____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: _______________________
Disposition: ___________________________
Agenda Item No: 3.c
Meeting Date: March 2, 2026
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: City Manager’s Office
Prepared by:
John Stefanski, Assistant City Manager
Preya Nixon, Senior Management Analyst II
Vedika Ahuja, Product Manager
City Manager Approval: ______________
TOPIC: MID-YEAR UPDATES TO THE CITY COUNCIL THREE-YEAR STRATEGIC PLAN FISCAL YEAR 2025-26 WORK PLAN
SUBJECT: RESOLUTION ADOPTING MID-YEAR UPDATES TO THE CITY COUNCIL THREEYEAR STRATEGIC PLAN FISCAL YEAR 2025-26 WORK PLAN RECOMMENDATION:
Staff recommends that the City Council approve a resolution adopting mid-year updates to the City Council’s Three-Year Strategic Plan, Fiscal Year 2025-26 work plan.
BACKGROUND:
In June 2025, the City Council adopted a Three-Year Strategic Plan (FY 2025–2028) to advance seven priority areas through specific, measurable goals and objectives. In October 2025, the City Council adopted the FY 2025–26 Work Plan, which details the specific activities and initiatives staff targeted to support the Strategic Plan through Fiscal Year 2025-26.
The FY 2025–26 Work Plan has been designed as a living document, with a mid-year review built into the process to assess progress, identify necessary adjustments, and align implementation with available staffing and budget resources. As part of this mid-year update, designated project leads across all departments reviewed each FY 2025–26 objective and milestone and updated start and end dates, project status, reasons for deferrals, and key accomplishments.
ANALYSIS:
As the first full fiscal year implementing the new work planning framework, this mid-year update reflects both meaningful progress and evolving timelines. While most milestones are complete or on track, several projects have been deferred due to staff capacity or absences, project complexity, and the need to balance strategic initiatives with core service delivery. Although some external factors will always remain unpredictable, this review marks an important step in strengthening the work planning tool to improve future forecasting, prioritization, and alignment.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
Departments reviewed and updated FY 2025–26 activities using a standardized framework to ensure consistency and transparency. Staff assigned each strategy/milestone in the Work Plan a status, and if the status of the project is deferred, a reason for deferral. The statuses in the Work Plan are:
• Complete – Work finished.
• On Track – Work progressing as planned or planned to finish within the fiscal year. • Not Started – Work has yet to begin, but is still planned to finish within the fiscal year. • Deferred – The end date is delayed beyond Q4 of Fiscal Year 2025-26.
If strategies/milestones are deferred, the mid-year update includes specified reasons for deferrals. These are:
• Scope Increased - The scope of work expanded during implementation due to new requirements, external conditions, or additional needs identified over the course of the project. • Staff Absence - Staff capacity was temporarily reduced due to vacancies or leave. • Overestimated Capacity - The original timeline assumed more available staff time or faster progress than proved realistic once implementation began. The schedule was adjusted to reflect the actual effort required.
• Funding Unavailable - Anticipated funding was delayed, reduced, or reallocated, requiring the project timeline to be adjusted until funding is secured or clarified. • Other – Any other reason for deferral could involve waiting on external dependencies (i.e., other agencies, regulatory approvals, grant timelines, or legislative changes) or strategic reprioritization to address other priority projects.
Updates to strategies, start and target end dates, and staff leads have been made in red in Attachment
1. The document also includes columns for key accomplishments as well as additional notes regarding the status of objectives.
Key Accomplishments
The mid-year workplan update includes a number of key accomplishments, which are summarized below by priority area.
Table 1 - Summary of Key Accomplishments to Date
Objective (Short Name) Key Accomplishment
Priority Area A – Economic Development and Neighborhood Vitality A.1.3 – Targeted Marketing Initiatives Staff prepared revisions to the City’s “Streetary” and “Outdoor (Sidewalk) Dining” fee categories to
reduce the financial burden on current or
prospective Streetary or Outdoor Dining program
participants and incentivize the use of streetaries
and outdoor dining to encourage economic activity
and vitality.
A.2.1 – Create/Implement Gateway Beautification
Program
Staff developed a gateway/beautification pilot for
the Central San Rafael Gateway. The pilot was
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
presented to the Economic Development
Subcommittee in February 2026.
A.3.1 – Delivery Placemaking Elements Staff successfully conducted a call for artists and gathered public input on proposed designs to
enhance the Downtown San Rafael Arts District.
The final designs were presented to the Public Art
Review Board and subsequently approved by the
City Council.
A.3.3 – Special Event Permit Program Update Staff completed a comprehensive update to streamline the special events permit process.
A.3.5 – Develop Southeast San Rafael Specific
Plan
The Southeast San Rafael Specific Plan is being
developed using the City’s inclusive resident
engagement philosophy, in collaboration with the
community and Canal Alliance to ensure
consistency with the Nuestro Canal, Nuestro
Futuro community vision. As part of this effort, an
EIR will be prepared, and the City entered into an
agreement for CEQA review and consultant team,
a critical part of developing this plan.
Priority Area B – Mobility and Infrastructure
B.1.1 – Citywide Bicycle and Pedestrian Plan Staff obtained feedback on the City’s update to the Bicycle and Pedestrian Plan through a variety of
outreach methods, including virtual meetings, inperson workshops, online surveys, pop-up events, and an interactive online map and website.
B.1.7 – Interim Use for 620 Canal The City acquired the 620 Canal Street property and is in the process of installing fencing to secure
the site, positioning the City for future long-term
park planning and investment in the Canal
neighborhood.
B.1.5 – Execute the Pavement Management Plan The City executed a comprehensive pavement management program to maintain road quality at
a “Fair” Pavement Condition Index (PCI) rating
across the City’s roadway network.
B.2.3 – Implement New Traffic Safety Laws Staff conducted an analysis and began implementation and monitoring of traffic
improvements, such as striping and signage, in
accordance with AB 413 (Day Lighting) and AB 43
(Speed Limits).
Priority Area C – Sustainability and Resilience
C.1.1 – Develop/Implement Zero Emission
Vehicles Plan
Staff developed the City Facility Electric Vehicle
Charging infrastructure plan and finalized the
design and permitting, including surveys.
C.1.4 – Reduce Community Building Energy Use Staff presented Building Electrification Roadmap options for policy direction as well as an update to
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
the City’s Building Reach codes to the City Council
for discussion and adoption.
C.2.2 – Wildfire Action Plan Implementation Staff continued implementation of the Wildfire Prevention and Protection Action Plan, including
implementing the Zone Zero Grant program and
installing the Safe Parking program.
C.2.4 – Sea Level Rise Adaptation Planning Staff completed extensive public and press engagement related seal level rise planning
grants, including 55 engagements, reaching more
than 1,500 people directly, and more than 100,000
through earned media.
Priority Area D – Housing and Homelessness
D.1.1 – Explore Interim Shelter Program Staff identified 350 Merrydale as the interim shelter site and secured City Council approval of
a grant agreement with the County of Marin, to
support the purchase and set up of the interim
shelter project, and to fund operations
D.3.1 – Evaluate Tenant Protection Policies Staff analyzed available data on existing policies, including mandatory mediation, cause required for
eviction, and relocation assistance, and presented
the evaluation of existing tenant protection
policies to the Housing and Homelessness
Subcommittee for feedback.
Priority Area E – Quality of Life
E.1.1 – Develop Strategies to Scale Response
Times and Services
In January, the Fire Department started a pilot
Basic Life Support program with six employees.
Staff is monitoring the pilot for cost effectiveness,
reduced demand on Advanced Life Support units
and has analyzed ambulance billing to develop
strategies to increase cost recovery.
E.1.4 – Identify/Implement Community
Involvement Strategies
Staff facilitated a workshop of the Police Advisory
and Accountability Committee (PAAC) on January
10, 2026, to identify topics of interest. The 2025
Annual Report was approved by the PAAC at their
January 21, 2026, meeting and is scheduled for
the March 2, 2026, City Council meeting.
E.6.1 – Establish Mobile Vending Ordinance The City Council adopted the Mobile Vending Ordinance, establishing a balanced regulatory
framework to support vendors while maintaining
neighborhood standards.
Priority Area F – High Performing Government
F.2.1 – Leverage Technology for Admin Process The City has adopted an Artificial Intelligence (AI) Policy, conducted initial training on the Policy and
best practices in the use of AI, and has launched
modules in OpenGov for building, planning, code
enforcement, and fire prevention.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5
F.2.2 – Create/Implement Strategic
Communications Plan
Staff is developing the citywide strategic
communications plan, which includes evaluating
and refining existing communication workflows to
improve engagement with all stakeholders,
strengthening two-way communication, and
establishing consistent practices both internally
and with the community.
F.3.1– Explore Tax Measure Strategies Staff conducted opinion research polling to place a ballot measure for a Library Tax Parcel Renewal
on the June 2, 2026 primary election ballot.
Additionally, staff has presented a fiscal
sustainability framework and tax measure strategy
to the Finance Subcommittee, and City Council.
Priority Area G – Equity, Access, and Opportunity for All G.2.1 – Develop Community Engagement
Program
The City drafted the first Inclusive Outreach &
Engagement guide to provide staff with a
framework, tools, and resources to implement
meaningful community outreach and engagement
across all departments. Paired with regular
Community Engagement Team meetings, the
goal is to support staff in delivering coordinated
engagement that gives all residents the
opportunity to help shape City actions.
