the month" educational campaign. PD Scott Eberle DS Q2 Q4 Reimplement Joint Enforcement Operations Reimplement joint enforcement operations with allied law enforcement agencies. PD Alex Holm CM Complete Q4 Coordinate Traffic Calming Locations
Coordinate a cross-departmental effort to reduce dangerous driving and collisions by aligning traffic engineering, parking management, enforcement strategies, and public education initiatives. DPW, PD Alex Holm PS, FD, DS Q2 Q4 Goal E.3 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 t LR DPW, CM # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target
Completion
Objective E.3.1 Establish Capacity and
Expertise Assemble a team of experts to ensure successful delivery of the Albert Park Library and Community Center CM John Stefanski DPW, LR Finalize Project Charter Finalize a project charter that will outline key roles and responsibilities, as well as high-level project activities and timelines. CM John Stefanski DPW, LR Complete Q2 Select Capital Project Manager Consultant
Select a Project Management consultant to coordinate the overall Albert Park Library and Community Center project by providing planning oversight and management of key activities and resources.

CM John Stefanski DPW, LR Complete Q2
Select Architect/Design Team Select a architect/design team to lead the community engagement, conceptual and schematic design development. DPW John Thomas CM, LR Q2 Q4
Objective E.3.2 Develop Albert Park Library &
Community Center Site Plan 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 programm CM, LR, DPW John Stefanski DPW, LR, CM Conduct Community Engagement Engage stakeholders and community for input on desired uses, services, and site features. LR Catherine Quffa DS, CM Q4 Q4 Begin Preparing Site Plan Alternatives
Begin preparing site plan alternatives for review and feedback from the Measure P Subcommittee, Community Stakeholder Group, Board of Library Trustees/Park & Recreation Commission, Planning Commission, and City Council
DPW John Thomas LR Q4 Q4
Goal E.6 Improve neighborhood safety and reduce nuisances by developing new policies and strengthening the code enforcement program. CED # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target
Completion
Objective E.6.1 Establish Mobile Vending
Ordinance Establish Mobile Vending Ordinance and develop an implementation and communications plan. CED Micah Hinkle CAO, CM Draft Ordinance Draft ordinance modifications. CED Greg Minor CAO, CM Complete Q2 Conduct Public Outreach Hold public meetings with vendors and residents of the Canal to seek input on the ordinance. CED Greg Minor CAO, CM Complete Q2 Draft Mobile Vending Ordinance Staff will present draft ordinance to ED Subcommittee and City Council, including recommended resources to implement. CED Greg Minor CAO, CM Complete Q2 Present Economic Development Council Subcommittee Present draft ordinance to Economic Development Council Subcommittee for review and feedback. CED Greg Minor CAO, CM Q2 Q2
Present to City Council Present to City Council for review and potential adoption. CED Greg Minor CAO, CM Q2 Q2 Develop Collaboration Agreement Develop collaboration agreement with County environmental health to establish the City's ability to enforce. CED Greg Minor CAO, CM Complete Q2
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-E 18 of 25 Priority Area F - High Performing Government – Innovative, Inclusive, Efficient & Accessible - Innovate by implementing forward-thinking solutions, delivering exceptional services that meet community needs equitably, transparently and efficiently.

Goal F.1 Establish metrics for data-driven decision making across departments and implement process improvements using human centered design to improve service delivery and program outcomes. # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date
Target
Completion
Objective F.1.1 Create Annual Work Plans Create annual work plans for each City Council Priority Area to track progress and revise as necessary when reprioritization is needed. CM John Stefanski All Draft 2025-2026 Workplans for Each of the Strategic Plan Priority Areas Work with staff, city manager's office, and Jacob Green and Associates to create workplans. CM Preya Nixon All Complete Q2 Present to City Council Present FY 2025-26 workplans to the City Council for review and potential approval. CM Preya Nixon All Q2 Q2
Track Workplans in Asana Input workplans in Asana, create reports to track progress and review progress with teams and City Manager's Office. CM Preya Nixon DS Q2 Q2 Present to City Council
Present mid-year status update to the City Council on the FY 2025- 26 Work Plans for awareness and to make modifications as necessary.

