Billiards. See "Poolhall."
"Boarding house" means a structure or portion thereof where rooms and/or meals for three (3) or more nontransient guests are provided for compensation. Such rooms do not include complete cooking and sanitary facilities. Includes single-room occupancy development. Excludes the bona fide sharing of the rent or ownership costs of housing and/or the sharing of expenses for meals.
"Boat docking facility" means a fixed structure, typically made of wood or concrete, connected to land which is used to secure boats and provide dry pedestrian access to land.
"Bonus trip allocation" means nonparcel-specific "extra" trips that are reserved for developments providing significant amounts of affordable housing or needed neighborhood, serving commercial or other specified uses for public benefit. "Brew pub" means an establishment where beer, ale or malt liquors are produced and served to customers. May also include restaurant services. “Brew Pub” means authorization of the sale of beer, wine, and distilled spirits for consumption at a bona fide eating place plus allows for the brewing of up to 60,000 barrels of beer, per year. A brewpub-restaurant licensee may, at the licensed premises, sell beer produced and packaged by the licensee to consumers for consumption off the premises.
All alcohol -related uses are subject to the approval of the California Department of Alcohol Beverage Control.
"Buffer" means a land area used to separate and/or protect one use from another, or to shield or block noise, lights, or other nuisances.
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"Building" means any structure used or intended for supporting or sheltering any use or occupancy.
"Building stepback" means a limitation on the height of structures within the building envelope which is required to avoid excessive building bulk viewed from downhill lots and front and street side elevations.
“Business sales and service” means the retail sales of items which are related, supportive or complimentary to office uses. Examples include, but are not limited to, sales of the following: computers; office furniture (sales or rentals); office supply and business machine shops.
"Cannabis" means all parts of the plant Cannabis sativa Linnaeus, Cannabis indica, or Cannabis ruderalis, whether growing or not; the seeds thereof; the resin, whether crude or purified, extracted from any part of the plant; and every compound, manufacture, salt, derivative, mixture, or preparation of the plant, its seeds, or resin. "Cannabis" also means the separated resin, whether crude or purified, obtained from cannabis. "Cannabis" does not include the mature stalks of the plant, fiber produced from the stalks, oil or cake made from the seeds of the plant, any other compound, manufacture, salt, derivative, mixture, or preparation of the mature stalks (except the resin extracted therefrom), fiber, oil, or cake, or the sterilized seed of the plant which is incapable of germination. For the purpose of this division, "cannabis" does not mean "industrial hemp" as defined by Section 11018.5 of the Health and Safety Code.
"Cannabis delivery" means the commercial transfer of medicinal cannabis or cannabis products to a customer. "Delivery" also includes the use by a retailer of any technology platform. This sort of use is regulated by the State of California as a Type 9 Cannabis license.
"Cannabis distribution distributor" purchases, sells, arranges for testing, conducts quality assurance review of packaging and labeling, stores/warehouses and transports cannabis goods between medicinal licensees.
"Cannabis manufacturing" means to compound, blend, extract, infuse, or otherwise make or prepare a cannabis product. Manufacturing includes the processes of extraction, infusion, packaging or repackaging, and labeling or relabeling of cannabis products. "Cannabis testing/lab" means a laboratory, facility, or entity in the state that offers or performs tests of cannabis or cannabis products (either medicinal and adult use) as further defined in SRMC 10.96.040. This sort of use is regulated by the State of California as a Type 8 Cannabis license.
"Caretaker's residence" means a dwelling unit on the site of a commercial, industrial, public or semi-public use, occupied by a guard or caretaker. "Carport" means a roofed structure providing space for the parking or storage of motor vehicles and enclosed on not more than two (2) sides. “Cemetery, Mausoleums” means an interment establishment engaged in subdividing property into cemetery lots and offering burial plots or air space for sale. Includes animal cemeteries; cemetery, mausoleum, crematorium and columbarium operations, and fullservice mortuaries and funeral parlors accessory to a cemetery or columbarium. 4929-5154-7032 v1
"Changeable copy sign" means a sign which, in part or whole, provides for periodic changes in the sign copy. Examples include signs for an auditorium, theater, church, meeting hall or similar use having changing programs or events, but do not include electronic reader board signs. Signs on which the only change is a periodic price change for the product or products customarily sold on premises and on which the location, size and color of the numbers remain constant are not considered changeable copy signs. "City" means the City of San Rafael.
"Clinic" means a place where patients are studied or treated by physicians specializing in various ailments and practicing as a group; the dispensary or outpatient department of a hospital or medical school, where patients are treated free or for a small fee; a place where a group of physicians are available for extended hours, on a drop-in basis with no regular patients.
"Club" means a nonprofit association of persons, whether incorporated or unincorporated, organized to pursue common goals, interests or activities, but not including a group organized solely or primarily to render a service customarily carried on as a business.
"Cluster" means a development technique that concentrates buildings in specific areas on the site to allow the remaining land to be used for recreation, common open space and/or preservation of environmentally sensitive features. "Cocktail lounge" means a use providing preparation and retail sale of alcoholic beverages, on a licensed "on-sale" basis, for consumption on the premises, including taverns, bars and similar establishments where food service is subordinate or accessory to the sale of alcoholic beverages. Cocktail lounge does not include a full service alcohol or beer and wine bar that is established and operated as an accessory use within a fullservice restaurant, provided that the bar is integrated within and open to the main dining area, and operating during the same hours as the primary food service use. "Coin-operated amusement device" means a machine which, upon the insertion of a coin or similar, operates or may be operated for use as a game, contest or amusement of any description, or which may be used for any such game, contest or amusement, and which contains no automatic payoff device for the return of money, coins, tokens or merchandise.
"Co-location" means the location of two (2) or more wireless communication facilities on a single support structure or otherwise sharing a common location. Co-location shall also include the location of wireless communication facilities with other types of preexisting structures, including, but not limited to, water tanks, light standards, outbuildings and other utility facilities and structures. “Community and economic development director" means the head of the community and economic development department and is synonymous with "planning director," as used in this code.
"Community garden" means any piece of land gardened by a group of people, utilizing either individual or shared plots on private or public land. The land may produce fruit, vegetables, and/or ornamentals. Community gardens may be found in neighborhoods, schools, connected to institutions such as hospitals, and on residential 4929-5154-7032 v1
housing grounds subject to defined standards, as specified in Section 14.16.286 of this title. A community garden shall be operated by a public entity or non-profit organization. "Contractor's yard" means a use providing storage of equipment, materials and vehicles for contractors who are in trades involving construction activities which include, but are not limited to, plumbing, painting, electrical, roofing and carpentry, including incidental services and offices. Contractor's storage yards may include the maintenance and outdoor storage of large construction equipment such as earthmoving equipment, cranes and outdoor storage of building materials.
"Convenience store" means a sales establishment occupying a public retail sales area of generally up to five thousand (5,000) gross square feet, for purpose of selling prepackaged food and beverage products and other retail merchandise oriented to convenience and travelers' shopping needs. Convenience stores are distinguishable from "grocery stores and supermarkets" in that they carry a limited range of items and are typically contained in a smaller retail space (generally, less than five thousand (5,000) gross square feet). See "mini-market" definition for a retail store operated in conjunction with a gasoline station with a retail sales area that is less than one thousand (1,000) gross square feet in size.
"Cottage food operation" means an enterprise that has not more than $50,000 in gross annual sales, and has not more than one full-time equivalent cottage food employee, not including a family member or household member of the cottage food operator, within the registered or permitted area of a private home where the cottage food operator resides and where cottage food products are prepared or packaged for direct, indirect, or direct and indirect sale to consumers pursuant to this part.
Game arcade means a use with five (5) or more coin-operated amusement devices that may be coin-operated or accept other methods of payment. "Creek" means a perennial, intermittent or ephemeral open watercourse, which has a defined bed and bank and connect to other water bodies, as shown on the San Rafael General Plan watershed and creeks map. Creek also includes unmapped tributaries to the bay to the point at which they have a defined bed and bank. Creek is distinguishable from a "drainageway."
"Cut" means a portion of land surface or area from which earth has been removed or will be removed by excavation; the depth below the original ground surface or excavated. "Day care facility" means an existing or proposed building, equipment and any accessory structures in which there are programs and personnel licensed by the state for direct child or adult care services, including, but not limited to, shelter, food, education and play opportunities, for fewer than twenty-four (24) hours per day. There are three (3) basic types or designations of child or adult care facilities:
1.Family day care home, small (a dwelling unit licensed for the care of eight (8) or fewer children or adults), or as otherwise defined by state law;
2.Family day care home, large (a dwelling unit licensed for the care of nine (9) to fourteen (14) children or adults), or as otherwise defined by state law;
3.Day care center (a facility licensed for the care of more than fourteen (14) children or adults).
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"Day services center" means a program which provides a wide variety of counseling, referrals, and other nonmedical, nonresidential services daily to more than twelve (12) persons.
"Deck" means a platform requiring ground supports which is roofless and not enclosed, and which is commonly used for recreation purposes. "Density bonus" means concessions or incentives for additional housing density beyond such regulations contained for residential development within the San Rafael Municipal Code or the San Rafael general plan, for projects that are consistent with the requirements of Government Code Section 65915 and/or Section 14.16.030(H)(1) of the San Rafael Municipal Code.
"Design professional" see definition in San Rafael Municipal Code Section 2.16.040. "Development" or "development project" means any subdivision, other division of land or condominium conversion; the construction, reconstruction, conversion, structural alteration, relocation or enlargement of any structure; any mining, excavation, landfill or land disturbance; and any change in use or extension of the use of land. "Directional sign" means any sign, which is designed and erected solely for the purpose of traffic or pedestrian direction and which is placed on the property to provide direction to the public. Such a sign contains no advertising copy. "Directory sign" means an identification sign listing the tenants of a building, or the bulletin board of a public, charitable, religious, or fraternal institution used to display announcements relative to meetings and activities to be held on the premises and/or displaying the names of the officers of the organization. "Discount store" means a building or group of buildings typically providing regional market-base discount sales of retail items.
"Dispensary" means a storefront or facility where cannabis, cannabis products, or devices for the use of cannabis or cannabis products are offered, either individually or in any combination, for retail sale.
"Displaced person" means any person: (1) who lawfully occupies rental property as a primary place of residence; (2) whose continued occupancy of the rental property would be inconsistent with a proposed development project; and (3) whose tenancy is terminated by the owner, whether by the owner's termination of the lease or tenancy or the owner's refusal to renew the lease or tenancy, unless the tenancy is terminated because of a default under the lease by the tenant.
"Distribution" means a use engaged primarily in delivery of manufactured products, supplies and equipment, including incidental storage and sales activities. "Double-faced sign" means a sign consisting of two (2) sign faces, which are placed back-to-back, so that only one sign face is visible from any one location. "Downtown" encompasses those properties and parcels within the boundaries of the downtown mixed use (DMU) district. The downtown mixed use district encompasses the geographic area presented on the following map:
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"Downtown parking district" means the area which encompasses the boundary generally between Hetherton and E Streets, and Second Street and Fifth Avenue, as shown on map contain in the Downtown San Rafael Precise Plan adopted by separate ordinance.
"Drainageway" means:
(1) An open swale or localized depression that lacks defined banks, which transports stormwater to creeks, wetlands or water bodies such as the bay; and (2) Man-made open ditches or channels (typically with low habitat value) which drain developed properties. Drainageway is distinguishable from a "creek." "Driveway" means a private roadway providing vehicular access to dwelling(s), structure(s) or parking spaces.
"Dwelling unit" means one or more rooms designed, occupied or intended for occupancy as separate living quarters for the exclusive use of one household, with a kitchen, sleeping facilities, and sanitary facilities.
Dwelling unit, second. "Second dwelling unit" means an additional, separate dwelling unit meeting defined standards, as specified in Section 14.16.285 of this title, and located on the same lot as a single-family dwelling within a residential district. "Egress" means an exit.
Emergency shelter for the homeless, permanent. "Permanent emergency shelter for the homeless" means a permanent residential facility operated by a provider which provides emergency housing or temporary accommodations year-round to homeless persons and/or families on a nonprofit basis, and which meets the standards for shelters contained in this title. A facility under this section does not include temporary shelter provided by general relief in the wake of a disaster where assistance by the American Red Cross and/or federal disaster relief is provided.
Emergency shelter for the homeless, temporary or rotating. "Temporary or rotating emergency shelter for the homeless" means a nonprofit temporary or emergency housing facility for individuals and families authorized to operate up to six (6) consecutive months.
A facility under this definition does not include temporary shelter provided by general relief in the wake of a disaster where assistance by the American Red Cross and/or federal disaster relief is provided.
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"Emergency shelters" means housing as defined under the State Health and Safety Code Section 50801(e); i.e., with minimal supportive services for homeless person(s) that is limited to occupancy of six (6) months or less by a homeless person. No individual or household may be denied emergency shelter because of inability to pay.
Entertainment, live. See "Live entertainment."
"Equipment cabinet" means a cabinet, structure, or building used to house equipment associated with a wireless communication facility.
"Equivalent alternative action" means actions performed by a developer that the city council, in its sole discretion, determines will further the affordable housing goals of the city to an equal or greater extent than compliance with the requirements herein. "Excavation" means removal or recovery by any means whatsoever of soil, rock, minerals, mineral substances or organic substances other than vegetation, from water or land on or beneath the surface thereof, or beneath the land surface, whether exposed or submerged.
Family day care, large. See "Day care facility."
Family day care, small. See "Day care facility."
"Fast food restaurant" means a facility which specializes in rapidly prepared foods and beverages, served with dispensable (such as paper or plastic) plates and utensils for on- or off-site consumption. Table service is generally limited to delivery of counterordered meals and busing. Service to persons in vehicles may be a function of fast food restaurants. Fast food restaurants have high customer volume and high traffic generation, plus one or more of the following elements:
1. Drive-through service;
2. Late/early hours of operation (open after eleven p.m. (11:00 p.m.) or before six a.m. (6:00 a.m.));
3.Potential litter problems;
4.Noise (for example, from drive-through intercoms);
5.Potential outdoor gathering places.
"Federal Communication Commission (FCC)" is an independent United States government agency responsible for the regulation of interstate and international communications by radio, television, wire, satellite and cable. "Fence" means an artificially constructed barrier of any material or combination of materials serving to enclose or screen areas of land.
"Fill" means earth or any other substance or material, including pilings, placed or deposited by humans.
"Financial services" see "Banks and financial services" "Firearms dealer" means any person licensed to sell, lease or transfer firearms pursuant to California Penal Code Section 12071(a)(1).
"Fitness/recreation facility" means facilities providing equipment and areas for exercise, training, recreation and classes for individuals, groups or both. Examples of 4929-5154-7032 v1
these facilities include, but are not limited to: health clubs, gymnasiums, indoor sports facilities, rock climbing facilities, etc. These facilities are primarily drop-in facilities, and may include accessory instructional uses. See "School, specialized education and training" definition for uses primarily involving instructional or educational training. "Flashing sign" means any sign which is perceived as an intermittent or flashing light.
Time and temperature signs are excluded from the category of flashing signs. "Floor area ratio (FAR)" means the total building square footage (gross floor area) divided by the land area, as further defined in Section 14.16.150, Floor area ratios applicable to nonresidential development.
"Food service establishment" means a business serving food and/or beverages such as a restaurant, café, coffee shop, cocktail lounge or brew pub. Food service establishment is distinguishable from a "food service establishment, high volume" and "fast food restaurant" by volume, food type and/or service.
Food service establishment, high volume. "High volume food service establishment" means a food service establishment over one thousand (1,000) square feet in size which serves more than two hundred (200) lunches daily or equivalent volume at other mealtimes.
"Fortunetelling" means the telling of fortunes, forecasting of future events or furnishing of any information not otherwise obtainable by the ordinary process of knowledge, by means of any occult or psychic power, faculty or force. "Fractional unit" occurs when the required percentage of affordable housing units results in less than one unit or a combination of affordable housing units and less than one full unit. For example: total number of new units twelve (12) multiplied by the required affordable housing units fifteen percent (15%) results in one full unit and a .80 fractional unit or eighty percent (80%) of a full unit.
"Freestanding sign" means any sign that is designed and constructed as a stand alone structure, which is self-supporting on the ground, not affixed to or attached to a building. Types of freestanding signs include pole or pylon signs and monument signs. "Frontage, business or use" means the front face or front elevation of a building containing a single business or use that is most parallel to and fronts on a public street, public right-of-way, public parking lot or public parking garage. Frontage width is measured in linear feet.
"Game arcade" means a use with five (5) or more coin-operated amusement devices. "Garage" means a building or structure, or part thereof, used or intended to be used for the parking and storage of vehicles. Includes public and commercial parking facilities.
See also "Carport."
"Gasoline station" means a facility which dispenses automotive fuel to the general public.
"Grade" means the point of elevation as determined by the methods prescribed in the latest edition of the Uniform Building Code adopted by the city. "Grading" means any cutting or excavation, filling or combination thereof. 4929-5154-7032 v1
"Grocery store and supermarket" means a retail business where the majority of the floor area that is open and accessible to the public is occupied by produce, food and beverage products, and household items that are packaged for preparation and consumption for daily living needs. Grocery stores and supermarkets are distinguished from "convenience stores" in that they typically contain a retail floor area greater than ten thousand (10,000) gross square feet. Smaller grocery stores may occupy a retail floor area between five thousand (5,000) and ten thousand (10,000) gross square feet.
Supermarkets generally offer a greater variety of products and household items, and may also include accessory uses within the retail sales area including, but not limited to, a pharmacy, café, or financial services.
Gross building square footage, hillside areas. "Hillside areas gross building square footage" means the sum of all enclosed or covered areas of each floor or all structures on the site, measured to the exterior of the enclosing walls, columns or posts including basement areas, unfinished attic or loft spaces and other areas capable of being finished into habitable space as determined by the California Building Code; garages and carport areas six feet (6') or more above the natural grade, measured to the exterior face of surrounding walls, column, or posts; other roofs or covered areas supported by walls, columns or posts and capable of being enclosed, measured to the exterior face of surrounding walls, columns or posts; roof penthouses; and accessory structures greater than one hundred twenty (120) square feet in floor area. Excluded are areas permanently open to the sky; exterior areas under roof eaves, trellises or cantilevered overhangs and attic spaces and underfloor spaces that are not capable of being finished into habitable space.
"Gun shop" means an establishment or person engaged in the sale, lease or transfer of firearms pursuant to California Penal Code Section 12071(a)(1). "Handicapped" means a person with a physical or mental impairment which substantially limits one or more of such person's major life activities, a record of having such an impairment or being regarded as having such an impairment, but such term does not include current illegal use of or addiction to a controlled substance (as defined in Section 102 of the Controlled Substances Act (21 U.S.C. 802) as defined in Title VIII of the Civil Rights Act of 1968, as amended by the Fair Housing Amendments Act of 1988). "Height, downtown mixed use district" means the height of all structures, fences and walls located within the downtown mixed use district measured in accordance with the methodology presented in the Downtown San Rafael Precise Plan Form-Based Code, which is adopted by separate ordinance.
"Height, hillside" means the height of all structures, fences and walls measured vertically from the existing (e.g., natural) grade to the uppermost point of the roof edge, wall parapet, mansard or other feature above the existing grade at any given point. See illustration below.
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"Height, non-hillside " means the vertical distance above a reference datum measured to:
1) The highest point of the coping of a flat roof or to the deck line of a mansard roof or
2) To the average height of the highest pitched roof (see Figure 3 for various roof types.) The reference datum shall be selected by either of the following, whichever yields a greater height of building:
1.The elevation of the highest adjoining sidewalk or ground surface within a 5-foot horizontal distance of the exterior wall (Figure 1) of the building when such sidewalk or ground surface is not more than ten (10) feet above the lowest adjoining sidewalk or ground surface within a 5-foot horizontal distance of the exterior of the building (see Figure 2A).
2.An elevation ten (10) feet higher than the lowest grade when the highest adjoining sidewalk or ground surface described in Item 1 above is more than ten (10) feet above lowest grade (see Figure 2B).
The height of a stepped or terraced building may be determined based on the existing grade condition at each distinctive building segment, as determined by the community development director.
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"High top of creek bank" means the side of a creek, the top of which shall be the topographic line roughly parallel to the creek centerline, where the side slopes intersect the plane of the ground traversed by the creek. Where the banks do not distinguishably end, the surrounding country being an extension of the banks, the top of such banks shall be determined by the planning director.
"Home occupation" means an accessory use of a dwelling unit, conducted entirely within the dwelling unit, carried on by one (1) or more persons, all of whom reside within the dwelling unit, as further defined in Section 14.16.220, Home occupations, but not including those facilities defined as short-term rentals in Section 14.03.030 of this Code. "Hospital" means a facility providing medical, psychiatric or surgical services for sick or injured persons primarily on an in-patient basis, including facilities for out-patient and emergency treatment, diagnostic services, training, research and administration, and services to patients, employees or visitors.
"Hotel" means any building or portion thereof designed for compensation, primarily for the accommodation of transient travelers, with eating, drinking, banquet and 4929-5154-7032 v1
recreational facilities related to the hotel use, but not including those facilities defined as residential care facilities.
"Household" means one or more persons, whether or not related by blood, marriage or adoption, jointly occupying a dwelling unit in a living arrangement characterized by the sharing of common living areas, including area and facilities for food preparation. Indicia of a separate household include, but are not limited to, one (1) or more of the following:
a separate exterior entrance, a separate address, a separate mail box designation, a separate utility service or meter, a separate cable television line, and the existence of a rental advertisement for the separate living quarters immediately preceding their occupancy.
"Identification sign" means a sign which serves to identify only the name, address and lawful use of the occupant, business or use upon which the sign is located, and which may include the emblem or insignia when used by an organization. "Improvement" means the construction, alteration and repair of all buildings, structures and facilities permanently affixed to real property and appurtenances thereto. "Informational sign" means a sign which is designed and erected solely for the purpose of communicating information for the safety or convenience of the public.
Examples of such signs include no smoking, restrooms or telephone. "Ingress" means access or entry.
"JADU" see definition for "Junior Accessory Dwelling Unit." "Junior accessory dwelling unit" ("JADU") means an accessory dwelling unit that is no more than five hundred (500) square feet in size and contained entirely within the walls of a proposed or existing single-family residential space and meets the additional standards provided in section 14.16.285 C.2.
"Kiosk" means a small, freestanding accessory structure used for retail or service uses (see also Section 14.16.225).
"Kitchen" means any portion of a structure equipped, used or intended to be used for the storage, preparation, and cooking of foods with proximal arrangement of two (2) or more of the following: (a) sink (other than that associated with a bathroom), (b) food storage and preparation areas, (c) refrigerator, or (d) cooking appliances including a stove, microwave oven, convection oven, cooking burners or similar appliances. The storage of food in a pantry, freezer or refrigerator located in any area of the structure shall not, by itself, classify such area of the structure as a kitchen. "Laboratories" means establishments providing medical or dental laboratory services or establishments providing photographic, analytical, or testing services. "Landscaping" means an area devoted to or developed and maintained with native or exotic plantings including lawn, ground cover, gardens, trees, shrubs or other plant materials; as well as entry areas, courtyards and similar with decorative outdoor landscape elements such as pools, fountains, sculpture, seating and paved or decorated surfaces (excluding driveways, parking, loading, storage areas and sidewalks outside of the entry, courtyard or large planted areas).
"Level of service (LOS)" means a standard qualitative circulation measure describing traffic-operating conditions in terms of speed and travel time, freedom to maneuver, traffic 4929-5154-7032 v1
interruptions, comfort and convenience, and safety. Six (6) levels of service are defined, from LOS A, representing the best operating conditions, to LOS F, representing the worst. "Live entertainment" includes the following activities where they occur as part of a commercial use three (3) or more times during a calendar year:
1. Bands, dance bands or disc jockeys;
2. Performances (comedy, music, theatrical, dance) by one or more persons, regardless of whether performers are compensated.
A single performer, such as a singer or pianist providing background music (without billing or advertisement) at a restaurant or bar is exempt from this definition. "Live/work quarters" means an area comprised of one or more rooms that accommodates joint work activity and residential occupancy, and which includes residential occupancy and work activity, and which includes: (1) working space reserved for and regularly used by one or more of the persons residing therein, and (2) cooking, sleeping and sanitary facilities. All living spaces shall be contiguous with and made an integral part of the working space with direct access between living and working areas. "Loading space" means an off-street space or berth used for the loading or unloading of commercial vehicles.
Lodges. See "Clubs."
"Lot" means a specific area of land, the boundaries of which have been established according to the legal requirements in effect at the time the lot was created or which has been issued a certificate of compliance. If the type of lot is not clear for any reason, a determination of lot type shall be made by the Director. Types of lots include the following.
See Figure x-x (Lot Types).
"Lot area" means the area of the property within the property boundaries as described in the recorded grant deed including any easements, and unaccepted offers and dedications of rights-of-way. Consistent with Section 15.06.030 (subdivision design standards), the panhandle portion of a flag lot that is primarily used and intended for access shall not be included in lot area for purposes of development and application of development standards.
“Lot, corner” means a lot located at the intersection of two or more streets, where they intersect at an interior angle of not more than 205 degrees. If the intersection angle is more than 205 degrees, the lot is considered an interior lot. "Lot coverage" means that portion of the lot covered by buildings, including stairways; covered walkways; covered patios; covered parking structures; covered decks or uncovered decks over thirty inches (30") in height; and detached recreational and storage structures that are greater than one hundred (120) square feet in size. Lot coverage excludes residential fences, ground level landscaped areas, walkways and paved areas, uncovered patios and decks thirty inches (30") or less in height, uncovered recreational and uncovered parking and driveway areas, detached garden sheds, tool sheds, playhouses and similar detached accessory structures that do not require a building permit and are not greater than one hundred twenty (120) square feet in size and no taller than eight feet (8') in height, and portions of structures that are located below grade. 4929-5154-7032 v1
Lot, corner. "Corner lot" means a lot bounded on two (2) or adjacent sides by street lines, providing that the angle of intersection does not exceed one hundred thirty-five degrees (135º).
"Lot depth" means the horizontal distance from the midpoint of the front lot line to the midpoint of the rear lot line, or to the most distant point on any other lot line where there is no rear lot line.
Lot, flag. A lot having access from the building site to a public street by means of private right-of-way strip. See Title 15, subdivisions, for regulations addressing the formation of a flag or panhandle lot.
Lot, panhandle/flag" means a lot that is served by a narrow strip of land that is primarily intended and used for gaining access to a major portion of the lot or parcel Lot, interior. A lot abutting only one street.
Lot, key. An interior lot, the front of which adjoins the side property line of a corner lot.
Lot, reverse corner. A corner lot, the rear of which abuts a key lot.
Lot, reverse corner. "Reverse corner lot" means a corner lot, where the rear yard of a lot is adjacent to the side yard of an adjoining lot.
Lot, through. A lot with frontage on two generally parallel streets.
Figure x-x – Lot Types
"Lot line", see "Property line."
"Lot width" means lot area divided by lot depth.
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Lot, corner. "Corner lot" means a lot bounded on two (2) or adjacent sides by street lines, providing that the angle of intersection does not exceed one hundred thirty-five degrees (135º).
"Lot, panhandle/flag" means a lot that is served by a narrow strip of land that is primarily intended and used for gaining access to a major portion of the lot or parcel. See Title 15, subdivisions, for regulations addressing the formation of a flag or panhandle lot.
Lot, reverse corner. "Reverse corner lot" means a corner lot, where the rear yard of a lot is adjacent to the side yard of an adjoining lot.
Lounge, cocktail. See "Cocktail lounge."
Low income. See "Affordable housing."