G.2.3 – Implement Language Access Plan and
Title VI Plan
Staff has begun developing the City’s Title VI (Civil
Rights) and Language Access Plans, and has also
tested language interpretation 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.
G.3.3 – Expand Candidate Diversity Approach The City Clerk’s Office works with CommunityBased Organizations and Non-Profit Organizations for enhanced outreach strategy for
applicants and program insights, and has
conducted research to inform data-driven
decisions.
Key Deferrals
The mid-year workplan update includes a number of key deferrals, which are summarized below by priority area.
Table 2 - Summary of Key Deferrals
Objective (Short Name) Reason for Deferral Description
Priority Area A – Economic Development and Neighborhood Vitality SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 6
A.2.1 – Create/Implement
Comprehensive Gateway
Beautification Program
Overestimated capacity Staff is unable to convene the
Urban Land Institute Technical
Assistance Panels due to
overestimated capacity and is
targeting this work for Fiscal Year
2026-27.
A.4.1 – Update Objective Design
Standards
Scope Increased Updating the Objective Design
Standards is deferred due to
scope increase and may be
considered as a part of a larger
update of he Downtown Precise
Plan.
Priority Area B – Mobility and Infrastructure
B.1.7 Interim Use for 620 Canal Deferred Staff has identified promising near-term funding opportunities
for the long-term planning and
construction of a park and
recommends focusing resources
on permanent versus interim
planning.
Priority Area D – Housing and Homelessness
D.1.2 Develop a Homelessness
Strategic Plan
Overestimated capacity Development of the
Homelessness Strategic Plan is
deferred to ensure staff capacity
for implementation of the 350
Merrydale Interim Shelter.
Priority Area E – Quality of Life
E.2.2 Identify Funding for SAFE
Team
Funding unavailable The expansion of the SAFE Team
has not started because AB109
funds were not available to
support a service level expansion
of the SAFE Team.
Priority Area F – High Performing Government
F.2.1 Leveraging Technology for
Admin Process
Other Staff is no longer implementing
the UKG Human Capital
Management software due to staff
capacity and will instead utilize
existing Tyler ERP integrated
solutions.
Priority Area G – Equity, Access, and Opportunity for All G.3.6 – Address Digital Divide Funding unavailable Replacement of Canal Wi-Fi infrastructure is deferred because
costs exceeded initial estimates
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 7
and will be evaluated during the
FY 2026–27 budget process.
Next Steps
Staff is recommending the City Council approve a resolution adopting mid-year updates, as shown in red in Attachment 1, to the City Council’s Three-Year Strategic Plan, Fiscal Year 2025-26 work plan. Staff will return with the proposed Fiscal Year 2026-27 work plan for City Council consideration with the proposed Fiscal Year 2026-27 budget.
FISCAL IMPACT:
There is no fiscal impact for this item.
OPTIONS:
The City Council has the following options to consider in 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 mid-year updates to the City Council’s Three-Year Strategic Plan, Fiscal Year 2025-26 work plan.
ATTACHMENTS:
1. Mid-Year FY 2025-26 Work Plan
2. Resolution
City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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
Departmen
t
Staff Lead Supporting Department FY Start
Date
Target End
Date Status Why is this Deferred? Key Accomplishments Notes Objective A.1.1 Reduce Commercial
Vacancies CED Stacey Laumann DS, FIN, CMO Reduced key storefront vacancies downtown 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, userfriendly online.
CED Stacey Laumann DS 25-26 Q2 Q3 Q4 On Track Scope Increased 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 25-26 Q4 Q3 Q4 Q3 Complete Plan to report to the Subcommittee in Feb 2026
and to the Council if directed in March 2026
Evaluate Economic Incentive
Programs
Evaluate economic development incentive programs for
business attraction and retention. CED Stacey Laumann FIN, CMO 25-26 Q2 Q3 On Track Present to Council Subcommittee Present recommended economic incentive programs to the Economic Development & Housing Subcommittee CED Stacey Laumann FIN, CMO 25-26 Q4 Q4 Not Started Start date revised to align with work flow 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 25-26 Q3 Q4 On Track
Develop & Implement Economic
Incentive Programs
Implement incentive programs for Streeteries and Special Events identified by evaluation above. CED Stacey Laumann CMO, FIN 25-26 Q1 Q4 Complete Separated the Special Event Sponsorship Program
from this item, as Streetary has been completed.
Present to Economic
Development Council
Subcommittee
Present proposed Special Events Sponsorship Program &
Streeteries Incentive Program. CED Stacey Laumann CMO 25-26 Q1 Q4 Complete Present to City Council
Present proposed Special Events Sponsorship Program &
Streeteries Incentive Program to City Council for discussion and possible adoption.
CED Stacey Laumann CMO 25-26 Q2 Q4 Complete
Develop & Implement Economic
Incentive Programs
Implement incentive programs for Streeteries and for Special Events identified by evaluation above. CED Sullina Smith CMO, FIN 25-26 Q1 Q2 Q4 On Track Present to Economic
Development Council
Subcommittee
Present proposed Special Events Sponsorship Program &
Streeteries Incentive Program. CED Sullina Smith CMO 25-26 Q1 Q2 Q4 On Track 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 25-26 Q2 Q4 On Track
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 25-26 Q3 Q4 On Track Explore Tourism Funding Models Research programs and data from the State and other local jurisdictions. CED Stacey Laumann CM, FIN 25-26 Q2 Q3 On Track Consider Countywide Strategy Explore the formation of a Countywide Tourism Improvement District. CED Stacey Laumann CM, FIN 25-26 Q3 Q4 On Track Marin TBID already exists. Recommend revising
this action item: Explore participation of City on
CVB board.
Conduct Stakeholder Engagement Engage hoteliers, the Chamber of Commerce, and other stakeholders in identifying their concerns and priorities. CED Stacey Laumann CM, FIN 25-26 Q3 Q3 On Track Present to Council Economic
Development Council
Subcommittee
Present findings and potential options to the Economic
Development Council Subcommittee. CED Stacey Laumann CM, FIN 25-26 Q4 Q4 Not Started Present to City Council Present findings and recommendation to the City Council. CED Stacey Laumann CM, FIN 25-26 Q4 Q4 Not Started 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
Departmen
t
Staff Lead Supporting Department FY Start
Date
Target End
Date Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q2 Q2 Complete
Strengthen the local economy by supporting existing businesses and attracting new enterprises.
Reduce commercial vacancies through business expansion, attraction, and retention efforts and enhanced customer support via the San Rafael GO Program.
Drive local economic activity through promotion of destination tourism, enhancing special events, and optimizing City-owned assets by leveraging targeted marketing initiatives.
Assess the existing tourism funding model to determine if alternative models would enhance tourism sector growth for San Rafael.
Create and implement a gateway beautification program with enhanced signage, landscaping, and public art that reflects the City’s identity and vibrancy
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-A (2) 4 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
Inventory of Gateways and
Wayfinding
Begin to map locations of existing City gateways and identify any new locations for gateways and wayfinding assets to prioritize future improvements.
CED Joanna Kwok Stacey
Laumann CMO, DS, DPW 25-26 Q2 Q4 Q2 Q4 Not Started
Consider shifting this from DPW to another
department. Reason for late is staff absence and
overestimated capacity. Consider bumping to next
FY depnding on lead
Present to Economic
Development Council
Subcommittee
Present gateway/beautification pilot plan to the City Council Economic Development Subcommittee. CED Stacey Laumann CMO 25-26 Q2 Q3 Complete Gateway Pilot
Beautification/Landscape
Improvements
Design and install landscape design improvements at Central San Rafael Gateway. DPW CMO Joanna Kwok Preya Nixon CED 25-26 Q2 Q3 Q4 On Track Construction will likely overlap Q3/ Q4 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 25-26 Q3 Q4 On Track
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 25-26 Q4 Q4 Not Started Engage the Urban Land Institute
Technical Assistance Panel
Enter Urban Land Institute Technical Assistance Panels
Agreement and establish timeline. CED Stacey Laumann CMO 25-26 Q2 Q2 Complete Panel initially scheduled for January 2025.
Deferred due to volume of Planning & politically
complex activity in December 2025 (Merrydale)
and January 2026 (700 Irwin).
Deferral to FY 2026/2027may be adventageous
until after 101 N @ Irwin Gateway project and
Public Art Program are complete.
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 25-26 - 26-27 Q2 Q2 Q4 Deferred Overestimated capacity Present to Economic
Development Council
Subcommittee
Present ULI findings to the City Council Economic
Development Subcommittee. CED Stacey Laumann CMO 25-26 - 26-27 Q2 Q2 Q4 Deferred Overestimated capacity Present to City Council Present findings to City Council. CED Stacey Laumann CMO 25-26 - 26-27 Q2 Q2 Q4 Deferred Overestimated capacity
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 25-26 Q2 Q1 Q3 Q2 On Track This update is for downtown only.
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 25-26 Q3 Q2 Q4 Q3 On Track This update is for downtown only.
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 25-26 Q4 Q2 Q4 Q3 On Track This update is for downtown only.
Present to Economic
Development Council
Subcommittee
Present findings and recommendations to the City Council Economic Development Subcommittee. DPW Jonathan Schellin CED, CM 25-26 Q4 Q4 Not Started This update is for downtown only.