CM Preya Nixon All Q3 Q3
Create 2026 Workplans Develop fiscal year 2026-27 workplans in collaboration with all departments for Year 2 of the Three Year Strategic Plan. CM Preya Nixon All Q3 Q4 Present to City Council Present FY 2026-27 workplans to the City Council for review and potential approval. CM Preya Nixon All Q4 Q4
Objective F.1.2 Enhance Performance
Management Enhance the performance management system that supports tracking progress towards City Council Goals and Objectives. DS Sean Mooney CM Conduct Research Conduct research on how other cities track and publish progress on city goals and objectives, internally and externally. DS Vedika Ahuja CM Complete Q2 Determine Best Practice Enhancements Work with departments to decide on metrics to add and updates to make to the performance measurement system. DS Vedika Ahuja All Q2 Q2 Integrate Metrics into Work planning Integrate metrics tracking into work plan meetings and updates. DS Vedika Ahuja All Q2 Q4 Implement Updates to Open Data and Performance Dashboard Implement updates to open data portal and performance measurement dashboard. DS Vedika Ahuja CM Q3 Q4
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-F 19 of 25 Goal F.2 Innovate City systems and operations to improve service delivery, customer experience, responsiveness and transparency. # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Staff Lead Supporting Department Start Date
Target
Completion
Objective F.2.1 Leverage Technology for
Admin Process Lindsay Lara, Angela Robinson Pinon, John Stefanski All Execute Agreement for Records Management Enter into an agreement for Records Management Module through the current software used (Laserfiche). CC Lindsay Lara CAO Complete Q2 Draft Records Management Policy Draft policy to designate software as a Trusted System as required by the State of CA. CC Lindsay Lara CAO Q4 Q4
Present to City Council Present proposed plan to the City Council for discussion and possible adoption. CC Lindsay Lara CM Q4 Q4
Adopt Artificial Intelligence Policy Establish policy and governance around the City's use of artificial intelligence and emerging technologies. DS Vedika Ahuja CM Complete Q2 Begin Development of Artificial Intelligence Roadmap
Identify guidelines, projects, and programs to serve as a foundation for emerging technologies in the City including governance, data integrity and integrations, adaptive infrastructure, and product adoption.

DS Vedika Ahuja CM Complete Q2
Conduct Artificial Intelligence Training & Education Train staff on AI policy and best practices. DS Vedika Ahuja CM Q2 Q4 Evaluate Products and Procure System for Artificial Intelligence Road Map Review products to determine best solution for San Rafael and execute agreement. DS Catherine Holmes CM Complete Q3
Train, Test and Validate Artificial Intelligence Model Train Artificial Intelligence model to data sets and content. DS Catherine Holmes CM Q3 Q3 Conduct Pilot and Soft Launch Artificial Intelligence Search and Chat. Pilot proof of concept Artificial Intelligence tool. DS Catherine Holmes CM Q3 Q4 Launch OpenGov Building, Planning, Inspections Module Launch final modules for building permits, planning, and inspections. CED Sullina Smith DS Q2 Q4 Scope OpenGov New Permit Types Scope additional permit types and rental registry. CED Sullina Smith DS Q2 Q4 Complete UKG Human Capital Management System Implementation Configure Human Capital Management software solution to ensure adherence to best practice and reduce manual processes. HR Nick Biss HR Q3 Q4 Test and Pilot UKG Human Capital Management System Validate and test Human Capital Management functionality as built; pilot with employee data. HR Nick Biss HR Q4 Q4
Launch UKG Human Capital Management System Begin utilizing Human Capital Management solution with Human Reso HR Nick Biss HR Q4 Q4 Begin UKG Human Capital Management System Rollout to End Users Start to introduce fully integrated Human Capital Management & Enterprise Resource Planning software functionality to Human Resources/Payroll contacts in various City departments, managers, and employees.

HR Nick Biss HR Q4 Q4
Go Live with Tyler Core Financials Go-Live with Core Financials modules and functionality. FIN Paul Navazio DS Complete Q1 Roll out of Tyler Expanded Financials: Automated Clearing House (ACH) / Billing / Budgeting Roll-out of expanded module functionality post go-live. FIN Paul Navazio DS Q2 Q3 Conduct Readiness Assessment for Tyler Human Resource Management/Payroll Assess organizational capacity and readiness to kick off Tyler HR system. FIN Marissa Sanchez / Paul Navazio DS Q3 Q4
Create Updated Cybersecurity Profile and Roadmap
Detail current adherence to best practice cybersecurity standards based on the National Institute of Standards and Technology (NIST) framework and develop action plan for any gaps identified.

