____________________________________________________________________________________
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.
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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