c950d2fa-4.c-city-council-three-year-strategic-plan-implementation-update-and-performance-metrics

____________________________________________________________________________________

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

Page 1 of 9 ends

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

Page 2 of 9 ends

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

Page 3 of 9 ends

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

Page 4 of 9 ends

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

Page 5 of 9 ends

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

Page 6 of 9 ends

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

Page 7 of 9 ends

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

Page 8 of 9 ends

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

Page 9 of 9 ends

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

Page 1 of 10 ends

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

Page 2 of 10 ends

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

Page 3 of 10 ends

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

Page 4 of 10 ends

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

Page 5 of 10 ends

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

Page 6 of 10 ends

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

Page 7 of 10 ends

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

Page 8 of 10 ends

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

Page 9 of 10 ends

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

Page 10 of 10 ends

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.

Page 1 ends

-
-
:.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

Page 2 ends

-
-
:.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.
----------------------------------------
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.
----------------------------------------
Next steps
• Discuss TBID structure and strategy with County of Marin.

Page 3 ends

-
-
:.asana
• 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.
----------------------------------------
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.
----------------------------------------
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.
----------------------------------------

Page 4 ends

-
-
➔
:.asana
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

Page 5 ends

-
-
:.asana
----------------------------------------
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.

Page 6 ends

-
-
:.asana
----------------------------------------
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
----------------------------------------
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
----------------------------------------

Page 7 ends

-
-
:.asana
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.
----------------------------------------
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.
----------------------------------------
Next steps
----------------------------------------

Page 8 ends

-
-
:.asana
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.
----------------------------------------
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. ----------------------------------------

Page 9 ends

-
-
:.asana
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.

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.
----------------------------------------
Next steps
----------------------------------------
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

Page 1 ends

-
-
:.asana
----------------------------------------
Next steps
----------------------------------------
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)
----------------------------------------
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
----------------------------------------
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:

Page 2 ends

-
-
:.asana
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
----------------------------------------
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
----------------------------------------
Next steps
----------------------------------------

Page 3 ends

-
:.asana
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
----------------------------------------

Page 4 ends

-
:.asana
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
----------------------------------------
Next steps
----------------------------------------
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.
----------------------------------------
Next steps
----------------------------------------

Page 5 ends

-
-
:.asana
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
----------------------------------------
Next steps
----------------------------------------
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
----------------------------------------
Next steps
----------------------------------------

Page 6 ends

-
-
:.asana
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
----------------------------------------
Next steps
----------------------------------------
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
----------------------------------------
Next steps
• Scoping project to leverage PSD Citywide eGIS module to enable DPW field staff to update GIS layers directly from mobile devices
----------------------------------------

Page 7 ends

-
-
:.asana
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
----------------------------------------
Next steps

1. Finalize CSDP and present to City Council or Finance Subcommittee (need confirmation) for their awareness ----------------------------------------

Page 8 ends

-
-
:.asana
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.

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
----------------------------------------
Next steps
Construction to begin this month (May 2026)
----------------------------------------
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
----------------------------------------
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 ----------------------------------------

Page 1 ends

-
-
:.asana
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
----------------------------------------

Page 2 ends

-
-
:.asana
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.
----------------------------------------
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. ----------------------------------------

Page 3 ends

-
-
:.asana
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.
----------------------------------------
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.
----------------------------------------
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
----------------------------------------
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.
----------------------------------------
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 ----------------------------------------

Page 4 ends

-
-
:.asana
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.
----------------------------------------
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. ----------------------------------------

Page 5 ends

-
-
:.asana
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.
----------------------------------------
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.
----------------------------------------
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
----------------------------------------
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. ----------------------------------------

Page 6 ends

-
-
:.asana
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.
----------------------------------------
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.
----------------------------------------

Page 7 ends

-
-
:.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.
----------------------------------------
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.
----------------------------------------
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. ----------------------------------------

Page 8 ends

-
-
:.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.
----------------------------------------
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.
----------------------------------------

Page 9 ends

-
-
:.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.

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
----------------------------------------
Next steps
----------------------------------------
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.
----------------------------------------
Next steps
Complete required site work and installation of units. Following this, begin the transition of individuals from the sanctioned camping area.
----------------------------------------

Page 1 ends

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.
----------------------------------------
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. ----------------------------------------

Page 2 ends

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.
----------------------------------------
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
----------------------------------------
Next steps
• Work starting in FY2026/2027 based on Council priorities ----------------------------------------

Page 3 ends

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
----------------------------------------
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
----------------------------------------

Page 4 ends

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

Page 5 ends

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.

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
----------------------------------------
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.
----------------------------------------
Next steps
We will continue to monitor cost recovery as well as other State and Federal oppurtunities for additional funding.
----------------------------------------

Page 1 ends

-
-
:.asana
On track Apr 27, 2026
Basic Life Support 2025/2026
Task progress
33%
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
Basic Life Support 2025/2026 - Apr 27
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 ----------------------------------------
Complete May 20, 2026
Implement Data-driven Deployment Models
Task progress
100%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.1.2 Implement data-driven deployment
models to enhance emergency medical services and improve Fire Department response… Department
Fire Department
Fiscal Year
FY2025/2026
Implement Data-driven Deployment Models - May 20
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. ----------------------------------------
Next steps
----------------------------------------

Page 2 ends

-
-
:.asana
On track May 22, 2026
Implement Enhanced Wildfire Risk Mitigation
Task progress
75%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.1.3 Implement an enhanced fire code compliance program, emphasizing education before enforcement.