"Low income household" means households earning less than eighty percent (80%) of county median income according to the latest Federal Housing and Urban Development Department income limits table (or similar table provided by the Marin Housing Authority), or as otherwise defined by resolution of the city council. "Mansard sign" means any sign attached to or supported by a sloped roof element such as a mansard or gable.
"Manufactured home" means a single-family detached structure that is manufactured under the authority of 42 U.S.C. Section 5401, the National Manufactured Home Construction and Safety Standards Act of 1974, and shall include structures known as manufactured homes or mobile homes.
"Marina" means a facility for storing, servicing, fueling, berthing and securing and launching of private pleasure craft or commercial boats, and which may include the sale of fuel and incidental supplies for the boat owners, crews and guests. "Market rate housing units" means dwelling units in a residential or mixed-use project that are not affordable housing units.
"Marquee sign" means any sign that is on top, attached to the face of or suspended below a marquee, canopy, cantilevered covered walkway, or arcade, whether parallel to or at right angles with the face of the building.
"Massage" and/or "bodywork" means the skillful application of touch, including, but not limited to, pressure, stroking, kneading, compression on, or movement of the external surfaces of the body by a practitioner to produce increased awareness, relaxation, pain relief, injury rehabilitation, or neuromuscular reeducation. "Massage and/or bodywork office or establishment" means any establishment having a fixed place of business, vehicle or vessel, where any person engages in, conducts, carries on, or permits to be engaged in, conducted, or carried on as regular functions any massage and/or bodywork activities as defined above. Any establishment engaging in or carrying on, or permitting any combination of massage and/or bodywork shall be deemed a massage and/or bodywork office or establishment.
"Massage and/or bodywork practitioner" means any individual who, for any consideration whatsoever, engages in the practice of massage and/or bodywork, whether or not employed on the premises of a massage and/or bodywork office or establishment or acting as an independent contractor or as an owner.
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"Median income" means the median household income for the San Francisco Primary Metropolitan Statistical Area (PMSA)—comprised of San Francisco County, San Mateo County and Marin County—as published by the United States Department of Housing and Urban Development (HUD), Office of Economic Affairs, Economic and Market Analysis Division, with adjustments for smaller or larger households made according to HUD's standard adjustment factors for household size, or as otherwise defined by resolution of the city council.
"Medical cannabis" or "medicinal cannabis" means cannabis or a cannabis product, respectively, intended to be sold for use pursuant to the Compassionate Use Act of 1996 (Proposition 215), as further defined by SRMC 10.96.040.
Medical office. See "Office, medical."
"Mini-market" means a retail sales establishment operated in conjunction with a gasoline station, occupying a retail sales area open to the public between one hundred (100) square feet and one thousand (1,000) square feet, for the purpose of selling prepackaged food, beverages and similar small convenience items to gasoline station customers.
"Mixed-use project" means a development in which more than one use is combined in a single building or on a single site.
"Mobile home" means a structure, transportable in one or more sections, with or without a permanent foundation, designed to be used as a dwelling unit and connected to the required utilities. A mobile home does not include a recreational vehicle, motor coach, trailer coach or travel trailer.
"Mobile home lot" means a plot of land for placement of a single mobile home within a mobile home park; a mobile home pad.
"Mobile home park" means a residential facility with two (2) or more mobile home lots available for rent, lease or purchase, and providing services and facilities for the residents.
"Moderate income household" means a household with total gross annual earnings of less than one hundred twenty percent (120%) of median income as defined in this section.
"Monument sign" means a freestanding sign that is supported by a solid base or foundation rather than a pole or post.
"Motel." See "Hotel."
"Motor vehicle repairs and maintenance" means the repair, alteration, restoration, towing, painting, cleaning or finishing of vehicles as a primary use including the incidental wholesale and retail sale of vehicle parts as an accessory use. This use is distinguished by two (2) categories: major repair of vehicles, which includes, but is not limited to, facilities providing major engine work, body work, and vehicle painting; and facilities providing minor repair and maintenance, which includes, but is not limited to, tune-ups, replacement and repair of brakes, batteries, tires, mufflers, and upholstery. 4929-5154-7032 v1
"Multiple copy sign" means a sign which advertises more than one business or use and the principal product or service.
"Multi-tenant sign" means a sign, which displays a list of multiple tenants, businesses or uses in one or more buildings located on one site.
"Mural" means a large painting that is executed directly on or permanently affixed to the surface of a wall depicting, among others, a scene or art. "Mural sign" means a mural that depicts or includes written script, logo or art that is intended to display or advertise the sale of goods or services shall be considered a sign, subject to the provisions of Chapter 14.19, Signs.
"Nameplate" means a sign containing either or both the name of the occupant or building and the address of the site.
"Natural state" means all portions of lots that remain undeveloped and undisturbed.
Grading, excavating, filling and/or the construction roadways, driveways, parking areas and structures are prohibited. Incidental minor grading for hiking trails, bicycle paths, equestrian trails, picnic areas and planting and landscaping which enhances the natural environment are permitted when approved through an environmental and design review permit.
Needed neighborhood-serving use. For the purposes of bonus trip allocations, "needed neighborhood-serving uses" consist of those needed service uses identified in a neighborhood plan, the general plan or as determined by resolution of the planning commission and/or city council.
"Nonconforming structure" means a structure or building, the size, dimensions or location of which was lawful prior to the adoption of this title or any subsequent revision or amendment, but which fails by reason of such adoption, revision or amendment to conform to the present requirements of the zoning district. "Nonconforming use" means a use or activity which was lawful prior to the adoption of this title, or any subsequent revision or amendment of this zoning ordinance, but which fails by reason of such adoption, revision or amendment to conform to the present requirements of the zoning district.
"Office, administrative" means an office-type facility used for administrative purposes, and/or occupied by a business engaged in the production of intellectual property. Examples of these uses include, but are not limited to, advertising agencies, commercial art and design services, construction contractors (office facilities only), design services including architecture, engineering, landscape architecture, urban planning, educational, scientific and research organizations, media postproduction services, news services, photography studios, and writers' and artists' offices. "Office, business" means an establishment providing direct services to consumers.
Examples of these uses include, but are not limited to, employment agencies, insurance agent offices (small-scale customer service offices, not administrative), real estate offices, travel agencies, utility company payment offices (not administrative). This use does not include banks and financial services, which are separately defined. 4929-5154-7032 v1
Office, general. "General office" means a use providing administrative, professional or business services.
Office, medical. "Medical office" means a facility, other than a hospital, where medical, dental, mental health, surgical, and/or other personal health care services are provided on an outpatient basis. A medical office use would provide consultation, diagnosis, therapeutic, preventative or corrective treatment services by doctors, dentists, medical and dental laboratories, chiropractors, counselors, physical therapists, respiratory therapists, acupuncturists and psychiatrists, and similar practitioners of medical and healing arts for humans licensed for such practice by the state of California.
Medical office uses typically require use of specialized medical equipment and medical training to evaluate, diagnose and administer treatments, medication or therapies which require a prescription (including administering oxygen or performing dialysis, and sleep diagnostics facilities); increased support staff needs; multiple patient treatment rooms; and patient waiting areas. Counseling services and other services provided by nonmedical professionals may also be included under "offices, general." "Office, professional" means an office-type facility occupied by a business providing professional services. Examples of these uses include, but are not limited to, accounting, auditing and bookkeeping services, attorneys, counseling services, court reporting services, detective agencies and similar services, financial management and investment counseling, literary and talent agencies, management and public relations services, psychologists, secretarial, stenographic, word processing and temporary clerical employee services.
"Official sign" means a sign required by a governmental body that is to discharge its legally required functions.
"On-site" means located on the lot that is the subject of an application for development.
"Open space" means any lot or area of land or water essentially unimproved and set aside, dedicated, designated or reserved for public or private use or enjoyment, or for the use and enjoyment of owners and occupants of land adjoining or neighboring such open space.
"Open water" means submerged lands lying below 4.5 NGVD (mean sea level datum) and/or as shown on the San Rafael zoning map.
"Outdoor eating area" means any outdoor eating area used in conjunction with a food service establishment.
"Outdoor storage" means the keeping in an unroofed area of any goods, junk, material, merchandise or vehicles in the same place for more than twenty-four (24) hours. "Overhang" means the part of a roof or wall which extends beyond the facade of a lower wall.
"Owner or operator" (also "provider or service provider") means the person, entity or agency primarily responsible for installation and maintenance of a wireless communication facility, which may or may not be the same person or entity which is the owner of the property on which the facility is located. 4929-5154-7032 v1
"P.M. peak hour trip" means the number of vehicular traffic movements entering and exiting a site during the highest volume consecutive sixty (60) minutes in the p.m. peak period from four p.m. (4:00 p.m.) to six p.m. (6:00 p.m.) on the local street system.
Parcel. See "Lot."
"Parking access" means the area of a parking lot that allows motor vehicles ingress and egress from the street.
"Parking area" means any public or private land area designed and used for parking motor vehicles, including, but not limited to, parking lots and garages.
Parking facility. See "Parking area."
"Parking lot" means an off-street, ground level area, usually surfaced and improved, for the temporary storage of motor vehicles.
"Parking space" means a space for the parking of a motor vehicle within a public or private parking area.
"Pedestrian-oriented design" means design qualities and elements that contribute to an active, inviting street-level environment, making the area a safe and attractive place for pedestrians.
"Performance standards" mean a set of criteria or limits relating to nuisance elements which a particular use or process may not exceed.
"Personal service" means provision of service of a personal nature. This classification includes, but is not limited to, barber and beauty shops, nail/manicure shops, dry cleaners, tailors, shoe repair shops, cosmetologist, skin-care consultant, esthetician, massage/bodywork and acupressure.
"Planning director" is synonymous with "community development director," as used in this Code.
"Pole or pylon sign" means a freestanding sign that is supported by a pole or post. "Poolhall" means any use with two (2) or more billiard tables. "Portable sign" means a sign that is constructed or designed to roll, slide or be moved from one location to another. Examples of portable signs include, but are not limited to, an A-frame sign and an I-frame sign.
"Private yard area" means a usable outdoor area adjoining a unit and intended for the private enjoyment of the occupants of the unit. Private yard area shall be defined such that its boundaries are evident. Private yard area may include balconies, decks, patios or porches.
Project. See "Development."
"Projecting or blade sign" means any sign, which projects from the face of a building and is supported by brackets, a projecting post or frame that is anchored to the building face. A blade sign is a small projecting sign.
"Property line" means the recorded boundary of a lot or parcel of land. When two (2) property lines meet or join at an angle that is greater than one hundred thirty (130) 4929-5154-7032 v1
degrees, they are considered the same property line for the purpose of defining one (1) yard area and determining required yard setbacks.
"Public access" means permanent pedestrian, bicycle and/or vehicular access in or adjacent to natural amenities for study or enjoyment.
Public art is defined as all forms of art including, but not limited to: sculptures, murals, mosaics, and fountains, which are located on the exterior of a publicly owned facility or on a privately owned property when such artwork is placed in a location intended to be visible to the general public.
"Public improvement" means any improvement, facility or service together with its associated public site or right-of-way necessary to provide transportation, drainage, public or private utilities, energy or similar essential services.
Recreation facility. "Recreational facilities" may include, but are not limited to, community centers, swimming or wading pools, spas, court facilities (such as tennis, basketball, or volleyball), picnic or barbecue areas and enclosed tot lot facilities with play equipment. "Related equipment" means all equipment ancillary to the transmission and reception of any signal via radio frequencies. Such equipment may include, but is not limited to, cable, guy wires, conduit, conductors and power lines and their supporting poles associated with a wireless communication facility.
"Religious institution" means a use located in a permanent building and providing regular or organized religious worship and religious education incidental thereto, but excluding a private educational facility. A property tax exemption obtained, pursuant to the Constitution of the State of California and of the Revenue of Taxation Code of the State of California, shall constitute prima facie evidence that such use is a religious institution as defined herein. Religious institution includes a seminary, retreat, monastery and conference center of similar use for the conduct of religious activities, including accessory housing incidental thereto, but excluding a private educational facility. "Relocation assistance" means the provision of rental assistance to low-income residential unit tenants that are: a) required to vacate a dwelling unit due to unit renovation, conversion or demolition proposed in conjunction with a development project or property improvements; and b) permanently displaced from the premises by a landlord or property owner, where the tenant is required to seek and secure new housing. A permanently displaced resident qualifying for relocation assistance shall be a tenant of record listed either on a current lease or rental agreement that meets the County of Marin criteria as a low-income household. Relocation assistance is administered under Section
14.16.279 of this Title.
"Research and development facility" means a use engaged in study, testing, design and analysis, and experimental development of products, processes or services, including incidental manufacturing of products or provision of service to others. "Research and development industry" means establishments primarily engaged in the research, development and controlled production of high-technology electronic, industrial or scientific products or commodities for sale, but prohibits uses that may be objectionable in the opinion of the hearing body, by reason of production of offensive odor, dust, noise, vibration, or storage of hazardous materials. This classification includes biotechnology firms, and manufacturing of nontoxic computer components. 4929-5154-7032 v1
"Research and development services" mean establishments primarily engaged in industrial or scientific research, including limited product testing. Includes electron research firms or pharmaceutical research laboratories, but excludes manufacturing, except of prototypes, or medical testing and analysis.
Residential care facility, large. "Large residential care facility" means a dwelling unit licensed by the state to serve seven (7) or more clients, which provides twenty-four (24) hour nonmedical care of persons in need of personal services, supervision or assistance essential for sustaining the activities of daily living or for the protection of the individual.
Residential care facility, small. "Small residential care facility" means a dwelling unit licensed by the state to serve six (6) or fewer clients which provides twenty-four (24) hour nonmedical care of persons in need of personal services, supervision, or assistance essential for sustaining the activities of daily living or for the protection of the individual. "Residential development project" means a project for the construction or placement of a dwelling unit or an accessory dwelling unit, manufactured home, or a mixed-use development as defined in this section or the subdivision of land for a residential development project or a mixed use project.
"Residential, duplex" means one (1) structure on a single lot containing two (2) dwelling units, each of which is functionally separate from the other. This definition includes use of a duplex unit(s) as a household for "transitional housing" and "supportive housing" as defined under the State Health and Safety Code.
"Residential, multifamily" means medium and high density residential development, including a "transitional housing development" or "supportive housing" as defined under State Health and Safety Code Section 50675.2 (and subsequent amendments), containing three (3) or more attached dwelling units in one (1) or more structures located on a single parcel or common lot.
"Residential nameplate" means a plate of metal, glass, wood, etc., bearing a person's name, such as is often placed on or near the door of a dwelling or mailbox. "Residential, single-family" means low density residential development containing one (1) primary residential "dwelling unit" for use by a single household on a single parcel. This definition includes use of a single-family dwelling and/or accessory dwelling unit as a household for "transitional housing" or "supportive housing" as defined under the California Health and Safety Code.
"Retaining wall" means a wall that is constructed to hold back or support an earthen bank, slope or hillside.
Reverse corner lot. See "Lot, reverse corner."
"Ridgeline" means a line following the long axis of a ridge (e.g., a long, narrow, conspicuous elevation of land) or knoll, comprised of the points of the highest ground elevation in locations that have been identified on the ridgeline map (aka, "City of San Rafael Ridgeline Map" on file with the planning division). For purposes of review under the -H hillside overlay zoning regulations, a "visually significant ridgeline" shall include the area within one hundred (100) vertical feet of a ridgeline as identified on the San Rafael 4929-5154-7032 v1
Ridgeline Map and located within "visually significant hillside, ridges and landforms areas" as designated on the community design map exhibit of the general plan. "Riparian" means vegetation which is located adjacent to a watercourse or drainageway. "Roof signs" mean any sign erected upon or above a roof or parapet wall of a building or placed above the apparent flat roof or eaves of a building or the top of a mansard roof.
Rooming house. See "Boarding house."
School, parochial or private. "Parochial or private school" means any building or group of buildings, the use of which meets state requirements of primary, secondary or higher education and which does not secure the major part of its funding from any governmental agency.
"SB 9 housing development" means a development in compliance with the provisions of SB 9 HOME Act of SRMC Section 14.16.282 that contains no more than two (2) primary dwelling units.
School, parochial or private. "Parochial or private school" means any building or group of buildings, the use of which meets state requirements of primary, secondary or higher education and which does not secure the major part of its funding from any governmental agency.
"School, specialized education and training" means private school uses offering instruction in areas such as, but not limited to, art, business trade, dance, computers and electronics, drama, driver's education, language, music, performing arts, sports (e.g., individual or group golf or baseball, etc.) or vocational trades. Does not include preschools and child day care facilities (see "day care centers"). "Seasonal outdoor eating area" means any outdoor eating area used in conjunction with a food service establishment which is operated only during the months of March through November. Seasonal outdoor eating areas shall have only temporary, movable perimeter barriers, fixtures and sunshades.
"Senior housing" means residential development designed for households occupied by senior citizens. Any age restrictions must be consistent with federal and state requirements. Such development may include central recreation areas and accessory medical facilities.
"Service provider" means any authorized provider or carrier of wireless communications services.
"Setback" means the distance between the property line and the exterior wall of a structure, excluding architectural features and other structures referenced in Section
14.16.130 of this title. Building setbacks are measured from established lot lines, irrespective of location of easements. See also definition for "yard". "Shopping center" means a group of commercial establishments, planned, developed, owned or managed as a unit, with off-street parking provided on the site. "Shopping mall" means an enclosed group of commercial establishments, planned, owned or managed as a unit, with covered, common-gathering areas and off-street parking provided on the site.
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"Short-term rental" means the rental of all or a portion of a dwelling unit for less than thirty (30) days consecutive tenancy.
"Sign" means any medium for visual communication, which is used or intended to be used to attract attention to a location, use, or subject matter for advertising, instruction, information or identification purposes. Seasonal decorations, such as holiday greetings and displays that do not include advertising, are not defined as a sign and are not subject to the provisions of this chapter.
"Sign program" means a program providing a coordinated signing plan for one (1) or more businesses or uses located on one (1) site or several contiguous sites, which utilizes one (1) or more common elements such as color, materials, lettering, illumination, sign type and sign shape.
Single-room occupancy development. See "boarding house." "Site" means a lot or lots used as a unit for the development of a project which may consist of one (1) or more buildings.
Slope, average. The average slope of a parcel shall be calculated using the following formula:
S= .00229 IL / A
Where S is the average percent of slope; .00229 is the conversion factor for square feet; I is the interval in feet; L is the summation of length of the contour lines in scale feet; and, A is the area of the parcel in acres.
"Small lot" means a legally subdivided lot in a given zone which is smaller in width and/or area than minimum requirements now required in the given zone. "Small wind energy system" means a wind energy conversion system consisting of a freestanding or roof mounted wind turbine and associated control or conversion electronics which is intended to produce energy for use primarily on site. "Small wireless facility" means a small wireless facility as defined by the FCC and that meets the following requirements:
A. Meet one (1) of the following mounting requirements:
1. Are mounted on structures fifty feet (50′) or less in height including their antennas as defined in Section 1.1320(d), or
2. Are mounted on structures no more than ten percent (10%) taller than other adjacent structures, or
3. Do not extend existing structures on which they are located to a height of more than fifty feet (50′) or by more than ten percent (10%), whichever is greater; B. Each antenna associated with the deployment, excluding associated antenna equipment (as defined in the definition of antenna in Section 1.1320(d)), is no more than three (3) cubic feet in volume;
C. All other wireless equipment associated with the structure, including the wireless equipment associated with the antenna and any pre-existing associated equipment on the structure, is no more than twenty-eight (28) cubic feet in volume.
Antenna equipment, means equipment, switches, wiring, cabling, power sources, shelters or cabinets associated with an antenna, located at the same fixed location as 4929-5154-7032 v1
the antenna, and, when collocated on a structure, is mounted or installed at the same time as such antenna.
"Specialty retail" means stores which sell nonconvenience goods needed on an infrequent basis. Specialty retail may have a more limited focus in specific zoning districts, consistent with the purposes of each district.
Specialty retail, bulk. "Bulk specialty retail" means the sale of large, major purchase, nonconvenience items. Examples of specialty retail involving bulk retail goods include, but are not limited to, the following: appliance stores; motor vehicle sales, new or used; furniture stores; spa/hot tub sales.
"Specialty retail, consistent with industrial uses" mean the retail sales of items which are related, supportive or complimentary to industrial uses. Examples include, but are not limited to, sales of the following: auto parts and supplies; building materials and supplies; motor vehicles, new or used.
"Specialty retail, consistent with office uses" mean the retail sales of items which are related, supportive or complimentary to office uses. Examples include, but are not limited to, sales of the following: computers; office furniture (sales or rentals); office supply and business machine shops.
Specialty retail, region-serving. "Region-serving specialty retail" means those retail uses which have a regional, rather than local or neighborhood, market base. These types of uses are generally high tax revenue generators and more than fifty thousand (50,000) square feet in size. Examples include, but are not limited to, the following: discount stores, large scale; furniture stores; home improvement stores; motor vehicle sales, new. "Stealth design" means a wireless communication facility design that blends in with the surrounding environment by means of screening, concealment or camouflage. "Story" means any floor having its finished floor surface entirely above grade and at least six (6) feet in height; or any floor that is partially below grade and where the finished surface of the floor above it is at least six (6) feet above the lowest grade:
"Structure" means anything constructed or erected that requires a foundation or a structural support on the ground, including a building or public utility, but not including: a fence or a wall used as a fence if the height does not exceed seven feet (7′); retaining walls four feet (4′) or less in height; in-ground swimming pools; and improvements built at-grade such as parking lots and access drives or walks.
Structure, accessory. See "Accessory structure."
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"Subdivision or neighborhood identification sign" means a sign containing the name of a subdivision, development or neighborhood.
"Subterranean" means a structure, improvement or building floor level that is constructed entirely below ground with all points to the top of the structure or floor level being situated entirely below natural and finished grade; exclusive of any excavations made to provide required ingress or egress.
"Supportive housing" means housing with no limit on length of stay, that is occupied by the target population (i.e., adults with low-income having one (1) or more disabilities including mental illness, HIV or AIDS, substance abuse or other chronic health conditions, or individuals eligible for services provided under the Lanterman Development Disabilities Services Act Division 4.5, commencing with Section 4500 of the Welfare and Institutions Code and may include, among other populations, families with children, elderly persons, young adults aging out of the foster care system, individuals exiting institutional settings, veterans, or homeless people) and that is linked to on- or off-site services that assist the supportive housing residents in retaining the housing, improving his or her health status, and maximizing his or her ability to live and, when possible, work in the community. "Taxi station" means taxi headquarters with administrative and/or dispatch offices and taxicab parking and storage.
"Temporary window sign" means any temporary sign painted on a window or constructed of paper, cloth or other light material and attached to the window, or located within three feet (3′) of the interior side of the window, and displayed so as to call attention of persons outside of the building to a sale of merchandise or change in the status of a business or use.
"Tobacco retailer, significant" means a retail establishment that devotes twenty percent (20%) or more of its sales or display area to, or derives seventy-five percent (75%) or more of its gross sales receipts from, the sale of tobacco products and/or tobacco paraphernalia.
"Transitional housing" and "transitional housing development" means buildings configured as rental housing developments, but operated under program requirements that call for the termination of assistance and recirculation of the assisted units to another eligible program recipient at some predetermined future point in time, which shall be no less than six (6) months.
"Transportation System Management (TSM)" means the use of incentives and/or disincentives by local employers to assist in reducing the number of single-passenger auto commute trips and peak-hour trips by increasing the use of carpools, vanpools, public transit, bicycles and walking, and through the use of flex-time. "Usable outdoor area" means an area open to the sky with a slope less than ten percent (10%). The usable outdoor area shall be a well-defined coherent space that is an integral component of the project design. Usable outdoor area includes private yard areas and common areas suitable for passive and active recreation use. Such areas may be located on the ground, roof, balcony, patio or terrace; and excludes minor decorative landscaping, driveway areas, parking facilities, and utility or service area. Common usable outdoor area shall have a minimum dimension of twelve feet (12′). 4929-5154-7032 v1
Diagram B for Section 14.03.030
USABLE OUTDOOR AREA
Vehicle, recreational. "Recreational vehicle" means a vehicle towed or self-propelled on its own chassis or attached to the chassis of another vehicle and designed or used for temporary dwelling, recreational or sporting purposes. The term recreational vehicle shall include, but shall not be limited to, travel trailers, pick-up campers, camping trailers, motor coach homes, converted trucks and buses, boats, and boat trailers. "Very-low income household" means a household with total gross annual earnings of less than fifty percent (50%) of median income as defined in this section. "Wall sign" means any sign painted on or attached parallel to the wall of a building and projecting not more than twelve inches (12″) from the building face. "Warehousing" means the commercial or industrial use of a building or buildings primarily for the storage of goods or materials.
"Water-efficient landscape" means landscaping and irrigation that has been designed and installed to comply with Marin Municipal Water District (MMWD) Ordinance No. 414, as adopted by reference in Section 14.16.370 of this Title. A water-efficient landscape is designed to conserve water usage by establishing and applying a "maximum applied water allowance," which is the upper limit of annual applied water for a landscape area based on the local evaporation factor, and site-specific factors such as soil, slope and planting conditions. The requirements for a water-efficient landscape are administered under Section 14.16.370 of this Title.
"Water-oriented" means uses which are either water frontage dependent, or which attract people to the waterfront.
"Wetland creation" means a human activity bringing a wetland into existence at a site in which it did not formerly exist.
"Wetland restoration" means a human activity that returns a former wetland from an altered condition, in which all or virtually all wetland functions and values have been lost, 4929-5154-7032 v1
to a condition with full wetland functions and values. Restoration does not mean enhancement of wetlands which, though degraded, nonetheless provide significant biological wetland functions or values.
"Wetlands" means those areas that are inundated or saturated by surface or groundwater at a frequency and duration sufficient to support, and that under normal circumstances do support, a prevalence of vegetation typically adapted for life in saturated soil conditions (same as U.S. Army Corps of Engineers). (See Section 14.13.050(A), Determination of Wetland Boundaries).
"Wholesale" means a use engaged primarily in the selling of any type of goods for purpose of resale, including related storage and distribution. "Wildlife" means animals, including fish and fowl, and/or plants existing in their natural habitat.
"Wind-blown device" means any man-made device which visibly moves when blown in the wind.
"Window sign" means a sign painted on or attached to a window or located inside within a distance equal to the greatest dimension of the window (either width or height) and designed to be viewed from the outside of the building in which the window is located. "Wind turbine" means a rotating machine which converts kinetic energy in wind into mechanical energy, which it then converts into electricity. "Wireless communication facilities" means facilities regulated by the FCC that transmit and/or receive electromagnetic signals for cellular technology, personal communication services, enhanced specialized mobile services, paging systems, and radio and television broadcast transmission facilities. Facilities include antennas, microwave dishes, parabolic antennas, and all other types of equipment (but does not include small wireless facility, which is defined separately under "small wireless facility") used in the transmission or reception of such signals; telecommunication towers or similar structures supporting said equipment; associated equipment cabinets and/or buildings; and all other accessory development. These facilities include amateur radio antenna structures that exceed thirty feet (30′) in height but do not include government-operated public safety networks.
Wrecking yard, motor vehicle. "Motor vehicle wrecking yard" means any use of premises for the conduct of a business whereon two (2) or more vehicles not in operating condition are standing and/or on which used motor vehicles, or parts thereof, are dismantled and/or stored.
"Yacht club" means a private social club which may include a club house, private berthing for club members, tie-up visitor docking, on-site parking for automobiles and boat trailers; and which may include dry storage for members' boats. The berthing or storage of boats for commercial purposes, party boats, and rental boats are specifically excluded.