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 25-26 Q1 Q2 Q3 On Track This is en route 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 25-26 Q1 Q4 On Track This will be ongoing now 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 25-26 Q2 Q4 Complete Moving on to all other multi-family properties now 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 25-26 Q2 Q4 On Track Ongoing
Present to City Council Present program update to Council, with refuse rates. SUS Kaylyn Turnil DPW 25-26 Q2 Q2 Q4 On Track In conversation with CMO have decided to update
them in other ways for now
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
Departmen
t
Staff Lead Supporting Department FY Start
Date
Target End
Date Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q1 Q1 Complete Select Artist Downtown San Rafael Arts District selects artist CED Stacey Laumann LR 25-26 Q1 Q1 Complete Seek Public Input Designs refined based on public input through digital surveys and in-person tabling by Local Edition. CED Stacey Laumann LR 25-26 Q2 Q2 Complete Present to Public Art Review
Board
Present designs to the Public Art Review Board for review and potential approval. CED Stacey Laumann LR 25-26 Q2 Q3 Complete Present to City Council Present designs to the City Council for review and potential approval. CED Stacey Laumann LR 25-26 Q2 Q3 Complete
Install Art Pieces Install up to five new public art pieces on City property to enhance placemaking CED Stacey Laumann LR, DPW 25-26 Q3 Q4 On Track Objective A.3.3 Special Event Permit
Program Update CED Micah Hinkle PD, DPW
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.
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. 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-A (2) 5 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 25-26 Q1 Q3 Complete
Evaluate Program and
Development Recommendations
Analyze permitting process, engage stakeholders and identify opportunities for improvement. CED Sullina Smith PD, DPW 25-26 Q1 Q2 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 25-26 Q1 Q1 Complete
Present to City Council Present draft special event permit to the City Council for review and potential approval. CED Sullina Smith PD, DPW 25-26 Q2 Q3 This item did not require Council consideration, as event sponsorship was separated and is being addressed under a separate work plan item.
This item did not require Council approval to
implement.
Implement Updates & Conduct
Outreach
Launch updated program and conduct outreach to
community. CED Sullina Smith PD 25-26 Q3 Q3 Complete
As part of the transition, the program moved to the City’s OpenGov permitting platform, eliminating separate event software and saving over $10,000 annually.
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
Margaret KavanaughLynch
CAO 25-26 Q1 Q2 Complete
Present to City Council Present the grant agreement and consultant selection to the City Council for review and potential approval. CED
Kristina Estudillo
Margaret KavanaughLynch
CAO, CM, CC 25-26 Q2 Q2 Complete Approved at the December 1, 2025, City Council meeting.
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
Margaret KavanaughLynch
CAO 25-26 Q2 Q2 Q3 On Track
Present to City Council Present the consultant agreement to the City Council for review and potential approval. CED Margaret KavanaughLynch CAO, CM, CC 25-26 Q4 Q4 Not Started 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
Margaret KavanaughLynch
CAO 25-26 Q1 Q2 Complete
Present to City Council Present the grant agreement and consultant selection to the City Council for review and potential approval. CED
Jose Herrera Preza
Margaret KavanaughLynchCAO, CM, CC 25-26 Q2 Q2 Complete Approved at the December 1, 2025, and January 20, 2026, City Council meetings.
Select Consultant
Enter into agreement with consultant to draft the Specific Plan and perform California Environmental Quality Act
analysis.
CED
Jose Herrera Preza
Margaret KavanaughLynch
CAO 25-26 Q3 Q3 Complete
Conduct Project Kickoff Develop Community Engagement Strategy. CED Jose Herrera Preza Margaret Kavanaugh- CM 25-26 Q3 Q3 On Track
Start Community and Stakeholder
Engagement
Conduct community meetings, workshops, and listening
sessions. CED
Jose Herrera Preza
Margaret KavanaughLynch
CM 25-26 Q3 Q4 Not Started
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
Margaret KavanaughLynch
CM 25-26 Q3 Q4 Not Started
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 25-26 & 26-27 Q2 Q4 Q3 Q1 Deferred Staff Absence
Senior Management analyst position vacant Sept
thru Dec.
Study best practices and
benchmark to comparable
jurisdictions
Review best practices and comparable jurisdiction's tree ordinances. DPW Jonathan Schellin CM, CED, SUS, CAO 25-26 & 26-27 Q3 Q4 Q4 Q2 Deferred Staff Absence Senior Management analyst position vacant Sept
thru Dec.
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 25-26 Q1 Q4 Q2 Complete This work will continue Draft Revision to Tree Ordinance Begin drafting the revisions to the Tree Ordinance DPW Jonathan Schellin CM, SUS, CAO, CED 25-26 26-27 Q4 Q1 Q4 Deferred Staff Absence
Senior Management analyst position vacant Sept
thru Dec.
Pursue Grant Opportunities Apply for grants as they become available. DPW Jonathan Schellin CM, SUS, CAO 25-26 Q1 Q4 On Track No grants have become available at this point in
the FY.
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
Departmen
t
Staff Lead Supporting Department FY Start
Date
Target End
Date Status Why is this Deferred? Key Accomplishments Notes 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 KavanaughLynch CAO 25-26 Q2 Q3 On Track
The ODS update may be wrapped into a bigger
update for the DTPP, TBD
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 KavanaughLynch CAO 25-26 Q3 Q4 Not Started Draft Document Begin drafting Objective Design Standards and commence California Environmental Quality Act process. CED Margaret KavanaughLynch CAO 25-2626-27 Q4Q1 Q4 Deferred Scope Increased 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. 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-A (2) 6 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 KavanaughLynch CAO 25-26 & 26-27 Q1 Q2 Q4 Deferred Scope Increased These changes will be brought to the PC in sections
due to the high number of changes
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-A (2) 7 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
Priority Area B:
Mobility and
Infrastructure
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 Fiscal Year Start Date Target End
Date Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q2 Q3 Q4 On Track 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 25-26 Q3 Q1 Q3 Q2 Complete
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 25-26 & 26-27 Q4 Q4 Q1 Deferred Other Took longer to draft plan. This will go to the
June or August BPAC
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 25-26 26-27 Q4 Q2 Q4 Q2 Deferred Other Took longer to draft plan 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 25-26 Q2 Q3 Q3 Q4 On Track Begin Feasibility Study (Bridge) Begin investigation of site conditions for potential project sites. DPW April Miller John Thomas CM, CED 25-26 Q3 Q4 Q4 Not Started Language for FY27- remove "begin" Begin Coordination with Regulatory agencies Begin coordination with regulatory agencies (i.e. Coast Guard, Army Corp, etc. ). DPW John Thomas CM 25-26 Q4 Q4 Not Started Language for FY27- remove "begin" Develop and adopt an updated Citywide Bicycle and Pedestrian Plan. 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-B (2) 8 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 CMO 25-26 Q2 Q2 Complete 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, CMO, FD 25-26 Q2 Q4 On Track Conduct Community Outreach Share recommendations with the community via virtual and in-person meetings and website updates. CM Preya Nixon DPW CMO 25-26 Q3 Q4 On Track Present to City Council Present recommendations to the City Council for review and potential approval. CM Preya Nixon CAO 25-26 & 26-27 Q4 Q4 Q1 Deferred Overestimated capacity 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 25-26 Q1 Q2 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 25-26 Q1 Q2 Complete Pavement Management Plan and Citywide Bicycle and Pedestrian Plan Coordination Review Pavement Management Program plan with Citywide Bicycle and Pedestrian Plan. DPW Grey Melgard DS 25-26 Q1 Q2 Complete This will happen every year 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 25-26 Q2 Q3 Q2 Complete This will happen every year 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 25-26 Q3 Q2 Q4 Q2 Complete
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 25-26 Q2 Q2 Complete 620 Canal Street aquired by the City in Novermber, 2025
Secure 620 Canal Site Secure 620 Canal site with fencing and other measures. DPW John Thomas CAO 25-26 Q3 Q4 On Track City in the process of installing fencing to secure property.
Conduct Site Assessment For Potential Interim Uses. Conduct feasibility assessment for interim use. LR Craig Veramay DPW, CED, CMO 25-26 26-27 Q3 Q2 Q4 Deferred Staff have identified promising funding
opportunities for the long-term planning
and construction of a park and
recommend focusing current resources
on permanent versus interim planning.
Begin Exploring Options For Interim Use Begin exploring options for potential interim uses, based off the site assessment.
LR Craig Veramay DPW, CED, CMO 25-26 26-27 Q4 Q4 Deferred Other See above.
Explore Grant Opportunities Coordinate with partners to seek grant and other funding opportunities to support potential interim uses or site improvements LR
Craig Veramay
Catherine
Quffa
DPW, CED 25-26 Q2 Q4 On Track
Staff have submitted two preapplications for planning grants for the development of a park at 620 Canal.