DS Tessa Rudnick CM, CAO Complete Q2
Draft Information Security Policies Identify written policies that need to be updated and revise them. DS Tessa Rudnick CM, CAO Complete Q3 Draft Cybersecurity Business Continuity Plan Document strategies and procedures to maintain essential business functions during and after a disruption. DS Tessa Rudnick All Q3 Q4 Draft Cybersecurity Disaster Recovery Plan Document technical recovery strategies to restore critical systems, applications, and data. DS Tessa Rudnick All Q3 Q4
Draft Cybersecurity Incident Response Plan Document formalized processes for detecting, responding to, and recovering from cybersecurity incidents. DS Tessa Rudnick All Q3 Q4 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).
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-F 20 of 25 Objective F.2.2 Create/Implement Strategic
Communications Plan 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 CM John Stefanski Digital Develop Communications Plan Roadmap Outline action plan and prioritize objectives for improving Citywide communications and engagement. CM Fel Agrelius DS Complete Q3 Evaluate Current Process and Communications Protocols Inventory existing editorial workflows, communications products, and stakeholders. CM Fel Agrelius DS Complete Q2
Design Improvements to Process Create a process for creating, approving, and publicizing content. CM Fel Agrelius DS Q2 Q3 Implement Communications Plan Start launch of new plan and process Citywide. CM Fel Agrelius DS Q4 Q4 Objective F.2.3 Enhance City Website Update the City’s website to enhance content, functionality, accessibility and customer experience. DS Sean Mooney All User Research and Content Strategy
Coordinate with departments on priority messaging, content, and high-traffic services, develop guidelines for content management on the website.

DS Catherine Holmes All Complete Q2
Complete Content Audit Review and revise current website content. DS Christina Leung All Complete Q3 Start to Mitigate for Accessibility Standards Mitigate site content and PDFs to comply with federal accessibility standards. DS Catherine Holmes All Q3 Q4
Start to Migrate Content and Templates to Staging Environment Migrate updated content into staging environment for testing and development. DS Catherine Holmes All Q4 Q4
Start Usability Testing Work with stakeholders and community members to test usability and ease-of-use of the website. DS Catherine Holmes All Q4 Q4 Objective F.2.4 Update/Implement Records
Retention Update and implement city-wide records retention schedules and Public Records Act related policies. CC Lindsay Lara CAO Gather Quotes and Execute Agreement Gather quotes from vendors, develop Statement of Work, enter into an agreement. CC Lindsay Lara CAO, CM Complete Q2
Conduct Stakeholder Meetings Consultation with departments on their current records. CC Lindsay Lara CAO, CM Q4 Q4 Develop Program and Policy Draft Records and Information Management Program, Records and Retention Schedule, and Public Records Act Policy. CC Lindsay Lara CAO, DS Q4 Q4 Objective F.2.5 Support/Explore Regional
Partnerships for Efficiency Support and explore regional partnerships to seek efficiencies in service delivery. CM, DPW Angela Robinson Pinon HR, FD, CED Participate in meetings for GGBHTD and review project to ensure they meet City standards.

Participate in coordination meetings, review proposed project improvements and provide feedback to ensure alignment with City standards and procedures.

DPW April Miller CED Complete Q4
Participate in meetings with Transportation Authority of Marin (TAM) - 580/101 to ensure alignment withy City Standards and Procedures
Participate in coordination meetings, review proposed project improvements and provide feedback to ensure alignment with City standards and procedures.

DPW April Miller CM Complete Q4
Discuss Marinwood Fire Shared Services Agreement Participate in discussions regarding possible amendments to the shared services agreement. CM Angela Robinson Pinon FD, FIN, HR, CAO Complete Q2 Present to Council Finance Subcommittee Present proposed amendments to the Council Finance Subcommittee for informational purposes. CM Angela Robinson Pinon FD, FIN, HR, CAO Q2 Q2 Present to City Council Present proposed amendments to City Council for possible approval. CM Angela Robinson Pinon FD, FIN, HR, CAO Q3 Q4 Negotiate San Rafael Sanitary District Separation Agreement Negotiate a separation agreement between the City of San Rafael and the San Rafael Sanitary District. CM Angela Robinson Pinon FIN, HR, CAO Complete Q2 Meet with Labor Organizations Meet and confer with labor organizations regarding the agreement. CM Angela Robinson Pinon FIN, HR, CAO Q2 Q3 Present to City Council Present the separation agreement to the City Council for approval and execution. CM Angela Robinson Pinon FIN, HR, CAO Q2 Q3