Yard, front. "Front yard" means an open area extending along the full width of a lot between side lot lines and from the front lot line to a parallel line at a distance equal to the depth of the required yard (i.e., required setback area), within which no structure shall be located except as provided and/or permitted in this title. The front yard should be consistent with the orientation of the other lots and improvements on the same side of the street or consistent with any prior determination that was made to define the front yard. 4929-5154-7032 v1
The front yard is usually the side where the main building entrance is located and in the general direction in which the main building faces. Front yards shall be determined for lots as follows:
1.For a corner lot with two (2) street frontages, the front yard is typically the narrower of the two (2) frontages, except where an existing front building setback has clearly been established by prior property development.
2.For an interior lot with an irregular-shaped frontage, the front yard is defined as all portions of the lot that are parallel to and immediately front the road right-of-way or easement that provides access to the lot.
3. For a triangular shaped lot with fewer than four (4) lot lines, the director may determine the front yard location based on orientation of the building entrance and surrounding development pattern.
4.For a flag or panhandle lot, the front yard is defined as all portions of the lot within the required front setback measured from the longest property line that is most parallel and nearest to the public street. The panhandle portion of the lot shall not be used in determining the required setbacks. See Title 15, Section 15.06.030(d).
If the front yard is not clear for any reason, a determination of lot type shall be made by the Director.
Yard, rear. "Rear yard" means an open area extending across the full width of the lot between side lot lines and from the rear lot line to a line at a distance equal to the depth of the required yard, within which no structure shall be located except as provided in this title.
Yard, side. "Side yard" means an open area extending between the front yard and the rear yard and between the side lot line and a line at a distance equal to the depth of the required yard, within which no structure shall be located except as provided in this title.
Yard, streetside. “Streetside yard" means an open area extending between the front yard and the rear yard and between the side lot line and a line at a distance equal to the depth of the required yard that is adjacent to a street, within which no structure shall be located except as provided in this title.
Title 14
Division V – ADMINISTRATIVE REGULATIONS
Chapter 14.28 - APPEALS
14.28.010 - Purpose and authorization for appeals.
Appeals may be filed by In the event that an applicant or by any other person aggrieved by a decision wish to contest an action made by the planning director, zoning administrator or planning commission relevant to the administration of this title., they may file an appeal as described below.
A. Administrative Decision. Appeals based on decisions made by the planning director (or the planning director's designated appointee) shall be heard by filed by any aggrieved party with the planning commission.
4929-5154-7032 v1
B. Zoning Administrator Decision. Appeals based on decisions made by the zoning administrator shall be heard by filed by any aggrieved party with the planning commission.
C. Planning Commission. Appeals based on decisions made by the planning commission shall heard by filed by any aggrieved party with the city council.
While an appeal is pending, the establishment of the proposed structure or use is to be held in abeyance.
D. The timely filing of an appeal shall stay all proceedings and project entitlements for and in the matter appealed including, but not limited to, the issuance of building permits and business licenses.
E. For ministerial determinations, the grounds for the appeal shall be based on whether the application meets the specific objective standards applicable to the project.
14.28.020 - Right of appeal.
Right of appeal is prescribed in the individual chapters of this title authorizing each decision that is subject to appeal.
14.28.030 - Filing and time limit of appeals.
An appeal under this title shall be filed in the planning division within five (5) working days of the decision being contested, except that where such an appeal is combined with an appeal of the same decision under Title 15 of this code, the appeal shall be filed within ten (10) calendar days, as provided under Section 15.01.040 of this code. Appeals shall be made in writing and shall set forth the grounds for the appeal. Appeals shall be accompanied by the required filing fee.
14.28.030 - Filing and time limit of appeals.
A. An appeal under this title shall be filed with the Community and Economic Development Department.
B. Appeals shall be made in writing and shall include all the grounds for the appeal.
Appeals shall be accompanied by an application cover form and the required filing fee as listed in the Master Fee Schedule.
C. The appeal must be submitted to the City’s Community Economic Development Department in one of the following ways:
1. In person at the public counter; or
2. Through the US Mail mailed to the attention of the Community and Economic Development Director; or
3. Through the permit software system used by the Community Economic Development Department.
D. The appeal must be received by the Community Economic Development Department, pursuant to subsection C, above no later than 4:00 pm on the tenth (10) calendar day 4929-5154-7032 v1
after the date of action. For purposes of this subsection, “received” shall not include post marked dates or times, sent dates or times, or any emails received by City staff.
E. In the event that an appeal period ends on a Saturday, Sunday, or City holiday, the appeal period shall end at 4:00 p.m. on the next City business day.
F. If a basis of the appeal is that the Director's or the Commission's action constituted a taking of the subject property or any part thereof under the California or United States Constitutions, that ground and all evidence (including specific financial data and analyses, if any) and argument in support thereof shall be clearly stated as a separate ground of the appeal, or it shall be waived. If specific evidence is not presented as part of the appeal, the appellant shall be deemed to have waived any claim to sworn testimony and crossexamination.
14.28.040 - Scheduling and notice for public hearing
A. Public Hearing Required. The planning commission or city council, as the case may be, shall hold a public hearing on an appeal. At the public hearing, the planning commission or city council, as the case may be, appellate body shall review the record of the decision and hear testimony of the appellant and the applicant and any other interested party shall take public comment on the appeal.
B. Public hearing scheduled. Following the timely filing of an appeal, the appeal shall be scheduled for the next available planning commission or city council meeting, as the case may be, and allowing sufficient time for giving notice pursuant to subsection (C) of this section and state law.
C. Public hearing notice. Notice of public hearings shall be given in the manner required for the decision being appealed as set forth in Section 14.29.020 of this Code.
14.28.050 - Notice of decision.
A. After the hearing, the appellate body shall affirm, modify or reverse the original decision. Written notice of the decision shall be mailed to the applicant and to the appellant.
B. The hearing body shall render its decision within 30 days of the date the hearing is closed unless State law requires a shorter deadline. An action to grant an appeal shall require a majority vote of the members present . A tie vote shall have the effect of rejecting the appeal.
C. When reviewing any decision on appeal, the hearing body shall use the same standards and/or make the same findings required for the original decision. The hearing body may adopt the same decision and findings as were originally approved or different ones.
14.28.060 - Effect of failure to give notice.
No action, inaction or recommendation regarding any proposed development by the planning commission or city council shall be held void or invalid or be set aside by any court by reason of error or omission pertaining to the notices, including the failure to give 4929-5154-7032 v1
any notice required by this section, unless the court after an examination of the entire case shall be of the opinion that the error or omission complained of was prejudicial, and that by reason of such error or omission the party complaining or appealing sustained and suffered substantial injury, and that a different result would have been probable if such error or omission had not occurred or existed. There shall be no presumption that error or omission is prejudicial or that injury was done if error or omission is shown.
14.28.070 - Effective date of appealed actions.
A. A decision by the city council regarding an appeal shall become final on the date action was taken by the city council.
B. A decision by the planning commission regarding an appeal shall become final five (5) working days ten (10) calendar days after the date of the action decision, unless appealed to the city council in which case proceedings and entitlements shall be stayed pursuant to section 14.28.010.D.
14.28.080 - New appeal.
Following denial of an appeal, any matter that is substantially the same shall not be considered by the same body within one year, unless the denial is made without prejudice.
DIVISION 4. Publication; Effective Date.
This Ordinance shall be published once, in full or in summary form, before its final passage, in a newspaper of general circulation, published, and circulated in the City of San Rafael, and shall be in full force and effect thirty (30) days after its final passage. If published in summary form, the summary shall also be published within fifteen (15) days after the adoption, together with the names of those Councilmembers voting for or against same, in a newspaper of general circulation published and circulated in the City of San Rafael, County of Marin, State of California.
THE FOREGOING ORDINANCE was first read and introduced at a regular meeting of the San Rafael City Council on the 1st day of June 2026, and was passed and adopted at a regular meeting of the San Rafael City Council on the 15th day of June 2026 by the following vote, to wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
__________________
KATE COLIN, Mayor
ATTEST:
______________________
LINDSAY LARA, City Clerk
____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: _______________________
Disposition: ___________________________
Agenda Item No: 3.b
Meeting Date: June 1, 2026
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Community and Economic Development
Prepared by: Micah Hinkle, Director
Margaret Kavanaugh-Lynch,
Planning Manager
City Manager Approval: ______________
TOPIC: AMENDMENT TO THE GENERAL PLAN’S SAFETY AND RESILIENCE ELEMENT SUBJECT: RESOLUTION ADOPTING AN AMENDMENT TO SAFETY AND RESILIENCE ELEMENT OF THE GENERAL PLAN 2040 TO CONTINUE TO MEET THE GOALS OF ASSEMBLY BILL (AB) 2140 (2006), AND FINDING THAT THIS ACTION IS EXEMPT
FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) UNDER CEQA GUIDELINES SECTION 15378(A), AND 15061(B)(3)
RECOMMENDATION:
Staff recommends that the City Council approve a resolution adopting an amendment to the Safety and Resilience Element of the General Plan 2040 to continue to meet the goals of Assembly Bill (AB) 2140 based on the findings included in the staff report.
BACKGROUND:
On September 29, 2006, the Governor of California signed Assembly Bill (AB) 2140 (2006), which allows California cities to be considered for additional state cost-share on eligible Public Assistance projects by adopting current Federal Emergency Management Act (FEMA) approved Local Hazard Mitigation Plans (LHMPs) into the Safety Element of their General Plan. AB 2140 compliance is not a requirement; however, compliance makes a city eligible for an additional 6.25 percent local share funded by the state, essentially covering the entire local share cost for eligible Public Assistance projects in the future for disaster relief. Examples of Public Assistance projects may include actions such as debris removal in the immediate aftermath of a disaster, or permanent work such as road and bridge rehabilitation.
The City Council established the City of San Rafael’s current general plan, General Plan 2040, in 2021.
Subsequently, in 2024, the City Council adopted the 2024 Marin County Multi-Jurisdictional Local Hazard Mitigation Plan (MJLHMP) and the City of San Rafael Annex. Accordingly, the General Plan 2040 does not currently incorporate Marin County’s current MJLHMP.
To ensure AB 2140 compliance and maximize state funding, staff has drafted a minor text update in the General Plan 2040’s Safety and Resilience Element to reflect the current MJLHMP.
This task is part of a larger effort by Community and Economic Development Department staff to update the City’s policy documents, such as the General Plan, to ensure they remain current. On March 10, SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
2026, staff held a study session and presented the proposed General Plan 2040 amendment to the Planning Commission for discussion. At a subsequent meeting on April 14, 2026, the Planning Commission reviewed the proposed General Plan 2040 amendment again and voted unanimously to recommend that the City Council approve staff’s proposed amendment.
ANALYSIS:
In order to continue to comply with AB 2140 and maximize the City’s eligibility for state funding, staff recommends that the City add the following text amendments to Page 8-2 of the General Plan 2040 (existing text shown in italics and new text shown below):
The City of San Rafael is committed to proactively reducing risks and expenses from natural disasters through hazard mitigation planning. A Local Hazard Mitigation Plan (LHMP) was originally adopted in November 2017. In July 2019, the City adopted the Marin County Multi-Jurisdictional Local Hazard Mitigation Plan, which complements the City’s Plan with additional programs covering a broader geographic area and wider range of hazards. In October of 2024, the City adopted the most recent Marin County Multi-Jurisdictional Local Hazard Mitigation Plan, along with the San Rafael Annex. It was approved by the Federal Emergency Management Agency (FEMA) on January 30, 2024. The Plan provides guidance and insight into the hazards as well as possible mitigations that exist throughout Marin County, while the San Rafael Annex focuses directly on our City. This Plan should be consulted alongside this Element when addressing known hazards to ensure the general health and safety of the San Rafael community, and can be accessed at the following web address: Local Hazard Mitigation Plan - San Rafael.
The proposed amendment is consistent with the General Plan 2040 in that this action would implement the following deliverables from the Safety and Resilience Element of the General Plan:
• Policy S-1.1: Local Hazard Mitigation Plan (LHMP). The San Rafael LHMP is adopted by reference into the General Plan.
• Program S-1.1C: LHMP Updates. Periodically update the Local Hazard Mitigation Plan to reflect new data, technology, available resources, partnership opportunities, and state and federal requirements.
The MJLHMP is a critical component of the City's emergency preparedness and planning, and this amendment to the Safety and Resilience Element will increase the City’s eligibility for disaster assistance.
Furthermore, approval of the proposed amendment is consistent with Priority Area C: Sustainability and Resilience of the City Council’s Three-Year Strategic Plan in that it would make the City eligible for funding necessary to recover from a disaster or to mitigate against other hazards.
ENVIRONMENTAL DETERMINATION:
The project is exempt from the California Environmental Quality Act (CEQA). The adoption of the update to the Environmental Hazards Element of the General Plan is not a “Project” under CEQA Guidelines Section 15378(a), in that this action does not have a potential for a direct physical change or reasonably indirect physical change in the environment. In the event that the action is considered a “Project” under CEQA, the action is exempt per CEQA Guideline section 15061(b)(3), in that CEQA applies only to projects that have the potential for causing a significant effect on the environment. This proposed action would have no possibility of such a significant effect.
COMMUNITY OUTREACH:
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
Staff presented the proposed General Plan 2040 amendment to the Planning Commission on March 10, 2026, and April 14, 2026. The Planning Commission voted unanimously to recommend that the City Council approve the proposed amendment.
Additionally, staff has provided notice of a hearing for the proposed amendments in accordance with the noticing requirements set forth in Chapter 14.29 of the Zoning Ordinance and Government Code Section 65867. Staff has not received any comments as of the publication of this report.
FISCAL IMPACT:
There is no fiscal impact associated with this action.
OPTIONS:
1. Adopt the General Plan 2040 Amendment (staff recommendation)
2. Adopt the General Plan 2040 Amendment with modification; or
3. Continue the item and request additional information or analysis.
RECOMMENDED ACTION:
Staff recommends that the City Council approve a resolution adopting an amendment to the Safety and Resilience Element of the General Plan 2040 to continue to meet the goals of Assembly Bill (AB) 2140 based on the findings included in the staff report.
ATTACHMENTS:
1. Resolution adopting the General Plan Amendment.
2. Planning Commission Resolution (April 14, 2026)
RESOLUTION NO.
RESOLUTION OF THE SAN RAFAEL CITY COUNCIL ADOPTING AN AMENDMENT TO THE SAFETY AND RESILIANCE ELEMENT OF THE SAN RAFAEL GENERAL PLAN 2040 TO CONTINUE TO MEET THE GOALS OF ASSEMBLY BILL (AB) 2140 (2006) AND
FINDING THAT THIS ACTION IS EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) UNDER CEQA GUIDELINES SECTION 15378(A), AND 15061(B)(3) WHEREAS, on September 29, 2006, the Governor of California signed Assembly Bill (AB) 2140, which allows California cities to be considered for additional state cost-share on eligible Public Assistance projects by adopting current, Federal Emergency Management Act (FEMA) approved Local Hazard Mitigation Plans (LHMPs) into the Safety Element of their General Plan; and
WHEREAS, the City of San Rafael adopted the General Plan 2040 in August of 2021; and
WHEREAS, on October 7, 2024, the City Council adopted the 2024 Marin County MultiJurisdictional Local Hazard Mitigation Plan (MJLHMP) and the City of San Rafael Annex; and WHEREAS, on March 10, 2026, City staff presented the Planning Commission with an amendment to the General Plan 2040 that incorporates the 2024 Marin County MJLHMP in alignment with AB 2140 (2006); and
WHEREAS, on April 16, 2026, the Planning Commission voted unanimously to recommend the City Council’s adoption of the General Plan Amendment as proposed by staff and determined that it was exempt from review under the California Environmental Quality Act (CEQA); and
WHEREAS, the MJLHMP is a critical component of the City's emergency preparedness and planning, and this amendment to the Safety and Resilience Element will increase the City’s eligibility for disaster assistance; and
WHEREAS, the City has complied with all noticing requirements for amendments to the General Plan; and
WHEREAS, the custodian of documents that constitute the record of proceedings upon which this decision is based is the Community and Economic Development Department.
NOW, THEREFORE, BE IT RESOLVED THAT THE SAN RAFAEL CITY COUNCIL RESOLVES as follows:
1. The foregoing recitals are true and correct.
2. Page 8-2 of the Safety and Resilience Element of the General Plan 2040 shall be amended as shown below, with new language shown in underline and existing text shown in italics:
The City of San Rafael is committed to proactively reducing risks and expenses from natural disasters through hazard mitigation planning. A Local Hazard Mitigation Plan (LHMP) was originally adopted in November 2017. In July 2019, the City adopted the Marin County MultiJurisdictional Local Hazard Mitigation Plan, which complements the City’s Plan with additional programs covering a broader geographic area and wider range of hazards. In October of 2024, the City adopted the most recent Marin County Multi-Jurisdictional Local Hazard Mitigation Plan, along with the San Rafael Annex. It was approved by the Federal Emergency Management Agency (FEMA) on January 30, 2024. The Plan provides guidance and insight into the hazards as well as possible mitigations that exist throughout Marin County, while the San Rafael Annex focuses directly on our City. This Plan should be consulted alongside this Element when addressing known hazards to ensure the general health and safety of the San Rafael community, and can be accessed at the following web address: Local Hazard Mitigation Plan - San Rafael.
3. Adoption of the proposed amendment is based on and is consistent in principle with the General Plan in that this action would be consistent with and implement the following actions from the Safety and Resilience Element of the General Plan, which includes language and goals relating to hazard mitigation and references the LHMP specifically:
a. Policy S-1.1: Local Hazard Mitigation Plan (LHMP). The San Rafael LHMP is adopted by reference into the General Plan.
b. Program S-1.1C: LHMP Updates. Periodically update the Local Hazard Mitigation Plan to reflect new data, technology, available resources, partnership opportunities, and state and federal requirements.
4. The City Council finds the proposed amendment to be exempt from the California Environmental Quality Act (CEQA) as the adoption of the update to the Environmental Hazards Element of the General Plan is not a “Project” under CEQA Guidelines Section 15378(a), in that this action does not have a potential for a direct physical change or reasonably indirect physical change in the environment. In the event that the action is considered a “Project” under CEQA, the action is exempt per CEQA Guideline section 15061(b)(3), in that CEQA applies only to projects that have the potential for causing a significant effect on the environment, and this proposed action would have no possibility for such significant effect.
I, LINDSAY LARA, Clerk of the City of San Rafael, hereby certify that the foregoing Resolution was duly and regularly introduced and adopted at a regular meeting of the City Council of said City held on the Monday, the 1st day of June 2026, by the following vote, to wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
________________________
LINDSAY LARA, CITY CLERK
____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting:
Disposition:
Agenda Item No: 4.a
Meeting Date: June 1, 2026
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: City Manager, Sustainability Division
Prepared by: Kate Hagemann, Climate
Adaptation and Resilience Planner
City Manager Approval: ______________
TOPIC: SEA LEVEL RISE FEASIBILITY STUDY
SUBJECT: PRESENTATION ON THE SEA LEVEL RISE FEASIBILITY STUDY RECOMMENDATION:
Staff recommends that the City Council receive a presentation on the City’s Sea Level Rise Feasibility Study.
BACKGROUND:
Today, much of the eastern portion of San Rafael is lower than high tide. A large area of the City of San Rafael was built atop historic marshes and filled land, and it has subsequently subsided (or settled) over the past several decades. Many areas continue to settle. This phenomenon has created a “bowl-shaped” area that is at risk of flooding. This area is very densely populated and has a high concentration of jobs, transportation assets, and critical facilities. According to a national risk screening tool from the Federal Emergency Management Agency (FEMA), southeast San Rafael (Census Tract 06041112202) is more at risk of flooding than 99.98% of other census tracts in the country.1
Much of the shoreline around this bowl-shaped area is privately owned and lacks cohesive, professionally designed flood defense infrastructure. Currently, there is no agency or entity responsible for managing coastal flood risks. During last winter’s high tides, there was temporary tidal flooding as water levels in the bay rose and saltwater flowed over private yards, under buildings, and into the streets.
Over the past several years, multiple studies have identified the risks from flooding and subsidence. The City has led many of these. Over the past three years, the City has formally collaborated with partners to both understand the risks and ways to respond. In 2022, the City and its partners were awarded grants from the State Coastal Conservancy and Marin Community Foundation to support adaptation planning.
The grant was developed collaboratively by City staff, the County of Marin, the Multicultural Center of Marin, and Canal Alliance. This collaborative team then partnered with the University of California, Berkeley, and received additional funding from the Governor’s Office of Land Use and Climate Innovation to bolster citizen science, community engagement, and technical work. More detailed information about the project, including the community engagement, can be found on the project web page. 1 FEMA Resilience Analysis and Planning Tool, National Risk Index. Accessed 5/11/2026. Available at:
https://experience.arcgis.com/experience/0a317e8998534c30a9b2d3861c814d42/page/RAPT2025#data_s=id%3AdataSource_16-19b281a0327-layer-140%3A8134 SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
This project was heavily focused on equity and community engagement, with over 150 community presentations, events, focus groups, and other engagements delivered in English and Spanish. From these, several community priorities emerged, which were presented to the City Council on March 3, 2025.
Community members shared several short-term priorities, including environmental justice, protecting existing residents and businesses, emergency preparedness, and building and rebuilding in a safer way.
Several of these were subsequently woven into the City Council’s Three-Year Strategic Plan.
Another key component of the project was a technical feasibility study of the options available to reduce flooding risks. The City hired a broad team of experts, led by Moffatt & Nichol, to study the feasibility and the implications of different adaptation options. Their work built upon prior studies, including the most recent sea level rise study in the City’s General Plan 2040, the Resilient by Design competition, and the U.S. Army Corps’ flood risk management study from 1990, among others.
ANALYSIS:
The consultant team evaluated several potential responses to the increasing risks of flooding. Many of these were drawn partially from actions recommended in prior studies. The consultants evaluated potential responses (called “alternatives”) against nine criteria, including how well they would reduce flooding, permitting complexity, housing implications, and many other factors. The consultants presented their initial work in October 2024, which can be viewed here in English and here in Spanish. In January 2026, at the conclusion of their study, the consultants presented their findings, which can be viewed here in English and here in Spanish. A more detailed, technical report for engineers is also available.
This presentation to Council will briefly review the key findings from this study, including the main implications of the adaptation alternatives. Across all alternatives, there are meaningful feasibility challenges. A longer presentation will be scheduled for late summer, to allow more time for discussion.
Next Steps
Given the feasibility concerns identified in the study, meaningfully protecting San Rafael residents, businesses, and infrastructure from flood risks will require substantial funding, consensus-building, financing, and external partnerships. Staff will work with the Sea Level Rise Subcommittee to determine the best path forward for continued consultation with the Council. In the meantime, staff continues to advance actions that are within the City’s purview, including the Strategic Goals and Objectives. This includes continuing public outreach, exploring funding and financing opportunities, and exploring the implementation of the General Plan 2040 policies related to sea-level rise.
COMMUNITY ENGAGEMENT:
Over the past four years, over 150 engagements have been conducted. These include focus groups, surveys, block parties, field trips, open houses, workshops, regular meetings of the Steering Committee and Technical Advisory Committee, and engagement with the press. It is estimated that over 5,000 people have been engaged directly through these events, and hundreds of thousands through press coverage.
FISCAL IMPACT:
There is no immediate fiscal impact to receiving this report. However, in the future, physical flood protection measures are likely to require investments on a scale beyond currently available grant sources.
RECOMMENDED ACTION:
Staff recommends that the City Council receive a presentation on the City’s Sea Level Rise Feasibility Study.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
ATTACHMENTS:
None
____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: _______________________
Disposition: ___________________________
Agenda Item No: 4.b
Meeting Date: June 1, 2026
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: City Clerk
Prepared by: Lindsay Lara, City Clerk City Manager Approval: ______________ TOPIC: BROWN ACT UPDATES AND TELECONFERENCING PROVISIONS SUBJECT: RESOLUTION AUTHORIZING HYBRID CITY COUNCIL MEETINGS EFFECTIVE JULY 1, 2026, AND ADOPTING A TECHNOLOGY DISRUPTION POLICY, MULTILINGUAL
AGENDAS & PARTICIPATION POLICY, AND DISRUPTIVE BEHAVIOR IN PUBLIC MEETINGS POLICY TO IMPLEMENT SENATE BILL 707 (DURAZO)
RECOMMENDATION:
Adopt a resolution authorizing hybrid city council meetings effective July 1, 2026, and adopting a Technology Disruption Policy, Multilingual Agendas & Participation Policy, and Disruptive Behavior in Public Meetings Policy to implement SB707 (Durazo).
EXECUTIVE SUMMARY:
Senate Bill 707 updates the Brown Act to expand access to public meetings and modernize how the public participates. These changes focus on remote participation, language access, and outreach to communities that may not typically engage in public meetings. This report outlines where updates are needed and provides practical, easy to implement recommendations that support transparency, accessibility, and efficient meeting operations.
BACKGROUND:
The Brown Act establishes the legal framework that ensures local government meetings are open, transparent, and accessible to the public. It requires that the public be able to attend meetings, observe deliberations, and provide comments on items within the body’s jurisdiction prior to decisions being made.
It is the legal structure that provides the community with a voice in governmental decision-making.
In 2025, Governor Newsom signed SB 707 to update the Brown Act in response to evolving technology and public expectations for participation. The law expands requirements related to remote access, public comment, language accessibility, and community outreach.
SB 707 includes a phased implementation timeline. Certain provisions became effective on January 1, 2026, while additional requirements become operative on July 1, 2026, to allow agencies time to prepare for implementation.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
A key component of SB 707 is the distinction between “eligible legislative bodies” and other Brown Act bodies. The bill provides definitions for an “eligible legislative body” to include city councils of cities with populations of 30,000 or more, which qualifies the San Rafael City Council as an eligible legislative body under the statute.
This distinction is important because several of SB 707’s requirements apply only to eligible legislative bodies. For the City of San Rafael, these include
• Providing two-way remote public participation during meetings • Allowing remote public comment
• Adopting a policy to address disruptions to remote access • Providing reasonable accommodation for individuals using third-party translation or interpretation services
Boards, Commissions, and Committees are advisory bodies and are not subject to these specific requirements under SB 707. These bodies will continue to operate under existing Brown Act requirements unless the City Council chooses to expand access beyond what is required by law.
This report provides an overview of SB 707, identifies where the City is already in compliance, and outlines recommended updates to ensure full implementation by July 1, 2026.
ANALYSIS:
Senate Bill 707 introduces several updates to how the City Council conducts meetings and engages with the public. The City of San Rafael already meets or exceeds many of these requirements. The sections below focus on where changes are required and provide staff recommendations for implementation.
Remote Public Participation for Public Comments
Beginning July 1, 2026, SB 707 requires the City Council to provide two-way remote participation by accepting remote public comments. The City of San Rafael does not currently offer remote public participation during City Council meetings but is actively preparing to implement a hybrid meeting format to meet the July 1, 2026, deadline.
Staff intends to implement remote participation in a clear and structured manner that supports both accessibility and efficient meeting management. Staff will include a coversheet on each agenda outlining how the community can participate, both in-person and virtually, and will include information on the website for participation. Additionally, the City Clerk will provide information at each meeting on how the community can participate.
Consistent with current practice, the Mayor retains discretion to adjust the total time allocated for public comment or the amount of time provided to each speaker based on the number of speakers and the needs of the meeting. This approach provides a predictable and equitable structure for participation while allowing flexibility to manage meeting flow and ensure all voices have an opportunity to be heard.