Acquire and secure 620 Canal, assess and explore options for interim use. 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-B (2) 9 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q3 Q4 On Track Implement Recommendations Implement additional traffic calming measures in the Spinnaker Point pilot. DPW Sayed Fakhry PD 25-26 Q2 Q4 On Track Draft Traffic Calming measure policy Draft neighborhood traffic calming pilot DPW Sayed Fakhry PD 25-26 Q2 Q4 On Track 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 25-26 Q3 Q4 Q4 Not Started
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 25-26 Q1 Q2 Complete Present Draft Plan to Advisory Traffic Committee Introduce and present draft day lighting implementation for feedback. DPW Sayed Fakhry PD, PS 25-26 Q2 Q2 Complete 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 25-26 Q2 Q2 Complete Conduct Community Outreach Communication via City Website around new law. DPW Kelly Abey DS 25-26 Q2 Q2 Complete 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 25-26 Q3 Q3 Q4 On Track monitoring is continuous 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 25-26 Q1 Q2 Complete 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 25-26 Q2 Q3 Complete
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 25-26 Q3 Q2 Q3 Q2 Complete Conduct Community Outreach Update communication via City Website around new speed limits recommendation. DPW Kelly Abey CM, DS 25-26 Q3 Q4 On Track Present to the City Council Present proposed speed limit recommendation to the City Council for discussion and possible adoption. DPW Sayed Fakhry CM, PD 25-26 Q4 Q4 Not Started 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 25-26 Q2 Q4 On Track
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 25-26 Q2 Q4 On Track
Modernize and upgrade traffic signal systems to enhance capabilities for managing traffic flow based on the 2040 General Plan. 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-B (2) 10 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q1 Q3 On Track 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 25-26 Q1 Q4 On Track 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 25-26 Q3 Q4 On Track Present to Council Finance Subcommittee Present draft plan to the Finance Council Subcommittee for feedback. DPW April Miller All 25-26 26-27 Q4 Q1 Q4 Q2 Deferred Overestimate d capacity Policy draft language is 90% complete
Draft policy is 90% complete, but requires
gathering additional facility condition
assessments, needing additional staff and
funding resources
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 25-26 Q1 Q3 On Track
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 25-26 Q1 Q4 On Track 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 25-26 Q2 Q4 On Track Incorporating satellite images with GIS for an improved interface.
Integrate software Integrate software into project check lists and workflow. DPW Jonathan Schellin DS 25-26 Q2 Q4 On Track
Implementing with recent library renovation,
and will be a continuous action moving forward
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 Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q3 Q4 On Track
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 25-26 Q4 Q4 Not Started
Develop a Citywide Buildings and Facilities Plan (CBFP) to assess, identify and track the condition of City assets, deferred maintenance, and unmet facility needs.
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.
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-B (2) 11 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 Fiscal Year Start Date Target End
Date Status Why is this Deferred?
Key Accomplishments Notes
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 25-26 Q1 Q2 Complete Complete Final Design and Permitting Finalize design and permitting including surveys. SUS Cory Bytof DPW 25-26 Q2 Q2 Complete Apply for Additional Incentives Complete and submit application documents for incentives. SUS Cory Bytof DPW 25-26 Q2 Q4 On Track Issue Request For Proposal and Select Firm Develop and issue Request For Proposal and select firm. DPW Jonathan Schellin SUS 25-26 Q2 Q4 On Track Start City-Side Construction Includes purchasing, construction, electrical, and software installation and testing. DPW Omar Garcia SUS 25-26 Q4 Q4 Not Started 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 25-26 Q1 Q4 On Track
Signed contract with consultant to
assist in developing the RFP,
launched project Feb 4, 2026
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 25-26 Q3 Q4 On Track 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 25-26 Q1 Q3 Q4 On Track
Start to Implement countywide Vehicle Miles Travelled Reduction Campaign Conduct community engagement, provide incentives, and track progress. SUS Cory Bytof CED, DS 25-26 Q4 Q4 Not Started 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 25-26 & 26-27 Q1 Q3 Q1 Deferred Staff Absence Anticipate completion by Q1
2027. Employee wasn't hired until
several months later than
anticipated.
Train Staff on Recycled Content Procurement Processes Implement staff training on new recycled content procurement processes. SUS Kaylyn Turnil FIN 25-26 & 26- 27 Q2 Q4 Q2 Deferred Staff Absence
Anticipate completion by Q1
2027. Employee wasn't hired until
several months later than
anticipated.
Establish Mandatory Recycling and Composting Enforcement Process Work with Zero Waste Marin to establish a process of enforcement for noncompliant businesses. SUS Kaylyn Turnil CED 25-26 Q2 Q4 On Track 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 25-26 Q2 Q4 On Track
Completed initial phase for 16 units
and above.
Anticipate complete roll-out to all
multi-family units by Q1 2027
Objective C.1.4 Reduce Community Building
Energy Use SUS Angela Robinson PinonSUS, 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 25-26 Q1 Q2 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 25-26 Q1 Q2 Complete Develop Incentive and Outreach Campaign Proposal Develop scope of work and metrics for success. SUS Cory Bytof CED, CM, DS 25-26 & 26- 27 Q2Q4 Q4Q2 Deferred Staff Absence
CED has streamlined the permitting
process.
Due to budget constraints and
staff changes, will defer incentives
to FY 26-27 and focus solely on
outreach campaign.
Develop Energy Code Tracking Mechanisms Develop methods to track energy efficiency installations. CED Jose Herrera Preza SUS 25-26 Q2 Q4 On Track New permit software has launched
that will aid in tracking efforts.
Participate in Regional Efforts Collaborate with County and regional entities to promote and incentivize efficiency and electrification. SUS Cory Bytof CM 25-26 Q1 Q4 On Track Working with a Marin Countywide
group and participating in a Bay
Areawide group
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. 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-C (2) 12 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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
Completion Status Why is this Deferred?
Key Accomplishments Notes
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 25-26 Q1 Q4 On Track
Monitor Funding Opportunities Monitor state, federal, private, and other grant funding opportunities for LHMP Projects. FD Quinn Gardner CM, DPW 25-26 Q1 Q4 On Track 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 25-26 Q2 Q2 Complete
Initial Presentation complete,
considering an update to the plan
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 25-26 Q1 Q4 Q2 Complete Minor adjustments will be ongoing Develop & Implement Zone Zero Grant Program Implement zone zero grant program to encourage broader implementation. FD Kate Anderson CM 25-26 Q2 Q4 Q3 Complete Ongoing effort to encourage resident
participation and action
Update for next year to focus on
implementation
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 25-26 Q2 Q3 Q4 On Track
Being reviewed by Planning
Commision in March, to Council in
May
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 25-26 Q2 Q3 Complete New WUI code was adopted, but no
agressive local ammendments were
included. Potential to revisit
additional code with zone zero
adoption
May want to include in next years
work plan- reconsider after zone
zero is out
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 25-26 Q2 Q3 Complete
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 25-26 & 26-27 Q2 Q4 Deferred Staff Absence Pending zone zero guidance which
may cover this. Still weighing code
options and political support. Limited
staff capacity to address before next
year. Implementing fence Grant
program
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 25-26 Q2 Q3 Complete Completed technical feasibility study
on adaptation options. Strengthened
partnership with community
partners.
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 25-26 Q2 Q3 On Track Completed extensive public and
press engagement. Over the past 3
years have completed over 145
engagements, reaching more than
5,000 people directly, and more than
250,000 through earned media.
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 25-26 Q1 Q3 On Track
Note: this will be on-going and
continual for the forseeable future
Present to City Council Present overview of Sea Level Rise Grant project to the City Council for informational purposes. SUS Kate Hagemann CM 25-26 Q3 Q3 On Track This was presented to the Sea Level
Rise Council Subcommittee in
January.
Note: results were presented to
the SLR subcommittee. Will
determine with CMO timing for
full Council presentation this
spring.
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 25-26 Q2 Q4 On Track On track to apply for SB 1 grants in
June to beging official sea level rise
planning January 2027
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 25-26 Q2 Q3 On Track Begin convening Subject Matter Experts Convene finance and adaptation professionals with local practitioners to develop options for governance model. SUS Cory Bytof FIN 25-26 Q3 Q4 On Track 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.
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-C (2) 13 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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
Completion Status Why is this Deferred?
Key Accomplishments Notes
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 PinonCM, 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 25-26 Q2 Q4 On Track CERT trainings were held, and some
communities requested training.
Coordinate Driveway Evacuation Drills Conduct driveway evacuation drills. FD Quinn Gardner DS 25-26 Q2 Q4 On Track Planning for Spring/Summer 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 25-26 Q2 Q4 On Track Completed first CERT refresher to
cover these topics. Planning for
larger community trainings
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 25-26 Q2 Q4 On Track
Onboarded outreach and
communications intern and full tiem
staff. Event planning and
implementation underway
Initiate Disaster Preparedness for Businesses Initiate program to increase disaster preparedness for local businesses. FD Quinn Gardner CED 25-26 & 26- 27 Q4 Q4 Deferred Overestimated capacity
Will not be a focus until next FY,
some minor planning underway
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 25-26 Q2 Q4 On Track
Nearly full English class scheduled for
March. Spanish class is being planned
for July.
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 25-26 Q2 Q4 On Track
Trainings completed and schedule,
regular emails to CERTs, Planning
Firewise engagement Meeting.. Staff
attending montlhy Fire Safe Marin
hosted Firewise meetings. CERT
Steering Committee under evaluation
pending volunteer engagement and
staff evaluation
Hold Quarterly Trainings Hold quarterly topic trainings for disaster volunteers and community leaders. FD Quinn Gardner DS 25-26 Q4 Q4 Not Started Scheduled and being implemented Increase Firewise communities Support resident in establishing at least three new firewise communities. FD Quinn Gardner DS 25-26 Q4 Q2 Q4 On Track Progress is beng made in multiple
areas. New interest meeting
scheduled for April.
City staff also support the
Marinwood Firewise community.
