San Ramon City Council
May 24, 2022

H:\ENGDEPT\PERMITS\Development\Residential\Aspen Wood Apts 9000 Alcosta Blvd - San Ramon\DP 02 Permit Requirements\DP Permit Correspondence\Letter of Agreement - City of San Ramon and Black Mountain_legal V2_assign.docx effective in July 2024. The current Local and Regional Wastewater Capacity Reserve Fees for the Development are attached hereto.
• Black Mountain hereby further acknowledges and agrees that it shall be responsible for complying with all provisions of the District Code with respect to commencing wastewater service to the Development, including but not limited to the payment of all required Local and Regional Wastewater Capacity Reserve Fees (subject to the postponement provided for herein), applying for and receiving a District Facilities Construction Permit and compliance with all conditions thereto, and for payment of all other District fees and charges applicable to the project. The District Facilities Construction Permit, which shall include the payment of all plan review and inspection fees, and submission of related bonds and insurance to the District, shall be obtained prior to any building permit being issued by the City.
• City and Black Mountain each hereby further acknowledge and agree that this deferral of payment will apply only to the Aspen Wood Senior Housing Project; and, the City acknowledges and agrees that it will not issue building permits for additional projects within the District boundaries without strict compliance with the District Code, including the timing of payment for all applicable fees and charges, or prior to final written approval from the District when applicable.
• In the event of assignment, Black Mountain will provide, to the District’s reasonable satisfaction, evidence that the assignee has assumed Black Mountain’s obligations hereunder.

If this Letter of Agreement is satisfactory to City and Black Mountain, please sign and return to the District three signed copies from each the City and Black Mountain. In the absence of the execution of this LOA, the District Code shall be applied with full force and effect.

Sincerely,
Daniel McIntyre
General Manager
ACCEPTED for City of San Ramon
___________________________ ________

5.15.a
Packet Pg. 124 Attachment: A. Aspen Wood Letter of Agreement (2022-076 : Letter of Agreement with Dublin San Ramon Services District and Black Mountain Letter of Agreement

H:\ENGDEPT\PERMITS\Development\Residential\Aspen Wood Apts 9000 Alcosta Blvd - San Ramon\DP 02 Permit Requirements\DP Permit Correspondence\Letter of Agreement - City of San Ramon and Black Mountain_legal V2_assign.docx Joe Gorton Date
City Manager
ACCEPTED for Black Mountain Construction Development,
on behalf of itself, affiliates, subsidiaries, members, agents, successors, assigns and all future owners of the Development
___________________________ ________
Jeffrey Woods Date
President
Attachments: Invoice 03948
JY:SD
cc: Jan Lee
Steve Delight
File DP 18-399

5.15.a
Packet Pg. 125 Attachment: A. Aspen Wood Letter of Agreement (2022-076 : Letter of Agreement with Dublin San Ramon Services District and Black Mountain

CITY COUNCIL STAFF REPORT
DATE: May 24, 2022
TO: City Council/City Manager
FROM: Debbie Chamberlain, Community Development Director By: Debbie Chamberlain, Community Development Director
SUBJECT: RESOLUTION NO. 2022-077 - Increasing the City’s Loan Commitment to $11,020,000 for Construction of the Aspen Wood Project and Authorizing the City Manager to Execute All Necessary Loan Documents to Fulfill the City's Commitment.

RECOMMENDED ACTION
Adopt the Resolution increasing the City’s loan commitment to $11,020,000 for construction of the Aspen Wood project and authorizing the City Manager to execute all necessary loan documents to fulfill the city's commitment.

BACKGROUND/DISCUSSION
On October 26, 2021, the City Council, adopted a resolution supporting Aspen Wood’s California Debt Limit Allocation Committee application and a financial commitment of $10.5 million for the construction of 122 low-income senior apartments, and one manager unit. In December 2021, Aspen Wood was awarded bond financing through the California Municipal Finance Authority (“CMFA”). On March 8, 2022, the City Council adopted a resolution supporting issuance of revenue bonds by the California Municipal Finance Authority in an amount not to exceed $45,000,000, to finance the acquisition, construction, improvement and equipping the Aspen Wood project.

Due to rising interest rates and volatility in the Stock Market, the Aspen Wood project has encountered a financial shortfall. The City was successful in working with Dublin San Ramon Services District to defer the collection of $1.3 million in local and regional waste water impact fees to occupancy. To ensure the project moves forward, Aspen Wood is requesting the City to increase the loan amount by $520,000 to cover Building and Engineering Services Inspection fees.