During City Council meetings, in-person speakers would be heard first, followed by virtual speakers.
However, public comment will not conclude until all speakers are heard, unless the Mayor exercises the discretion outlined above to cap public comments at a time certain.
Technology Disruption Policy
SB 707 requires the City Council to adopt a policy outlining how meetings will proceed if remote public participation is interrupted. The proposed policy (Attachment 2) establishes clear procedures, timeframes, and decision points to ensure compliance with state law while allowing the City Council to continue conducting business when appropriate.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
Under the proposed policy, if a disruption occurs that prevents remote public participation, the Mayor will announce the disruption, and the City Council will recess the meeting to allow staff time to restore service.
The Brown Act requires that the meeting remain in recess for up to one hour while good faith efforts are made to restore access. During this time, staff will work to resolve the issue, which may include troubleshooting software, resetting equipment, switching to backup systems, or coordinating with technical support providers.
If remote access is restored within the one-hour period, the meeting will resume and continue as normal.
If remote access cannot be restored after one hour, the City Council may either adjourn the meeting or continue the meeting after making a formal finding, by roll call vote, that the City has made good faith efforts to restore access and that the public interest in continuing the meeting outweighs the public interest in remote participation.
In these situations, real time coordination between the Mayor, City Clerk, City Attorney, and technical staff is necessary to determine the appropriate course of action. This may include decisions about whether to pause the meeting, continue specific agenda items, defer items to a future meeting, or adjourn entirely.
This policy reflects an important shift from prior practice. Previously, the City offered remote participation as an additional service but was not required to do so, which allowed meetings to continue without interruption if technical issues occurred. Under SB 707, remote participation is now required for the City Council, and disruptions must be addressed in accordance with specific statutory procedures.
The proposed policy provides a clear framework to ensure compliance with SB 707 while preserving the City Council’s ability to proceed with City business when appropriate and in the public interest.
Translation and Interpretation Support
Section 54953.4 (2) (A) An eligible legislative body shall reasonably assist members of the public who wish to translate a public meeting into any language or wish to receive interpretation provided by another member of the public, so long as the interpretation is not disrupting to the meeting, as defined in Section 54957.95. The eligible legislative body shall publicize instructions on how to request assistance under this subdivision.
The law also requires cities to take proactive steps to increase participation, particularly from underrepresented and non-English speaking communities. This includes maintaining accessible online systems for requesting agendas, providing a dedicated public meetings webpage with clear participation instructions, and conducting outreach to community organizations and media outlets that serve diverse populations.
In addition, SB 707 requires that meeting agendas and certain public meeting information be translated into applicable languages, which are defined based on population thresholds. Translations may be completed using digital tools and must include instructions for how to participate in the meeting. The City must also provide a physical location where translated agendas can be posted and allow members of the public to share additional translations. The City is not responsible for the accuracy of translated materials.
These provisions are intended to improve accessibility and encourage broader community participation while allowing flexibility in how cities implement these requirements.
The City Clerk’s Office currently provides a Request for Interpretation form on our website and makes every effort to provide an interpreter when requested. To date, we have consistently fulfilled all interpretation requests. In practice, we accommodate interpretation during meetings by extending public comment time as needed to allow for consecutive interpretation of comments into English.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4
Staff recommends continuing these practices and formalizing additional measures to support accessibility. This includes providing space for interpreters at the meeting location, allowing the use of personal devices for translation or interpretation, and making City devices available upon request when feasible. The City may also utilize digital translation tools to support access to meeting materials. Any translated materials will be clearly identified as unofficial and provided as a courtesy, and the English version of the agenda will remain the official record.
In addition, the City will designate a bulletin board outside of the City Hall lobby, where agendas are currently posted, as a location for community members to access or share translated versions of agendas, including Spanish translations. Clear notice will be provided that these translations are not official City documents. These efforts support greater access while remaining operationally manageable and consistent with state law.
Community Outreach and Public Engagement
SB 707 requires cities to make reasonable efforts to engage communities that may not traditionally participate in public meetings. The City already has strong practices in place, including early agenda posting, online access to materials, and clear public participation information. Staff recommends building on these efforts by expanding outreach to community organizations, increasing visibility of meeting resources at public locations, and translating key participation materials into commonly spoken languages in the community. These improvements are consistent with the City’s commitment to transparency, accessibility, and inclusive civic engagement.
Disruptive Behavior in Public Meetings Policy
As part of implementing updated meeting procedures, staff has developed a Disruptive Behavior in Public Meetings Policy (Attachment 4) to establish clear, lawful, and consistent procedures for preventing and responding to disruptions during public meetings, regardless of whether they occur in person or through remote participation. The policy is designed to balance the City’s obligation to maintain order and ensure meetings can proceed with its responsibility to protect free speech and public participation rights under the First Amendment and the Brown Act. It outlines proactive measures to set clear expectations for public participation, as well as step by step procedures for addressing disruptive conduct if it occurs.
These procedures include assessing whether behavior constitutes protected speech or actual disruption, issuing warnings, removing individuals when necessary, and recessing the meeting in more significant situations. The policy also emphasizes the importance of coordination between the Mayor, City Clerk, City Attorney, and supporting staff when responding to disruptions. This approach provides a consistent and legally sound framework to support orderly meetings while preserving the public’s right to participate.
Expanded Teleconferencing for Boards, Commissions, and Committees State law now allows, but does not require, the City Council to authorize eligible boards, commissions, and committees (BCC) to meet fully remotely for up to six months at a time. This option is referred to as expanded alternative teleconferencing.
The law defines an “eligible subsidiary body” as a legislative body that serves exclusively in an advisory role, is not authorized to take final action on legislation, regulations, contracts, liens, licenses, permits, or other entitlements, grants, or allocations of funds, and does not oversee sensitive subject areas such as elections, budgets, police oversight, library materials, or taxes and related spending proposals. These bodies may include elected officials, non-elected members, or a combination of both.
Staff does not recommend authorizing this option at this time.
In person meetings continue to provide the strongest opportunity for public engagement, clear communication, and meaningful dialogue between members of the public, BCC members, and staff.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 5
Allowing expanded remote meetings for all BCCs would add operational complexity and increase the risk of Brown Act issues. SB 707 introduces more detailed and operationally sensitive requirements related to remote participation and public access, which require consistent oversight to implement correctly.
These requirements may require real time legal and technical determinations, including whether to pause a meeting, continue an agenda item, or adjourn. As a result, having trained staff present, including the City Clerk, City Attorney, and technical support staff, is important to ensure compliance, reduce legal risk, and support consistent and effective meeting operations.
FISCAL IMPACT:
There is no fiscal impact as a result of this action.
OPTIONS:
The City Council has the following options to consider on this matter:
1. Adopt the resolution
2. Adopt resolution with modifications.
3. Direct staff to return with more information.
RECOMMENDED ACTION:
Adopt a resolution authorizing hybrid city council meetings effective July 1, 2026, and adopting a Technology Disruption Policy, Multilingual Agendas & Participation Policy, and Disruptive Behavior in Public Meetings Policy to implement SB707 (Durazo).
ATTACHMENTS:
1. Resolution
2. Technology Disruption Policy
3. Multilingual Agendas & Participation Policy
4. Disruptive Behavior in Public Meetings Policy
5. City Clerk’s Office Administrative Procedures
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAFAEL AUTHORIZING HYBRID CITY COUNCIL MEETINGS EFFECTIVE JULY 1, 2026, AND ADOPTING A
TECHNOLOGY DISRUPTION POLICY, MULTILINGUAL AGENDAS AND PARTICIPATION
POLICY AND A DISRUPTIVE BEHAVIOR IN PUBLIC MEETINGS POLICY TO IMPLEMENT SENATE BILL 707 (DURAZO)
WHEREAS, the Brown Act establishes requirements to ensure that meetings of local legislative bodies are open, transparent, and accessible to the public; and WHEREAS, in 2025, the California State Legislature adopted Senate Bill 707 (Durazo), which amended the Brown Act to expand public access to ‘eligible legislative body’ meetings, including requirements related to remote participation, public comment, language accessibility, and community outreach; and
WHEREAS, Senate Bill 707 establishes a phased implementation, with certain provisions effective January 1, 2026, and additional requirements operative July 1, 2026; and WHEREAS, the City Council of the City of San Rafael qualifies as an eligible legislative body under Senate Bill 707 and is therefore required to comply with specific provisions related to remote participation, public comment, and access; and
WHEREAS, the City of San Rafael is committed to transparency, accessibility, and inclusive public engagement, and seeks to implement Senate Bill 707 in a manner that is clear, practical, and consistent with these values; and
WHEREAS, staff has developed policies to support implementation of Senate Bill 707, including a Technology Disruption Policy, a Multilingual Agendas and Participation Policy, and a Disruptive Behavior in Public Meetings Policy; and WHEREAS, these policies establish a framework to ensure compliance with state law while supporting efficient and effective meeting operations; and WHEREAS, the City Clerk’s Office has developed administrative procedures to provide clear operational guidance for implementation of these policies and ongoing compliance; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Rafael as follows:
Section 1. Authorization of Hybrid Meetings
The City Council hereby authorizes the implementation of hybrid City Council meetings, including in person and remote public participation, effective July 1, 2026, in accordance with Senate Bill 707.
Section 2. Adoption of Policies
The City Council hereby adopts the following policies, attached hereto and incorporated by reference:
2 A. Technology Disruption Policy
B. Multilingual Agendas and Participation Policy
C. Disruptive Behavior in Public Meetings Policy
These policies are intended to ensure compliance with Senate Bill 707 and to support accessible, orderly, and effective public meetings.
Section 3. Authorization of Administrative Procedures
The City Council hereby authorizes the City Clerk to develop, implement, and maintain administrative procedures necessary to carry out the policies adopted by this Resolution.
Such procedures shall include operational guidance for staff, training materials, and standardized processes to ensure consistent application of the policies during City Council meetings. The City Clerk is further authorized to update such procedures as necessary to reflect changes in law, technology, or best practices, provided that such updates remain consistent with the policies adopted by the City Council.
Section 4. Implementation
Staff is directed to take all necessary actions to implement this Resolution and ensure full compliance with Senate Bill 707 by July 1, 2026.
I, Lindsay Lara, Clerk of the City of San Rafael, hereby certify that the forgoing Resolution was duly and regularly introduced and adopted at a regular meeting of the City Council of said City held on Monday, the 1st day of June 2026, by the following vote, to wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
___________________
Lindsay Lara, City Clerk
CITY OF SAN RAFAEL
POLICIES AND PROCEDURES
Technology Disruption Policy
1. Background
Senate Bill 707 (2025) amended the Brown Act to require eligible legislative bodies to adopt, on or before July 1, 2026, a policy addressing how the agency will respond to disruptions in telephonic or internet service that prevent members of the public from attending or observing a meeting remotely.
This policy is adopted to comply with that requirement and to ensure continuity of public participation during technical disruptions.
2. Purpose
The purpose of this policy is to establish procedures for responding to a disruption in the telephonic or internet services that provide two-way remote public access to meetings of the City of San Rafael City Council, as required by the Brown Act (Gov. Code § 54953.4). The policy ensures transparency, public participation, and continuity of government during technology disruptions.
3. Definitions
For purposes of this policy:
• “Disruption” means any failure, outage, or other interruption that prevents members of the public from attending or observing the meeting via these remote access services. • “Remote access services” means the two-way telephonic service and/or two-way audiovisual platform used to provide real-time remote public attendance and observation of meetings.
4. Applicability
This policy applies to all open and public meetings of the City Council at which remote public participation is offered or required under the Brown Act.
5. Procedures in the Event of a Service Disruption
5.1 Identification of Disruption
A disruption occurs when members of the public are unable to access, observe, or participate in the meeting through the City’s two-way remote participation platform.
Staff shall confirm whether the disruption affects the public’s ability to both observe and provide comment. Disruptions limited to passive viewing platforms, such as livestreams, do not trigger these procedures.
Once a disruption is identified, staff shall immediately notify the City Clerk and the Mayor.
Subject: Technology Disruption Policy
Resolution No.
Issue Date:
Revision Date:
Prepared By Lindsay Lara, City Clerk
Approved By: City Council
Teleconferencing & Disruption Management Policy
5.2 Response to Service Disruption
If the Mayor or City Clerk becomes aware of a disruption to the agency’s remote access services that prevents members of the public from attending or observing the meeting remotely:
1. The Mayor or City Clerk shall immediately announce the disruption to the public.
2. The Mayor may then call for a recess of the open session, or convene the legislative body in closed session, consistent with the Brown Act.
3. Staff shall begin efforts to diagnose and restore the disrupted service.
4. After consulting with the City Attorney, the City Council may adjourn the meeting and continue the items to a future meeting date; or
5. The meeting shall remain in recess for at least one hour or until service is restored, whichever is sooner. The recess period may be extended if restoration efforts are ongoing.
5.3 Efforts to Restore Service
The agency shall make good faith efforts to restore remote access services, which may include:
• Troubleshooting platform or teleconferencing software • Resetting or replacing audiovisual equipment
• Attempting alternative connection methods
• Contacting necessary support staff or service providers • Switching to back-up equipment or platforms, if available The City Clerk shall document the restoration efforts undertaken. Staff shall maintain communication with the City Clerk, City Attorney, and Mayor throughout the restoration process to provide updates and assess progress.
6. Recess Period and Time Requirements
The meeting shall remain in recess for up to one hour to allow time for restoration of remote access.
The meeting may resume earlier if service is restored. Open session shall not resume until either remote access is restored or the one-hour period has elapsed.
Closed session, if properly agendized, may proceed during the recess period.
7. Reconvening the Open Session
7.1 If Service Is Restored
If the remote access service is restored before or at the time the meeting reconvenes, the meeting shall continue as normal.
7.2 If Service Is Not Restored
If remote access cannot be restored after one hour, the City Council, in consultation with the City Attorney and City Clerk, shall determine how to proceed.
The City Council may adjourn the meeting and continue items to a future meeting, or continue the meeting after adopting a formal finding, by roll call vote, that good faith efforts were made to restore service and that the public interest in continuing the meeting outweighs the public interest in remote participation.
Teleconferencing & Disruption Management Policy
In making this determination, the City Council may consider factors, such as, but not limited to, the nature of the agenda items, including whether there were any public hearing items, time sensitivity, level of public interest, and overall impact on the public. The City Council may continue with some, but not all of the agenda items.
7.3 Management of Agenda Items
During a disruption, staff and the City Council may determine whether to continue all items, defer specific items, or proceed with time sensitive matters.
Public hearing items or items with significant public interest should be carefully evaluated before proceeding without remote access.
All decisions shall be made in coordination with the City Attorney to ensure compliance with applicable law.
7.4 Motion to Continue without Remote Access
If it is determined to continue the meeting without remote access, the City Council must take action, by roll call vote, that good faith efforts were made to restore service and that the public interest in continuing the meeting outweighs the public interest in remote participation.
Example Motion Language: “The City of San Rafael has made good faith efforts to restore telephonic or internet service in accordance with its adopted policy, and the public interest in continuing the meeting outweighs the public interest in remote public access.” Upon adoption of the finding, the legislative body may continue the open session despite the fact that remote access services have not been restored.
8. Record Keeping
The City Clerk shall enter a brief statement into the meeting minutes, including the following:
• The nature and time of the disruption
• The restoration efforts undertaken
• The time the meeting was reconvened (if applicable)
• Any finding adopted pursuant to Section 7
9. Policy Review and Updates
This policy may be amended by the City Council at a noticed public meeting in open session, not on the consent calendar.
CITY OF SAN RAFAEL
POLICIES AND PROCEDURES
Multilingual Agendas & Participation Policy
1. Purpose
The purpose of this policy is to ensure that City Council meetings of the City of San Rafael are inclusive, accessible, and equitable by providing multilingual access to meeting agendas and participation opportunities. This policy supports compliance with the Ralph M. Brown Act (Government Code § 54950 et seq.) as amended by SB 707 (Durazo), which requires eligible legislative bodies to translate city council meeting agendas into applicable languages and engage in outreach to ensure meaningful public participation beginning July 1, 2026.
It also reflects the City’s commitment to advancing language access consistent with federal civil rights law (Title VI of the Civil Rights Act of 1964) and California Government Code § 7290– 7299.8 (the Dymally-Alatorre Bilingual Services Act).
2. Scope
This policy applies to all City staff that prepare, post, or distribute city council meeting agendas and materials for city council meetings. It also applies to public outreach and engagement activities associated with these meetings.
3. Definitions
• Applicable Languages: Languages spoken by 20% or more of the residents in the City’s jurisdiction who speak English less than “very well,” as determined by U.S. Census data or more recent demographic information.
• Agenda: The legally required notice of a public meeting under the Brown Act, including time, location, and a description of each item of business. • Language Access Services: Services provided to ensure meaningful participation for individuals with limited English proficiency, including translation of written materials and interpretation of spoken language.
4. Policy
4.1 Translation of Agendas
• All regular and special meeting agendas for the City Council must be translated into all applicable languages as defined above.
Subject: Multilingual Agendas & Participation
Policy
Resolution No.
Issue Date:
Revision Date:
Prepared By Lindsay Lara, City Clerk
Approved By: City Council
Multilingual Agendas & Participation Policy
• Translated agendas must include the same information as the English version, including meeting details, item descriptions, and participation instructions. • Translated agendas must be posted and made available at the same time as the English version, following Brown Act noticing requirements (generally at least 72 hours before a regular meeting and 24 hours before a special meeting). • If last-minute changes to the agenda occur, the City will make reasonable efforts to update translations but must always ensure the agenda complies with Brown Act posting requirements.
• There shall be available a 24/7 bulletin board for members of the community to post their own translations of City Council agendas. The City is not responsible for the contents of those agendas and will not monitor for accuracy. • Board, commission and committee agendas may be translated upon request only and will make every effort to translate the agenda. Requests for translation must be submitted 48 hours prior to the public meeting.
4.2 Outreach and Notification
• The City Clerk’s office must engage in outreach to limited English proficiency communities to encourage participation in public meetings. • Outreach may include sharing translated agendas via email lists, community-based organizations, social media, and the City’s website.
• Meeting notices should include a statement that interpretation services are available upon request, and instructions on how to request them.
4.3 Interpretation Services
• When a language spoken by 20% or more of residents is identified, the City will make reasonable efforts to provide oral interpretation services during public meetings upon request.
• Requests for interpretation services should be submitted at least 48 hours before the meeting whenever possible.
• The City will also strive to offer real-time interpretation (simultaneous or consecutive) for public meetings and hearings when significant community interest is anticipated. • To the extent there is a conflict between the English version, and a translated version, the English version shall prevail.
4.4 Responsibilities for Staff and Departments
• The City Clerk’s Office is responsible for identifying applicable languages annually, coordinating translation/interpretation services, and ensuring compliance with posting and noticing requirements.
• Staff liaisons supporting boards, commissions, and committees shall notify the City Clerk’s office of requests for translation and submit documents to an interpreter in advance to allow sufficient time for translation. Staff liaisons will request interpretation services to ensure meetings have interpretation upon request.
Multilingual Agendas & Participation Policy
5. Accessibility and Equity Considerations
• In addition to compliance with language thresholds, staff should consider community context and provide translation and interpretation beyond the minimum requirements when necessary for meaningful participation.
• The City will review demographic data annually to ensure that language services reflect current community needs.
• Materials beyond the agenda (such as staff reports) may also be translated for highimpact meetings or topics of significant community interest.
6. Documentation and Recordkeeping
• Translated agendas and materials must be maintained in the City’s records management system consistent with the City’s Records Retention Schedule.
7. Training and Compliance
• The City Clerk’s Office will provide training for staff liaisons on multilingual requirements, translation/interpretation procedures, and how to work effectively with interpreters.
• Compliance with this policy will be monitored by the City Clerk’s Office and reported periodically to the City Manager.
7. Policy Review
This policy will be reviewed periodically by the City Clerk’s Office, in coordination with the City Attorney’s Office, to ensure continued compliance with state law and best practices in language access.
Reference Materials:
• Multilingual Agendas & Participation - Staff Checklist • Guide to Managing Interpretation on Zoom Webinar
CITY OF SAN RAFAEL
POLICIES AND PROCEDURES
Disruptive Behavior in Public Meetings Policy
1. Purpose
The purpose of this policy is to establish clear, lawful, and consistent procedures for preventing and responding to disruptive behavior during public meetings conducted under the Ralph M. Brown Act. It is essential that the City balance its duty to maintain order and ensure public access with its obligation to protect free speech and public participation rights under the First Amendment and the Brown Act.
2. Scope
This policy applies to all legislative bodies of the City of San Rafael, including the City Council and all boards, commissions, and committees, as well as City staff, contractors, and moderators involved in administering public meetings, whether conducted via teleconference or in-person.
3. Definitions
• Zoom bombing: Unauthorized or disruptive behavior during a hybrid public meeting, including offensive language, hate speech, obscene images, spamming, or coordinated interruptions intended to derail or prevent the meeting from proceeding. • Disruptive behavior: Conduct, whether in person or online, that actually disrupts the orderly conduct of a public meeting, including speaking out of turn, refusing to yield the floor, or preventing others from speaking.
• Protected speech: Expression protected under the First Amendment, including criticism of the government or elected officials, even if offensive or unpopular. Protected speech cannot be censored or silenced unless it crosses into unlawful or disruptive behavior.
4. Policy Statement
It is the policy of the City of San Rafael to foster public participation and protect freedom of expression during all public meetings while also ensuring meetings proceed in an orderly, safe, and lawful manner.
Disruptive conduct, whether occurring in person or online, may be addressed by the presiding officer or meeting host using the procedures outlined in this policy.
5. Meeting Management Strategies
City staff should proactively implement the following measures before each meeting, whether in-person or hybrid:
• Use Webinar settings: Zoom Webinar offers greater control over participant audio and video than standard meetings including:
o Disable screen sharing for attendees: Only hosts, co-hosts, and panelists should have screen-sharing privileges.
Subject: Disruptive Behavior in Public Meetings
Policy
Resolution No.
Issue Date:
Revision Date:
Prepared By Lindsay Lara, City Clerk
Approved By: City Council
Disruptive Behavior in Public Meetings Policy
o Remove chat features: Disable private chat and restrict public chat if not required for meeting function.
• Set clear expectations at the start: Read a short statement on meeting decorum and consequences of disruption.
Sample decorum statement:
“This is a public meeting of the City of San Rafael. Everyone is welcome to participate. The statements made by individuals during participation do not represent the City’s position.
Disruptive behavior that prevents others from speaking or interferes with the orderly conduct of this meeting will not be tolerated. Individuals engaging in such behavior may be removed from the meeting.”
6. Procedures During a Disruptive Incident (including Zoom Bombing)
6.1 Step 1 – Assess the Behavior
• Determine whether the conduct is protected speech (e.g., strong criticism of city policies or officials) or actual disruption (e.g., shouting over speakers, displaying obscene images, spamming audio).
• If the speech is merely offensive but not preventing the meeting from proceeding, it shall not be censored.
6.2 Step 2 – Issue a Verbal Warning
• The presiding officer should interrupt briefly to issue a warning:
• “We welcome all viewpoints, but behavior that disrupts the meeting is not permitted. Please stop or you may be removed.”
• Give the participant an opportunity to correct their behavior.
6.3 Step 3 – Remove the Participant (if disruption continues) • If the behavior continues and materially disrupts the meeting, the host may remove the participant from the virtual meeting, or an officer may remove a participant from the in-person meeting.
• Note the name, display name, or other identifying details of the removed participant for the meeting record.
6.4 Step 4 – Recess or Suspend the Meeting (if needed)
• If disruption is widespread or coordinated and cannot be controlled quickly, the presiding officer may recess the meeting.
• During recess, staff should:
o Lock the meeting and remove disruptive participants.
o Enable additional security settings (e.g., tighter admission controls). o Consult the City Attorney if needed.
o Resume the meeting once order is restored.
7. Special Considerations for Free Speech
The City is committed to protecting the constitutional right of free speech, even when that speech is critical, offensive, or unpopular. However, the First Amendment does not protect all speech, and certain types of speech — including true threats, incitement to imminent violence, or obscenity — may be restricted or lead to removal if they disrupt the meeting or violate the law.
Disruptive Behavior in Public Meetings Policy
7.1 Distinguishing Protected Speech from Disruptive Behavior • Protected Speech: Criticism of City policies, decisions, staff, or officials is protected, even if it includes profanity, insults, or offensive language.
• Disruptive Behavior: Speech or actions that prevent the legislative body from conducting its business (e.g., yelling over speakers, refusing to yield the floor, spamming the chat) may lead to removal after a warning.
• Unprotected Speech: Speech that constitutes a true threat of violence, incites imminent lawless action, or meets the legal definition of obscenity is not protected and should result in immediate removal and possible law enforcement notification.
7.2 Hate Speech Considerations
“Hate speech” meaning speech that demeans or targets people based on race, ethnicity, religion, gender, sexual orientation, or similar protected characteristics, is often deeply offensive but is generally protected under the First Amendment if it does not cross into unlawful conduct.
Because of this, hate speech alone is not a lawful reason to remove a speaker from a public meeting unless:
• It becomes disruptive and prevents the meeting from proceeding in an orderly manner. • It includes true threats or incites imminent violence against a specific individual or group. • It involves obscene content that is not protected under the First Amendment.
When faced with hate speech that is protected but offensive, the presiding officer should allow the comment to continue and maintain decorum, even if the speech is distasteful. However, if the behavior escalates to disruption, for example, repeated shouting, refusal to stop speaking after a time limit, or making credible threats, the presiding officer may follow the steps outlined in Section 6, including issuing a warning and, if necessary, removal.
8. Documentation and Follow-Up
After any incident, staff should document:
• The date, time, and meeting body involved
• A brief description of the incident and how it was addressed • Names or identifying information of any participants removed • Any actions taken to secure the meeting or prevent recurrence This documentation should be included in the official meeting file and retained in accordance with the City’s Records Retention Schedule.
9. Roles and Responsibilities
• Presiding Officer: Maintains order during the meeting, issues warnings, and decides when to recess or adjourn.
• Host or Co-Host (City Clerk): Implements technical controls, removes disruptive participants, and documents incidents.
• City Clerk’s Office: Provides training on meeting security settings, decorum procedures, and documentation requirements.
• City Attorney: Advises on free speech considerations and potential legal risks related to removal or censorship.
Disruptive Behavior in Public Meetings Policy
10. Policy Review
This policy will be reviewed annually by the City Clerk’s Office, in coordination with the City Attorney and Digital Services and Open Government, and updated as needed to reflect changes in technology, law, and best practices.
Reference Materials:
Quick Decision Checklist for Disruptive Behavior
Remote Access Disruption Policy
Checklist
1. Detection of Disruption
☐ Confirm that remote public participation is not functioning ☐ Determine scope of issue
☐ Audio failure
☐ Video failure
☐ Platform outage
☐ Public cannot comment or access meeting
☐ Confirm disruption affects two-way participation (not livestream)
2. Immediate Response
☐ Mayor announces disruption to the public
☐ Clearly state: “Remote access is disrupted. Meeting will recess now, ___ p.m., to attempt restoration.”