Department
Fire Department
Fiscal Year
FY2025/2026; FY2026/2027
Implement Enhanced Wildfire Risk Mitigation - May 22
Summary
The ember resistant vent replacement program has launched with success and high levels of interest compared to the Grant program. New BBQ safety areas and wind protected BBQs have been installed at City parks and educational signage is developed. ----------------------------------------
Next steps
Continue to expand the Vent replacement program and consider other direct replacement programs. Launch developed engagement campaigns for low engagement parcels. ----------------------------------------
On track May 3, 2026
PAAC Community Involvement Strategies
Task progress
80%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.1.4 Identify and implement strategies to foster more community involvement to increase trust between law enforcement and the com…
Department
Police Department
Fiscal Year
FY2025/2026; FY2026/2027
Police Advisory & Accountability Committee Project Delivers Four Major Milestones Summary
----------------------------------------
Summary
The project has made significant progress with four major milestones completed during FY 25-26.

Key accomplishments include:
• ✓ Assess effectiveness of the Police Advisory & Accountability Committee - The 2025 Annual Report was approved by the PAAC at their January 21, 2026, meeting. • ✓ Present Annual Report to City Council - Approved at the March 2, 2026, City Council meeting.
• ✓ Facilitate a Police Advisory & Accountability Committee Workshop - Workshop held on January 10, 2026.
• ✓ Redevelop Police Department Training Plan - Completed ----------------------------------------
Next steps
During FY 26-27, the primary focus will be on community engagement to strengthen public participation in accountability processes.

Key upcoming milestone:
• Conduct Community Outreach to Increase Participation at Police Advisory & Accountability Committee Meetings - Due June 30, 2027, currently in progress to increase

Page 3 ends

-
-
:.asana
community representation in public meetings
----------------------------------------
See Details
On track May 18, 2026
Reduce Priority Emergency Response Times
Task progress
50%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.2.1 Reduce emergency response times of
Priority 1 police calls.

Department
Police Department
Fiscal Year
FY2025/2026; FY2026/2027
Reduce Priority Emergency Response Times - May 18
Summary
• Implemented first 2 drones
• Re-assigned FTE police officer
----------------------------------------
Next steps
• Call type analysis and day/time occurrence of calls requires more analysis • Further analysis is in progress on evaluating differential Police response. ----------------------------------------
Complete May 18, 2026
Identify Funding for SAFE Program
Task progress
100%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.2.2 Identify funding to ensure sustainability
and expansion of the Specialized Assistance for
Everyone (SAFE) program.

Department
Police Department
Fiscal Year
FY2025/2026; FY2026/2027
Identify Funding for SAFE Program - May 18
Summary
• Grant funding has been approved and will fund training for officers, SAFE Team, and partial SAFE Team Funding (CIT)
• We are currently in the process of submitting monthly reimbursement requests through the state. The funding is good through FY’26 -‘27. • Funding is currently unavailable for long-term funding ----------------------------------------
Next steps

1. SAFE Team work continues daily and they are consistently handling 8.5% of overall call volume on Calls For Service.

2. SAFE Team and corresponding annual funding is a part of our operations.

3. SRPD will continue to assess options for securing additional funding that will allow us to expand the SAFE program.
----------------------------------------

Page 4 ends

➔
-
-
:.asana
See Details
Complete May 18, 2026
CPTED - Crime Prevention Through Environmental Design
Task progress
100%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.2.3 Integrate safety and crime prevention
through environmental design (CPTED) elements in all infrastructure development and… Department
Police Department
Fiscal Year
FY2025/2026; FY2026/2027
CPTED - Crime Prevention Through Environmental Design - May 18 Summary
• CPTED Reviews have been completed for various city projects and continue/ongoing. ----------------------------------------
Next steps
• SRPD is proactively assessing Capital Improvement Projects as part of regular operations to evaluate public safety impacts ----------------------------------------
On track May 19, 2026
Conduct Driving Education and Enforcement
Task progress
87%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.2.4 Reduce dangerous driving behavior and
the number of collisions resulting in injury through education and enforcement efforts.

Department
Police Department
Fiscal Year
FY2025/2026; FY2026/2027
Conduct Driving Education and Enforcement - May 19
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 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
----------------------------------------

Page 5 ends

➔
-
-
:.asana
On track May 18, 2026
Drone as First Responder
Task progress
50%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.2.5 Assess and utilize technology solutions
to improve public safety systems and response
times.

Department
Police Department
Fiscal Year
FY2025/2026; FY2026/2027
Drone as First Responder - May 18
Summary
• SRPD implemented 2 drones as first providers significantly reducing response times ----------------------------------------
Next steps
• We will be implementing 2 additional drones by end of calendar year 2026. ----------------------------------------
On track Apr 27, 2026
Carnegie Re-Use Planning
Task progress
33%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.3.4 Initiate a public planning process related to the preservation of the historic Carnegie Library for ongoing civic, community, or com…
Department
Library and Recreation
Fiscal Year
FY2026/2027
Carnegie Re-Use Planning - Apr 27
Summary
Schedule Update: Project is on schedule to start by December 2026, as required by Measure P.
----------------------------------------
Next steps
----------------------------------------

Page 6 ends

-
-
:.asana
On track Apr 14, 2026
Pickleweed Branch Renovation
Task progress
79%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.4.1 Complete the Pickleweed Library and
Pickleweed Preschool renovation.