NEW OBJECTIVE
F.2.6 Implement SB 707 (Duranzo) CC Lindsay Lara CM, CAO Conduct Research Conduct research on other cities policies, procedures, and best practices for hybrid public meetings CC Lindsay Lara CAO Q3 Q3 Draft Policies Establish policy and governance around the City's implementation of hybrid public meetings CC Lindsay Lara CAO Q3 Q3
Conduct Training for Staff Liaisons Train staff on new policies and best practices for hybrid public meetings CC Lindsay Lara CAO Q4 Q4
Conduct Training for Boards, Commissions and Committees Train appointed officials on SB 707 policies, Brown Act, Political Reform Act, and the California Public Records Act. CA Andrea Visveshwara City Clerk Q4 Q4 Implement the requirements of SB 707 regarding virtual public comment at public meetings and translated meeting agendas. 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-F 21 of 25 Goal F.3 Implement comprehensive financial strategies and plans that ensure fiscal sustainability through balanced budgets; explore new revenue streams and renew existing tax measures # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Staff Lead Supporting Department Start Date
Target
Completion
Objective F.3.1 Explore Tax Measure
Strategies Develop timeline and take steps to renew existing tax measures requiring voter approval. CM, FIN John Stefanski FIN, CC, CAO Develop Fiscal Sustainability Needs Assessment Update City's long term fiscal model to assess funding gaps/ infrastructure needs; develop long-term fiscal sustainability strategy. CM, FIN Paul Navazio All Complete Q2 Develop Future Ballot Measure Strategy
Using Needs Assessment, Analyze tax measures - Structure, potential revenue, voter-thresholds, Review ballot measures to be placed before San Rafael voters by other jurisdictions, and Identify potential revenue measures.

CM John Stefanski FIN Q2 Q2
Subcommittee Seek Council Subcommittee Feedback Present preliminary recommendations to the Finance Subcommittee for initial input and guidance. CM John Stefanski FIN Q2 Q2 Present to City Council Present June 2026 Ballot Measure Strategy to the City Council for policy direction. CM John Stefanski FIN Q2 Q3
Present to City Council Present to City Council any proposed measure for the June 2026 Election. CM John Stefanski CAO, CC Q3 Q3
Objective F.3.2 Strengthen Sales Tax Base CED, FIN Micah Hinkle CM Review Current Sales Tax Analysis
Assess strength/weaknesses of current sale tax base and identify potential opportunities for focused business attraction (and retention).

CED Stacey Laumann FIN Q2 Q3
Review E-commerce Sales Tax Analysis Review current allocation of sales tax from e-commerce businesses and relevant sales tax agreements. FIN Alexis Bailey CED Q2 Q3 Develop Business Attraction/Retention Strategy Develop targeted strategies to attract new sales tax generating businesses; considering economic and demographic trends. CED Stacey Laumann CM Q3 Q3 Track Metrics on Sales Tax Generating Businesses Refine tools to assess effectiveness of business attraction/retention strategies supporting sales tax generation. CED Stacey Laumann DS Complete Q2 Objective F.3.3 Identify & Secure New
Revenue FIN, CED, CM Paul Navazio CM, CA, DPW, FIN, FD, PD Evaluate Potential Proposition 218-Compliant Stormwater Fee Assess viability, fee structure. Revenue potential and approval process for property-based assessment. FIN Alexis Bailey CM, CA, DPW Q2 Q3 Develop Framework for Funding Contributions from Development Create framework for Infrastructure Financing Districts and/or Community Facilities Districts (large-scale developments); Developer Agreements (negotiated).