Staff has been working with the Applicant to finalize the necessary loan documents. The total commitment of $11,020,000 from the Affordable Housing Trust Fund (AHT) will be structured into two separate loans at 0.75% simple interest for 30 years. The loan includes deferral of $1.725 million in City Development Impact Fees and $520,000 in Building and Engineering Services Inspection fees.

9.1 Packet Pg. 126

FISCAL IMPACT
The Aspen Wood commitment is structured to prevent the AHT from going negative with payments made following receipt of Faria Neighborhood 5 fees. While sales of Faria Neighborhood 5 are ahead of schedule, with rising interest rates and continuing supply change issues, fee payments may be delayed. If fees are not received upon the anticipated absorption schedule, the City would still be obligated to make the loan payment to Aspen Wood, requiring the use of General Fund monies.

The requested allocation includes the deferral of $1.725 million in City development impact fees, and $520,000 in City Inspection Fees. If the development is delayed, in-lieu and inspection fees would be received later, with delayed payments resulting in further deferral of planned CIP Projects, and potential impacts to the General Fund reserves.

STEPS FOLLOWING APPROVAL
City Manager to execute all necessary loan documents

9.1 Packet Pg. 127
RESOLUTION NO. 2022-077

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAMON INCREASING THE CITY’S LOAN COMMITMENT TO $11,020,000 FOR

CONSTRUCTION OF THE ASPEN WOOD PROJECT AND AUTHORIZING THE

CITY MANAGER TO EXECUTE ALL NECESSARY LOAN DOCUMENTS TO FULFILL THE CITY'S COMMITMENT.

WHEREAS, On September 5, 2017, the Planning Commission approved the construction of the Aspen Wood project. The approved project is a 95-unit senior apartment development with 13 units provided to low and very-low income seniors. On November 14, 2017, after a call for review of the Planning Commission’s approval, the City Council adopted all the findings of the Planning Commission and approved the Project; and WHEREAS, Aspen Wood Venture, L.P. (“Aspen Wood”) is a fully entitled project and nearly ready to be built; however, due to COVID-19 and escalating construction cost the applicant is now seeking Tax Exempt Bonds for project construction; and WHEREAS, Aspen Wood has filed an application to secure the Tax-Exempt Bonds from California Debt Limit Allocation Committee (CDLAC), and the City to provide a letter of support for the $4.5 million; and
WHEREAS, Aspen Wood was not successful in securing funding in Round 2 of the Tax Exempt Bonding, it appears they are positioned well to receive Tax Exempt Bonds in Round 3 and requesting $10.5 million commitment from the City for the construction of 122 affordable units at 60% or below the area median income (AMI) level, for 55-years; and WHEREAS, on October 12, 2021 the City Council considered the Draft Affordable Housing Trust Fund Policy and adopted Resolution 2021-116 approving the Affordable Housing Trust Fund Policy; and
WHEREAS, following adoption a Scribner’s error was identified requiring the City Council to readopt the Affordable Housing Trust Fund Policy; and WHEREAS, on October 26, 2021 the City Council reconsidered the Draft Affordable Housing Trust Fund Policy and adopted a Resolution approving the Affordable Housing Trust Fund Policy; and
WHEREAS, on October 18, 2021 the City Council Finance Committee considered Aspen Wood’s request and forwarded it to the City Council for consideration; and WHEREAS, the request for a loan from the Affordable Housing Trust Fund to support the development of 122 all affordable units is an appropriate use of the Fund; and WHEREAS, on October 26, 2021, the City Council, adopted Resolution No. 2021-125

9.1 Packet Pg. 128
supporting the Aspen Wood Project’s California Debt Limit Allocation Committee application and a financial commitment of $10.5 million for the construction of the 123-unit Project; and WHEREAS, in December 2021, Aspen Wood was awarded bond financing through the California Municipal Finance Authority (“CMFA”) for the 122 affordable senior units, and one manager’s unit; and
WHEREAS, on February 3, 2022, the Applicant filed a Development Plan Amendment (DPA 2022-0012) requesting an amendment to the original Development Plan (DP 17-300-003) approval of the 95-unit Aspen Wood Senior Apartment Development Project for a 123-unit Aspen Wood Senior Apartment Development Project; and
WHEREAS, on March 8, 2022, the City Council reviewed the draft Conditions of Approval, and Resolution to Adopted Resolution 2022-030 approving the Project; and WHEREAS, on March 8, 2022 the City Council held the TEFRA hearing and adopted Resolution 2022-031 approving the issuance of tax-exempt bonds from the CFMA; and WHEREAS, due to rising interest rates and volatility in the Stock Market, the Aspen Wood project has encountered a financial shortfall and is requesting the City increase the loan amount by $520,000 to cover Building and Engineering Services Inspection fees for total loan of $11,020,000; and
WHEREAS, in support of affordable housing, the City now desires to execute the necessary loan documents increase the loan amount to $11,020,000.