Department
Library and Recreation
Fiscal Year
FY2025/2026; FY2026/2027
Pickleweed Branch Renovation - Apr 14
Summary
On track for completing construction in July, current timeline risk is furniture lead times, which are TBD.
----------------------------------------
Next steps
----------------------------------------
Off track Apr 14, 2026
Pickleweed Preschool Portable Replacement
Task progress
83%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.4.1 Complete the Pickleweed Library and
Pickleweed Preschool renovation.

Department
Library and Recreation
Fiscal Year
FY2025/2026; FY2026/2027
Pickleweed Preschool Portable Replacement - Apr 14
Summary
Due to challenges coming to terms on a direct purchase agreement for the portables, the project timeline has slipped and a Summer 2026 construction schedule is no longer feasible.
----------------------------------------
Next steps
Incorporate portable procurement into the construction bid package. Release project for bid in late summer/early fall.
----------------------------------------

Page 7 ends

-
-
:.asana
On track May 13, 2026
Evaluate Enhanced Library and Recreation Programs
Task progress
0%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.5.1 Evaluate library and recreation programs
to identify opportunities for improvements in
service delivery and enhanced program offer…
Department
Library and Recreation
Fiscal Year
FY2026/2027
Evaluate Enhanced Library and Recreation Programs - May 13 Summary
Work starting in FY2026/2027
----------------------------------------
On hold May 5, 2026
Evaluate North San Rafael Library Services
Task progress
0%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.5.2 Evaluate Library Services in North San
Rafael.

Department
Library and Recreation
Fiscal Year
FY2026/2027
Evaluate Enhanced Library Services - May 5
Summary
Scheduled to begin FY27 Q3-Q4.
----------------------------------------

Page 8 ends

-
-
:.asana
On track May 26, 2026
Establish Mobile Vending Ordinance
Task progress
83%
Council Priority Area
E: Quality of Life
Goals and Objectives
E.6.1 Revise the Street Food Vending Ordinance and develop an implementation, enforcement, and communications plan.

Department
Community and Economic Development
Fiscal Year
FY2025/2026
Establish Mobile Vending Ordinance - May 26
Summary
San Rafael adopted a comprehensive Mobile Vending Program to balance public health, safety, and local entrepreneurship. It features a three-prong approach: establishing a permitting process with operating rules, strengthening cross-jurisdictional enforcement, and providing support services to help vendors legalize their businesses.

The city has implemented the following measures and guidelines:
• Permit Requirements: Vendors must obtain both a City business license and a Mobile Vending Permit from the Community and Economic Development Department. • Operating Zones: Vending is restricted to commercial and industrial zones. Strict buffers are enforced to prevent vendors from blocking business entrances, transit stops, schools, and farmers' markets.
• Time, Place, and Manner: Operations are restricted to the hours of to
. Vendors must maintain a litter-free area (including grease and byproducts), provide enough sidewalk space for ADA accessibility, and use their own trash containers. • Enforcement Measures: The City collaborates with the Marin County Environmental Health Services and Police Department to conduct compliance sweeps. Penalties for non-compliance include fines (up to
for repeat offenders) and the impounding of food and equipment. • Support and Education: The City has funded community-based organizations to provide bilingual technical assistance to help existing vendors navigate compliance and permitting.
----------------------------------------

Page 9 ends

-
:.asana
Priority Area F: High Performing
Government
FY2025/2026 Status Update
Progress on goals and objectives reflects the achievement of project milestones connected to each objective.

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
-;;;
g,
1!
..

C
~
"'
F.1 Establish metrics for data.dr ...

F2 Innovate Oty systems and o ...

F.3 Implement comprehensive ...

F.4 Develop and implement pr ... -
0% 20% 40%
F.1.1 Create annual work: plans for each CrtyCouncil Pri .. .

F.1.2 Enhance the performance management system th .. .

F.1.3 lmp ement a citywide community relationship man .. .

F.2.1 Evaluate, identify, and imp1ement technology solut .. .

F.2.2 Create and lmp1ement a citywide strategic commu .. .

F .2.3 Update the City's website to enhance content, tun .. .

F.2.4 Update and Lmp1ement city-wide records retention .. .

F.2.5 Support and exprore regional partnerships and "nt .. .

F.2.6 Arlafyze and ident ify revisions to the municipal co .. .

F.2.7 Evaluate placing tre City Charter on the ballot tot .. .

F.3.1 Develop a timeline and take steps to renewexistin .. .

F.3.2 Explore strategies and initiatives a·med at increa:si .. .

F 3.3 Identify and secure new revenue sources to addres .. .

F.3.4 Continue to evaluate and update the master fee sc .. .

FA.1 Dedicate resources toward continuous culture buil. ..

FA.2 Develop and implement innovative recruitment an .. .

F.4.3 Develop and implement an enhanced professioRal .. .

F.4.4 Promote holistic employee wellbeing through wor .. .