Update Emergency Volunteer Plan Update the existing Emergency Volunteer plan. Hold trainings for disaster volunteers and community leaders. FD Quinn Gardner DS 25-26 26-27 Q1 Q4 Deferred Overestimated capacity Limited staff capacity until after May
exercise
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 registrationUse raffles and other strategies to incentivize registrations. FD Quinn Gardner DS 25-26 Q1 Q4 On Track Contracted with marketing company,
focusing outreach in low registration
areas
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 25-26 Q1 Q4 On Track
Ongoing program and collaboration
with CBOs. Engaging CERT
Impacted by City stipend policy
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 25-26 Q1 Q4 On Track 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-C (2) 14 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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
Completion Status Why is this Deferred?
Key Accomplishments Notes
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 25-26 Q1 Q4 On Track Training requirements are included in
the draft DSW policy. Additional
training requirements under review.
May need to extend pending DSW
policy review
Hold Drills and Exercises Identify and develop needed drills and exercises via review of plans, past exercises and staff feedback. FD Quinn Gardner CM 25-26 Q2 Q4 On Track EOC exercise is planned for May.
Identify and Conduct Staff Trainings Host regular trainings on a variety of topics to meet the needs of staff. FD Quinn Gardner CM 25-26 Q1 Q4 On Track Section Trainings Scheduled March
and April. DSW trainings completed,
more will be scheduled after DSW
policy adoption
FY 26-27 updates should be more
specific to what classes
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 (DSW) 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 25-26 Q1 Q4 On Track
Have held multiple DSW trainings,
with more to come.
Goal for next year will be 4 DSW
trainings and two basic
preparedness trainings
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 25-26 Q2 Q4 On Track
EOC set up book updated. EOC
section trainings are scheduled for
April.
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 25-26 Q2 Q4 On Track
Completed Alert Drill, EOC set up,
and EOC Earthquake Drill in October.
A Full-scale EOC exercise is planned
for May.
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 25-26 Q2 Q3 Q4 On Track Policy is undergoing internal review.
May consider goal about
implementation and training for
next year
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 25-26 Q1 Q2 Complete 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 25-26 Q1 Q4 On Track Prepare draft COOP/COG Develop draft a COOP/COG. FD Quinn Gardner CM 25-26 Q3 Q4 On Track First Draft compelted and in
review/update stage
Internal Review of the COOP/COG Circulate the draft internally for feedback. FD Quinn Gardner CM 25-26 Q3 Q3 On Track Present to the City Council Present the draft COG to the City Council for adoption. FD Quinn Gardner CM 25-26 Q4 Q4 Not Started 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 25-26 26-27 Q1 Q2 Deferred Other Training will likely be in the fall
following delays in data collection.
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 25-26 & 26-27 Q1 Q4 Q1 Deferred Overestimated capacity Drafts are in progress. Aim for Adoption in September
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-C (2) 15 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 Department Staff Lead Supporting Department Fiscal Year Start Date Target End
Date Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q1 Q2 Complete Identified 350 Merrydale as the site for the interim shelter project Develop Partnership with the County of Marin Develop partnership with the County to create an interim shelter/housing program. CM Daniel Cooperman CAO 25-26 Q1 Q2 Complete City Council approved a grant agreement
with the County of Marin on 11/17/25 to
support the purchase and set up of the
interim shelter project, and to fund
operations
Identify Long Term Funding Seek grants and other funding opportunities in partnership with the County.
CM Daniel Cooperman CAO 25-26 Q2 Q4 On Track
Conduct Community Outreach Provide community education on project goals and objectives. CM Daniel Cooperman CAO 25-26 Q2 Q4 On Track Staff held multiple commmunity meetings in November, December, and January
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 25-26 & 26-27 Q2 Q2 On Track
The City entered into agreements with
Swinerton Management & Consulting for
project management services and LCA for
design services on 2/18/2026.
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 26-27 Q3 Q2 Deferred Overestimated capacity Deferring to ensure staff capacity to focus on
Objective D.1.1 (Merrydale Interim Shelter)
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 26-27 Q1 Q3 Deferred Overestimated capacity Deferring to ensure staff capacity to focus on
Objective D.1.1 (Merrydale Interim Shelter)
Present to Housing and Homelessness Council Subcommittee Present draft plan to Housing & Homelessness Council Subcommittee for feedback. CM Nguyen Pham CAO 26-27 Q1 Q4 Deferred Overestimated capacity Deferring to ensure staff capacity to focus on
Objective D.1.1 (Merrydale Interim Shelter)
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 25-26 Q2 Q3 Q4 Deferred Overestimated capacity 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 25-26 Q3 Q3---- Q4 Deferred Overestimated capacity Aligning timeline with the anticipated opening of
the interim shelter project.
Present to City Council Present recommendations for camping ordinance amendments to the City Council for review and potential approval. CM Daniel Cooperman CAO 25-26 & 26-27 Q3 Q2 Deferred Overestimated capacity Aligning timeline with the anticipated opening of
the interim shelter project.
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. 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-D 16 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 25-26 Q2 Q4 On Track Design & Implement Fundraising Campaign Identify and implement strategies & key donors, in coordination with the County. CM Daniel Cooperman DS 25-26 Q2 Q4 On Track Goal D.2 CED
# Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department
Start
Date
Target
Completion Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q2 Q3 On Track 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 25-26 Q2 Q4 On Track 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 25-26 Q2 Q3 Q3 Q4 On Track 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 25-26 Q2 Q4 On Track Streamline Utility Requirements Work with partners to streamline utility capacity requirements for new development. CED Greg Minor CAO, CM 25-26 Q1 Q4 On Track 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 25-26 Q2 Q2 Q4 On Track The City's affordable housing agreement has been updated.
Present to Economic Development & 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 25-26 Q2 Q2 Q3 On Track Marin Housing Authority presented to the subcommittee on February 17, 2026.
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 25-26 Q4 Q4 Not Started
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. 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-D 17 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
Goal D.3 CED
# Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department
Start
Date
Target
Completion Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q1 Q2 Complete 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 25-26 Q2 Q2 Complete 10/21/25 Subcommittee Meeting Present to Housing and Economic Development City Council Subcommittee Present evaluation of existing tenant protection policies and draft recommendations to City Council Subcommittee for policy direction. CED Alexis Captanian CM 25-26 26-27 Q3 Q1 Q4 Q1 Deferred Adjusted sequencing so engagement occurs
earlier in the process
Conduct Community Engagement Conduct additional engagement and/or research on specific policy recommendations. CED Alexis Captanian DS, CM 25-26 Q4 Q4 Not Started 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 preserve housing while ensuring fair returns and sustainability for property owners 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 25-26 Q2 Q2 Complete 10/21/25 Subcommittee Meeting Present to City Council Present Rooted in Marin anti-displacement report to City Council. CED Alexis Captanian CM 25-26 Q3 Q4 On Track Specific Community Engagement Conduct additional engagement and research on specific policy recommendations. CED Alexis Captanian DS, CM 25-26 & 26-27 Q4 Q4Q1 Deferred Overestimated capacity Assumes County proceeds with multijurisdictional rental registry pilot. If not, defer to 2026-27.
Present to Economic Development & 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 25-26 & 26-27 Q4 Q4Q1 Deferred Overestimated capacity Assumes County proceeds with multijurisdictional rental registry pilot. If not, defer to 2026-27.
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.
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-D 18 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 Fiscal Year Start Date Target
Completion Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q2 Q4 Complete Hired 6 employees. Placed
Ambulance 51 into service on
1/2/2026
Monitor Pilot Basic Life Support (BLS) Monitor pilot for cost effectiveness and reduced demand on ALS units. FD Jason Hatfield HR, CM, FIN 25-26 Q2 Q4 On Track Provided 23 transports in first
month.
Analyze Effectiveness of BLS Pilot Evaluate effectiveness of the program at six month mark and determine if second year of program is feasible. FD Jason Hatfield HR, CM, FIN 25-26 Q2 Q4 On Track Ongoing. Will provide 3 and 6
month updates
Maximize Paramedic Revenue Analyze ambulance billing and develop strategies to increase cost recovery. FD Thomas Wong CM, FIN 25-26 Q2 Q4 Complete Analyze Police Calls for Service Analyze quarterly calls for service and response times by police beat. PD Alex Holm CM 25-26 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 25-26 Q2 Q3 Complete 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 25-26 Q3 Q4 On Track 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 25-26 Q1 Q4 On Track Implement BBQ Safety Campaign Implement BBQ safety campaign, including at public BBQs. FD Calvin Schrader CM 25-26 Q1 Q2 Q4 On Track Draft signs shared with L&R. Hard
scape around BBQs installed. New
grill tested
Delayed pending feedback from
L&R
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 25-26 Q1 Q3 Complete
The 2025 Annual Report was
approved by the PAAC at their
January 21, 2026 meeting.
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 25-26 Q1 Q3 Complete Scheduled for Council presentation
on March 2nd.
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 25-26 Q1 Q3 Complete
Workshop facilitated January 10,
2026. Workplan adopted.
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 25-26 26-27 Q2 Q4 Deferred Other Outreach strategies being
developed for 26-27
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 25-26 Q3 Q4 Complete Expanded essential vs. desirable
training based on each job
description.
Potential budget impacts
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-E 19 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 Fiscal Year Start Date Target
Completion Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q2 Q4 On Track Implemented first 2 drones.