☐ Pause discussion and recess the meeting
3. Start the Clock
☐ Begin timing disruption period
☐ Note time disruption began
☐ Confirm maximum one hour recess window
4. Good Faith Efforts to Restore Service
☐ IT and staff begin troubleshooting
☐ Restart platform or meeting
☐ Check internet connection
☐ Reset audio and video equipment
☐ Switch to backup devices or systems
☐ Attempt alternate access methods (phone line, new link) ☐ Contact technical support if needed
Keep internal communication active between:
☐ City Clerk
☐ IT staff
☐ City Attorney
☐ Mayor
5. During Recess
☐ Determine if closed session may proceed (only if agendized, heard earlier and continued to after the Regular Meeting. Public comment must have already been taken.) Do not resume open session until:
☐ Service is restored OR
☐ One hour has elapsed
☐ Continue monitoring restoration progress
6. If Service is Restored
Confirm public can:
☐ Hear the meeting
☐ Participate via commenting
☐ Announce restoration
☐ Resume meeting normally
☐ Document disruption and resolution
7. If Service is NOT Restored After One Hour
☐ Consult with City Attorney and Clerk
☐ Mayor determines next step
Option A: Adjourn Meeting
☐ Motion to adjourn
☐ Continue items to future meeting
Matrix — Adjourn the Meeting
IF this applies → THEN adjourn
High public interest item (public hearing, controversial issue)
→ Adjourn and continue
item
Significant number of expected speakers cannot
participate
→ Adjourn
Legal risk is high → Adjourn
Technical issue is ongoing and unpredictable → Adjourn
Option B: Continue Meeting
☐ Make formal finding by roll call vote:
☐ Good faith efforts were made
☐ Public interest in continuing outweighs remote access ☐ Clearly announce decision to continue
Matrix — Continue Meeting without Remote Participation
IF this applies → THEN continue
Good faith efforts to restore access were made → Required finding Agenda items are time sensitive → Proceed may be appropriate Limited public interest or no speakers present → Proceed may be appropriate Delay would significantly impact City operations → Proceed may be appropriate “At this time, remote access has not been restored. Staff has made good faith efforts to restore service. The Council will now consider whether to continue the meeting or adjourn.” “I move that the City Council find that good faith efforts have been made to restore remote public access, and that the public interest in continuing the meeting outweighs the public interest in remote participation, and to proceed with the meeting.”
8. Managing Agenda Items During Disruption
Consider whether to:
☐ Continue all items
☐ Continue only time sensitive items
☐ Defer public hearing items
☐ Pause high interest items
☐ Ensure decisions are made with legal guidance
9. Documentation Requirements
Record in minutes:
☐ Time and nature of disruption
☐ Actions taken to restore service
☐ Length of recess
☐ Whether meeting resumed or adjourned
☐ Any formal findings adopted
10. Post-Meeting Follow Up
☐ Staff debrief
☐ Identify cause of disruption
☐ Update procedures if needed
☐ Retain documentation per retention schedule
Quick “In the Moment” Summary
If remote access fails:
1. Announce it
2. Recess the meeting
3. Try to fix it for up to one hour
4. If fixed → resume
5. If not fixed → adjourn OR vote to continue
Multilingual Agendas &
Participation: Staff Checklist
This checklist is designed to help staff prepare and manage multilingual agendas and language access services for public meetings. Follow these steps to ensure compliance with state law and support inclusive community participation.
1. Draft Agendas – Plan Ahead for Translation
Submit your draft agenda to the City Clerk’s Office at least 4–5 business days before the meeting. • This ensures there is enough time to complete Spanish translations. • Agendas must include all required meeting details and item descriptions before translation begins.
• Last-minute changes should be avoided. If unavoidable, notify the City Clerk’s Office immediately.
2. Translation Requirements
All agendas must be translated into Spanish.
• The translated version must include the same information as the English agenda. • Translated agendas must be posted and distributed at the same time as the English version. • Post translated agendas on the City website, distribute to community partners, and include them in regular outreach channels.
3. Public Outreach and Notices
Use multiple outreach methods to share translated agendas and encourage participation. • Email lists and newsletters
• Social media posts
• Partnerships with community organizations
• City website and online calendar
Always include a language access statement on your notices and agendas, for example:
• “Spanish interpretation services are available. Please contact the City Clerk’s Office at [email protected] at least 72 hours before the meeting to request an interpreter.”
4. Interpretation Services – Requests and
Coordination
The City provides oral interpretation services in Spanish upon request.
Multilingual Agendas & Participation: Staff Checklist
• Requests must be received at least 72 hours before the meeting. • Late requests will be accommodated when possible, but cannot be guaranteed. • Notify the City Clerk’s Office immediately if you anticipate high public interest so additional support can be arranged.
5. During the Meeting
Ensure interpretation equipment (if applicable) is set up and tested before the meeting starts.
Staff liaisons should coordinate with interpreters on timing, speaking pace, and comment procedures.
Clearly explain to attendees how they can request interpretation assistance during the meeting.
6. After the Meeting
Save translated agendas and documentation of interpretation services provided in your department’s records repository.
Retain these records according to the City’s Records Retention Schedule.
Tip: When in doubt, consult the City Clerk’s Office early in the process. We are here to help ensure every resident has the opportunity to understand and participate in their local government.
Staff Liaison Guide:
Managing Interpretation on Zoom Webinar
This guide is designed to help staff liaisons confidently manage language interpretation during public meetings held on Zoom Webinar. Providing real-time interpretation is an important part of our commitment to accessible, inclusive public participation — and a key requirement under state law starting July 1, 2026 (SB 707).
1. Before the Meeting - Preparation is Everything
Schedule all Zoom Webinars in Preparation for Interpretation • All boards, commissions and committees use a Zoom Webinars (not a regular meeting) for Brown Act meetings. Make sure to enable interpretation features on all Webinars. • When creating all Webinars, ensure “Language Interpretation” is enabled under “Advanced Options.” – even if interpretation wasn’t requested. This helps us stay agile to late requests. • Add your personal email here to accommodate late requests for interpreting, and the large number of interpreters we may use.
• Make sure ‘Practice Session’ is selected. This enables staff to testing in a contained environment not visible by the public.
Confirm Interpretation Needs Early
• Interpretation must be offered if Spanish interpretation is requested at least 72 hours in advance of the meeting – but staff is required to attempt to obtain interpretation regardless of the deadline.
• The City Clerk’s office will notify you if a request for Spanish interpretation was received and provide you with the interpretation company to secure an interpreter. • When securing interpretation, secure two interpreters to interpret the meeting in either consecutive or simultaneous interpretation.
• Notify the interpreter of the meeting time, date, duration, and topic as soon as possible. • Once you have your interpreter, invite them as a Panelist to the meeting in Zoom.
Provide the Interpreter with Materials in Advance
• Send a copy of the agenda and any key terms or acronyms they may encounter. • If there are presentations or staff reports, send them ahead of time so they can review the content.
Prepare Your Team
• Coordinate with the meeting chair to remind speakers to pause periodically and speak clearly for accurate interpretation.
• Ensure a colleague is available as backup support if needed.
2. Testing the Webinar – 30 Minutes Before the
Meeting
Start the Practice Session Webinar Early
• Begin the practice session 20–30 minutes before the meeting so you have time to set up interpretation and troubleshoot.
Assign Roles
In the Practice Session environment, you can have another staff member join the meeting to test the interpretation function (they need a Panelist invitation to attend during a Practice Session). If everything is working well, you can assign the interpreter to the interpretation function (globe icon). • Interpreter: Assign them as the interpreter and select the interpretation language (e.g., English ↔ Spanish).
• Host or Co-Host: Must be a City staff member (often the liaison). Only hosts can assign interpreters.
• Panelists: Staff, presenters, and board members.
• Attendees: Members of the public.
Test Interpretation Channels
• Ask the interpreter to begin a short test translation. • As host, click the � “Interpretation” globe icon and ensure the Spanish and English channels are functioning.
• Join the Spanish channel briefly to confirm sound quality and clarity.
Once everything is running smoothly and you’re a couple minutes from the meeting start time, you can select ‘Start the Webinar’.
3. During the Meeting – Running Interpretation
Smoothly
Announce Interpretation at the Start
When opening the meeting, say something like:
“Spanish interpretation is available for this meeting. To listen in Spanish, click the globe icon at the bottom of your screen and select ‘Spanish.’ To return to English, click ‘English.’” If using a script, repeat this in both languages (or have the interpreter repeat it in Spanish).
Monitor the Interpretation Channel
• Keep an eye on the interpreter’s connection. If they drop off, pause the meeting briefly and reassign them when they return.
• If participants report audio issues, verify that interpretation is still enabled and channels are active.
Remind Speakers to Speak Clearly and Slowly
• Ask presenters and board members to avoid talking over one another. • Pause between agenda items to allow interpreters to complete translation.
Manage Public Comment
• If a Spanish speaker provides public comment, they should be able to provide a full 2-minutes of public comment prior to the comments being consecutively interpreted into English. • Treat virtual and in-person commenters equally in terms of time limits and decorum.
4. If Interpretation Is Disrupted
Sometimes disruptions happen - here’s how to respond:
• Interpreter Disconnects: Pause the meeting and attempt to reconnect them. If reconnection is not possible, continue the meeting without interpretation. • Public Cannot Access Interpretation: Pause the meeting until the problem is resolved. If reconnection is not possible, continue the meeting without interpretation. • Platform Glitch: End the webinar and restart it if necessary. Notify attendees in both languages about what’s happening.
5. After the Meeting – Follow-Up and Recordkeeping
Save and Retain Materials
• If the meeting is recorded, ensure the recording is stored according to the City’s Records Retention Schedule.
• Retain documentation of interpretation requests, interpreter contact info, and any related correspondence.
Provide Feedback
• After the meeting, follow up with the interpreter to discuss any technical issues or suggestions. • Share lessons learned with the City Clerk’s Office to improve future meetings.
Pro Tips for Successful Interpretation
• Keep your agenda and presentations clear and jargon-free. Simpler language makes for smoother interpretation.
• Always test audio quality with the interpreter before attendees join. • Encourage presenters to pause between major points to allow interpreters to keep up.
Questions or Support
For questions about scheduling, interpretation setup, or troubleshooting, contact [email protected]
Quick Decision Checklist for Disruptive
Behavior
Use the following questions in order when assessing whether a speaker’s words or actions warrant removal:
1. Is the speaker addressing a topic within the meeting’s jurisdiction or public comment period?
• �� Yes: Proceed to Question 2.
• � No: You may remind them to stay on topic and, if they refuse, issue a warning. Continued refusal may justify removal for disruption.
2. Is the speech simply offensive, critical, or hateful, but not preventing the meeting from continuing?
• �� Yes: The speech is likely protected under the First Amendment. It cannot be censored or removed solely because of its content.
• � No: Proceed to Question 3.
3. Is the speech actively disrupting the meeting (e.g., shouting over speakers, refusing to yield)?
• �� Yes: Issue a verbal warning. If disruption continues, you may remove the speaker. Document the incident.
• � No: Proceed to Question 4.
4. Does the speech include unprotected content, such as:
• A true threat (credible threat of violence toward a person or group) • Incitement to imminent violence or illegal activity
• Obscene content that meets the legal standard for obscenity • �� Yes: You may immediately remove the speaker and notify law enforcement if appropriate. • � No: The speech is still protected, even if hateful. Allow them to continue if they are within their time limit and not disruptive.
5. Has the speaker been warned and continued to engage in disruptive conduct? • �� Yes: You may remove them to restore order.
• � No: Continue monitoring. If they comply with meeting rules, no action is needed.
Note: Check settings and make sure once you remove an attendee, they may re-enter for future meetings.
Key Principle: Always base decisions on the conduct of the speaker, not the content of their message, unless the content itself crosses into unprotected speech like threats, incitement, or obscenity. ____________________________________________________________________________________
FOR CITY CLERK ONLY
Council Meeting: _______________________
Disposition: ___________________________
Agenda Item No: 4.c
Meeting Date: June 1, 2026
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: City Manager
Prepared by:
John Stefanski, Assistant City Manager
Sean Mooney, Digital Service and Open
Government Director
Sherman Peng, Data Engineer
City Manager Approval: ______________
TOPIC: CITY COUNCIL THREE-YEAR STRATEGIC PLAN IMPLEMENTATION UPDATE AND
PERFORMANCE METRICS
SUBJECT: REPORT ON CITY COUNCIL THREE-YEAR STRATEGIC PLAN IMPLEMENTATION
AND PERFORMANCE METRICS
RECOMMENDATION:
Staff recommends that the City Council receive the report on the implementation of the City Council’s Three-Year Strategic Plan through the development and tracking of annual workplans and performance metrics, and provide feedback on the proposed Fiscal Year 2026-27 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, as follows:
A – Economic Development and Neighborhood Vitality
B – Mobility and Infrastructure
C – Housing and Homelessness
D – Quality of Life: Safety and Well-being
E – High-Performing Government – Innovative, Inclusive, Efficient and Accessible F – Equity, Access, Belonging and Opportunity for All
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. In March 2026, the City Council received a mid-year status update on the Fiscal Year 2025-26 work plan.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 2
Under the City’s strategic planning framework, each year Staff develop individual work plans for each of the priority areas, which detail the specific activities and initiatives staff are targeting to complete by the end of that given fiscal year. This approach provides the organization with a foundation for:
Prioritization: The City Council provides clear direction when emerging priorities arise, including guidance on what work plan objectives will be deferred and acknowledgment of the trade-offs involved.
Alignment: Priorities reflect shared understanding among the City Council, community, and staff, and are grounded in available budget and resources. The Work Plan also integrates commitments from existing plans, including General Plan 2040 and the Housing Element.
Managing Expectations: Work plans are a living document. Local governments routinely face shifting conditions — new state and federal mandates, economic changes, and emergencies — that can affect service delivery. This framework helps set realistic expectations about what the City can accomplish given current resources and constraints over the next year.
Transparency and Accountability: The Work Plan improves the City's ability to track and report progress toward stated goals and objectives.
An important consideration in the creation of the Three-Year Strategic Plan and subsequent annual priority area workplans is balancing the ability for City staff to successfully achieve these goals while maintaining excellence in the delivery of core services and programs. City staff do an extraordinary amount of work, and new initiatives must be balanced with ensuring high-quality services, which the City is chartered to provide. Core services are not captured in the annual work plans; however, this workload is taken into account when determining what work plan objectives can be achieved in a given year.
To this end, the FY 2026-27 Workplan presented with this report has been developed in conjunction with the FY 2026-27 budget process. The alignment with the annual budget process is a critical step in ensuring that the workplan is supported by available resources and that City staff have the capacity, to the extent possible, to prioritize workplan deliverables. As progress is made on the FY 2026-27 workplan, refinements and updates are to be expected during the fiscal year. These may include the identification of additional resources required as the scope and complexity of certain initiatives come into sharper focus.
ANALYSIS:
As the City enters the second year of the Three-Year Strategic Plan, many of the over 100 objectives included in the plan are underway or slated to commence over the next fiscal year. Staff are now tracking progress made on these goals and objectives in the City’s project management application (Asana).
Attachment 1 provides a summary of key accomplishments the City team has achieved in the last fiscal year. Attachment 2 includes a listing of both new work plan items for FY 2026-27, as well as a listing of existing work plan projects that will continue, with specific deliverables, into FY 2026-27. Attachment 3 includes a comprehensive Fiscal Year 2026-27 strategic plan and work plan summary report and update.
SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 3
Performance Metrics
The City of San Rafael has identified key indicators and performance metrics for each priority area and its related objectives to track progress toward defined goals (Attachment 4). The performance metrics program was established in 2022, and new metrics have been identified for the 2025-2028 Strategic Plan.
Dashboards and data insights for these metrics are publicly available on the City’s Performance Metrics webpage and are updated annually as part of the strategic planning process. Each metrics page includes a data dashboard with performance metrics alongside contextual indicator metrics, as well as information regarding performance metric targets.
• Contextual Key Indicator metrics include data points that provide context on the state of the community as it relates to each priority area. In most cases, the City may not have direct influence or control over these indicators.
• Performance metrics are data sets that the City uses to measure the impact of programs and services. These metrics are useful in tracking progress and the effectiveness of individual programs and initiatives. Moreover, it is through the cumulative impact of these efforts that the City hopes to impact the broader Key Indicators associated with each Priority Area.
FISCAL IMPACT:
There is no fiscal impact associated with this report. However, the Three-Year Strategic Plan was utilized to guide the development of the proposed Fiscal Year 2026-27 Annual Budget.
OPTIONS:
The City Council has the following options to consider on this matter:
1. Receive the report
2. Direct staff to return with more information.
3. Take no action.
RECOMMENDED ACTION:
Staff recommends that the City Council receive the report on the implementation of the City Council’s Three-Year Strategic Plan and performance metrics and provide feedback on the proposed Fiscal Year 2026-27 Work Plan.
ATTACHMENTS:
1. FY 2025-26 Key Accomplishments
2. FY 2026-27 Work Plan Projects
a. Workplan Projects Starting in FY 2026-27
b. Workplan Projects Rolling Over from FY 2025-26
3. Strategic Plan Priority Area Status Update Report
4. Key Indicators and Performance Metrics
Attachment 3
Key Accomplishments – Fiscal Year 2025-26
Goals and Objectives Key Accomplishments
A: Economic Development & Neighborhood Vitality
A.1.1
Support local businesses
by filling vacant
commercial spaces and
providing hands-on
assistance through the
San Rafael GO Program.
Economic Incentive Program: Attraction and Retention ✓ Complete Summary: Identified key sales tax generating industries and opportunities for business attraction. Researched incentive programs implemented in comparable jurisdictions.
Next steps: Evaluate incentive options as new major retail developments may arise on a case by case/industry basis. Continue to outreach sectors to strengthen communication and identify opportunities to grow key industries such as hospitality, construction materials, light manufacturing and automotive sales.
San Rafael GO Program: Outreach 25/26 ✓ Complete
Summary: This is an ongoing program of the Economic Development Division, which includes continuous relationship maintenance with the business community and in particular outreach to potential new businesses and commercial brokers.
Next steps Staff met with multiple commercial brokers in 2026 to promote awareness of the services available through the GO Program. Staff will continue to support businesses through one:one customer service and business community engagement. Staff maintains relationships with professional networks to promote resources in the business community including maintaining a contract with the Marin SBDC and the San Rafael Chamber of Commerce to provide business support services.
A.2.2
Improve and maintain
high-visibility public
spaces to signal
community investment
and attract visitors and
shoppers.
Public Spaces Program ● On Track
Summary: Project is on schedule for the Downtown areas. Tasks in progress:
Present to the Economic Dev & Housing Subcommittee (June) Annual update:
Public works (DPW) evaluated staff capacity to add cleaning downtown to the existing workload. It was found that adding this area would not be possible without additional FTEs. DPW worked cross-departmentally on a solution to find the budget to increase staffing. A funding plan was created using the former Downtown Streets Team contract budget, downtown beautification budget (typically used by DPW to pressure wash 2-3 times a year), and parking services cleaning budget. Two new FTEs are being proposed in the FY 2026-27 budget.
Their tasks will include cleaning downtown weekly, power washing regularly, weekly encampment cleanup/ trash pickup, and regular parking garage cleanup.
DPW is procuring pressure washing equipment before the end of FY 2025-26.
Next Steps: After budget is adopted, recruit 2 staff members. Consider evaluating other areas in the city as part of a future effort.
A.2.3
Combat illegal dumping
through a coordinated,
citywide program of
outreach, surveillance,
and cleanup.
Illegal Dumping Program - 2025-2028 ● On Track
Summary: Rolled out multifamily bulky item program to all multifamily units in San Rafael. Hot spot campaigns have been conducted in three new areas.
Surveillance tower has been secured and deployed for 2026 pilots and hot spot campaigns. Many more engagements have taken place in neighborhoods throughout the City.
Next steps: Conduct more hot spot campaigns. Review and refine City municipal code to improve enforcement.
A.3.1 Placemaking Events 2025-2028 ● On Track
Attachment 3
Key Accomplishments – Fiscal Year 2025-26
Goals and Objectives Key Accomplishments
Bring public art
installations and activation
events to Downtown San
Rafael to increase
vibrancy and community
connection.
Summary: Public Art Program Implementation is on track and on budget. Artist selection approved by City Council. Public Art Program Community outreach completed. Over 1,100 feedback survey responses were received. 'Touch the Sky' sculpture was purchased and installed at the San Rafael Community Center.
A ribbon cutting event was held on May 6, 2026 for Touch the Sky. Marketing and social media campaign activated for Public Art Program installation period between May and June 2026. ArtBurst 2026 grant program launched to provide funding for downtown businesses and artist to develop unique community-based arts activities in June 2026. Five awards are in process.
Next steps: Complete Public Art Program installations and produce celebration event. Support the Summer Market with additional placemaking opportunities through coordination with the Second Friday Art Walk.
A.3.3
Streamline the special
event permit process and
identify opportunities to
better leverage
community events.
Special Event Permit Program Update ✓ Complete
Summary: Transitioned administration of the Special Event Permit (SEP) program from SRPD to CED in July 2025, aligning the program with CED services and allowing Police staff to focus on core public safety responsibilities Completed migration of the SEP program into OpenGov in September 2025, streamlining permitting processes and eliminating the need for separate event software, resulting in more than $10,000 in annual cost savings.
B: Mobility & Infrastructure
B.1.2
Study the feasibility of a
pedestrian and bicycle
bridge crossing the Canal
in East San Rafael and
secure funding for
construction.
Canal Bridge Feasibility Study ● On Track
Summary: DPW advertised RFP for consultants for feasibility study and design of Canal bridge crossing project. After cross departmental interview panel, Mark Thomas was selected as consultant. PSA went to City Council on 5/18.
Next Steps: Begin environmental and feasibility study. Continue to seek grant funding for both bridge and park projects. Currently no design funding for park and there is a funding shortage for design. In addition, there is no funding secured for potential future construction.
B.2.3
Implement changes
required by new state
traffic safety laws,
including daylighting
intersections (AB 413)
and updated speed limits
(AB 43).
Implement New Traffic Safety Laws ● On Track
Summary: Schedule update: Project on schedule. Tasks in progress: AB 43 new MUTCD (Manual on Uniform Traffic Control Devices) evaluation and prep for Council Public Hearing 7/20. Monthly update: Presented to the PAAC on 4/15.
Re-evaluated roadways based on Jan 26 new MUTCD guidelines and making adjustments to roadways and extents.
Next Steps: PMX to create updated report. Prep for City Council (public hearing) on 7/20 Risks: Pt San Pedro roadway extent did not meet new MUTCD criteria (through City and County jurisdiction). AB 43 unable to be applied and other traffic calming measures (like land width reduction) will need to be installed before another speed survey can be taken to apply AB 43 in future.
B.3.2
Track and assess the
condition of City-owned
infrastructure and assets
through a formal asset
Asset Management Data Implementation ✓ Complete
Summary: Supported DPW in the review and migration of data into PSD Citywide (Software). Worked with DPW and CivicPlus to build integrations between SeeClickFix and PSD Citywide.
Next steps: Scoping project to leverage PSD Citywide eGIS module to enable DPW field staff to update GIS layers directly from mobile devices.
Attachment 3
Key Accomplishments – Fiscal Year 2025-26
Goals and Objectives Key Accomplishments
management system and
policy.
C: Sustainability & Resilience
C.1.1
Develop/Implement Zero
Emission Vehicles Plan
Zero Emissions Vehicle Plan ● On Track
Summary: Permits are secured and contracts are complete. Funding requests are in and all materials are ordered.
Next steps: Construction to begin this month (May 2026) C.2.2
Continue implementing
and refining the City's
Wildfire Action Plan to
protect residents and
property from fire risk.
Wildfire Action Plan Implementation ✓ Complete
Summary: Prepared and presented an annual progress update of the Wildfire Action Plan to City Council. Completed installation of safe parking program on narrow and hillside roadways including parking boxes, red curbs, increased signage and other traffic control measures. Minor adjustments will be ongoing.
Next steps: Continue to implement the zone zero grant program and to encourage broader implementation. Ongoing effort to encourage resident participation and action.
C.2.4
Develop a Sea Level Rise
Adaptation Plan in
compliance with state law
(SB 272) to prepare the
City for coastal flooding
impacts.
Develop Sea Level Rise Adaptation Plan ● On Track
Summary: The Sea Level Rise (SLR) work is on track, with two major milestones successfully completed: ✓ Complete Governor's Office of Land Use and Climate Innovation Sea Level Rise Grant encompassing monitoring, evaluation of critical facilities, & community engagement. ✓ Conduct Community Engagement for Sea Level Rise Grants was also completed, with a series of videos created and final presentations posted and shared. Outreach will be ongoing to increase awareness.
Next steps: The next focus is on the upcoming City Council presentation:
Presentation to City Council is tentatively scheduled for June 1 and will be an informational presentation on the SLR study results.
D: Housing & Homelessness
D.1.1
Partner with Marin County
to open a housingfocused interim shelter at
350 Merrydale Road and
advance affordable
housing development.
350 Merrydale Interim Shelter ● On Track
Summary: Staff and consultants have completed 100% construction documents for the project. The City Council approved a contract with FS Global to provide program management services as well as cabin units for interim shelter. Program is scheduled to launch in fall 2026. Engagement with the community is ongoing.
Next steps: Complete required site work and installation of units. Following this, begin the transition of individuals from the sanctioned camping area.
D.1.3
Evaluate and update the
City's camping ordinance
as the legal landscape
evolves following recent
court decisions.
Evaluate Camping Ordinance ● On Track
Summary: At their May 29, 2026 meeting, the City Council Homelessness Subcommittee received an enforcement update of SRMC Chapter 19.50, "Camping on Public Property," a report on the administrative interpretation of "Public Facility" and "Parks" under SRMC 19.50(A)(1),(3), as well as the approach to prohibit camping along Andersen Drive.
Attachment 3
Key Accomplishments – Fiscal Year 2025-26
Goals and Objectives Key Accomplishments
Next steps: The City Council will consider the Staff Recommendation to prohibit camping along Andersen Drive at their June 15, 2026, meeting.
D.1.4
Secure additional funding
for homelessness
programs through grants,
county partnerships, and
philanthropic sources.
Increase/Secure Homelessness Program Funding ● On Track Summary: City staff are currently co-developing a response to a statewide notice of funding availability (NOFA) in addition to work with Marin Community Foundation to launch a philanthropic campaign to support the City's work with individuals experiencing homelessness.
Next steps: Complete response to the state and submit application with the County of Marin. Finalize MOU with Marin Community Foundation.
E: Quality of Life
E.1.1
Ensure Fire and EMS
services can keep pace
with growth through
strategic deployment
analysis and a new Basic
Life Support ambulance.
Ambulance Billing Analysis 2025/2026 ✓ Complete
Summary: The Fire Department has completed this analysis. Our rates our competitive with nearby jurisdictions, we currently are at 100% cost recovery rate, and continue to participate in PP-GEMT and IGT. Revenues are currently maximized as seen with ambulance revenue coming in 10 to 15% higher than estimated.
Next steps: We will continue to monitor cost recovery as well as other State and Federal opportunities for additional funding.
Basic Life Support 2025/2026 ● On Track
Summary: Hired 6 employees and placed Ambulance 51 into service on 1/2/2026. BLS unit provided 23 transports in first month.
Next steps: Will continue to analyze effectiveness of PLS Pilot at the 3 and 6 month milestone
E.1.2
Use data-driven analysis
to optimize how
emergency units are
deployed to improve
response times.
Implement Data-driven Deployment Models ✓ Complete
Summary: We have reviewed the materials furnished by ESCI. We plan to utilize it in forward planning based on the projected high density development and predicted call volume increase anticipated based on new mid and high rise structures in the community.
E.2.2
Secure sustainable
funding for the SAFE coresponder program, which
pairs mental health
professionals with police
on appropriate calls.
Identify Funding for SAFE Program ✓ Complete
Summary: Grant funding has been approved and will fund training for officers, SAFE Team, and partial SAFE Team Funding. We are currently in the process of submitting monthly reimbursement requests through the state. The funding is good through FY 2026-27. Long-term funding beyond FY 2026-27 is needed.