F.6.4 Evaluate policies and enforcement mechanisms to .. . 0%
60% 80% 100%
progress
20% 40%
Progress
Progress Remaini. ..
56%
60%
progress
80%
e Progress Complet e
Progress Remaining
100%
Priority F: High Performing Government
On track May 11, 2026
Citywide Work Planning
Task progress
83%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.1.1 Create annual work plans for each City
Council Priority Area to track progress and revise as necessary when reprioritization is need… Department
City Manager
Fiscal Year
FY2025/2026; FY2026/2027; FY2027/2028
Citywide Work Planning - May 11
Summary
• Provided mid-year update to Council in March 2026
• Migrated work plan, Goals and Objectives project updates into Asana • Staff have provided updates to FY2025/2026 updates in Asana and added FY2026/2- 027 projects in Strategic Plan portfolio
• Digital has built integrations with PowerBI for public-facing dashboards showing Strategic Plan progress
----------------------------------------
Next steps
• Preparing for City Council update
• Continue use of Asana for Strategic Plan updates at next Mid-Year Review. ----------------------------------------
On track May 14, 2026
Performance Management
Task progress
83%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.1.2 Enhance the performance management
system that supports tracking progress towards City Council’s Goals and Objectives.

Department
Digital Service
Fiscal Year
FY2025/2026; FY2026/2027; FY2027/2028
Performance Management - May 14
Summary
• Gathered data for new metrics
• Created new framework for priority area dashboards
• Drafted narratives for new metrics
----------------------------------------
Next steps
• Presenting FY2025/2026 performance metrics update to Council in June 2026 ----------------------------------------

Page 1 ends

-
-
:.asana
On hold May 14, 2026
Citywide Responsiveness and CRM Discovery
Task progress
10%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.1.3 Implement a citywide community relationship management (CRM) solution to improve tracking and responsiveness to community… Department
City Manager
Fiscal Year
FY2026/2027; FY2027/2028
Citywide Responsiveness and CRM Discovery - May 14
Summary
• This project is on hold until we fill a vacant position in Digital to lead the project • Team is focusing resources on delivering website project ----------------------------------------
Next steps
----------------------------------------
On track May 5, 2026
ERP Phase II - HRM/Payroll
Task progress
22%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal… Department
Finance
Fiscal Year
FY2025/2026; FY2026/2027
ERP Phase II - HRM/Payroll - May 5
Summary
Upcoming Sessions A series of onsite and remote configuration sessions are scheduled through July, covering deduction and benefit master setup, accrual tables, advanced pays and deductions, job class master, position control, and employee master imports. Two small batch parallel testing sessions on June 25 and July 23 are pending confirmation.

Action Items The week of May 4th involves the project team working on work location codes, division and risk codes, and pay type code tables. Heather Rowden from Krisch is actively reviewing and completing pay entries. A larger set of items tied to upcoming configuration sessions are due by May 18 and June 8. Our Tyler PM is coordinating with the conversion team on a payroll transition question related to the switch from semimonthly to biweekly pay. Readyform requirements (logo, address, and signature) are still being reviewed internally.

Key Decisions Pending The team needs to confirm the number of years of historical data for conversion (three years is the most common approach), finalize the stakeholder presentation format and audience, and review whether Time and Attendance should be incorporated. An outstanding project change order extending the HRM timeline to January 2026 has been sent for signature.
----------------------------------------
Next steps
----------------------------------------

Page 2 ends

-
-
:.asana
On track May 14, 2026
Fair Political Practices Software
Task progress
75%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal… Department
City Clerk
Fiscal Year
FY2026/2027
Fair Political Practices Software - May 14
Summary
• Schedule Update: Project on schedule
• Training in progress
----------------------------------------
Next steps
• Campaign filer communication
• Go Live
----------------------------------------
On track May 18, 2026
Governance, Risk, Compliance
Task progress
68%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal… Department
Digital Service
Fiscal Year
FY2025/2026; FY2026/2027
Governance, Risk, Compliance - May 18
Summary
• Assessed the City's cybersecurity posture and evaluated adherence to the National Institute of Standards and Technology (NIST) Cybersecurity Framework across all applicable functions. Established a baseline cybersecurity profile for the City of San Rafael and outlined roadmap for cybersecurity improvements.
• Formalized a suite of 18 Citywide Information Security Policies that establish governance expectations and operational requirements for the protection of City data, systems, and technology assets in partnership with relevant City stakeholders. All policies are grounded in the NIST framework and tailored to reflect the City's organizational structure, workflows, and risk tolerance. • Began coordination with Office of Emergency Services to support Continuity of Operations Plan. • Started inventory of critical IT systems and networks for inventory and business continuity.
• Identified specific critical systems for the development of incident response plans. ----------------------------------------
Next steps
• Working with Xantrion team to develop a formal Cybersecurity Business Continuity Plan that defines strategies and procedures to sustain essential City services and operations during and following a cybersecurity-related disruption. • Develop a Cybersecurity Disaster Recovery Plan (DRP) that documents technical strPage 3 / 17 -
-
:.asana
ategies and procedures for restoring critical IT systems, applications, and data following a cybersecurity incident or significant disruption.
• Develop a Cybersecurity Incident Response Plan that establishes a structured, repeatable framework for detecting, containing, eradicating, and recovering from cybersecurity incidents affecting City systems and data. The plan includes incident classification criteria, escalation procedures, roles and responsibilities, and post-incident review processes.
• Aiming to schedule table-top exercises in FY2026/2027 in coordination with Xantrion and regional Homeland Security representative to test incident response procedures. ----------------------------------------
Complete May 4, 2026
ERP Phase 1a Financials
Task progress
100%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal… Department
Finance
Fiscal Year
FY2025/2026
ERP Phase 1a Financials - May 4
Summary
• City of San Rafael went live with 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
----------------------------------------
On track May 5, 2026
OpenGov Software Transition
Task progress
98%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal… Department
OpenGov Software Transition - May 5
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