Tracking decrease in response
time with drone deployment
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 25-26 Q2 Q4 Complete Re-assigned FTE police officer Evaluate Differential Police Response Study expansion of differential police response model to deploy non-sworn patrol resources (CSO). PD Scott Eberle Ronda Cordero CM 25-26 26-27 Q2 Q4 Deferred Overestimated capacity Call type analysis and day/time
occurrence of calls requires more
analysis
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 Ronda Cordero CM 25-26 26-27 Q4 Q4 Deferred Overestimated capacity 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 25-26 Q2 Q2 Complete Funding Unavailable Grant not approved 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 25-26 Q2 Q4 Complete Grant funding approved and will
fund training for officers, SAFE
Team, and partial SAFE Team
Funding (CIT)
Gun buyback not allowed per
grant
Expand SAFE Team Formulate allied agency committee for the potential use of AB109 funds to expand Specialized Assistance for Everyone. PD Todd Berringer FIN 25-26 Q2 Q4 Not Started Funding Unavailable AB 109 funds are not available
for this project.
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 25-26 Q2 Q4 On Track CPTED Reviews have been
completed for various city projects
and continue/ongoing.
Ongoing and continuous. PD
Supervisor assigned to working
group.
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-E 20 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 25-26 Q2 Q4 Complete Department staffing
reallocated/increased staffing to
traffic unit.
Pursue Grant Funding Opportunities Seek new grant opportunities to provide expanded education and enforcement. PD Alex Holm FIN 25-26 Q3 Q4 On Track OTS Grant submitted.
Implement Grants Implement grant funded operations, such as checkpoints, saturation patrols and education programs. PD Alex Holm FIN 25-26 Q3 Q4 On Track 25-26 grant award
implemented/still ongoing.
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 25-26 Q3 Q4 On Track Staff have scheduled several classes Implement New Speed Limit Law (AB43) Reduce speed limits pursuant to State Law AB43 and conduct education and enforcement. DPW, PD Alex Holm DPW 25-26 Q1 Q4 On Track Identified roadways for reduction
and implemented.
Working with DPW on phase 2
Implement Social Media Campaign Produce "traffic safety tip of the month" educational campaign. PD Scott Eberle DS 25-26 Q2 Q4 On Track Targeted social media campaigns.
Reimplement Joint Enforcement Operations Reimplement joint enforcement operations with allied law enforcement agencies. PD Alex Holm CM 25-26 Q1 Q4 On Track Held joint enforcement campaigns
with Novato, Central Marin.
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 25-26 Q2 Q4 On Track Participate in cross-department
collaboration meetings.
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 the future and will identify adaptive reuse options for the historic Carnegie Library. LR DPW, CM # Objective (Short) Objective Strategy (Milestone or Activity) Strategy Description Primary Department Staff Lead Supporting Department Fiscal Year Start Date Target
Completion Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q1 Q2 Complete Developed project charter.
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 25-26 Q1 Q2 Complete
Selected Griffin Structures as
Project Manager and kicked off
project planning
Select Architect/Design Team Select a architect/design team to lead the community engagement, conceptual and schematic design development. DPW John Thomas CM, LR 25-26 & 26-27 Q2 Q4 Q4 Q1 Deferred Other In the process of evaluating project
delivery options. Staff anticipate
selecting an architect/design team
in Q1 FY27
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 programmatic elements, and a preliminary cost estimate. 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 25-26 Q4 Q4 Not Started Working on initial drafts of building
program to inform initial
community engagement approach
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 26-27 Q4 Q1 Q4 Q4 Deferred Overestimated capacity Staff anticipate selecting an
architect/design team in Q1 FY27.
Work will begin shortly thereafter.
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 Fiscal Year Start Date Target
Completion Status Why is this Deferred? Key Accomplishments Notes 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 25-26 Q1 Q2 Complete Conduct Public Outreach Hold public meetings with vendors and residents of the Canal to seek input on the ordinance. CED Greg Minor CAO, CM 25-26 Q1 Q2 Complete
Met with members of Voces de
Canal, Canal Alliance, the East San
Rafael Working Group, and other
stakeholders.
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 25-26 Q1 Q2 Complete Present Economic Development Council Subcommittee Present draft ordinance to Economic Development Council Subcommittee for review and feedback. CED Greg Minor CAO, CM 25-26 Q2 Q2 Complete Present to City Council Present to City Council for review and potential adoption. CED Greg Minor CAO, CM 25-26 Q2 Q2 Complete Ordinance Adopted in November
2025
Develop Collaboration Agreement Develop collaboration agreement with County environmental health to establish the City's ability to enforce. CED Greg Minor CAO, CM 25-26 Q1 Q2 Q3 On Track 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-E 21 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 Fiscal Year Start Date Target End
Date Status Why is this Deferred?
Key Accomplishments Notes
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 25-26 Q1 Q2 Complete Work plans developed with staff Present to City Council Present FY 2025-26 workplans to the City Council for review and potential approval. CM Preya Nixon All 25-26 Q2 Q2 Complete Presented to Council in October
2025
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 25-26 Q2 Q2 On Track Work plan projects input into Asana
for tracking
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 25-26 Q3 Q3 On Track Presentation to City Council
scheduled for March 2, 2026
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 25-26 Q3 Q4 On Track FY 2026-27 workplans are currently
under development.
Present to City Council Present FY 2026-27 workplans to the City Council for review and potential approval. CM Preya Nixon All 25-26 Q4 Q4 Not Started On schedule for presentation
alongside budget in May 2026
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 25-26 Q1 Q2 Complete 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 25-26 Q2 Q2 On Track Integrate Metrics into Work planning Integrate metrics tracking into work plan meetings and updates. DS Vedika Ahuja All 25-26 Q2 Q4 On Track Implement Updates to Open Data and Performance Dashboard Implement updates to open data portal and performance measurement dashboard. DS Vedika Ahuja CM 25-26 Q3 Q4 On Track 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-F 22 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 25-26 Q2 Q2 On Track Waiting for full execution Draft Records Management Policy Draft policy to designate software as a Trusted System as required by the State of CA. CC Lindsay Lara CAO 25-26 Q4 Q4 On Track
First draft completed, waiting full
review.
Present to City Council Present proposed plan to the City Council for discussion and possible adoption. CC Lindsay Lara CM 25-26 Q4 Q4 Not Started Adopt Artificial Intelligence Policy Establish policy and governance around the City's use of artificial intelligence and emerging technologies. DS Vedika Ahuja CM 25-26 Q1 Q2 Complete Policy approved in Fall 2025 by Data
Governance Committee.
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 25-26 Q1 Q2 Q4 On Track
Initial draft of priority projects
developed and in review as part of
work planning for 2026/2027
Conduct Artificial Intelligence Training & Education Train staff on AI policy and best practices. DS Vedika Ahuja CM 25-26 Q2 Q4 Complete Adopted AI Policy and conducted
initial training sessions on AI best
practices and policy.
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 25-26 Q1 Q3 On Track Conducted vendor analysis and
selection with cross-departmental
team. Identified preferred chat
vendor.
PSA under review.
Train, Test and Validate Artificial Intelligence Model Train Artificial Intelligence model to data sets and content. DS Catherine Holmes CM 25-26 26-27 Q3 Q1 Q3 Q2 Deferred Other Dependent on completion of CRM scoping
(Objective F.1.4).
Conduct Pilot and Soft Launch Artificial Intelligence Search and Chat. Pilot proof of concept Artificial Intelligence tool. DS Catherine Holmes CM 25-26 26-27 Q3 Q2 Q4 Q3 Deferred Other Dependent on completion of CRM scoping
(Objective F.1.4).
Launch OpenGov Building, Planning, Code Enforcement, Fire Prevention, and Inspections Module Launch final modules for building permits, planning, code enforcement, fire prevention, and inspections. CED Sullina Smith DS 25-26 Q2 Q4 Complete Staff publically launched OpenGov in February
2026
Scope OpenGov New Permit Types Implementation Support Support system implementation, community rollout, and evaluation of potential Scope additional permit types. and rental registry. CED Sullina Smith DS 25-26 26-27 Q2 Q4 Q1 Deferred Scope Increased This portion of the project is delayed due to an
expanded scope to extend data mapping
through June 2026, as staff elected to launch
only new permits in OpenGov on February 23
while maintaining eTRAKiT to close out existing
permits prior to final migration.
Following go-live, staff will monitor system
performance to identify operational efficiencies
and opportunities for permit process
improvements.
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 25-26 Q3 Q4 Not Started Other Staff is no longer implementing the
UKG Human Capital Management
software due to staff capacity and
will instead utilize existing Tyler ERP
integrated solutions.
Staff recommend not proceeding with UKG.