NOW, THEREFORE, BE IT RESOLVED, that the City Council, does hereby increase the City’s loan commitment to $11,020,000 for construction of the Aspen Wood project and authorize the City Manager to execute all necessary loan documents to fulfill the city's commitment.

PASSED, APPROVED AND ADOPTED on this 24th day of March, 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

David E. Hudson, Mayor
ATTEST:

Christina Franco, City Clerk

9.1 Packet Pg. 129

CITY COUNCIL STAFF REPORT
DATE: May 24, 2022
TO: City Council/City Manager
FROM: Kathi Heimann, Parks & Community Services Director By: Jennifer Gault, Program Supervisor
SUBJECT: Teen Council Annual Report

RECOMMENDED ACTION
Staff recommends that the City Council receive the attached Teen Council Annual Report for 2021/2022, and provide direction to the Teen Council for the 2022/2023 term.

BACKGROUND/DISCUSSION
The City Council adopted a procedure for all city committees whereby each committee would provide an annual report to the City Council on their operations, accomplishments and work plans.

This report was prepared by the Teen Council with input from staff and approved on April 19, 2022. The Parks and Community Services Commission reviewed this report on May 11, 2022 and recommended it be forwarded to the City Council.

FISCAL ANALYSIS
The Teen Council is under the purview of the Parks and Community Services Department. There are no fiscal implications with the acceptance of this report.

STEPS FOLLOWING APPROVAL
The Teen Council will proceed with their work plan and goals for 2022/2023 as approved.

ATTACHMENT
A: Teen Council Annual Report 2021/22
B: Teen Council Annual Report Presentation

10.1 Packet Pg. 130
2021-2022 Annual Report to the City Council
San Ramon Teen Council
Presented to the Parks Commission – May 11, 2022
Presented to the City Council – May 24, 2022
I. Charge of the Teen Council

1. Advise and inform the Parks and Community Services Commission and staff on the various issues relating to teens, outlining the needs of the population.

2. Provide recommendations to the staff and Parks and Community Services Commission on teen programs and policies relating to teen recreation services.

3. Appoint appropriate subcommittees as necessary to further the work of the teen program mission and the efforts of the department and the Teen Council.

4. Receive input from the teen population in San Ramon as well as other organizations and individuals on issues relevant to the teen population.

5. Act as a liaison for teen issues to governmental and private organizations.

6. Advocate teen issues within the entire community.

7. Identify problems of teen services and recommend appropriate solutions.

8. Be a channel of communication between the staff and the teen population.

9. Provide feedback to the staff on the assessment of current and future needs of the teen population for the purpose of program planning.

II. History of the Committee
The Teen Council was established by the City Council on August 23, 1994, pursuant to a recommendation by the Parks and Community Services Commission.

Currently, the Teen Council consists of 17 members and 2 alternates, in grades 9-12 from California High School, Dougherty Valley High School, and The Quarry Lane School.

10.1.a
Packet Pg. 131 Attachment: A: Teen Council Annual Report 2021/22 (2022-27 : Teen Council Annual Report) There were three appointed subcommittees this year including the Community Outreach Subcommittee, Programming Subcommittee, and Public Relations Subcommittee.

III. Review of 2021-2022 Committee Accomplishments and Projects

1. Public Relations Subcommittee
Committee Chair: Anya Ayyappan
The Public Relations Subcommittee focused on establishing points of contact across schools and local organizations in an effort to better understand the wants and needs of teens in San Ramon. While maintaining the original purpose of fostering connections and partnerships, developing the Teen Council Ambassador program became an important responsibility of the subcommittee this term.

The Teen Council received 54 applications for the Ambassador Program, including students from each school in San Ramon along with The Quarry Lane and Monte Vista High School. Candidates were scored based on their applications and interviews. The Teen Council selected 23 middle and high school students for this year.

The focus of the Ambassador program this year was to serve as an extension of the Teen Council. The Ambassadors reached out to faculty and leadership at their school, along with prominent student-groups in San Ramon, to gather content for the Teen Council’s newly approved Instagram page and video project. This project allowed the Ambassadors to gain perspective on the variety of challenges teens face and ideas to address the challenges.

2. Programming Subcommittee
Committee Chairs: Saachi Sharma and Himaja Nimmagadda
The Programming Subcommittee developed ideas to expand awareness about the Teen Council, educating the public along with increasing engagement. The subcommittee was able to make visual graphics for occasions such as Unity Day, which were used on the City of San Ramon’s social media accounts. The subcommittee brainstormed and executed ways for the newly created Teen Council Instagram page to generate more traction and spark awareness of upcoming events. The subcommittee also worked with The Californian, California High School’s newspaper, which published an article about members of teen council and what their active role is on the team.