Page 4 ends

-
-
:.asana
Community and Economic Development
Fiscal Year
FY2025/2026
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. ----------------------------------------
On hold May 4, 2026
AI Search and Chat
Task progress
80%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal… Department
Digital Service
Fiscal Year
FY2025/2026
AI Search and Chat - May 4
Summary
• Conducted vendor analysis and selection with cross-departmental team. • Identified preferred chat vendor.
• Considering alternative solution after learning more about agentic AI solutions packaged with CRM platforms ----------------------------------------
Next steps
• Including AI chat in requirements for CRM solution to allow for more scalable growth of AI chat agents with end-to-end services and integrations with enterprise platforms, email, and phone services.
• Moving this into CRM project
----------------------------------------

Page 5 ends

-
:.asana
Complete May 4, 2026
AI Training 2025
Task progress
100%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal… Department
Digital Service
Fiscal Year
FY2025/2026
AI Training 2025 - May 4
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 ----------------------------------------
On track May 14, 2026
Trusted System (Records Management)
Task progress
52%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal… Department
City Clerk
Fiscal Year
FY2025/2026
Trusted System (Records Management) - May 14
Summary
• Project Schedule: Project on schedule
• City Clerk's software implementation/integrations in progress ----------------------------------------
Next steps
• Bring Human Resources into Laserfiche
----------------------------------------

Page 6 ends

-
-
:.asana
Complete May 4, 2026
AI Policy
Task progress
100%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.1 Evaluate, identify, and implement technology solutions, including artificial intelligence, which streamline and improve internal… Department
Digital Service
Fiscal Year
FY2025/2026
AI Policy - May 4
Summary
• The City's Artificial Intelligence (AI) Acceptable Use Policy was approved in Fall 2025 by Data Governance Committee.
• AI Policy and list of approved AI vendors/platforms is provided on the employee website
• Digital rolled out the policy with Citywide training
----------------------------------------
Next steps
• We are piloting enterprise AI throughout the organization and conducting vendor analysis when Departments request AI- tools
----------------------------------------
On track Apr 28, 2026
Citywide Communication San Rafael
Task progress
95%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.2 Create and implement a citywide strategic communications plan that improves public messaging, combats misinformation, enh… Department
City Manager
Fiscal Year
FY2025/2026; FY2026/2027; FY2027/2028
Citywide Communication San Rafael - Apr 27
Summary
We have created a calendar of major proclamations, events, and annual communications.

Additionally, I am tracking incoming communications requests, key policy items, and other content on a centralized comms calendar. The calendar will be used to post regular updates to various comms channels.
----------------------------------------
Next steps
----------------------------------------

Page 7 ends

-
-
:.asana
On track May 18, 2026
Develop City style guide
Task progress
0%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.2 Create and implement a citywide strategic communications plan that improves public messaging, combats misinformation, enh… Department
City Manager
Fiscal Year
FY2026/2027
Develop City style guide - May 18
Summary
• Scoping style guide improvements for including in FY2026/2027 work plan ----------------------------------------
Next steps
• Work beginning in FY2026/2027
----------------------------------------
On track May 19, 2026
Data-Driven Decision Making
Task progress
0%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.2 Create and implement a citywide strategic communications plan that improves public messaging, combats misinformation, enh… Department
City Manager
Fiscal Year
FY2026/2027
Data-Driven Decision Making - May 19
Summary
This project is targeted to begin in the fall. Preliminary data collection has begun for social media pages and email newsletters.
----------------------------------------
Next steps
Confirming data that will be collected, and scoping the progress. ----------------------------------------
Exported on May 26, 2026 at 1:19pm America/Los_Angeles Page 8 / 17 -
-
:.asana
Complete May 8, 2026
Communications Roadmap
Task progress
100%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.2 Create and implement a citywide strategic communications plan that improves public messaging, combats misinformation, enh… Department
City Manager
Fiscal Year
FY2025/2026
Communications Plan Project Complete: All Milestones Achieved Summary
----------------------------------------
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. • @John Stefanski completed the ✓ Final review of comms roadmap, which was the last major drafting task, completed in early March 2026.

Next steps will be to continue the implementation of recommendations outlined in the roadmap.

On track May 14, 2026
Universal Design Website Project: Council Milestones
Task progress
57%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.3 Update the City’s website to enhance
content, functionality, accessibility and customer experience.

Department
Digital Service
Fiscal Year
FY2025/2026; FY2026/2027
Universal Design Website Project: Council Milestones - May 14 Summary
• Built out the test version of the new website, allowing staff to review navigation, functionality, and overall structure.
• Collaborating with departments to review and organize content for clarity, accuracy, and easier access to City services.
• Beginning coordination on the front-end design, including layout, visual style, and accessibility to ensure the site is user-friendly and compliant with federal accessibility standards.
----------------------------------------
Next steps
• Develop and implement a user testing plan with residents and staff to evaluate usability and common service tasks.
• Incorporate feedback from testing to refine navigation, content, and design before final development and launch.
----------------------------------------

Page 9 ends

-
-
:.asana
On track May 4, 2026
San Rafael Police Website (.Gov)
Task progress
0%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.3 Update the City’s website to enhance
content, functionality, accessibility and customer experience.