Instead, City will utilize HRM module in new
Munis/ERP system
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 25-26 Q4 Q4 Not Started Other Launch UKG Human Capital Management System Begin utilizing Human Capital Management solution with Human Resources department. HR Nick Biss HR 25-26 Q4 Q4 Not Started Other 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 25-26 Q4 Q4 Not Started Other
Go Live with Tyler Core Financials Go-Live with Core Financials modules and functionality. FIN Paul Navazio DS 25-26 Q1 Q1 Complete 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 25-26 Q2 Q3 Q4 On Track 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 25-26 Q3 Q4 On Track Human Resource Mgmt / Payroll Launch ERP Project Phase II - Discovery and Testing FIN Marissa Sanchez / Paul Navazio DS 25-26 Q3 Q4 On Track 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 25-26 Q1 Q2 Q4 On Track
Xantrion is providing full report as part of the
Information Security Policies project
Draft Information Security Policies Identify written policies that need to be updated and revise them. DS Tessa Rudnick CM, CAO 25-26 Q1 Q2 Complete Policies have been drafted and are under
review by the City Attorney's Office
Draft Cybersecurity Business Continuity Plan Document strategies and procedures to maintain essential business functions during and after a disruption. DS Tessa Rudnick All 25-26 26-27 Q3 Q4 Deferred Other Timing is dependent on approval of Information
Security Policies
Draft Cybersecurity Disaster Recovery Plan Document technical recovery strategies to restore critical systems, applications, and data. DS Tessa Rudnick All 25-26 26-27 Q3 Q4 Deferred Other Timing is dependent on approval of Information
Security Policies. Working to coordinate with
Citywide Continuity of Operations Plan
Draft Cybersecurity Incident Response Plan Document formalized processes for detecting, responding to, and recovering from cybersecurity incidents. DS Tessa Rudnick All 25-26 26-27 Q3 Q4 Deferred Other Timing is dependent on approval of Information
Security Policies. Working to coordinate with
Citywide Continuity of Operations Plan
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).
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-F 23 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 the organization and with the community. CM John Stefanski Digital Develop Communications Plan Roadmap Outline action plan and prioritize objectives for improving Citywide communications and engagement. CM Fel Agrelius DS 25-26 Q1 Q1 Complete Developed 3-year roadmap outline
priority communications
improvements.
Evaluate Current Process and Communications Protocols Inventory existing editorial workflows, communications products, and stakeholders. CM Fel Agrelius DS 25-26 Q1 Q1 Complete Design Improvements to Process Create a process for creating, approving, and publicizing content. CM Fel Agrelius DS 25-26 Q2 Q3 On Track Implement Communications Plan Start launch of new plan and process Citywide. CM Fel Agrelius DS 25-26 Q4 Q4 Not Started 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 25-26 Q1 Q1 Complete Developed governance and content
strategy for website program.
Complete Content Audit Review and revise current website content. DS Christina Leung All 25-26 Q1 Q3 Q4 On Track Reviewing all department website
content and rebuilding site and
department pages. Started review
process with Departments.
Start to Mitigate for Accessibility Standards Mitigate site content and PDFs to comply with federal accessibility standards. DS Catherine Holmes All 25-26 Q3 Q4 On Track Procuring and implementing solution
to convert all PDFs to readable and
translatable text for inclusive access
in advance of Federal deadline.
Start to Migrate Content and Templates to Staging Environment Migrate updated content into staging environment for testing and development. DS Catherine Holmes All 25-26 Q4 Q4 Not Started Content currently being migrated and
developed in coordination with
Department teams.
Start Usability Testing Work with stakeholders and community members to test usability and ease-of-use of the website. DS Catherine Holmes All 25-26 Q4 Q4 Not Started 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 25-26 Q1 Q3 Complete Entered into an agreement with
Records Control Systems for
retention schedules and updated
policies
Conduct Stakeholder Meetings Consultation with departments on their current records. CC Lindsay Lara CAO, CM 25-26 Q4 Q4 Complete Completed meetings with
departments, drafted schedules, and
now are under legal review prior to
council consideration
Develop Program and Policy Draft Records and Information Management Program, Records and Retention Schedule, and Public Records Act Policy. CC Lindsay Lara CAO, DS 25-26 Q4 Q4 On Track Drafts created, needing full review
prior to City Council consideration.
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 25-26 Q1 Q4 On Track Project has been delayed, so this will continue 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 25-26 Q1 Q4 On Track 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 25-26 Q1 Q2 Q3 On Track Present to Council Finance Subcommittee Present proposed amendments to the Council Finance Subcommittee for informational purposes. CM Angela Robinson Pinon FD, FIN, HR, CAO 25-26 Q2 Q2 Q3 On Track Present to City Council Present proposed amendments to City Council for possible approval. CM Angela Robinson Pinon FD, FIN, HR, CAO 25-26 Q3 Q4 On Track 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 25-26 Q1 Q2 On Track Meet with Labor Organizations Meet and confer with labor organizations regarding the agreement. CM Angela Robinson Pinon FIN, HR, CAO 25-26 Q2 Q3 On Track Present to City Council Present the separation agreement to the City Council for approval and execution. CM Angela Robinson Pinon FIN, HR, CAO 25-26 Q2 Q3 On Track 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 City Council meetings CC Lindsay Lara CAO 25-26 Q3 Q3 On Track Draft Policies Establish policy and governance around the City's implementation of hybrid public City Council meetings CC Lindsay Lara CAO 25-26 Q3 Q3 On Track Waiting for cities Conduct Training for Staff Liaisons Train staff on new policies and best practices for hybrid public meetings CC Lindsay Lara CAO 25-26 Q4 Q4 Deferred Other SB707 Hybrid only refers to City
Council.
Boards, commission and committees aren't
included in the Bill.
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 25-26 Q4 Q4 Not Started Boards, commission and committees aren't
included in the Bill - training will happen, but
outside of SB707 scope
Implement the requirements of SB 707 regarding virtual public comment at public meetings and translated meeting agendas. 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-F 24 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 25-26 Q1 Q2 Complete Fiscal sustaiblity framework
presented to Finance sub committee
in Dec/Jan and City Council Feb.
Long Term model updated.
On going through 26/27 budget process.
Develop Future Ballot Measure Strategy
Using Needs Assessment, Analyze tax measures - Structure, potential revenue, voterthresholds, Review ballot measures to be placed before San Rafael voters by other jurisdictions, and Identify potential revenue measures.
CM John Stefanski FIN 25-26 Q2 Q2 Complete
Presented to Council February 2,
2026. Renewal of Library Parcel Tax
placed on June 2026 ballot.
Subcommittee Seek Council Subcommittee Feedback Present preliminary recommendations to the Finance Subcommittee for initial input and guidance. CM John Stefanski FIN 25-26 Q2 Q2 Complete Presented at the February Finance
sub committee meeeting.
Present to City Council Present June 2026 Ballot Measure Strategy to the City Council for policy direction. CM John Stefanski FIN 25-26 Q2 Q3 Complete Presented to Council on February 2,
2026
Present to City Council Present to City Council any proposed measure for the June 2026 Election. CM John Stefanski CAO, CC 25-26 Q3 Q3 Complete Presented to Council February 17,
2026.
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 25-26 Q2 Q3 Complete Sales tax analysis completed and presented at
ED sub-committee. On-going follow up on sales
tax agreements.
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 25-26 Q2 Q3 Complete E-commerce analysis completed and presented
at ED sub-committee. On-going follow up on
sales tax agreements.
Develop Business Attraction/Retention Strategy Develop targeted strategies to attract new sales tax generating businesses; considering economic and demographic trends. CED Stacey Laumann CM 25-26 Q3 Q3 On Track 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 25-26 Q1 Q4 On Track Continue to work with HdL to evaluate sales
tax trends
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 propertybased assessment. FIN Alexis Bailey CM, CA, DPW 25-26 Q2 Q3 Q4 On Track Pending additional legislative research.
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 25-26 Q3 Q2 Deferred Other Framework exisits per State Law. Pending and
deferred until a Developer requests a CFD
implementation.
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 25-26 Q3 Q4 On Track 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.
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-F 25 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 25-26 Q1 Q2 Complete Contracted with Berry Dunn to
conduct recreation cost recovery
analysis
Present to Finance Council Subcommittee Present Recreation program study recommendations to Finance Subcommittee for feedback. LR Craig Veramay FIN 25-26 Q3 Q3 On Track
Report will be presented at the
March Finance Subcommittee.
Present to City Council Present proposed Recreation Fee Policy / Updated Program Fees for discussion and possible adoption. LR Craig Veramay FIN 25-26 Q3 Q4 On Track Conduct Review of Planning, Building & Code Enforcement Fees Evaluate opportunities for increased level of cost-recovery. CED Greg Minor FIN 25-26 Q2 Q3 Q4 On Track Scope Increased CED is in the process of executing a
contract with a consultant to analyze
updates to CED's fees and the
analysis will take 3-4 months
Update of Master Fee Schedules Update of Master Fee Schedule concurrent with adoption of FY 2026-27 annual budget. FIN Alexis Bailey All 25-26 Q2 Q4 On Track
Conduct Park In-Lieu and Park Impact Fees Evaluation Complete Draft Fee Study. CED Sullina Smith CAO, FIN 25-26 Q2 Q3 Complete Present to City Council Present proposed update Park In-Lieu and Park Impact Fee(s) for discussion and possible adoption. CED Sullina Smith CAO 25-26 Q2 Q3 Q4 On Track Consultant study needed additional timr for
analysis.