Next steps: SAFE Team work continues daily and they are consistently handling
8.5% of overall call volume on Calls for Service. SRPD will continue to assess options for securing additional funding that will allow us to expand the SAFE program.
E.2.4
Reduce traffic collisions
and dangerous driving
through targeted
Conduct Driving Education and Enforcement ● On Track
Summary: Department staffing reallocated/increased staffing to traffic unit. Grant for 2026-2027 submitted. Next update likely in September/October 2025-2026 grant implemented. Grant objectives continue until October. On-track, confident Attachment 3
Key Accomplishments – Fiscal Year 2025-26
Goals and Objectives Key Accomplishments
education campaigns and
enforcement.
this will be "complete" in October. Traffic safety classes are scheduled and will be ongoing Phase 1 of Implementing New Speed Limit Law (AB43) is complete and we are collaborating with DPW on the next phase Reimplemented Joint Enforcement Operations with Novato, Central Marin - work is ongoing Coordinating traffic calming location review in cross-departmental meetings.
Regular and ongoing collaboration, including Traffic Team Committee Meetings Next steps: Work is continuing as part of regular operations E.3.1
Stand up the Measure P
project team, select
specialists, and establish
the delivery method for
new public safety facility
construction.
Measure P Initial Project Management ✓ Complete
Summary: The project team has been established and in October 2025, the City Council approved a contract with Griffin Structures for capital project management services. At the April 6, 2026 meeting, the City Council received an analysis of alternative project delivery methods and authorized staff to proceed with the Progressive-Design-Build project delivery method; and directed staff to initiate project labor agreement negotiations with the North Bay Building and Construction Trades Council and North Coast Carpenters Regional Council.
Griffin Structures and Best, Best, and Krieger contract staff are in the process of developing the RFQ/P and contract documents for the selection of the progressive design build entity. At the May 18, 2026 meeting, the City Council approved a Conflict of Interest policy for design-build projects, as required by state law.
E.6.1
Update the City's street
food vending ordinance
and develop a clear
implementation,
enforcement, and
communications plan.
Establish Mobile Vending Ordinance ● On Track
Summary: In the fall of 2025 the City Council established a new mobile food program that included enhanced enforcement, permitting pathways, and support for local entrepreneurs. The Community and Economic Development (CED) Department launched the mobile vending permitting process in the 3rd Quarter of Fiscal Year 2025-2026 and made bilingual educational materials available at https://www.cityofsanrafael.org/mobile-vending/ .
Next Steps: CED is now executing a contract with Canal Alliance to provide technical assistance to mobile vendors and finalizing administrative procedures with Marin County’s Environmental Health Services Division for the impoundment of equipment utilized by unpermitted vendors.
F: High Performing Government
F.2.1
Evaluate and deploy
technology solutions —
including AI and
enterprise software —
that improve City
operations and service
delivery.
ERP Phase 1a Financials ✓ Complete
Summary: City of San Rafael went live with the Financial modules on July 1, 2025. Accounts payable, cashiering, contracting, and other Finance modules have been in production all year. Reporting module and CUBES launched in Spring 2026. City Budget module is being used for FY2026/2027 budget.
Next steps: City team is preparing to launch ACH payments, and purchasing card module Phase 2 of ERP: Human Resource Management and Payroll is in configuration and aiming for launch in early 2027
Attachment 3
Key Accomplishments – Fiscal Year 2025-26
Goals and Objectives Key Accomplishments
AI Training 2025 ✓ Complete
Summary: Adopted AI Policy and conducted initial Citywide training sessions on AI best practices and policy.
Next steps: Identifying training opportunities for enterprise AI tools in 2026/2027 OpenGov Software Transition ● On Track
Summary: OpenGov has been fully implemented for CED Building Permits, Planning Permits, Code Enforcement, Fire Permits, and Public Works permits.
After the 2/23 go-live, staff have been "swivel chair" operating in OpenGov and TRAKiT for permits pulled pre-2/23. Staff has diligently worked to update and close out any open permits in TRAKiT. The project team has been working with Deborah Yacobellis and all impacted stakeholders to identify the best approach for data migration on all closed and current records. Field staff have been utilizing cell-enabled iPads for on-site inspections. New IT peripherals have been ordered to help support a modernized CED front desk activities on the 3rd Floor.
Next steps: Complete first export of historical TRAKiT data for all closed permits Migrate over all open permits into OpenGov in advance of the June 30th deadline While TRAKiT will no longer be supported by CentralSquare (TRAKiT vendor), we will still have access to the software until we physically disable/un-rack the server.
F.2.2
Develop and execute a
strategic communications
plan that improves public
messaging, brand
consistency, and
community information.
Communications Roadmap ✓ Complete
Summary: This project, focused on developing and implementing a Communications Plan for the City of San Rafael, has been completed. All milestones and tasks across every phase of the project have been marked complete, culminating in the roadmap being finalized and implementation beginning. Key points include: All four Council Work Plan milestones have been completed: ✓ Evaluate Current Process and Communications Protocols, ✓ Develop Communications Plan Roadmap, ✓ Design Improvements to Process, and ✓ Implement Communications Plan.
Next steps: Continue the implementation of recommendations outlined in the roadmap.
F.2.3
Redesign and update the
City's website for
improved content,
accessibility, and user
experience.
Universal Design Website Project Administration ✓ Complete Summary: This phase of the website project focused on preparation work that was completed in December 2025. This included review of other website vendors, auditing of current website content, and deciding on the appropriate approach. We ultimately decided to stay with our current vendor, ProudCity, with a new content strategy focused on action oriented pages. As not all of the milestones initially listed on this project were completed, they were transferred to the Implementation project which will continue into FY 2026-27.
F.2.5
Partner with neighboring
jurisdictions to pursue
Regional Partnerships for Efficiency ● On Track
Summary: Key accomplishments include: Staff have participated in all planned meetings for the Golden Gate has participated in all planned meetings for the Golden Gate Bridge Highway and Transportation District (GGBHTD); the project Attachment 3
Key Accomplishments – Fiscal Year 2025-26
Goals and Objectives Key Accomplishments
shared services and
regional efficiencies.
has been delayed, so participation will continue. Staff have discussed an amended shared services agreement with representatives from the Marinwood Community Services District and provided an overview of the proposed agreement at the May 4 City Council meeting. Staff have participated in all planned meetings with the Transportation Authority of Marin on the 580/101 project. In November 2025, the City Council approved an MOU between the City and TAM for the Project. Staff has worked with the San Rafael Sanitation District (SRSD) to complete negotiations on a draft separation agreement. The agreement was approved by the San Rafael City Council at its May 18 meeting.
Next steps: Staff plans to bring a revised shared services agreement with Marinwood Community Services District at the June 15 City Council meeting.
Staff will execute and implement the separation agreement with SRSD, and will continue to work with TAM and the GGBHTD to ensure their projects align with the City’s objectives.
F.3.1
Develop a strategy and
timeline for renewing
existing tax measures that
require voter approval.
Tax Measure Strategies ● On Track
Summary: Staff presented the Fiscal Sustainability Framework to the Finance subcommittee in December 2025 and January 2026. This Framework as well as ballot measure strategy was presented to the City Council on February 2, 2026.
The City Council approved placing a renewal of the Library Services Parcel Tax on the June 2026 Ballot.
Next Steps: Staff are in the process of scheduling a kickoff with FM3 and TeamCivX for the November 2026 Ballot Measure work. Staff are also coordinating with CalCities to stay abreast of any developments regarding the Howard Jarvis Initiative slated for the November 2026 Election.
F.3.4
Update the City's master
fee schedule,
development impact fees,
and related fee structures
to reflect current service
costs.
Public Safety Impact Fees ● On Track
Summary: Staff are working with Keyser Marston consultants to establish a Public Safety Impact Fee. Next steps The Public Safety Impact Fee is tentatively scheduled for the City Council meeting on August 17, 2026.
Update Master Fee Schedule and Development Impact Fees ● On Track Summary: At the May 12, 2026 meeting, the City Council Finance Subcommittee received a report outlining staff recommendations related to the update of the City's Traffic Mitigation Fee. At their May 18, 2026 meeting, the City Council held a public hearing to introduce an ordinance amending the City's Park and Recreation Facilities Fee, Park Dedication and In-Lieu Fees and a Resolution adopting a park nexus study, and adopting updated charges for the Park and Recreation Facilities Fee, and adopting updated Park Dedication Requirements and Park Dedication and In-lieu Fees.
Next steps: The City Council continued the public hearing for the Parks related fees to the June 15, 2026 City Council meeting. The Traffic Mitigation Fee is tentatively scheduled for the same meeting.
G: Equity, Access, Belonging
G.2.1
Create an inclusive,
resident-led community
engagement program that
Create Outreach and Engagement Guide/Planning Tool ✓ Complete Summary: The project to develop an outreach and engagement guide is now complete. The work progressed through a structured series of phases — from initial research and drafting, through multiple rounds of stakeholder feedback, to Attachment 3
Key Accomplishments – Fiscal Year 2025-26
Goals and Objectives Key Accomplishments
brings all community
voices — especially
underrepresented groups
— into City decisionmaking.
final revisions and the creation of a centralized resource hub for staff. Key points include: Research & Scoping (early 2025): The project began with foundational research, including reviewing external engagement examples and building out an outreach and piloting timeline. An initial draft of the Community Engagement Playbook was completed, followed by soliciting feedback from the City Manager's office. V2 Draft & Preparation (May–July 2025): The planning worksheet was built out, City Manager feedback was integrated, and a second draft of the guide and worksheet was finalized by late July 2025. Supporting resources — including a stakeholder list concept, a resource brainstorm list, and a citywide events calendar — were developed in parallel. Staff Engagement & Feedback Rounds (August–November 2025): The guide was presented to ACMs, senior staff, and the City Manager's office in August 2025, followed by a Directors presentation in mid-September 2025. Feedback was collected from the DEIB Committee by late September, engagement staff from CED and DPW by late October, and additional staff reviewers through November 2025. A Mid-Level Manager meeting was held by late October 2025, and all staff feedback was fully integrated by early February 2026. Final Revisions & Completion (late 2025–February 2026):
Remaining editorial tasks — including removing acronyms from the guide — were completed by the end of 2025. A planning template was created and staff feedback integration was formally marked complete on February 4, 2026.
Centralized Resource Hub (April 2026): The content of the guide was shared to the employee website for ease of access. The new webpages include an overview of the City's engagement strategies, roles and responsibilities, as well as tools such as planning templates and a stakeholder list. Community Engagement (April 2026): Three community engagement sessions were held, including sessions with nonprofit and education partners, a session with community members facilitated in Spanish, and a session with HOA and neighborhood association representatives. These meetings will inform the strategies implemented to support high quality outreach and engagement in the future.
Pilot Systems for Coordinated Engagement ● On Track
Summary: Twice a month cross-departmental Engagement Team meetings were launched this spring with staff involved in community engagement across the City. The goals are to: provide peer-support and knowledge sharing on engagement strategies, implementation, and evaluation; stay updated on engagement activities happening at the City and with Partner Agencies; increase coordination of engagement related communications and planning of activities; identify ways we can address engagement fatigue and communicate progress over time. An internal tracking system of upcoming community engagement is currently being piloted at the Engagement Team meetings. Three listening sessions (2 in English, 1 in Spanish) have been conducted with community based organizations, community leaders, neighborhood groups/HOAs, and business associations to provide updates on improvements made around communications, engagement, and language access as well as to solicit feedback on what strategies are preferred by community members. Presentations were conducted in Spanish on the Collective Plans in Action report findings to Voces del Canal and El Consejo, which included a discussion of how the City can continue to improve how we report out on implementation progress after an engagement process is complete.
Next steps: Develop an Engagement Hub on the website so that it's easy for community members to have a one-stop-shop for information on public meetings Attachment 3
Key Accomplishments – Fiscal Year 2025-26
Goals and Objectives Key Accomplishments
and opportunities to give public input. Develop calendar to track upcoming outreach and engagement activities so that staff can better coordinate. Ongoing meetings with Canal Alliance and Canal Promise Partnership to coordinate upcoming community engagement.
G.3.5
Develop tools and training
to help staff apply an
equity and climate justice
lens to policies, programs,
and projects.
Develop Equity and Climate Justice Lens ● On Track
Summary: A mock of up a Climate Justice Toolkit and Assessment has been developed along with guidance and resources for staff organized by activity type (Policy, Program, Project) and Department. Feedback has been solicited from the DEIB Committee, Library and Recreation, Long Range Planning, Short Range Planning, and Housing divisions to help inform the content and definition of scope and application. This work is also connected with Objective G.3.2 as we explore opportunities with DPW to integrate an equity and climate justice lens into the CIP prioritization process. A one-page Summary: of the Climate Justice framework was developed to share with staff in April at the Citywide Lunch and Learn.
Next steps: Next steps focus on refining the scope and application of the Climate Justice Toolkit and Assessment.
Attachment 1
Work Plan Projects Starting in FY2026-27
Project Name Council Priority Area Related Objectives Department Tree Ordinance Revision A: Economic Development &
Neighborhood Vitality
A.3.6 Complete a feasibility assessment and phased
implementation plan for the Tree Ordinance revision that prioritizes high-impact, low resource requirements aligned with General Plan 2040 policies. Phase 1 will focus on integrating existing LIDAR inventory data, establishing basic tree protection standards, and developing a multi-year roadmap for expanding the program as resources become available.
Public Works
Asset Management Policy B: Mobility & Infrastructure B.3.2 Assess and track the condition of the City’s assets through the asset management program. Public Works
Fire hardened trails C: Sustainability & Resilience C.3.1 Improve citywide readiness and resilience for disasters and evacuations through outreach and training. Fire Department Evacuation Readiness C: Sustainability & Resilience C.3.1 Improve citywide readiness and resilience for disasters and evacuations through outreach and training. Fire Department Develop and Implement (Disaster Service
Worker) Training and Exercise Plan C: Sustainability & Resilience C.4.1 Develop and implement a multi-year training and exercise plan for Disaster Service Workers and Emergency Operations Center staff in collaboration with other agencies in the County.
Fire Department
Building Evacuation Plan and Signage C: Sustainability & Resilience C.4.2 Review, update and provide continued training for staff on the City’s Emergency Operations Plan. Fire Department
350 Merrydale Affordable Housing Project D: Housing & Homelessness D.1.1 In collaboration with the County of Marin, explore the implementation of a housing-focused interim shelter program, supported by robust case management services to assist in transitioning unhoused community members into permanent supportive housing, or other permanent housing solutions.
Community and
Economic Development
Develop a Homelessness Strategic Plan D: Housing & Homelessness D.1.2 Develop a Homelessness Strategic Action Plan, including community engagement and communications strategies, to guide future work relating to solving homelessness.
City Manager
Evaluate Below Market Rate Program D: Housing & Homelessness D.2.2 Evaluate the Below Market Rate program model and identify opportunities to better leverage affordable housing assets and increase impact.
Community and
Economic Development
Carnegie Re-Use Planning E: Quality of Life
E.3.4 Initiate a public planning process related to the preservation of the historic Carnegie Library for ongoing civic, community, or community-serving commercial uses.
Library and Recreation
Attachment 1
Evaluate Enhanced Library and Recreation
Programs E: Quality of Life
E.5.1 Evaluate library and recreation programs to identify opportunities for improvements in service delivery and enhanced program offerings.
Library and Recreation
Evaluate North San Rafael Library Services E: Quality of Life E.5.2 Evaluate Library Services in North San Rafael. Library and Recreation Citywide Responsiveness and CRM
Discovery F: High Performing Government
F.1.3 Implement a citywide community relationship management (CRM) solution to improve tracking and responsiveness to community questions, code enforcement complaints, and
requests for service.
City Manager
Fair Political Practices Software F: High Performing Government F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal and external processes (i.e., enterprise resource planning, virtual permitting systems, records and information management, website).
City Clerk
Data-Driven Decision Making F: High Performing Government F.2.2 Create and implement a citywide strategic communications plan that improves public messaging, combats misinformation, enhances two-way engagement, and establishes consistent communication practices both within the organization and with the community.
City Manager
Develop City style guide F: High Performing Government
F.2.2 Create and implement a citywide strategic communications plan that improves public messaging, combats misinformation, enhances two-way engagement, and establishes consistent communication practices both within the organization and with the community.
City Manager
San Rafael Police Website (.Gov) F: High Performing Government F.2.3 Update the City’s website to enhance content, functionality, accessibility and customer experience. Police Department Employee Recognition Improvements F: High Performing Government F.4.1 Dedicate resources toward continuous culture building through enhanced employee recognition, comprehensive
onboarding, and mentorship programs.
Human Resources
Change.org Engagement Coordination G: Equity, Access, Belonging G.2.1 Develop an inclusive, resident led community engagement program to bring all members of the community into the decisionmaking process for policies, programs, major projects and initiatives.
City Manager
DEIB Roadmap G: Equity, Access, Belonging
G.3.1 Develop and implement a strategic roadmap to guide the City’s work to achieve equitable outcomes for all community members.
City Manager
Attachment 1
Expand DEIB Training G: Equity, Access, Belonging
G.3.4 Expand employee, appointed, and elected officials training related to policies that ensure equitable outcomes for the community.
City Manager
Digital Equity Planning G: Equity, Access, Belonging
G.3.6 Address the digital divide by pursuing broadband equity projects, improving neighborhood Wi-Fi, and coordinating with the County of Marin Digital Marin program
Digital Service
Attachment 1
Work Plan Projects Rolling Over from FY2025-26
Project Name Council Priority Area Related Objectives Department Analyze Revenue Streams A: Economic Development &
Neighborhood Vitality
A.1.2 Explore the creation of new revenue streams to fund economic growth and vitality through partnerships to identify mutually beneficial investments.
Community and
Economic
Development
Targeted Marketing Initiatives A: Economic Development & Neighborhood Vitality
A.1.3 Drive local economic activity through promotion of destination tourism, enhancing special events, and optimizing city-owned assets by leveraging targeted marketing initiatives.
Community and
Economic
Development
Tourism Funding Model Assessment A: Economic Development & Neighborhood Vitality
A.1.5 Assess the existing tourism funding model to determine if alternative models would enhance tourism sector growth for San Rafael.
Community and
Economic
Development
City Wayfinding A: Economic Development &
Neighborhood Vitality
A.2.1 Create and implement a gateway beautification program with enhanced signage, landscaping, and public art that reflects the City’s identity and vibrancy.
City Manager
Central San Rafael Gateway Pilot A: Economic Development & Neighborhood Vitality
A.2.1 Create and implement a gateway beautification program with enhanced signage, landscaping, and public art that reflects the City’s identity and vibrancy.
City Manager
Urban Land Institute A: Economic Development &
Neighborhood Vitality
A.2.1 Create and implement a gateway beautification program with enhanced signage, landscaping, and public art that reflects the City’s identity and vibrancy.
City Manager
Public Spaces Program A: Economic Development &
Neighborhood Vitality
A.2.2 Develop and implement a program for enhancing and maintaining high visibility public spaces that signals thoughtful investment and care for the places people see and use every day.
Public Works
Illegal Dumping Program - 2025-2028 A: Economic Development & Neighborhood Vitality
A.2.3 Continue implementation of a comprehensive, citywide illegal dumping program. Sustainability
Northgate Specific Plan A: Economic Development &
Neighborhood Vitality
A.3.4 Develop the North San Rafael Priority Development Area Plan.
Community and
Economic
Development
Attachment 1
ESR Specific Plan A: Economic Development &
Neighborhood Vitality
A.3.5 Develop an East San Rafael Specific Plan using the City’s inclusive resident engagement philosophy; collaborate with the community and Canal Alliance to ensure alignment with their community vision plan (Nuestro Canal, Nuestro Futuro).
Community and
Economic
Development
Citywide Zoning Ordinance A: Economic Development &
Neighborhood Vitality A.4.1 Update the City’s Objective Design Standards.
Community and
Economic
Development
Objective Design Standards Update A: Economic Development & Neighborhood Vitality A.4.1 Update the City’s Objective Design Standards.
Community and
Economic
Development
Citywide Bicycle & Pedestrian Plan Update B: Mobility & Infrastructure B.1.1 Develop and adopt an updated Citywide Bicycle and Pedestrian Plan. Public Works
Canal ATP Bridge feasibility study B: Mobility & Infrastructure B.1.2 Conduct East San Rafael Canal Crossing feasibility study and pursue partnerships and funding sources for possible construction of a swing bridge.
Public Works
Parking Permit Program Revision B: Mobility & Infrastructure B.1.3 Revise the City’s current residential parking permit program. City Manager FY25-26 Pavement Management Program B: Mobility & Infrastructure B.1.4 Execute a comprehensive pavement management program to maintain road quality at a “Fair” Pavement Condition Index (PCI) rating across the City’s roadway network.
Public Works
620 Canal Phase 1 - 2025/2026 B: Mobility & Infrastructure B.1.5 Pursue Development of 620 Canal. Library and Recreation Traffic Safety Improvements including
(Vision Zero Action Plan) B: Mobility & Infrastructure B.2.1 Develop and adopt a Vision Zero Action Plan, in alignment with the City adopted Local Road Safety Plan. Public Works Launch/Evaluate Traffic Calming Pilot B: Mobility & Infrastructure B.2.2 Launch and evaluate pilot projects for traffic calming measures to improve neighborhood safety. Public Works
Implement New Traffic Safety Laws B: Mobility & Infrastructure B.2.3 Implement projects as required due to recent legislation; AB413 (day lighting) and AB43 (speed limits). Public Works Attachment 1
Traffic Signal Upgrade B: Mobility & Infrastructure
B.2.4 Modernize and upgrade traffic signal systems to enhance capabilities for managing traffic flow based on the 2040 General Plan.
Public Works
Citywide Building & Facilities Plan (CBFP) B: Mobility & Infrastructure B.3.1 Develop a Citywide Buildings and Facilities Plan to assess, identify and track the condition of City assets, deferred maintenance, and unmet facility and infrastructure needs.
Public Works
Citywide Storm Drain Plan B: Mobility & Infrastructure
B.4.1 Develop a comprehensive Citywide Storm Drain Plan to assess, identify and track storm drain system condition, deferred maintenance, and needed system improvements. The plan will also clarify the City's standards for storm drain infrastructure, develop maintenance schedules, and evaluate sea level rise impacts to the system.
Public Works
Implement Electric Vehicle Acceleration
Strategy C: Sustainability & Resilience
C.1.2 Work with transportation partners to implement the Electric Vehicle Acceleration Strategy and reduce community vehicle miles traveled.
Sustainability
Implement Short-Lived Climate Pollutant
Law SB 1383 C: Sustainability & Resilience
C.1.3 Expand community composting, revise purchasing policies, and collaborate with Zero Waste Marin and Marin Sanitary Service to continue the implementation of SB 1383, the Short-Lived Climate Pollutant Law.
Sustainability
Reduce Community Building Energy Use C: Sustainability & Resilience C.1.4 Reduce community building energy use through incentive programs, community education, and engagement tools as
outlined in the County Building Electrification Roadmap.
Sustainability
Wildfire Action Plan Implementation C: Sustainability & Resilience C.2.2 Continue implementing the Wildfire Action Plan and evaluate the need for revisions including focusing on zone zero (0- 5 feet from homes and structures).
Fire Department
Resiliency in Building Codes C: Sustainability & Resilience C.2.3 Implement existing policy and program commitments in the General Plan 2040, and implement building code policies to support community resiliency, specifically to address the potential hazards listed in Goal C.2.
Sustainability
Climate Partnerships C: Sustainability & Resilience
C.2.5 Explore governance models and a formal collaborative public-private-philanthropic partnership as a foundation for climate adaptation work.
Sustainability
Improve Citywide Readiness and Resilience C: Sustainability & Resilience C.3.1 Improve citywide readiness and resilience for disasters and evacuations through outreach and training. Fire Department Attachment 1
Coordinate and Support
CERT/NRG/Firewise C: Sustainability & Resilience
C.3.2 Coordinate and support Community Emergency Response Teams (CERT), Neighborhood Resources Groups (NRG), Firewise, and similar grassroot groups with training, drills, and resources.
Fire Department
Increase AlertMarin Registrations C: Sustainability & Resilience C.3.3 Increase the number of San Rafael residents signed up for AlertMarin. Emergency Alerts and notifcations. Fire Department Develop/Train on Continuity of Government
Plan C: Sustainability & Resilience
C.4.1 Develop and implement a multi-year training and exercise plan for Disaster Service Workers and Emergency Operations Center staff in collaboration with other agencies in the County.
Fire Department
Staff Training on Emergency Operations
Plan C: Sustainability & Resilience C.4.2 Review, update and provide continued training for staff on the City’s Emergency Operations Plan. Fire Department
350 Merrydale Interim Shelter D: Housing & Homelessness D.1.1 In collaboration with the County of Marin, explore the implementation of a housing-focused interim shelter program, supported by robust case management services to assist in transitioning unhoused community members into permanent supportive housing, or other permanent housing solutions.
City Manager
Update Municipal Code to Support
Development D: Housing & Homelessness
D.2.1 Analyze state housing laws and relevant case laws to streamline policies, remove barriers, and support the
development of new housing in alignment with legal requirements and community needs.
City Manager
Evaluate Tenant Protections Policies D: Housing & Homelessness D.3.1 Evaluate the effectiveness of existing tenant protection policies and consider revisions as needed.
Community and
Economic
Development
Explore Housing Policies D: Housing & Homelessness
D.3.2 Explore policies that protect renters and low-income earners from rising housing costs and economic instability and prevent displacement and preserve housing while ensuring fair returns and sustainability for property owners.
Community and
Economic
Development
Implement Enhanced Wildfire Risk
Mitigation E: Quality of Life E.1.3 Implement an enhanced fire code compliance program, emphasizing education before enforcement. Fire Department PAAC Community Involvement Strategies E: Quality of Life E.1.4 Identify and implement strategies to foster more community involvement to increase trust between law enforcement and the community.
Police Department
Reduce Priority Emergency Response Times E: Quality of Life E.2.1 Reduce emergency response times of Priority 1 police calls. Police Department Identify Funding for SAFE Program E: Quality of Life E.2.2 Identify funding to ensure sustainability and expansion of the Specialized Assistance for Everyone (SAFE) program. Police Department Attachment 1
CPTED - Crime Prevention Through
Environmental Design E: Quality of Life
E.2.3 Integrate safety and crime prevention through
environmental design (CPTED) elements in all infrastructure development and improvement plans/projects.
Police Department
Conduct Driving Education and
Enforcement E: Quality of Life
E.2.4 Reduce dangerous driving behavior and the number of collisions resulting in injury through education and enforcement efforts.
Police Department
Drone as First Responder E: Quality of Life E.2.5 Assess and utilize technology solutions to improve public safety systems and response times. Police Department
Measure P Progressive Design Build E: Quality of Life
E.3.1 Establish a project team, including specialists in building and landscape architecture, design, engineering, environmental, community engagement, project management, construction
management, and regulatory compliance, to ensure the City has the capacity and expertise to successfully complete the Albert Park Library and Community Center project.
Library and Recreation
Conduct Community Engagement - Albert
Park Library & Community Center E: Quality of Life
E.3.2 Based on robust community engagement, develop a
preferred site plan for the Albert Park Library and Community Center that includes the proposed building location, surrounding site layout, recommended programmatic elements, and a
preliminary cost estimate.
Library and Recreation
Pickleweed Branch Renovation E: Quality of Life E.4.1 Complete the Pickleweed Library and Pickleweed Preschool renovation. Library and Recreation
Pickleweed Preschool Portable
Replacement E: Quality of Life E.4.1 Complete the Pickleweed Library and Pickleweed Preschool renovation. Library and Recreation
Citywide Work Planning F: High Performing Government
F.1.1 Create annual work plans for each City Council Priority Area to track progress and revise as necessary when reprioritization is needed.