Department
Police Department
Fiscal Year
FY2026/2027
San Rafael Police Website (.Gov) - May 4
Summary
• The Digital team is focusing on migration of existing City website in Summer 2026 • Police Department is identified for migration in Fall 2026 ----------------------------------------
Next steps
• Once the main City site launches in Summer 2026 the Digital team will work with the Police Department in migrating content to a new Police Department section of the City website in Fall 2026
----------------------------------------
Complete Feb 11, 2026
Universal Design Website Project Administration
Task progress
66%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.3 Update the City’s website to enhance
content, functionality, accessibility and customer experience.

Department
Digital Service
Fiscal Year
FY2025/2026; FY2026/2027
Universal Design Website Project Administration - Feb 11 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.

Next steps
Exported on May 26, 2026 at 1:19pm America/Los_Angeles Page 10 / 17 -
-
:.asana
On track May 14, 2026
Records Management Program Policy
Task progress
71%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.4 Update and implement city-wide records retention schedules and Public Records Act related policies and systems.

Department
City Clerk
Fiscal Year
FY2025/2026; FY2026/2027
Records Management Program Policy - May 14
Summary
• Project on schedule
• City Council adopted policy
• Scheduled staff training
----------------------------------------
Next steps
• Hold staff training
----------------------------------------
Complete May 14, 2026
Records Management Quotes/Selection
Task progress
100%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.4 Update and implement city-wide records retention schedules and Public Records Act related policies and systems.

Department
City Clerk
Fiscal Year
FY2025/2026
Records Management Quotes/Selection - May 14
Summary
• Project completes
----------------------------------------
Next steps
----------------------------------------
Exported on May 26, 2026 at 1:19pm America/Los_Angeles Page 11 / 17 -
-
:.asana
On track May 14, 2026
Records Retention Schedules
Task progress
93%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.4 Update and implement city-wide records retention schedules and Public Records Act related policies and systems.

Department
City Clerk
Fiscal Year
FY2025/2026; FY2026/2027
Records Retention Schedules - May 14
Summary
• Project on schedule
• Scheduled staff training of adopted schedules
----------------------------------------
Next steps
• hold staff trainings
----------------------------------------
On track May 4, 2026
Regional Partnerships for Efficiency
Task progress
75%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.2.5 Support and explore regional partnerships and intergovernmental collaborations to seek efficiencies in service delivery.

Department
City Manager
Fiscal Year
FY2025/2026; FY2026/2027
Project Remains On Track
Summary
----------------------------------------
Summary
Key accomplishments include:
• Participate in meetings for GGBHTD and review project to ensure they meet City standards. - Staff have participated in all planned meetings; the project has been delayed, so participation will continue.
• ✓ Discuss Marinwood Fire Shared Services Agreement - Staff have discussed the agreement with representatives from Marinwood
• ✓ Participate in meetings with Transportation Authority of Marin (TAM) - 580/101 to ensure alignment withy City Standards and Procedures - Staff have participated in all planned meetings pertaining to this project.
• ✓ Present to Council Finance Subcommittee - In lieu of a presentation to the Finance Subcommittee, a discussion about fire services was brought to the Council on May 4. • ✓ Negotiate San Rafael Sanitation District Separation Agreement - Staff has worked with SRSD to complete negotiations on a draft separation agreement ----------------------------------------
Next steps
• Staff plans to bring a revised shared services agreement with Marinwood Community Services District before the end of FY 25-26.
• Staff has notified affected labor groups about the proposed San Rafael Sanitation District Separation Agreement.
• Staff plans to bring the Separation Agreement to the City Council before the end of FY 25-26.

Page 12 ends

-
-
:.asana
----------------------------------------
See Details
On track Apr 2, 2026
Tax Measure Strategies
Task progress
62%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.3.1 Develop a timeline and take steps to
renew existing tax measures requiring voter
approval.

Department
Finance
Fiscal Year
FY2025/2026; FY2026/2027
Tax Measure Strategies - Apr 2
Summary
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
----------------------------------------
On track Feb 25, 2026
Strengthen Sales Tax Base
Task progress
50%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.3.2 Explore strategies and initiatives aimed at
increasing overall sales tax revenues by attracting new sales tax generating entities, diversi… Department
Community and Economic Development
Fiscal Year
FY2025/2026; FY2026/2027
Strengthen Sales Tax Base - Feb 25
Summary
Next steps

Page 13 ends

➔
-
-
:.asana
On track May 19, 2026
Identify & Secure New Revenue
Task progress
33%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.3.3 Identify and secure new revenue sources to address the insufficient funding available to address services needs for growing pop… Department
Finance
Fiscal Year
FY2025/2026; FY2026/2027
Identify & Secure New Revenue - May 19
Summary
Staff are working with the Marin Community Foundation to establish a Field of Interest Fund to support the 350 Merrydale Interim Shelter and future affordable housing project (see Objective D.1.4.
----------------------------------------
Next steps
----------------------------------------
On track May 19, 2026
Public Safety Impact Fees
Task progress
0%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.3.4 Continue to evaluate and update the
master fee schedule, development impact
fees, and other fees as necessary to ensure full…
Department
Finance
Fiscal Year
FY2025/2026; FY2026/2027
Public Safety Impact Fees - May 19
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.
----------------------------------------