CED Sullina Smith CM, FIN, DPW, PD, FD Q3 Q4
Explore the Creation of a 501c3 for Private Donations Evaluate and identify opportunities to establish a 501c3 to collect private donations CM Daniel Cooperman CAO, FIN Q3 Q4
Objective F.3.4 Update Master Fee Schedule
and Development Impact Fees Update the master fee schedule and development impact fees to ensure full cost recovery and address increased demand for public services and facilities. FIN, LR, CED Paul Navazio All Conduct Recreation Fee Study Review Engage consultant to conduct comprehensive review of Recreation program fees; structure, cost-recovery targets, fee updates. LR Craig Veramay FIN Complete Complete Present to Finance Council Subcommittee Present Recreation program study recommendations to Finance Subcommittee for feedback. LR Craig Veramay FIN Q3 Q3
Present to City Council Present proposed Recreation Fee Policy / Updated Program Fees for discussion and possible adoption. LR Craig Veramay FIN Q3 Q4 Conduct Review of Planning, Building & Code Enforcement Fees Evaluate opportunities for increased level of cost-recovery. CED Greg Minor FIN Q2 Q3 Update of Master Fee Schedules Update of Master Fee Schedule concurrent with adoption of FY 2026-27 annual budget. FIN Alexis Bailey All Q2 Q4
Conduct Park In-Lieu and Park Impact Fees Evaluation Complete Fee Study. CED Sullina Smith CAO, FIN Q2 Q3 Present to City Council Present proposed update Park In-Lieu and Park Impact Fee(s) for discussion and possible adoption. CED Sullina Smith CAO Q2 Q3 Conduct Public Safety Impact Fee Study Identify consultant to conduct Public Safety Impact Fee Nexus Study. CM Preya Nixon PD, FD, FIN Q2 Q3 Present to Finance Council Subcommittee Present Public Safety Impact Fee Nexus study recommendations to Finance Subcommittee for feedback. CM Preya Nixon CED, PD, FD, FIN, CAO Q3 Q4 Present to City Council Present proposed Public Safety Impact Fees to City Council for potential approval. CM Preya Nixon CED, PD, FD, FIN, CAO Q4 Q4 Conduct Transportation Impact Fees Study Identify consultant to conduct Transportation Impact Fee Nexus Study. DPW Joanna Kwok DPW, FIN Complete Q2
Present to Finance Council Subcommittee Present Transportation Impact Fee Study recommendations to Finance Council Subcommittee for feedback. DPW Joanna Kwok DPW, FIN Q3 Q4 Present to City Council Present proposed Transportation Impact Fee(s) to the City Council for discussion and possible adoption. DPW Joanna Kwok DPW, FIN Q4 Q4 Identify and secure new revenue sources to address the insufficient funding available 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.

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.
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-F 22 of 25 Goal F.4 Develop and implement programs to enhance the diversity of the workforce; and improve employee engagement, professional development, retention, and succession planning. # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Staff Lead Supporting Department Start Date
Target
Completion
Objective F.4.1
Enhance Employee
Recognition, Onboarding, and
Mentorship
Dedicate resources toward continuous culture building through enhanced employee recognition, comprehensive onboarding, and mentorship programs. HR Marissa Sanchez All Enhance Employee Recognition Program Evaluate further enhancements to employee/Team of the Quarter/Year & Employee Events. HR Alissa Curtin All Complete Q4 Implement Together San Rafael (TSR) Onboarding program Using Together San Rafael (TSR) Academy project work to further enhance onboarding experience. HR Nick Biss All Q2 Q4
Modernize Performance Management Program Modernize performance management and professional development program and systems. HR Nick Biss All Q3 Q4
Objective F.4.2 Develop Recruitment and
Retention Strategies HR Marissa Sanchez CM
Develop Recruitment Guidelines/Toolkit Develop a recruitment toolkit for hiring managers and prospective applicants and provide training to City team. HR Nick Biss CM Complete Q3 Establish Tracking for AB 2561: Local Public Employees: Vacant Positions.” Establish tracking method for California Assembly Bill 2561 (AB 2561) “Local public employees: vacant positions.” reporting; metrics to provide transparency.

HR Nick Biss CM Complete Q4
Objective F.4.3 Professional Development Develop and implement an enhanced professional development and training program that includes learning management, innovation, human centered design, emotional intelligence, and competency building. HR Marissa Sanchez CM, All Enhance Leadership Development Program
Develop a program for selecting staff and supporting them through regional leadership academies, and that supports the evolution of the Together San Rafael culture
HR Alissa Curtin CM, All Q2 Q4
Begin Establishing Training & Development Tracks for City staff Begin the identifications of training needs by job classification families; create job-related training track to be assigned to City staff. HR Alissa Curtin CM, All Q4 Q4 Prepare for Launch of Learning Management System
Utilizing Human Capital Management functionality, prepare to launch a Learning Management System for training/development delivery and tracking.