City Manager
Performance Management F: High Performing Government
F.1.2 Enhance the performance management system that
supports tracking progress towards City Council’s Goals and Objectives.
Digital Service
ERP Phase II - HRM/Payroll F: High Performing Government F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal and external processes (i.e., enterprise resource planning, virtual permitting systems, records and information management, website).
Finance
Attachment 1
Governance, Risk, Compliance F: High Performing Government F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal and external processes (i.e., enterprise resource planning, virtual permitting systems, records and information management, website).
Digital Service
Citywide Communication San Rafael F: High Performing Government F.2.2 Create and implement a citywide strategic communications plan that improves public messaging, combats misinformation, enhances two-way engagement, and establishes consistent communication practices both within the organization and with the community.
City Manager
Universal Design Website Project: Council
Milestones F: High Performing Government F.2.3 Update the City’s website to enhance content, functionality, accessibility and customer experience. Digital Service
Records Management Program Policy F: High Performing Government F.2.4 Update and implement city-wide records retention schedules and Public Records Act related policies and systems. City Clerk Records Retention Schedules F: High Performing Government F.2.4 Update and implement city-wide records retention schedules and Public Records Act related policies and systems. City Clerk Regional Partnerships for Efficiency F: High Performing Government F.2.5 Support and explore regional partnerships and
intergovernmental collaborations to seek efficiencies in service delivery.
City Manager
Tax Measure Strategies F: High Performing Government F.3.1 Develop a timeline and take steps to renew existing tax measures requiring voter approval. Finance
Strengthen Sales Tax Base F: High Performing Government F.3.2 Explore strategies and initiatives aimed at increasing overall sales tax revenues by attracting new sales tax generating entities, diversifying the City’s current sales tax base and capturing sales tax “leakage” in targeted sectors.
Community and
Economic
Development
Identify & Secure New Revenue F: High Performing Government F.3.3 Identify and secure new revenue sources to address the insufficient funding available to address services needs for growing population and to address deferred maintenance of the city's infrastructure, ensuring long-term sustainability, safety, reduction of flood risk, and reliability of public assets, including storm water system, park and facility enhancement plans, etc.
Finance
Public Safety Impact Fees F: High Performing Government F.3.4 Continue to evaluate and update the master fee schedule, development impact fees, and other fees as necessary to ensure full cost recovery and address increased demand for public services and facilities.
Finance
Attachment 1
Update Master Fee Schedule and
Development Impact Fees F: High Performing Government
F.3.4 Continue to evaluate and update the master fee schedule, development impact fees, and other fees as necessary to ensure full cost recovery and address increased demand for public services and facilities.
Finance
Policies: Remote Work F: High Performing Government F.4.4 Promote holistic employee wellbeing through work-life balance initiatives and supportive workplace policies. Human Resources Evaluate/Revise ADA Program G: Equity, Access, Belonging G.1.1 Evaluate and revise the Americans with Disabilities Act program and policies as necessary.
Community and
Economic
Development
Language Access Plan G: Equity, Access, Belonging G.2.3 Develop and implement the City’s Language Resource Access Plan to improve multilingual engagement practices. City Manager Integrate Equity data into CIP process G: Equity, Access, Belonging G.3.2 Develop and implement a policy that ensure equitable distribution of public resources and infrastructure improvements across all areas of San Rafael.
Public Works
Develop Equity and Climate Justice Lens G: Equity, Access, Belonging G.3.5 Develop guidance and train staff in methods for
incorporating equity and climate justice lens into the development of programs, policies, and projects to ensure no unintended harm occurs and to ensure historical injustices are reversed, and not repeated.
Sustainability
Priority Area A: Economic Development
and Neighborhood Vitality
FY2025/2026 Status Update
Progress on goals and objectives reflects the achievement of project milestones connected to each objective.
Many projects are connected to programs that are ongoing and rolled into City operations. An achievement of 100% in a goal or objective means that all milestones in projects identified to support that goal or objective have been achieved in this year. In some cases, additional projects may be added in subsequent years of this strategic plan to support goals and objectives.
Visit the City of San Rafael website to find more details and a list of all Goals and Objectives in this priority area.
View this chart online on the City’s website.
Work Plan Project Updates
The following pages include updates on specific projects identified to support goals and objectives in this priority area.
progress by goal name
A.1 Strengthen the local econom ...
A.2 Transform City gateways and ..
A.3 Enhance neighborhoods to b ...
A.4 Streamline and modernize th ...
0% 20%
..
0 C,
A. 1. 1 Reduce commercial vacancies through business ex ...
A.1.2 Explore the creation of new revenue streams tofu ...
A.1.3 Drive local economic activity through promotion ..
A. 1.4 Evaluate the Cannabis Program and determine if c .. .
A 1.5 Assess the existing tourism funding model to dete .. .
A.2.1 Create and implement a gateway beautification pr .. .
A.2.2 Develop and implement a program for enhancing ..
A.2.3 Continue implementation of a comprehensive, cit ...
A.3.1 Deliver placemalcing elements through funded pu ...
A.3.2 In partnership with the downtown business owner ...
A.3.3 Update the special event permit program to strea .. .
A.3.4 Develop the North San Rafael Priority Developme .. .
A.3.5 Develop an East San Rafael Specific Plan using the .. .
A.3.6 Complete a feasibility assessment and phased imp .. .
A.4.1 Update the City's Objective Design Standards.
A.4.2 Update the Citywide Zoning Ordinance to align wi ... 0%
40% 60%
progress
20% 40%
100%
Progress
Progress Remaining
59%
60%
progress
80%
• Progress Complete
Progress Remaining
100%
Priority A: Economic Development & Neighborhood Vitality Complete May 20, 2026
San Rafael GO Program: Outreach 25/26
Task progress
100%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.1.1 Reduce commercial vacancies through
business expansion, attraction, and retention
efforts and enhanced customer support via the…
Fiscal Year
FY2025/2026
San Rafael GO Program: Outreach 25/26 - May 20
Summary
This is an ongoing program of the Economic Development Division, which includes continuous relationship maintenance with the business community and in particular outreach to potential new businesses and commercial brokers.
----------------------------------------
Next steps
• Staff met with multiple commercial brokers in 2026 to promote awareness of the services available through the GO Program. Staff will continue to support businesses through one:one customer service and business community engagement. • Staff maintains relationships with professional networks to promote resources in the business community including maintaining a contract with the Marin SBDC and the San Rafael Chamber of Commerce to provide business support services. ----------------------------------------
Complete May 19, 2026
Economic Incentive Program: Attraction and Retention
Task progress
100%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.1.1 Reduce commercial vacancies through
business expansion, attraction, and retention
efforts and enhanced customer support via the…
Fiscal Year
FY2025/2026
Economic Incentive Program: Attraction and Retention - May 19 Summary
• Identified key sales tax generating industries and opportunities for business attraction. • Researched incentive programs implemented in comparable jurisdictions. ----------------------------------------
Next steps
• Evaluate incentive options as new major retail developments may arise on a case by case/industry basis.
• Continue to outreach sectors to strengthen communication and identify opportunities to grow key industries such as hospitality, construction materials, light manufacturing and automotive sales.
-
-
:.asana
----------------------------------------
On track May 18, 2026
Analyze Revenue Streams
Task progress
100%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.1.2 Explore the creation of new revenue streams to fund economic growth and vitality through partnerships to identify mutually benefi… Fiscal Year
FY2025/2026; FY2026/2027; FY2027/2028
Analyze Revenue Streams - May 18
Summary
Analyze trade-offs of revenue streams with the Canal Alliance ----------------------------------------
Next steps
• Stood up website in April 2026 Opportunity Zone - San Rafael • Held Informational Workshop April 30, 2026
• Meeting Agenda: Opportunity Zone Information Workshop Agenda 20260430.pdf • Meeting Presentation: San Rafael OZ 2 presentation_Results_20260430.pdf • Staff will attend State of California OZ 2.0 informational webinars: Each webinar will feature guest speakers who will provide an overview of how the Opportunity Zone (OZ) program works and how local communities can leverage the incentive to achieve a range of economic development objectives. Register here
• May 19, 2026: Webinar #1: Updates & Best Practices for Opportunity Zone Designation • May 26, 2026: Webinar #2: Attracting & Deploying Opportunity Zone Investment • June 2, 2026: Webinar #3: Opportunity Zones 2.0 Resources & Data Tools •
----------------------------------------
On track May 19, 2026
Targeted Marketing Initiatives
Task progress
60%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.1.3 Drive local economic activity through
promotion of destination tourism, enhancing special events, and optimizing city-owned… Fiscal Year
FY2025/2026; FY2026/2027
Targeted Marketing Initiatives - May 19
Summary
• Developed a draft Special Event Sponsorship policy.
• Processing special event permits for community events. • Leveraging the Public Art Program to promote downtown visibility to a broad audience. ----------------------------------------
Next steps
-
-
:.asana
• Finalize the Special Event Sponsorship policy.
• Develop a new Downtown Arts District logo
• Develop a new Downtown Arts District marketing plan.
----------------------------------------
On hold May 19, 2026
Evaluate Cannabis Program
Task progress
11%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.1.4 Evaluate the Cannabis Program and determine if changes are needed to support a well-regulated, transparent, and sustainable…
Fiscal Year
—
Evaluate Cannabis Program - May 19
Summary
Cannabis Business Operating Licenses issued for 2026.
An analysis of the existing licenses found that Cannabis businesses in San Rafael are declining in number with one license not renewed in 2026, and revenue continuing to decline. ----------------------------------------
Next steps
• Provide the Economic Development Subcommittee an update on the Cannabis program in FY2027. • Cannabis program expansion has been deprioritized.
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On track May 19, 2026
Tourism Funding Model Assessment
Task progress
16%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.1.5 Assess the existing tourism funding
model to determine if alternative models
would enhance tourism sector growth for San…
Fiscal Year
FY2025/2026; FY2026/2027
Tourism Funding Model Assessment - May 19
Summary
Evaluate opportunities to redirect tourism revenues to directly support San Rafael tourism industry operators and events and activities that boost visits and increase revenue to San Rafael.
• Meeting with hotel general managers to gain insights on visitation, marketing strategies, as well as obstacles. • Working with the Chamber of Commerce to evaluate opportunities to improve San Rafael's tourism marketing and tax revenue strategies.
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Next steps
• Discuss TBID structure and strategy with County of Marin.
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• Evaluate alternative revenue allocation structures.
• Prepare recommendations for revenue capture and reallocation. ----------------------------------------
On track May 19, 2026
Urban Land Institute
Task progress
30%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.2.1 Create and implement a gateway beautification program with enhanced signage, landscaping, and public art that reflects the City’s… Fiscal Year
FY2025/2026; FY2026/2027
Urban Land Institute - May 19
Summary
Scope of work for ULI complete.
Briefing book in draft form for ULI to revie and provide comment.
Web content drafted and in development.
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Next steps
Communicate program objectives to stakeholders
Initiate interview invitation to stakeholders and set meeting times.
Make detailed arrangements for the October 12 & 13 event.
Execute Technical Assistance Panel event, including final presentation to stakeholders, Planning Commission and City Council.
Final report from ULI will be completed January 2027.
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On hold May 20, 2026
Central San Rafael Gateway Pilot
Task progress
63%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.2.1 Create and implement a gateway beautification program with enhanced signage, landscaping, and public art that reflects the City’s… Fiscal Year
FY2025/2026; FY2026/2027
Central San Rafael Gateway Pilot - May 20
Summary
This project was bid in April 2026 and did not receive any responsive bids. ----------------------------------------
Next steps
This project will re-bid in Quarter 1 of 2026-27.
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See Details
On track May 20, 2026
City Wayfinding
Task progress
0%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.2.1 Create and implement a gateway beautification program with enhanced signage, landscaping, and public art that reflects the City’s… Fiscal Year
FY2025/2026; FY2026/2027
City Wayfinding - May 20
Summary
• This work will be dependent on the Urban Land Institute's findings. ----------------------------------------
Next steps
• Develop scope of work and issue RFP in middle of FY 2026-27 ----------------------------------------
On track May 14, 2026
Public Spaces Program
Task progress
75%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.2.2 Develop and implement a program
for enhancing and maintaining high visibility
public spaces that signals thoughtful investm…
Fiscal Year
FY2025/2026; FY2026/2027
Public Spaces Program - May 14
Summary
Schedule update: Project on schedule for Downtown areas Task in progress: Present to the Economic Dev & Housing Subcommittee (June) Annual update:
• Public works (DPW) evaluated staff capacity to add cleaning downtown to the existing workload. It was found that adding this area would not be possible without additional FTEs.
• DPW worked cross departmentally on a solution to find budget to increase staffing.
A funding plan was created using former Downtown Streets Team budget, downtown beautification budget (typically used by DPW to pressure wash 2-3 times a year), and parking services cleaning budget.
• Two new FTEs are being proposed in the FY27 budget. Their tasks will include cleaning downtown weekly, power washing regularly, weekly encampment cleanup/ trash pickup, and regular parking garage cleanup.
• DPW is procuring pressure washing equipment to bring this work in house before the end of FY26
Next Steps:
• After budget is adopted, recruit 2 staff members.
• Consider evaluating other areas in the city as part of a future effort.
Risks:
• Recruitment issues could delay when DPW starts cleaning downtown. ----------------------------------------
Next steps
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On track May 11, 2026
Illegal Dumping Program - 2025-2028
Task progress
80%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.2.3 Continue implementation of a comprehensive, citywide illegal dumping program.
Fiscal Year
FY2025/2026; FY2026/2027
Illegal Dumping Program - 2025-2028 - May 11
Summary
Rolled out multifamily bulky item program to all multifamily units in San Rafael Hot spot campaigns have been conducted in three new areas Surveillance tower has been secured and deployed for 2026 pilots and hot spot campaigns Many more engagements have taken place in neighborhoods throughout the City ----------------------------------------
Next steps
Conduct more hot spot campaigns
Review and refine City municipal code to improve enforcement ----------------------------------------
On track May 19, 2026
Placemaking Events 2025-2028
Task progress
85%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.3.1 Deliver placemaking elements through
funded public art projects in the Downtown
San Rafael Art District.
Fiscal Year
FY2025/2026
Placemaking Events 2025-2028 - May 19
Summary
Public Art Program Implementation is on track and on budget. • Artist selection approved by City Council.
• Public Art Program Community outreach completed. Over 1,100 feedback survey responses were received.
• 'Touch the Sky' sculpture was purchased and installed at the San Rafael Community Center.
• A ribbon cutting event was held on May 6, 2026 for Touch the Sky. • Marketing and social media campaign activated for Public Art Program installation period between May and June 2026.
ArtBurst 2026 grant program launched to provide funding for downtown businesses and artist to develop unique community-based arts activities in June 2026. Five awards are in process.
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Next steps
Complete Public Art Program installations and produce celebration event.
Support the Summer Market with additional placemaking opportunities through coordination with the Second Friday Art Walk. ----------------------------------------
Complete May 18, 2026
Special Event Permit Program Update
Task progress
100%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.3.3 Update the special event permit program to streamline the special events process and identity opportunities for partnerships… Fiscal Year
FY2025/2026
Special Event Permit Program Update - May 18
Summary
• Transitioned administration of the Special Event Permit (SEP) program from SRPD to CED in July 2025, aligning the program with CED services and allowing Police staff to focus on core public safety responsibilities
• Completed migration of the SEP program into OpenGov in September 2025, streamlining permitting processes and eliminating the need for separate event software, resulting in more than $10,000 in annual cost savings
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On track May 26, 2026
Northgate Specific Plan
Task progress
20%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.3.4 Develop the North San Rafael Priority
Development Area Plan.
Fiscal Year
FY2025/2026; FY2026/2027; FY2027/2028
Northgate Specific Plan - May 26
Summary
• The Request for Proposals was sent out and five bids were received. • Staff is setting up a review committee and interview dates will be in early June ----------------------------------------
Next steps
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On track May 26, 2026
East San Rafael Specific Plan
Task progress
37%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.3.5 Develop an East San Rafael Specific Plan
using the City’s inclusive resident engagement
philosophy; collaborate with the community…
Fiscal Year
FY2025/2026; FY2026/2027; FY2027/2028
ESR Specific Plan - May 26
Summary
• Staff is working with consultant team to gather information for Existing Conditions Report and a master community engagement list.
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Next steps
• Listening sessions and Technical Advisory Committees will kick off in early June. ----------------------------------------
On track May 14, 2026
Tree Ordinance Revision
Task progress
20%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.3.6 Complete a feasibility assessment and
phased implementation plan for the Tree Ordinance revision that prioritizes high-impact, low… Fiscal Year
FY2025/2026; FY2026/2027
Tree Ordinance Revision - May 14
Summary
Schedule update: Project delayed approximately 2-3 quarters, but back on track Task in Progress: Review existing policy
Annual Update: Integration of tree information into LiDAR has been completed. Due to staff shortage for half of FY26, most milestone tasks have been shifted into FY27.
Next steps:
• Finish reviewing existing policy
• Research best practices and comparable jurisdiction for trees in public right of way. • DPW to work with legal team on existing draft ordinance • Outreach with stakeholders including self appointed "tree group." • Continue to apply for grants to look at larger tree planning documents and implementation.
Risks:
• Staffing is always a risk.
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Next steps
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On track May 26, 2026
Objective Design Standards Update
Task progress
0%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.4.1 Update the City’s Objective Design Standards.
Fiscal Year
FY2025/2026; FY2026/2027
Objective Design Standards Update - May 26
Summary
Staff is working on Objective Design Standards concurrently with Zoning Ordinance Update. ----------------------------------------
Next steps
Review existing objective design standards for the Downtown Precise Plan ----------------------------------------
On track May 15, 2026
Citywide Zoning Ordinance
Task progress
0%
Council Priority Area
A: Economic Development & Neighborhood
Vitality
Goals and Objectives
A.4.1 Update the City’s Objective Design Standards.
Fiscal Year
FY2025/2026; FY2026/2027
Citywide Zoning Ordinance - May 15
Summary
This program consists of a series of amendments to the municipal code. The first of these reports has been reviewed by the Planning Commission and is set to be presented on June 1, 2026 to the City Council. There will several subsequent amendments of the next fiscal year.
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Next steps
Staff is working on the creation of the next series of amendments now and will have them to the Planning Commission and subsequently, City Council over the summer. ----------------------------------------
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Priority Area B: Mobility and Infrastructure
FY2025/2026 Status Update
Progress on goals and objectives reflects the achievement of project milestones connected to each objective.
Many projects are connected to programs that are ongoing and rolled into City operations. An achievement of 100% in a goal or objective means that all milestones in projects identified to support that goal or objective have been achieved in this year. In some cases, additional projects may be added in subsequent years of this strategic plan to support goals and objectives.
Visit the City of San Rafael website to find more details and a list of all Goals and Objectives in this priority area.
View this chart online on the City’s website.
Work Plan Project Updates
The following pages include updates on specific projects identified to support goals and objectives in this priority area.
8.1 Develop and maintain an in ...
~ 8.2 Enhance transportation safe ...
C:
~
o,
BA
8.3 Assess
Implement
and
systems
improve
and
stormw
pro
...
...
-
0% 20%
8.1.1 Develop and adopt an updated Citywide Bicycle a .. .
8.12 Conduct East San Rafael Canal Crossing feasibility .. .
8.1.3 Revise the City's current residential parking permit ..
B.1A Execute a comprehensive pavement management ...
8.1.S Pursue Development of 620 Canal.
B.2.1 Develop and adopt a Vision Zero Action Plan, in al .. .
B.2.2 Launch and evaluate pilot projects for traffic calmi .. .
B.2.3 Implement projects as required due to recent legis. ..
B.2.4 Modernize and upgrade traffic signal systems toe ...
B.3.1 Develop a Citywide Buildings and Facilities Plan to ...
8.3.2 Assess and track the condition of the City's assets .. .
B.3.3 Enhance infrastructure quality through the develo .. .
B.4.1 Develop a comprehensive Citywide Storm Drain Pl... 0%
40%
progress
60% 80% 100%
20% 40%
Progress
Progress Remaining _J
61%
60%
progress
80%
• Progress Complete
Progress Remaining
100%
Priority B: Mobility and Infrastructure
On track May 15, 2026
Citywide Bicycle & Pedestrian Plan Update
Task progress
48%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.1.1 Develop and adopt an updated Citywide
Bicycle and Pedestrian Plan.
Department
Public Works
Fiscal Year
FY2025/2026; FY2026/2027
Citywide Bicycle & Pedestrian Plan Update - May 15
Summary
• Schedule update: Project on schedule
• Task in progress: Admin Draft 2 Review
• Monthly update: Admin Draft 1 internal review finished and Admin Draft 2 developed and sent out for comments by external reviewers.
• Next steps: External reviewers to provide comments by 5/27 to be incorporated into development of Public Draft 3
• Risks:
• Provided Design Guide is not meeting City expectations of included content - PMX- /Alta budgeted for one complete review phase, but City still has a lot of comments • Additional draft phase (Public Draft 3) and engagement meetings with presentations added to scope. PMX rearranged their budget and now will not have enough to provide a Spanish translated final plan.
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Next steps
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On track May 14, 2026
Canal ATP Bridge feasibility study
Task progress
55%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.1.2 Conduct East San Rafael Canal Crossing
feasibility study and pursue partnerships and
funding sources for possible construction of a…
Department
Public Works
Fiscal Year
FY2025/2026; FY2026/2027
Canal ATP Bridge feasibility study - May 14
Summary
Schedule update: On track
Task in Progress: Begin Feasibility Study
Annual update: DPW advertised RFP for consultants for feasibility study and design of Canal bridge crossing project. After cross departmental interview panel, Mark Thomas was selected as consultant. PSA went to City Council on 5/18.
Next Steps: Begin environmental and feasibility study. Continue to seek grant funding for both bridge and park projects. Currently no design funding for park and there is a funding shortage for design. In addition there is no funding secured for potential future construction.
Risks: Funding
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Next steps
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On track May 22, 2026
Parking Permit Program Revision
Task progress
38%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.1.3 Revise the City’s current residential parking permit program.
Department
City Manager
Fiscal Year
FY2025/2026; FY2026/2027
Parking Permit Program Revision - May 22
Summary
• Finalized and posted report on East San Rafael Parking Permit Program (Phase 1) • Initiated research of an updated citywide residential parking permit program (Phase 2)
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Next steps
• Will present amendments to modernize and update portions of Title 5 (Traffic Regulations) at the June 15 City Council meeting • Will conduct community outreach regarding an update to the citywide residential parking permit program
• Will present the proposed amendments updating the residential parking permit program to the City Council
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On track May 15, 2026
FY25-26 Pavement Management Program
Task progress
58%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.1.4 Execute a comprehensive pavement
management program to maintain road quality at a “Fair” Pavement Condition Index (PCI)… Department
Public Works
FY25-26 Pavement Management Program - May 15
Summary
Schedule update: Project on schedule
Task in progress: Project is ongoing, coordination efforts complete for 3/5 Year Plan Monthly update: DPW released bid documents for 2025 Major Maintenance Project to slurry roads in the Terra Linda neighborhood. DPW also released bid for Phase 1 of a local repair (digout) project along Point San Pedro Road.
Next Steps:
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Fiscal Year
FY2025/2026; FY2026/2027; FY2027/2028
• Complete design for the Point San Pedro Road Slurry Project with the County of Marin
• Complete construction of the 2025 Major Maintenance Project in Terra Linda neighborhood • Complete construction of Phase 1 and Phase 2 of Digout Project across the City • Complete design for the 2026 Major Maintenance Project and Curb Ramps upgrades in Peacock Gap neighborhood
Risks:
• Funding secured as part of the Annual Pavement Management Program (FY25/26), awaiting final Council adoption of budget for Annual Pavement Management Program (FY26/27)
• Staff capacity and coordination with multiple projects in construction ----------------------------------------
Next steps
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On track May 14, 2026
620 Canal Phase 1 - 2025/2026
Task progress
25%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.1.5 Pursue Development of 620 Canal.
Department
Library and Recreation
Fiscal Year
FY2025/2026; FY2026/2027
620 Canal Phase 1 - 2025/2026 - May 14
Summary
Schedule update: Project ongoing and on schedule
Task in progress: Continue to explore grant opportunities and pursue partnership opportunities. Secure site with fencing upgrades.
Annual update:
Submitted grant application working with Canal Alliance and TPL on partnership opportunities. Added scope to Canal Crossing Feasibility study environmental and permitting phase to clear both bridge and park elements.
Next steps: Continue to pursue grant funding. Work with Canal Crossing project on combine funding and design for cohesive site.
Risks: Funding
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Next steps
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On track May 26, 2026
Traffic Safety Improvements including (Vision Zero Action Plan) Task progress
50%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.2.1 Develop and adopt a Vision Zero Action
Plan, in alignment with the City adopted Local
Road Safety Plan.
Department
Public Works
Fiscal Year
FY2025/2026; FY2026/2027
Traffic Safety Improvements including (Vision Zero Action Plan) - May 26 Summary
Key Traffic Safety Initiatives in 2025–2026:
• Lowered Speed Limits (AB 43): The City Council adopted Phase 1 of a reduced speed limit strategy to better protect pedestrians, bicyclists, and vulnerable groups with the application of California Assembly Bill 43. In early 2025, the City Council approved lowering speed limits in downtown areas like Mission Ave, 5th Ave, and 4th St. Installation of Phase 1 signage is still in progress. An additional Phase 2 was started, with evaluation and identification of roadways outside of downtown for speed limit reductions. • Protected Left Turns & Signal Upgrades: To improve pedestrian crosswalk safety, the City installed protected left-turn signals at three intersections in April 2026, driven by resident feedback submitted via the SeeClickFix.
• Canal Neighborhood Improvements: The City continued the design and community engagement efforts for the Canal Neighborhood Active Transportation Enhancement Project, which includes safety and sidewalk enhancements, and lighting upgrades, in the Canal community.
• Second and Fourth Street Upgrades: The City is furthered the design for intersection improvements at Second and Fourth St and hosted multiple community engagement events. The design aims to improve bicycle and pedestrian experiences and vehicle travel flow through the gateway to the City and update the intersection to meet ADA standards.
• Long-Term Planning & Paving: In late 2024 and 2025, the City assessed its roadway network to launch the 2025-2027 Three-Year Pavement Management Plan, which will improve roadway conditions for 34 miles of roadway between 2025 and 2027, along with curb ramp and sidewalk upgrades. In addition, the City solicited community input and developed draft plans to update its Citywide Bicycle and Pedestrian Plan. ----------------------------------------
Next steps
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On track May 15, 2026
Launch/Evaluate Traffic Calming Pilot
Task progress
25%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.2.2 Launch and evaluate pilot projects for
traffic calming measures to improve neighborhood safety.
Department
Public Works
Fiscal Year
FY2025/2026; FY2026/2027
Launch/Evaluate Traffic Calming Pilot - May 15
Summary
• Schedule update: Project on schedule
• Task in Progress: City Council 7/20 introduction presentation • Monthly update: Presented to the BPAC in April. Making adjustments to the policy based on input received during the meeting.
• Next steps: Prepare policy for CAO review and develop CC staff report for 7/20 CC meeting.
• Risks: None currently
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Next steps
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On track May 15, 2026
Implement New Traffic Safety Laws
Task progress
75%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.2.3 Implement projects as required due to
recent legislation; AB413 (day lighting) and
AB43 (speed limits).