Page 14 ends

-
-
:.asana
On track May 19, 2026
Update Master Fee Schedule and Development Impact Fees
Task progress
80%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.3.4 Continue to evaluate and update the
master fee schedule, development impact
fees, and other fees as necessary to ensure full…
Department
Finance
Fiscal Year
FY2025/2026; FY2026/2027
Update Master Fee Schedule and Development Impact Fees - May 19 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.
----------------------------------------
On track May 8, 2026
Employee Recognition Improvements
Task progress
0%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.4.1 Dedicate resources toward continuous
culture building through enhanced employee
recognition, comprehensive onboarding, and…
Department
Human Resources
Fiscal Year
FY2026/2027; FY2027/2028
Employee Recognition Improvements - May 8
Summary
• March 2026: received feedback and direction from CMO on updates to the Team and Employee of the Quarter and Year program
• Will continue to coordinate with new CM for any preferred updates • Streamlined the process for scheduling the celebration gatherings ----------------------------------------
Next steps
• Continuing to build participation in the committee
• Collaborating with the Fun Committee on attendance at award gatherings ----------------------------------------

Page 15 ends

-
-
:.asana
Complete May 8, 2026
Recruitment and Retention Strategies
Task progress
100%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.4.2 Develop and implement innovative recruitment and retention strategies that address recruitment, retention, and advancement… Department
Human Resources
Fiscal Year
FY2025/2026
Recruitment and Retention Strategies - May 8
Summary
• Recruitment Guidelines and Toolkit completed and presented to Director team in autumn 2025
• With early 2026 hiring freeze it has not been rolled out to hiring managers; planning to do so in late May/early June 2026 as hiring freeze is lifted • AB 2561: Local Public Employees: Vacant Positions reporting for 2026 was presented at the May 4, 2026 Council Meeting and staff report. On track for subsequent years reporting.
----------------------------------------
Next steps
----------------------------------------
On hold May 26, 2026
Professional Development 2025/2026
Task progress
0%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.4.3 Develop and implement an enhanced
professional development and training program that includes learning management, inn… Department
Human Resources
Fiscal Year
FY2027/2028
Professional Development 2025/2026 - May 26
Summary
• Project deferred due to staff absence and hiring freeze. ----------------------------------------
Next steps
----------------------------------------
Exported on May 26, 2026 at 1:19pm America/Los_Angeles Page 16 / 17 -
-
:.asana
On track May 8, 2026
Policies: Remote Work
Task progress
40%
Council Priority Area
F: High Performing Government
Goals and Objectives
F.4.4 Promote holistic employee wellbeing through work-life balance initiatives and supportive workplace policies.

Department
Human Resources
Fiscal Year
FY2025/2026; FY2026/2027
Policies: Remote Work - May 8
Summary
• April 29, 2026 - RWP is with City Manager for Final Review. ----------------------------------------
Next steps
• Will need to inform the bargaining units
• will need to roll out to staff
----------------------------------------

Page 17 ends

-
:.asana
Priority Area G: Equity, Access, Belonging
and Opportunity for All
FY2025/2026 Status Update
Progress on goals and objectives reflects the achievement of project milestones connected to each objective.

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 G: Equity, Access, Belonging and Opportunity for All On track Feb 25, 2026
Evaluate/Revise ADA Program
Task progress
0%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.1.1 Evaluate and revise the Americans with
Disabilities Act program and policies as necessary.

Department
Community and Economic Development
Fiscal Year
FY2025/2026; FY2026/2027
Evaluate/Revise ADA Program - Feb 25 Summary
Project was deferred based on overestimated
capacity. Starting work in fiscal year 2026/2027
On track May 7, 2026
Pilot Systems for Coordinated Engagement
Task progress
78%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.2.1 Develop an inclusive, resident led
community engagement program to bring all
members of the community into the decision…
Department
City Manager
Fiscal Year
FY2025/2026
Pilot Systems for Coordinated Engagement - May 7
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:
o provide peer-support and knowledge sharing on engagement strategies, implementation, and evaluation o stay updated on engagement activities happening at the City and with Partner Agencies o increase coordination of engagement related communications and planning of activities o 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

Page 1 ends

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 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. ----------------------------------------
On track May 18, 2026
Change.org Engagement Coordination
Task progress
0%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.2.1 Develop an inclusive, resident led
community engagement program to bring all
members of the community into the decision…
Department
City Manager
Fiscal Year
FY2026/2027
Change.org Engagement Coordination - May 18
Summary
• Held kick off conversation with Change.org on proposal to engage San Rafael residents to gather input on high-interest community topics and policy. • Work will be led by Change.org and include regular coordination with City team ----------------------------------------
Next steps
• Change.org team will be reaching out with more complete scope of work for proposed engagement beginning in Summer 2026
----------------------------------------
Complete May 8, 2026
Create Outreach and Engagement Guide/Planning Tool
Task progress
100%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.2.1 Develop an inclusive, resident led
community engagement program to bring all
members of the community into the decision…
Department
City Manager
Fiscal Year
FY2025/2026
Outreach and Engagement Guide: Project Complete
Summary
----------------------------------------
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 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,

Page 2 ends

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.

On track May 4, 2026
Establish Stipend Policy
Task progress
50%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.2.2 Establish a citywide stipend policy to
ensure that all community members can participate in civic life and are compensated for… Department
Finance
Fiscal Year
FY2025/2026
Draft Policy Milestone Completed - Project On Track
Summary
----------------------------------------
Summary
The project remains on track. Key points include:
• ✓ Benchmark Stipend Programs - This task was completed • ✓ Draft Policy - This milestone was achieved, marking significant progress on this deliverable
----------------------------------------
Next steps
The next steps are to present the item to the Finance subcommittee. ----------------------------------------

Page 3 ends

On track May 4, 2026
Language Access Plan
Task progress
68%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.2.3 Develop and implement the City’s Language Resource Access Plan to improve multilingual engagement practices.