HR Nick Biss All Q4 Q4
Objective F.4.4 Promote Work Life Balance
and Supportive Workplace Promote holistic employee wellbeing through work-life balance initiatives and supportive workplace policies. HR Marissa Sanchez CM Research Remote Work Programs Benchmark flexible work policies against other government agencies; solicit feedback from City team; evaluate feasibility of programs. HR Nick Biss CM Q2 Q3 Prepare the Remote Work Policy Draft a remote work policy. HR Nick Biss CM Q3 Q4 Circulate Draft to Labor Organizations Share draft policies to labor organizations for feedback. Meet and confer with if requested. HR Nick Biss CM Q4 Q4
Approve the Remote Work Policy & Train City Employees City Manager to approve the final policy and train city employees. HR Nick Biss CM Q4 Q4 Increase Promotion of Existing Employee Benefits and Resources to Support Health and Wellness Increase the promotion of wellness programs and initiatives that are currently available in staff messaging and training opportunities. HR Nick Biss CM Q2 Q4 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.
2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-F 23 of 25 Priority Area G - Equity, Access, and Opportunity for All - Our City strives to create equitable outcomes and address systemic injustices Goal G1: Develop accessibility standards and inclusive practices across all City operations to enhance digital, physical, and programmatic access for community members of all abilities and identities. CED # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date Target End Date Objective G.1.1 Evaluate/Revise ADA Program Evaluate and revise the Americans with Disabilities Act program and policies as necessary. DPW April Miller CAO, CED, All Draft and Issue Request For Proposal For Phase 1 Gather background information, confirm scope of project, issue Request For Proposal and select firm for Phase 1. DPW John Thomas CAO, CED, CM Q2 Q2 Commence Analysis for Phase 1 Consultant and staff will begin their analysis towards compliance with Caltrans ADA Program Assessment requirements and begin drafting updated transition plan with curb ramp schedule and full compliance timeline. DPW John Thomas CAO, CED, CM Q2 Q4 Self Evaluation for Phase 1 Begin ADA Self Evaluation DPW John Thomas CAO, CED, CM Q4 Q4 Define Timeline, Scope, and Approach for Phase 2 Gather background information, confirm scope of project, and draft Request For Proposal for Phase 2 of ADA transition plan CED Greg Minor DPW, CM Q4 Q4
Goal G2: 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. CM # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start
Date Target End Date
Objective G.2.1 Develop Community Engagement
Program Develop a community engagement program to bring all members of the community into decision-making for major projects and initiatives. CM John Stefanski DS, SUS, CM Draft Equitable Engagement Guide Draft guide to support with implementation of consistent, coordinated, and inclusive community engagement processes across all city departments. CM Fel Agrelius DS, SUS, CM Complete Complete Community and Staff Engagement Solicit and incorporate community feedback and staff feedback. CM Fel Agrelius DS, SUS, CM Q3 Q3 Refine Guide and Framework Refine engagement guide and develop implementation plan based on staff and community feedback. CM Fel Agrelius DS, SUS, CM Q3 Q4 Pilot implementation Pilot the application of the Community Engagement Guide on 1-2 active city projects. CM Fel Agrelius DS, SUS, CM Q1 Q3 Objective G.2.2 Establish Stipend Policy 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. CM Angela Robinson Pinon DS, FIN, CC Benchmark Stipend Programs Research and benchmark stipends approach provided to community members for expertise and lived experience in neighboring jurisdictions. CM Walter Gonzalez CC Complete Complete Draft Policy Draft a policy to address when and how stipends are administered and review with City staff and the Diversity, Equity, Inclusion, and Belonging (DEIB) Committee. CM Preya Nixon FIN, CAO, CC Complete Q2 Present to Finance Council Subcommittee Present draft stipend policy to Finance Subcommittee for feedback. CM Preya Nixon FIN, CC Q2 Q3 Present to City Council Present proposed stipend plan to the City Council for discussion and possible adoption. CM Preya Nixon FIN, CC Q3 Q4 Objective G.2.3 Implement Language Access Plan and
Title VI Plan Implement Language Resource Access Plan to improve multilingual engagement practices and a Title VI Plan (Non-Discrimination). CM Angela Robinson Pinon DS, All Solicit Feedback from staff Solicit and incorporate staff feedback, including Diversity, Equity, Inclusion, and Belonging (DEIB) Committee. CM Walter Gonzalez DS Complete Q4 Pilot Language Interpretation Software for Public Meetings for Language Interpretation Tools
Test software for accuracy, speed of output, cultural sensitivity, integration with existing platforms, cost, technical support, ease of use, and compliance with the Americans with Disabilities Act and Title VI of the Civil Rights Act. CM Walter Gonzalez DS, CC Q2 Q2 Document Processes and Train Staff on Language
Interpretation Tools Identify internal public meeting leads, develop guides, and conduct staff trainings. DS Tessa Rudnick CM, CC Q2 Q3 Implement Language Interpretation Tools Software Implement the use of the software for City Council meetings. CM Walter Gonzalez CC Q3 Q4 Conduct Language Access Plan Community Engagement. Solicit and incorporate community feedback to inform the needs assessment. CM Walter Gonzalez DS Complete Q2 Complete Language Access Plan Needs Assessment Complete a needs assessment (quantitative and qualitative) that includes demographic data and feedback from staff and residents on language access needs. CM Walter Gonzalez DS Q2 Q2 Draft Language Access Plan and Internal Review Draft the Language Access Plan and circulate internally to staff and Diversity, Equity, Inclusion, and Belonging (DEIB) Co CM Walter Gonzalez DS Q2 Q3 Engage Labor Partners Provide the draft plan to labor partners and request their feedback. HR Marissa Sanchez CM Q3 Q3 Conduct Public Review of Language Access Plan Draft Circulate the draft for public review and solicit input, particularly from underserved communities. CM Walter Gonzalez CAO, FIN Q3 Q4 Present to City Council Present proposed Language Access Plan policy to the City Council for discussion