Department
Public Works
Fiscal Year
FY2025/2026; FY2026/2027
Implement New Traffic Safety Laws - May 15
Summary
• Schedule update: Project on schedule
• Task in progress: AB 43 new MUTCD evaluation and prep for Council Public Hearing 7/20
• Monthly update: Presented to the PAAC on 4/15. Re-evaluated roadways based on Jan 26 new MUTCD guidelines and making adjustments to roadways and extents. • Next Steps: PMX to create updated report. Prep for City Council (public hearing) on 7/20
• Risks:
• Pt San Pedro roadway extent did not meet new MUTCD criteria (through City and County jurisdiction). AB 43 unable to be applied and other traffic calming measures (like land width reduction) will need to be installed before another speed survey can be taken to apply AB 43 in future.
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Next steps
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On track May 15, 2026
Traffic Signal Upgrade
Task progress
20%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.2.4 Modernize and upgrade traffic signal
systems to enhance capabilities for managing
traffic flow based on the 2040 General Plan.
Department
Public Works
Fiscal Year
FY2025/2026; FY2026/2027
Traffic Signal Upgrade - May 15
Summary
• Schedule update: Project on schedule
• Task in progress: BBS material being shipped, Miovision testing features • Monthly update: Met with Miovision to start the beta testing of their controller management system and to do a trial of their AI feature (Mateo). BBS materials were ordered and shipped.
• Next Steps: Continue coordination with Miovision and coordinate with DCE to install BBS once material arrives (to be installed before end of FY) • Risks: None
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Next steps
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On track May 26, 2026
Citywide Building & Facilities Plan (CBFP)
Task progress
15%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.3.1 Develop a Citywide Buildings and Facilities Plan to assess, identify and track the condition of City assets, deferred maintenance, and… Department
Public Works
Fiscal Year
FY2025/2026; FY2026/2027
Citywide Building & Facilities Plan (CBFP) - May 26
Summary
Starting work in FY2026/2027
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Next steps
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On track May 26, 2026
Asset Management Policy
Task progress
0%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.3.2 Assess and track the condition of the City’s assets through the asset management program.
Department
Public Works
Fiscal Year
FY2026/2027
Asset Management Policy - May 26
Summary
• Starting work this fiscal year
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Next steps
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Complete May 11, 2026
Asset Management Data Implementation
Task progress
100%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.3.2 Assess and track the condition of the City’s assets through the asset management program.
Department
Digital Service
Fiscal Year
FY2025/2026
Asset Management Data Implementation - May 11
Summary
• Supported DPW in the review and migration of data into PSD Citywide • Worked with DPW and CivicPlus to build integrations between SeeClickFix and PSD Citywide
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Next steps
• Scoping project to leverage PSD Citywide eGIS module to enable DPW field staff to update GIS layers directly from mobile devices
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On track May 26, 2026
Asset Management Software Implementation
Task progress
75%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.3.2 Assess and track the condition of the City’s assets through the asset management program.
Department
Public Works
Fiscal Year
FY2025/2026
Asset Management Software Implementation - May 26
Summary
• PSD Citywide is in operation at DPW and field teams are using the application to update assets
• Work orders from SeeClickFix have been integrated
• Work is continuing in the implementation of our asset management software. ----------------------------------------
Next steps
• We will be implementing GIS upgrades in the next year ----------------------------------------
On track May 14, 2026
Citywide Storm Drain Plan
Task progress
33%
Council Priority Area
B: Mobility & Infrastructure
Goals and Objectives
B.4.1 Develop a comprehensive Citywide
Storm Drain Plan to assess, identify and track
storm drain system condition, deferred mai…
Department
Public Works
Fiscal Year
FY2025/2026; FY2026/2027
Citywide Storm Drain Plan - May 14
Summary
1. 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).
2. Prepare draft report summarizing the field data collection results and system needs, existing conditions, new stormwater project recommendations, and maintenance and inspection plan approach.
a. A first draft has been completed and we have undergone a round of review for the report
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Next steps
1. Finalize CSDP and present to City Council or Finance Subcommittee (need confirmation) for their awareness ----------------------------------------
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Priority Area C: Sustainability and
Resilience
FY2025/2026 Status Update
Progress on goals and objectives reflects the achievement of project milestones connected to each objective.
Many projects are connected to programs that are ongoing and rolled into City operations. An achievement of 100% in a goal or objective means that all milestones in projects identified to support that goal or objective have been achieved in this year. In some cases, additional projects may be added in subsequent years of this strategic plan to support goals and objectives.
Visit the City of San Rafael website to find more details and a list of all Goals and Objectives in this priority area.
View this chart online on the City’s website.
Work Plan Project Updates
The following pages include updates on specific projects identified to support goals and objectives in this priority area.
C.1 Reduce greenhouse gas em ...
~ C.2 Strengthen community pre ...
C:
"' g, C.3 Enhance the community's c. ..
C.4 Enhance staff capacity to pr ...
0% 20%
C.1.1 Develop and implement a plan to expand the facil ...
C.1.2 Work with transportation partners to implement t ..
C.1.3 Expand community composting, revise purchasing .. .
C.1.4 Reduce community building energy use through i .. .
C.2.1 Identify funding for Local Hazard Mitigation Plan .. .
C.2.2 Continue implementing the Wildfire Action Plan a .. .
C.2.3 Implement existing policy and program commitm .. .
C.2A Develop a Sea level Rise Adaptation Plan that co .. .
C2.5 Explore governance models and a formal collabor .. .
C.3.1 Improve citywide readiness and resilience for disa .. .
C.3.2 Coordinate and support Community Emergency R. ..
C.3.3 Increase the number of San Rafael residents signe .. .
C.4.1 Develop and implement a multi·year training and .. .
C.4.2 Review, update and provide continued training for ...
C.4.3 Develop and train employees on a Continuity of G ... 40%
progress
0%
60% 80%
20% 40%
Progress
Progress Remai ...
42%
progress
60% 80%
• Progress Complete
Progress Remaining
100%
Priority C: Sustainability and Resilience
Portfolio owner: Sean Mooney
On track May 8, 2026
Zero Emissions Vehicle Plan
Task progress
83%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.1 Reduce greenhouse gas emissions from
both community and municipal sources.
Department
Sustainability
Fiscal Year
FY2025/2026
Zero Emissions Vehicle Plan - May 8
Summary
Permits are done
Contracts are complete
Funding requests are in
All materials are ordered
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Next steps
Construction to begin this month (May 2026)
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On track May 8, 2026
Implement Electric Vehicle Acceleration Strategy
Task progress
25%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.1.2 Work with transportation partners to
implement the Electric Vehicle Acceleration
Strategy and reduce community vehicle miles…
Department
Sustainability
Fiscal Year
FY2025/2026; FY2026/2027
Implement Electric Vehicle Acceleration Strategy - May 8 Summary
Convened jurisdictions from around the County to develop consistent maintenance and pricing
Have been meeting with PG&E and MCE to formulate plans for EV charging in priority equity communities and multifamily properties
Currently implementing a large EV infrastructure project with Public Works at the Corp Yard
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Next steps
Develop an ongoing maintenance model and pricing for our public EV chargers Complete project at Public Works Corp Yard
Continue conversations with PG&E and MCE to identify ways to provide charging for priority equity communities ----------------------------------------
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On track May 8, 2026
Implement Short-Lived Climate Pollutant Law SB 1383
Task progress
50%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.1.3 Expand community composting, revise purchasing policies, and collaborate with Zero Waste Marin and Marin Sanitary Service to…
Department
Sustainability
Fiscal Year
FY2025/2026; FY2026/2027
Implement Short-Lived Climate Pollutant Law SB 1383 - May 8 Summary
Internal City procurement process has been implemented
Staff has worked with Marin Sanitary Service and Zero Waste Marin to promote to multifamily properties and tenants Staff has been working with City Attorney's Office to develop enforcement protocols ----------------------------------------
Next steps
Training for staff and refinement of the internal City procurement process and requirements Work with City Attorney's office to complete enforcement protocols and ----------------------------------------
On track May 11, 2026
Reduce Community Building Energy Use
Task progress
60%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.1.4 Reduce community building energy use
through incentive programs, community education, and engagement tools as outlined in… Department
Sustainability
Fiscal Year
FY2025/2026; FY2026/2027
Reduce Community Building Energy Use - May 11
Summary
Staff is participating in Countywide and Statewide coalitions to develop programs and identify new opportunities to pursue in the Building Electrification Roadmap ----------------------------------------
Next steps
Continue to participate in Countywide and Statewide coalitions to identify opportunities to reduce energy use in the community
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Complete May 21, 2026
Local Hazard Mitigation Planning
Task progress
100%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.2.1 Identify funding for Local Hazard Mitigation Plan projects and begin implementation of the highest priority projects.
Department
Fire Department
Fiscal Year
FY2025/2026
Local Hazard Mitigation Planning - May 21
Summary
Completed annual review and prioritization of the LHMP projects ----------------------------------------
Next steps
Continue monitoring and applying for funding opportunities. ----------------------------------------
Complete May 22, 2026
Wildfire Action Plan Implementation
Task progress
100%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.2.2 Continue implementing the Wildfire Action Plan and evaluate the need for revisions including focusing on zone zero (0-5 feet from…
Department
Fire Department
Fiscal Year
FY2025/2026; FY2026/2027
Wildfire Action Plan Implementation - May 22
Summary
The Wildfire Action plan, and to focus on educating and resourcing residents to mitigate wildfire risks is ongoing. Efforts are ongoing to increase resident awareness and utilization of the grant/refund program. The core components of the Action plan are integrated into the annual MWPA workplan.
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Next steps
This year we will focus on expanding the successful pilot vent replacement direct assistance program to all high risk areas. The grants will be rebranded to "refunds" to clarify the intent and process. Paid advertising campaigns are being launched to increase awareness. ----------------------------------------
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On track May 22, 2026
Resiliency in Building Codes
Task progress
40%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.2.3 Implement existing policy and program
commitments in the General Plan 2040, and
implement building code policies to support…
Department
Sustainability
Fiscal Year
FY2025/2026; FY2026/2027
Resiliency in Building Codes - May 22
Summary
Ongoing progress is being made at the state and local level. City council will be presented with the opportunity to integrate the updated LHMP into the City's General Plan at an upcoming Council meeting.
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Next steps
Staff will continue to closely monitor changes to wildfire code at the State level and participate in a County working group that will consider how to apply and potentially expand those standards locally. Fire and Planning staff will continue to work together to identify more resiliency opportunities.
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On track May 4, 2026
Develop Sea Level Rise Adaptation Plan
Task progress
60%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.2.4 Develop a Sea Level Rise Adaptation Plan
that complies with SB 272.
Department
Sustainability
Fiscal Year
FY2025/2026
Sea Level Rise Project: On Track w/ 2 Milestones Complete & Council Presentation… Summary
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Summary
The Sea Level Rise work is on track, with two major milestones successfully completed:
• ✓ Complete Governor's Office of Land Use and Climate Innovation Sea Level Rise Grant encompassing monitoring, evaluation of critical facilities, & community engagement. • ✓ Conduct Community Engagement for Sea Level Rise Grants, was also completed, with a series of videos created and final presentations posted and shared. Outreach will be ongoing to increase awareness.
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Next steps
The next focus is on the upcoming City Council presentation:
• Present to City Council , is tentatively scheduled for June 1 and will be an informational presentation on the SLR study results ----------------------------------------
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On track May 8, 2026
Climate Partnerships
Task progress
66%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.2.5 Explore governance models and a formal collaborative public-private-philanthropic partnership as a foundation for climate adapt…
Department
Sustainability
Fiscal Year
FY2025/2026; FY2026/2027
Climate Partnerships - May 8
Summary
Developed a scope for the project
Have been interviewing subject matter experts to develop straw proposals Applied for and awarded participation in a Climate Resilience Incubator with the County ----------------------------------------
Next steps
Complete Climate Resilience District Incubator learning and technical assistance cohort Develop recommendations for finance and governance structure development ----------------------------------------
On track May 22, 2026
Fire hardened trails
Task progress
0%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.3.1 Improve citywide readiness and resilience for disasters and evacuations through outreach and training.
Department
Fire Department
Fiscal Year
FY2026/2027
Fire hardened trails - May 22
Summary
The contractor has completed surveying in San Rafael.
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Next steps
Staff will analyze the information compiled by the contractor, assure data is available to first responders, and look for fire road resiliency opportunities. Staff will also coordinate with PG&E on planned projects around the China Camp transmission line to seek efficiencies. ----------------------------------------
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On track May 22, 2026
Evacuation Readiness
Task progress
0%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.3.1 Improve citywide readiness and resilience for disasters and evacuations through outreach and training.
Department
Fire Department
Fiscal Year
FY2026/2027
Evacuation Readiness - May 22
Summary
Staff are in the final stages of selecting a contractor for the evacuation plan and continue efforts to improve resident readiness for evacuations.
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Next steps
The team will continue outreach, training, and drills to increase evacuation readiness.
Staff continue to focus on increasing AlertMarin opt-ins to assure residents are aware of evacuation information. In FY 26-27 staff will engage a contractor to develop a tactical evacuation plan, including anticipate traffic volumes and potential traffic flow changes to increase roadway capacity.
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On track May 22, 2026
Improve Citywide Readiness and Resilience
Task progress
60%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.3.1 Improve citywide readiness and resilience for disasters and evacuations through outreach and training.
Department
Fire Department
Fiscal Year
FY2025/2026; FY2026/2027
Improve Citywide Readiness and Resilience - May 22
Summary
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Next steps
Continue scheduling life saving trainings and increase internal staff capacity to teach life saving skills such as hands only CPR, Narcan, and AED use. ----------------------------------------
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On track May 22, 2026
Coordinate and Support CERT/NRG/Firewise
Task progress
50%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.3.2 Coordinate and support Community
Emergency Response Teams (CERT), Neighborhood Resources Groups (NRG), Firewise, and… Department
Fire Department
Fiscal Year
FY2025/2026; FY2026/2027
Coordinate and Support CERT/NRG/Firewise - May 22
Summary
CERT and Firsewise continue to be priority initiatives. Multi-Firewise meetings have been held, with at least five new neighborhoods in the process. A basic CERT class was held with about 35 graduates and multiple CERT refresher classes have been held. ----------------------------------------
Next steps
Continue efforts to integrate CERT/NRG/Firewise efforts. Find more ways to keep residents engaged in the absence of large disasters.
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On track May 22, 2026
Increase AlertMarin Registrations
Task progress
42%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.3.3 Increase the number of San Rafael residents signed up for AlertMarin.Emergency Alerts and notifcations.
Department
Fire Department
Fiscal Year
FY2025/2026; FY2026/2027
Increase AlertMarin Registrations - May 22
Summary
Ongoing intentional efforts to increase registrations include updated engagement materials, outreach to the schools, new A-frames placed at strategic locations, direct sign up support offered during all wildfire risk evaluations, and taking 5 minutes at all trainings and presentations to do mass sign-ups and offer tech support. ----------------------------------------
Next steps
Expand engagement of community ambassadors, track QR code data to see most successful strategies, utilize Measure C funds and Fire Safe Marin to do more intentional advertising and outreach to encourage Opt-Ins.
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:.asana
On track May 22, 2026
Develop and Implement (Disaster Service Worker) Training and Exercise… Task progress
100%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.4.1 Develop and implement a multi-year
training and exercise plan for Disaster Service Workers and Emergency Operations Center… Department
Fire Department
Fiscal Year
FY2026/2027
Develop and Implement (Disaster Service Worker) Training and Exercise Plan - May 22 Summary
The formal DSW policy was adopted and at least 5 staff trainings opportunities are being scheduled for the Summer/early Fall. Staff participated in the EOC regional exercise in May, and completed building evacuations drills for the Shakeout in October. ----------------------------------------
Next steps
Finish providing training for all staff and create a virtual option for seasonal/off shift staff.
Develop regular cadence of training for new employees. Schedule a drill to test parts of policy for the October Great Shake out.
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On track May 22, 2026
Building Evacuation Plan and Signage
Task progress
40%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.4.2 Review, update and provide continued
training for staff on the City’s Emergency Operations Plan.
Department
Fire Department
Fiscal Year
FY2026/2027
Building Evacuation Plan and Signage - May 22
Summary
Draft Plan has been developed and is in review.
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Next steps
Finalize Building Emergency Guides and train staff. Install signage and review building emergency supplies. Drill plans as part of the October Great Shake Out. ----------------------------------------
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:.asana
On track May 22, 2026
Staff Training on Emergency Operations Plan
Task progress
50%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.4.2 Review, update and provide continued
training for staff on the City’s Emergency Operations Plan.
Department
Fire Department
Fiscal Year
FY2025/2026; FY2026/2027
Staff Training on Emergency Operations Plan - May 22
Summary
The DSW policy has been approved and training is being scheduled. EOC section specific training classes were offered to all EOC staff. Over 50 staff participated in the EOC exercise. ----------------------------------------
Next steps
Plan ongoing EOC training. Offer regular DSW worker training. Plan Table Top exercise for playbooks.
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On track May 22, 2026
Develop/Train on Continuity of Government Plan
Task progress
42%
Council Priority Area
C: Sustainability & Resilience
Goals and Objectives
C.4.1 Develop and implement a multi-year
training and exercise plan for Disaster Service Workers and Emergency Operations Center… Department
Fire Department
Fiscal Year
FY2025/2026; FY2026/2027
Develop/Train on Continuity of Government Plan - May 22 Summary
The draft COOP plan is developed and in staff review stage. ----------------------------------------
Next steps
Finalize the Draft COOP and begin training. Engage with Digital and Xantrion on deep technical / IT recovery plans.
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:.asana
Priority Area D: Housing and
Homelessness
FY2025/2026 Status Update
Progress on goals and objectives reflects the achievement of project milestones connected to each objective.
Many projects are connected to programs that are ongoing and rolled into City operations. An achievement of 100% in a goal or objective means that all milestones in projects identified to support that goal or objective have been achieved in this year. In some cases, additional projects may be added in subsequent years of this strategic plan to support goals and objectives.
Visit the City of San Rafael website to find more details and a list of all Goals and Objectives in this priority area.
View this chart online on the City’s website.
Work Plan Project Updates
The following pages include updates on specific projects identified to support goals and objectives in this priority area.
Priority D: Housing and Homelessness
On track May 26, 2026
350 Merrydale Affordable Housing Project
Task progress
0%
Council Priority Area
D: Housing & Homelessness
Goals and Objectives
D.1.1 In collaboration with the County of Marin, explore the implementation of a housing-focused interim shelter program, supported by… Department
Community and Economic Development
Fiscal Year
FY2026/2027
350 Merrydale Affordable Housing Project - May 26
Summary
• Starting work in FY2026/2027
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Next steps
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On track May 22, 2026
350 Merrydale Interim Shelter
Task progress
70%
Council Priority Area
D: Housing & Homelessness
Goals and Objectives
D.1.1 In collaboration with the County of Marin, explore the implementation of a housing-focused interim shelter program, supported by… Department
City Manager
Fiscal Year
FY2025/2026; FY2026/2027
350 Merrydale Interim Shelter - May 22
Summary
Staff and consultants have completed 100% construction documents for the project. The City Council approved a contract with FS Global to provide program management services as well as cabin units for interim shelter. Program is scheduled to launch in fall 2026.
Engagement with the community is ongoing.
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Next steps
Complete required site work and installation of units. Following this, begin the transition of individuals from the sanctioned camping area.
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On track May 11, 2026
Develop a Homelessness Strategic Plan
Task progress
0%
Council Priority Area
D: Housing & Homelessness
Goals and Objectives
D.1.2 Develop a Homelessness Strategic Action Plan, including community engagement and communications strategies, to guide future…
Department
City Manager
Fiscal Year
FY2026/2027
Develop a Homelessness Strategic Plan - May 11
Summary
Postponed until calendar year 2027 due to staff bandwitdth ----------------------------------------
Next steps
• After completion and launch of 350 Merrrydale, staff will begin development of the City's homeless action plan.
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On track May 19, 2026
Evaluate Camping Ordinance
Task progress
66%
Council Priority Area
D: Housing & Homelessness
Goals and Objectives
D.1.3 Evaluate the City’s camping ordinance as
the legal framework changes and make revisions as needed that align with the City’s goals… Department
City Manager
Fiscal Year
FY2026/2027
Evaluate Camping Ordinance - May 19
Summary
At their May 29, 2026 meeting, the City Council Homelessness Subcommittee received an enforcement update of SRMC Chapter 19.50, "Camping on Public Property," a report on the administrative interpretation of "Public Facility" and "Parks" under SRMC 19.50(A)(1),(3), as well as the approach to prohibit camping along Andersen Drive. ----------------------------------------
Next steps
The City Council will consider the Staff Recommendation to prohibit camping along Andersen Drive at their June 15, 2026, meeting. ----------------------------------------
On track May 11, 2026
Increase/Secure Homelessness Program Funding
Task progress
50%
Council Priority Area
D: Housing & Homelessness
Goals and Objectives
D.1.4 Strategically increase and secure additional funding sources by leveraging key partnerships that will support additional programs… Department
City Manager
Fiscal Year
FY2026/2027
Increase/Secure Homelessness Program Funding - May 11
Summary
In progress. City staff are currently co-developing a response to a statewide notice of funding availability (NOFA) in addition to work with Marin Community Foundation to launch a philanthropic campaign to support the City's work with individuals experiencing homelessness.
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Next steps
• Complete response to the state and submit application with the County of Marin. • Finalize MOU with Marin Community Foundation and bring to City Council for approval. ----------------------------------------
On track May 26, 2026
Update Municipal Code to Support Development
Task progress
0%
Council Priority Area
D: Housing & Homelessness
Goals and Objectives
D.2.1 Analyze state housing laws and relevant
case laws to streamline policies, remove barriers, and support the development of new hou… Department
City Manager
Fiscal Year
FY2025/2026; FY2026/2027
Update Municipal Code to Support Development - May 26
Summary
• Held Housing Study Sessions in Winter and Spring 2026 to help outline Council priorities
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Next steps
• Work starting in FY2026/2027 based on Council priorities ----------------------------------------
On track May 26, 2026
Evaluate Below Market Rate Program
Task progress
60%
Council Priority Area
D: Housing & Homelessness
Goals and Objectives
D.2.2 Evaluate the Below Market Rate program
model and identify opportunities to better leverage affordable housing assets and increase… Department
Community and Economic Development
Fiscal Year
FY2026/2027
Evaluate Below Market Rate Program - May 26
Summary
• Updated the Affordable Housing agreement template
• Established new multiyear agreement with Marin Housing Authority to administer below market rate housing programs
• Updated fees for Marin Housing Authority monitoring
• Marin Housing staff presented to Housing and Economic Development Subcommittee in February ----------------------------------------
Next steps
• Finalizing fee updates
• Assess priority of other milestones
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On track May 26, 2026
Evaluate Tenant Protections Policies
Task progress
40%
Council Priority Area
D: Housing & Homelessness
Goals and Objectives
D.3.1 Evaluate the effectiveness of existing
tenant protection policies and consider revisions as needed.
Department
Community and Economic Development
Fiscal Year
FY2025/2026; FY2026/2027
Evaluate Tenant Protections Policies - May 26
Summary
• Meeting regularly with community based partners to learn priorities • Assembled staff team to develop a community engagement strategy and do additional research in follow up to last subcommittee meeting ----------------------------------------
Next steps
• Will be providing an update to Housing and Homelessness subcommittee in early Summer 2026
• Coordinating with Marin County staff on next steps
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On track May 26, 2026
Explore Housing Policies
Task progress
50%
Council Priority Area
D: Housing & Homelessness
Goals and Objectives
D.3.2 Explore policies that protect renters and
low-income earners from rising housing costs
and economic instability and prevent displ…
Department
Community and Economic Development
Fiscal Year
FY2025/2026; FY2026/2027
Explore Housing Policies - May 26
Summary
• Presented to Housing and Homelessness Subcommittee
• Working to prioritize actions based on feed back from Council subcommittee ----------------------------------------
Next steps
• Presenting to City Council in Fall 2026 with policy revisions for consideration • Continuing to work with County on opportunities for countywide approaches to housing policy
Priority Area E: Quality of Life
FY2025/2026 Status Update
Progress on goals and objectives reflects the achievement of project milestones connected to each objective.
Many projects are connected to programs that are ongoing and rolled into City operations. An achievement of 100% in a goal or objective means that all milestones in projects identified to support that goal or objective have been achieved in this year. In some cases, additional projects may be added in subsequent years of this strategic plan to support goals and objectives.
Visit the City of San Rafael website to find more details and a list of all Goals and Objectives in this priority area.
View this chart online on the City’s website.
Work Plan Project Updates
The following pages include updates on specific projects identified to support goals and objectives in this priority area.
E.1 Ensure police, fire and emer .. .
E.2 Enhance commun·ty safety .. .
E.3 Deve!op and impfement a c .. .
EA Maintain and improve park. .. -
E.5 Deliver diverse recreational ...
E.6 Improve neigh.borhood saf ...
0% 20%
E. 1. 1 Develop strategies to ensure public safety respons ...
E. 1.2 Imp lement data.driven deployment models to en ...
E.1.3 Implement an enhanced fire code compliance pro ...
E.1A Identify and impPement strateg·es to foster more c ...
E.2.1 Reduce emergency response times of Priority 1 po ...
E.2.2 Identify funding to ensure sustainability and exp.an ...
E.2.3 Integrate safety and crime prevention through env ...
E.2.4 Reduce dangerous driving behavior and the numb ...
E.2.5 Assess and utilize techno1ogy sofutions to improve ...
E.3.1 Establish a project team, including specialists in bu ...
E.3.2 Based on robust community engagement. devetop ...
E.3.3 Develop and select final cooceptual design/archite ...
E.3A Initiate a public planning process related to the pr ...
E.4. 1 Comp1ete the Pickleweed Library and Picldeweed ...
EA.2 utilize the Terra Linda Park and Community Center ...
E.4.3 Initiate the planning process to renovate the pay ...
E.S. 1 Evaluate libraiy and recreation programs to identif ...
E..5.2 Evaluate Library Services in North San Rafael.
E.6.1 Revise the Street Food Vend·ng Ord·nance and de ...
E.6.2 Purwe regulation changes and increase public ed ...
E.6.3 Collaborate with ~ate agencies to ensure ongoing ...
E.6.4 Evaluate policies and enforcement mechanisms to ... 40% 60%
progress
0% 20%
100%
40%
Progress
pr ogr ess
Progress Remai ing
66%
60%
l ~ressComp!ete
• Progress Complete
Progress Remaining
100%
Priority E: Quality of Life
Portfolio owner: Sean Mooney
On track May 26, 2026
Police Calls Analysis
Task progress
0%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.1.1 Develop strategies to ensure public safety response times and services can meet the needs of future development and increased…
Department
Police Department
Fiscal Year
FY2025/2026; FY2026/2027
Police Calls Analysis - May 26
Summary
• Work beginning in FY2026/2027
• Call type analysis and day/time occurrence of calls requires more analysis ----------------------------------------
Next steps
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Complete May 20, 2026
Ambulance Billing Analysis 2025/2026
Task progress
100%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.1.1 Develop strategies to ensure public safety response times and services can meet the needs of future development and increased…
Department
Fire Department
Fiscal Year
FY2025/2026
Ambulance Billing Analysis 2025/2026 - May 20
Summary
The Fire Department has completed this analysis. Our rates our competitive with nearby jurisdictions, we currently are at 100% cost recovery rate, and continue to participate in PP-GEMT and IGT. Revenues are currently maximized as seen with ambulance revenue coming in 10 to 15% higher than estimated.
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Next steps
We will continue to monitor cost recovery as well as other State and Federal oppurtunities for additional funding.
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