Department
City Manager
Fiscal Year
FY2025/2026; FY2026/2027
Language Access Plan - May 4
Summary
This project supports the development and implementation of a comprehensive Title VI Non-discrimination Plan and Language Access Plan to ensure equitable service delivery, meaningful access to decision-making, and compliance with federal civil rights requirements. The team has drafted Title VI and Language Access planning documents, conducted a language access survey and focus group, implemented language interpretation software, and gathered staff feedback.

Key accomplishments include:
• Conduct a Program and Services Assessment for Title VI (Non-discrimination) Plan - Completed
• Draft the Title VI Policy Statement - Completed
• Draft the Title VI Plan - Completed
• Complete Language Access Plan Needs Assessment - Completed • Conduct Language Access Plan Community Engagement. - Completed • Implement Language Interpretation Tools Software - Completed • Solicit Feedback from staff - Completed
----------------------------------------
Next steps
The next steps are as follows.
• Engage Labor Partners as needed
• Circulate the Draft Title VI and Language Access Plans • Present the Drafts to the City Council for Review and Adoption ----------------------------------------

Page 4 ends

On hold May 20, 2026
DEIB Roadmap
Task progress
0%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.3.1 Develop and implement a strategic roadmap to guide the City’s work to achieve equitable outcomes for all community members.

Department
City Manager
Fiscal Year
FY2026/2027
DEIB Roadmap - May 20
Summary
• This project will begin in fall of 2026-27
----------------------------------------
Next steps
----------------------------------------
On hold May 11, 2026
Integrate Equity data into CIP process
Task progress
25%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.3.2 Develop and implement a policy that
ensure equitable distribution of public resources and infrastructure improvements across all… Department
Public Works
Fiscal Year
FY2025/2026; FY2026/2027
Integrate Equity data into CIP process - May 11
Summary
Research on benchmarked equity metrics was completed. The Bike and Pedestrian Master Plan prioritization formulas were updated to integrate MTC's Equity Priority Communities metric in the project prioritization process.
----------------------------------------
Next steps
Explore opportunities to integrate equity metrics into the prioritization criteria for upcoming DPW plans such as the Building and Facility Plan and ADA Transition Plan. This step is needed before integrating equity metrics into the CIP scoring rubric in order to increase alignment between DPW plans and the CIP ranking process. ----------------------------------------

Page 5 ends

On track May 14, 2026
Expand Candidate Diversity (BCC)
Task progress
53%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.3.3 Expand on the City’s strategic approach
to ensure diversity of candidate pools when
recruiting candidates for boards, commissions,…
Department
Human Resources
Fiscal Year
FY2025/2026
Expand Candidate Diversity (BCC) - May 14
Summary
• Project on schedule
• Worked with Hispanic Chamber of Commerce on class project ----------------------------------------
Next steps
• Gather year over year data collection
• Review class project data points
----------------------------------------
On hold May 20, 2026
Expand DEIB Training
Task progress
0%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.3.4 Expand employee, appointed, and elected officials training related to policies that ensure equitable outcomes for the community.

Department
City Manager
Fiscal Year
FY2026/2027; FY2027/2028
Expand DEIB Training - May 20
Summary
• The City has been conducting exisiting DEIB training, and this project will expand training opportunities
----------------------------------------
Next steps
• This work will begin in spring 2027.
----------------------------------------

Page 6 ends

On track May 11, 2026
Develop Equity and Climate Justice Lens
Task progress
59%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.3.5 Develop guidance and train staff in methods for incorporating equity and climate justice lens into the development of programs,… Department
Sustainability
Fiscal Year
FY2025/2026; FY2026/2027
Develop Equity and Climate Justice Lens - May 11
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.
----------------------------------------
On hold May 14, 2026
Digital Equity Planning
Task progress
84%
Council Priority Area
G: Equity, Access, Belonging
Goals and Objectives
G.3.6 Address the digital divide by pursuing
broadband equity projects, improving neighborhood Wi-Fi, and coordinating with the Cou… Department
Digital Service
Fiscal Year
FY2026/2027; FY2027/2028
Digital Equity Planning - May 14
Summary
• Digital identified costs for full replacement of aging Canal Wi-Fi network • Team will focus on creating presentation to Council on options for FY2026/2027 budget ----------------------------------------
Next steps
• Identify fiscal impact of digital equity programs
• Provide recommendation to Council
• Present to Council in FY 2026/2027
----------------------------------------

Page 7 ends

Page 1 of 9 ends

Key Indicators & 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.

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.

Economic Development and Neighborhood Vitality
Metrics
View these metrics and insights on the City website

Page 2 of 9 ends

Mobility and Infrastructure Metrics
View these metrics and insights on the City website

Page 3 of 9 ends

Sustainability and Resilience Metrics
View these metrics and insights on the City website

Page 4 of 9 ends

Quality of Life, Safety, and Wellbeing Metrics
View these metrics and insights on the City website

Page 5 of 9 ends

Page 6 of 9 ends

Housing and Homelessness Metrics
View these metrics and insights on the City website

Page 7 of 9 ends

Page 8 of 9 ends

High Performing Government Metrics
View these metrics and insights on the City website

Page 9 of 9 ends

Equity, Access, Belonging and Opportunity For All
Metrics
View these metrics and insights on the City website

San Rafael City CouncilJune 1, 2026

San Rafael City Council
June 1, 2026