Conduct Public Safety Impact Fee Study Identify consultant to conduct Public Safety Impact Fee Nexus Study and complete study CM Preya Nixon PD, FD, FIN 25-26 Q2 Q3 Q4 On Track Consultant has commenced work 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 25-26 Q3 Q4 On Track Present to City Council Present proposed Public Safety Impact Fees to City Council for potential approval. CM Preya Nixon CED, PD, FD, FIN, CAO 25-26 Q4 Q4 On Track
Conduct Transportation Impact Fees Study Identify consultant to conduct Transportation Impact Fee Nexus Study. DPW Joanna Kwok DPW, FIN 25-26 Q1 Q2 Complete Present to Finance Council Subcommittee Present Transportation Impact Fee Study recommendations to Finance Council Subcommittee for feedback. DPW Joanna Kwok DPW, FIN 25-26 Q3 Q4 Q4 Not Started Present to City Council Present proposed Transportation Impact Fee(s) to the City Council for discussion and possible adoption. DPW Joanna Kwok DPW, FIN 25-26 Q4 Q4 Not Started 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-F 26 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 25-26 26-27 Q1 Q4 Q4 Deferred Staff Absence Implement Together San Rafael (TSR) Onboarding program Using Together San Rafael (TSR) Academy project work to further enhance onboarding experience. HR Nick Biss Marissa Sanchez All 25-26 27-28 Q2 Q4 Deferred Staff Absence Modernize Performance Management Program Modernize performance management and professional development program and systems.
HR Nick Biss Marissa Sanchez All 25-26 27-28 Q3 Q4 Deferred Staff Absence 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 Alissa Curtin CM 25-26 Q1 Q3 Q4 On Track Recruitment toolkit created, finalized and
shared with Directors in October 2024. Roll out
to hiring managers anticipated in early 2026
but on pause due to recruitment freeze. Will
assess training in May/June
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 Alissa Curtin CM 25-26 Q1 Q4 On Track HR will prepare the annual staff report with the
benchmark of March (3/16 - 3/31 pay period).
Staff report will be ready for (tent.) April
Council meeting, along with noticing unions and
public notice
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 25-26 27-28 Q2 Q4 Deferred Staff Absence Begin Establishing Training & Development Tracks for City staff Begin the identifications of training needs by job classification families; create jobrelated training track to be assigned to City staff. HR Alissa Curtin CM, All 25-26 27-28 Q4 Q4 Deferred Staff Absence 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 25-26 27-28 Q4 Q4 Deferred Staff Absence 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 Marissa Sanchez CM 25-26 27-28 Q2 Q3 Deferred Staff Absence Prepare the Remote Work Policy Draft a remote work policy. HR Nick Biss Marissa Sanchez CM 25-26 27-28 Q3 Q4 Deferred Staff Absence Circulate Draft to Labor Organizations Share draft policies to labor organizations for feedback. Meet and confer with if requested. HR Nick Biss Marissa Sanchez CM 25-26 27-28 Q4 Q4 Deferred Staff Absence Approve the Remote Work Policy & Train City Employees City Manager to approve the final policy and train city employees. HR Nick Biss Marissa Sanchez CM 25-26 27-28 Q4 Q4 Deferred Staff Absence 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 Marissa Sanchez CM 25-26 27-28 Q4 Q4 Deferred Staff Absence 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.
2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-F 27 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 Fiscal Year 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 25-26 Q2 Q2 Q4 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 25-26 Q2 Q4 Self Evaluation for Phase 1 Begin ADA Self Evaluation DPW John Thomas CAO, CED, CM 25-26 & 26-27 Q4 Q4 Q1 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 25-26 & 26-27 Q4 Q2 Q4 Q3 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 Fiscal Year 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 25-26 Q1 Q2 Community and Staff Engagement Solicit and incorporate community feedback and staff feedback. CM Fel Agrelius DS, SUS, CM 25-26 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 25-26 Q3 Q4 Pilot implementation Pilot the application of the Community Engagement Guide on 1-2 active city projects. CM Fel Agrelius DS, SUS, CM 25-26 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 25-26 Q1 Q2 Q3 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 25-26 Q1 Q2 Q3 Present to Finance Council Subcommittee Present draft stipend policy to Finance Subcommittee for feedback. CM Preya Nixon FIN, CC 25-26 Q3 Q3 Q4 Present to City Council Present proposed stipend plan to the City Council for discussion and possible adoption. CM Preya Nixon FIN, CC 25-26 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 25-26 Q2 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 25-26 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 25-26 Q2 Q3 Implement Language Interpretation Tools Software Implement the use of the software for City Council meetings. CM Walter Gonzalez CC 25-26 26-27 Q3 Q2 Q4 Conduct Language Access Plan Community Engagement. Solicit and incorporate community feedback to inform the needs assessment. CM Walter Gonzalez DS 25-26 Q2 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 25-26 Q2 Q2 Q3 Draft Language Access Plan and Internal Review Draft the Language Access Plan and circulate internally to staff and Diversity, Equity, Inclusion, and Belonging (DEIB) Committee., and invite public comment. CM Walter Gonzalez DS 25-26 Q2 Q3 Engage Labor Partners Provide the draft plan to labor partners and request their feedback. HR Marissa Sanchez CM 25-26 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 25-26 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 25-26 Q4 Q4 Conduct a Program and Services Assessment for Title
VI (Non-discrimination) Plan Identify which City departments, programs, or contractors receive federal funds. CM Preya Nixon FIN 25-26 Q1 Q2 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 25-26 Q2 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 Belonging (DEIB) Committee. CM Angela Robinson Pinon CAO 25-26 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 25-26 Q3 Q4 Present to City Council Present proposed policy to the City Council for discussion and possible adoption. CM Preya Nixon DS 25-26 Q4 Q4 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-G (2) 28 of 30 City of San Rafael
Three-Year Strategic Plan
FY 2025-26 Work Plan
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 Fiscal Year 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 25-26 26-27 Q1 Q2 Conduct Research Research strategic plans developed by other governments agencies and research best practices. CM Preya Nixon HR 25-26 26-27 Q2 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 25-26 26-27 Q2 Q3 Determine Equity Definition and Metrics Solicit input and decide which equity metrics will be used and develop a standard definition for equity. CM Preya Nixon DS, SUS 25-26 26-27 Q3 Q4 Objective G.3.2 Develop/Implement Datadriven 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 25-26 Q1 Q2 Q3 Define Equity Metrics Work cross departmentally to define equity metrics for the CIP CM Preya Nixon SUS, DPW, LR 25-26 26-27 Q2 Q3 Conduct Internal Review of Capital Improvement Plan (CIP) Process Conduct 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 25-26 26-27 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 25-26 26-27 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 25-26 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 25-26 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 25-26 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 25-26 26-27 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 25-26 26-27 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 25-26 26-27 Q4 Q4 Begin to Deliver Instruction Incorporate classes into the City's training program and begin to deliver classes. HR Alissa Curtin All 25-26 27-28 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 CM, DS 25-26 Q3 Q3 Conduct Research Research methods and tools used by other entities to assess equity and to define and assess climate justice. SUS Kerry Fugett CM, DS 25-26 Q1 Q3 Mock Up Climate Justice Lens Utilize research to mock up possible approaches for a climate justice lens. SUS Kerry Fugett CM, DS 25-26 Q2 Q4 Q3 Utilize Equity Metrics Utilize findings from equity metrics research to help inform an approach. SUS Kerry Fugett CM 25-26 Q3 Q3 Determine the Scope and Application Identify how and where these tools or frameworks could be applied. SUS Kerry Fugett CM 25-26 Q3 Q4 Draft Tools and Guidance Develop guidance for integrating equity and climate justice into the identified use case(s). SUS Kerry Fugett CM 25-26 Q3 Q4 Obtain Feedback Conduct internal review of tools. SUS Kerry Fugett CM 25-26 Q3 Q4 Objective G.3.6 Address Digital Divide DS Sean Mooney DPW, CM Upgrade Replace Canal Wi-Fi Network Upgrade Replace aging Canal Wi-Fi infrastructure and equipment. DS Vinh Pham DPW 25-26 26-27 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 25-26 26-27 Q4 Q4 Research Subsidy Programs Study feasibility of subsidy program and/or partnerships with broadband vendors for affordable internet access. DS Vinh Pham CM 25-26 27-28 Q2 Q4 Develop and implement a policy that ensure equitable distribution of public resources and infrastructure improvements across all areas of San Rafael.
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.
Address the digital divide by pursuing broadband equity projects, improving neighborhood Wi-Fi, and coordinating with the County of Marin Digital Marin program 2025-26 Work Plan Mid Year and FY26-27 Update CC - DRAFT PA-G (2) 29 of 30 Status Why is this Deferred
On Track Scope Increased
Deferred Staff Absence
Not Started Overestimated capacity
Complete Funding Unavailable
Other
RESOLUTION NO
ADOPTING THE CITY COUNCIL’S UPDATED WORK PLAN FOR FISCAL YEARS 2025-26 WHEREAS, strategic planning and work 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 October 20, 2025, the City Council adopted the Work Plan for FY 2025- 2028, which includes specific strategies outlining key projects, programs, and initiatives to advance the City Council’s vision and community priorities outlined in the City Council’s Strategic Plan for FY 2025-2028;
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;
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 for Fiscal Years 2025-26 has been updated through a comprehensive mid year update process involving executive and mid-management staff to identify necessary adjustments and align implementation with available staffing and budget resources;
NOW, THEREFORE BE IT RESOLVED, that the City Council adopts the City Council’s Updated Work Plan for Fiscal Year 2025-26, superseding the Work Plan for Fiscal Year 2025- 2026 adopted by Resolution No. xx.
I, LINDSAY LARA, Clerk of the City of San Rafael, hereby certify that the foregoing Resolution was duly and regularly introduced and adopted at a regular meeting of the City Council of the City of San Rafael, held on Monday, the 2nd day of March 2026, by the following vote, to wit:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
Lindsay Lara, City Clerk