and possible adoption. CM Walter Gonzalez CAO Q4 Q4 Conduct a Program and Services Assessment for Title VI (Nondiscrimination) Plan Identify which City departments, programs, or contractors receive federal funds. CM Preya Nixon FIN Complete Complete Draft the Title VI Policy Statement Draft a policy statement that explains the City's commitment to non-discrimination, explains its legal obligations and responsibilities to comply with the federal Civil Rights Act of 1964. CM Angela Robinson Pinon CAO Complete Q2 Draft the Title VI Plan Prepare a draft of the document and circulate for internal review with staff and the Diversity, Equity, Inclusion, and Belo CM Angela Robinson Pinon CAO Q2 Q3 Engage Public Review for draft of Non Discrimination Plan Circulate the draft for public review and solicit input, particularly from underserved communities. CM Preya Nixon DS Q3 Q4 Present to City Council Present proposed policy to the City Council for discussion and possible adoption. CM Preya Nixon DS Q4 Q4 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-G 24 of 25 Goal 3: 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. CM # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Start Date Target End Date Objective G.3.1 Develop/Implement DEI&B Roadmap Develop and implement a strategic roadmap to guide the City’s Diversity, Equity, Inclusion & Belonging initiatives. CM Angela Robinson Pinon All Engage the Diversity, Equity, Inclusion and Belonging (DEIB) Committee & City Staff Engage the Diversity, Equity, Inclusion, and Belonging Committee and City staff in roadmap development. CM Preya Nixon All Complete Complete Conduct Research Research strategic plans developed by other governments agencies and research best practices. CM Preya Nixon HR Complete Q2 Develop and Complete a Request For Proposal and Select Firm Develop an RFP to bring on consultant to prepare the strategic roadmap and select firm. CM Preya Nixon CAO, FIN Q2 Q3 Determine Equity Definition and Metrics Solicitinput and decide which equity metrics will be used and develop a standard definition for equity. CM Preya Nixon DS, SUS Q3 Q4 Objective G.3.2 Develop/Implement Data-driven
Decisions CM Angela Robinson Pinon CM, DPW, SUS, DS, LR, FD Conduct Research Research benchmarked equity metrics. DS Vedika Ahuja CM, DPW, SUS, LR, FD Complete Q2 Define Equity Metrics Work cross departmentally to define equity metrics for the CIP CM Preya Nixon SUS, DPW, LR Q2 Q3 Conduct Internal Review of Capital Improvement Plan (CIP) ProcConduct internal review of CIP ranking process, including applying preliminary metrics, with City staff and the Diversity, Equity, Inclusion, and Belonging (DEIB) Committee. DPW Grey Melgard CM Q3 Q4 Integrate Equity Metrics into Capital Improvement Plan (CIP) Scoring Rubric Integrate preliminary equity metrics decided upon as part of developing guidance. DPW Joanna Kwok CM Q2 Q4 Objective G.3.3 Expand Candidate Diversity
Approach Expand on the City’s strategic approach to ensure diversity of candidate pools when recruiting for boards, commissions, and committees. CC Lindsay Lara CM, HR, DS Conduct Research on Demographic Data Review current practice and review outcomes for demographic data collected in the year prior. CC Lindsay Lara HR Q4 Q4 Conduct Research on Implementation and Data Driven
Decisions Research other data collection points and process for implementation and data driven decisions. CC Lindsay Lara DS Q4 Q4 Partner with Community Agencies Work with Community-Based Organizations and Non-Profit Organization for enhanced outreach strategy for applicants and program insights. CC Lindsay Lara CM, DS Q4 Q4 Objective G.3.4 Expand DEIB Training Expand diversity, equity, inclusion and belonging training for staff and elected officials. CM Angela Robinson Pinon HR, CAO, FIN, DS, ALL Identify Trainings to Expand Current Program Identify and select classes, and develop programs to be added to the City's training program for staff and elected officials. CM Preya Nixon HR Q1 Q2
Formalize training program Formalize Diversity, Equity, Inclusion and Belonging (DEIB) training program, tracking mechanism, determine modality (digital/in-person), evaluate inclusion in onboarding for new City staff. CM Preya Nixon HR, CAO, FIN, DS Q2 Q4 Engage the Diversity, Equity, Inclusion, and Belonging (DEIB) Committee Engage Diversity, Equity, Inclusion, and Belonging (DEIB) Committee on the content of the City's training program. CM Preya Nixon HR Q4 Q4 Begin to Deliver Instruction Incorporate classes into the City's training program and begin to deliver classes. HR Marissa Sanchez All Q4 Q4 Objective G.3.5 Develop Guidance CM Angela Robinson Pinon DS, CM, SUS Engage the Diversity, Equity, Inclusion, and Belonging (DEIB) Committee Convene staff from the Diversity, Equity, Inclusion, and Belonging (DEIB) Committee to support this work. SUS Kerry Fugett DS Complete Complete Conduct Research Research methods and tools used by other entities to assess equity and to define and assess climate justice. SUS Kerry Fugett DS Complete Q3 Mock Up Climate Justice Lens Utilize research to mock up possible approaches for a climate justice lens. SUS Kerry Fugett CM, DS Q2 Q4 Utilize Equity Metrics Utilize findings from equity metrics research to help inform an approach. CM Preya Nixon SUS Q3 Q3 Determine the Scope and Application Identify how and where these tools or frameworks could be applied. CM Preya Nixon SUS Q3 Q4 Draft Tools and Guidance Develop guidance for integrating equity and climate justice into the identified use case(s). CM Preya Nixon SUS Q3 Q4 Obtain Feedback Conduct internal review of tools. CM Preya Nixon SUS Q4 Q4 Objective G.3.6 Address Digital Divide DS Sean Mooney DPW, CM Upgrade Canal Wi-Fi Network Upgrade aging Canal Wi-Fi infrastructure and equipment. DS Vinh Pham DPW Q2 Q4 Canal Wi-Fi Promotional Campaign Develop signage and promotional materials to highlight the availability of the Canal Wi-Fi public network. DS Vinh Pham CM Q4 Q4 Research Subsidy Programs Study feasibility of subsidy program and/or partnerships with broadband vendors for affordable internet access. DS Vinh Pham CM Q2 Q4 Develop guidance and train staff on methods for incorporating an equity and climate justice lens into the development of programs, policies, and projects to ensure no unintended harm is done by them and to ensure historical injustices are not repeated.

Develop and implement a policy that ensure equitable distribution of public resources and infrastructure improvements across all areas of San Rafael.

Address the digital divide by pursuing broadband equity projects, improving neighborhood Wi-Fi, and coordinating with the County of Marin Digital Marin program 2025-10-10 FY 2025-26 Work Plan Input FINAL - DRAFT PA-G 25 of 25 RESOLUTION NO.

ADOPTING THE CITY COUNCIL’S REVISED THREE-YEAR STRATEGIC PLAN FOR FISCAL YEARS 2025-2028 AND WORK PLAN FOR FISCAL YEARS 2025-26 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, on June 2, 2025, the City Council adopted the Three-Year Strategic Plan for FY 2025-2028, which 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 includes specific goals, objectives, and strategies outlining key projects, programs, and initiatives to advance the City Council’s vision and community priorities; and
WHEREAS, some of the goals originally included in the Three-Year Strategic Plan will be achieved by specific Capital Improvement Program projects and staff recommends those items now be removed from the document as they will be tracked in the City’s Capital Improvement Program; and
WHEREAS, the proposed Work Plan for Fiscal Years 2025-26 has been developed through a comprehensive process involving executive and mid-management staff workshops to ensure alignment and feasibility across departments; and WHEREAS, regular reporting on the objectives and strategies in the Work Plan supports transparency, accountability, and progress tracking towards the City Council’s adopted goals; and
WHEREAS, the Work Plan reflects the City’s commitment to delivering high-quality services, fostering community wellbeing, and maintaining a responsive, effective and modern organization;
NOW, THEREFORE BE IT RESOLVED, that the City Council adopts the City Council’s Revised Three-Year Strategic Plan for FY 2025-2028 and Work Plan for Fiscal Year 2025-26.

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 20th day of October 2025, by the following vote, to wit:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:
_________________
Lindsay Lara, City Clerk