10.1.a
Packet Pg. 132 Attachment: A: Teen Council Annual Report 2021/22 (2022-27 : Teen Council Annual Report)

3. Community Outreach Subcommittee
Committee Chair: Jenny Lin
The Community Outreach Subcommittee focused on marketing the various Teen Council events throughout the year. Flyers were distributed in classrooms and local coffee shops for several events. The subcommittee worked to bring back Senior Technology Days to the Alcosta Senior and Community Center. The Teen Council hosted three Senior Technology Days at the Center, providing an opportunity for older adults to stop by and get help with technology questions.

IV. Volunteer Activities
Teen Council members are required to serve eight hours of volunteer work each month.

This requirement ensures an active membership in the community and encourages their peers to volunteer. Teen Council members were able to remain active by participating in a variety of events including Senior Technology Days, trail cleanup events, and the Teen Job Fair.

V. Representation in City Government
The Teen Council has liaisons for the Arts Advisory Committee, Economic Development Advisory Committee, Housing Advisory Committee, Library Advisory Committee, Planning Commission, Open Space Committee, Senior Advisory Committee, Transportation Advisory Committee, the Parks and Community Services Commission, and four City Council Representatives. These liaisons serve as a vital link for teen input on these committees. Teen Council Members attend meetings and report back to the Council to consider various aspects of other committees when making suggestions and changes.

VI. Programs of the 2021-2022 Term
The Teen Council successfully connected with San Ramon residents through events and programs directed at fostering creativity, involvement, and community service including:
● The creation and development of San Ramon Teen Council’s Instagram page; ● Further development and purpose of the Teen Council Ambassador program; ● Coordination with local youth advisory committees in Danville, Dublin, and Pleasanton;
● Return of in-person Senior Technology Days at the Alcosta Senior and Community Center;
● Outstanding Teen Citizenship Award;
● Participation in Unity Day and A Brighter Day.

10.1.a
Packet Pg. 133 Attachment: A: Teen Council Annual Report 2021/22 (2022-27 : Teen Council Annual Report) VII. Suggestions for the 2022-2023 Term

1. Research teen recreation opportunities. Explore ways to support these opportunities and address new community needs.

2. Research and execute partnerships with local organizations, businesses, and committees to promote teen wellness, mental health, and recreation.

3. Continue Senior Technology Days and explore other opportunities to collaborate with the Senior Advisory Committee and Alcosta Senior and Community Center.

4. Continue organizing workshops targeted at youth conferences such as She’s All That and look into expanding to additional youth groups such as Boy Scouts, Girl Scouts, and other organizations.

5. Continue the Teen Council Ambassador Program, and increase the involvement of the Ambassadors at the Teen Council meetings and subcommittee meetings.

6. Continue the Outstanding Teen Citizenship Award, and seek partnerships with local organizations.

7. Explore ways to build relationships with the school district, high schools, middle schools, and Leadership classes. Look into the possibility of appointing a liaison for each school.

8. Explore collaborating on a project with the Arts Advisory Committee.

9. Establish a stronger social media presence for Teen Council using Instagram.

Develop a social media content calendar.

10.1.a
Packet Pg. 134 Attachment: A: Teen Council Annual Report 2021/22 (2022-27 : Teen Council Annual Report) Teen Council
Annual Report
2021-2022 Term
By Jaanavi Thanamala

10.1.b
Packet Pg. 135 Attachment: B: Teen Council Annual Report Presentation History & Background
The Teen Council, founded in 1994, is a group of 17
dedicated and proactive high school students who are
passionate about San Ramon, government, and the
teen community.

10.1.b
Packet Pg. 136 Attachment: B: Teen Council Annual Report Presentation Meet the
Members
Teen Council is comprised of 17
members and 2 alternates from
Dougherty Valley High School, Quarry
Lane, and California High School.

10.1.b
Packet Pg. 137 Attachment: B: Teen Council Annual Report Presentation Jaanavi Thanamala, Chair -
Santa Clara University
Anya Ayyappan, Vice Chair
Aadity Sharma
Diya Parameshwaran
Darshita Prathap
Emily Cooper
Jenny Lin - New York University
Aditya Jain
Tanishka Chawla
Sahithi Malireddy – UC Riverside
Arpita Gupta
Saachi Sharma
Himaja Nimmagadda – UC Davis
Julia Vu – Stanford University
Sadhana Tadepalli
Sanjay Anasuri – Indiana University
Suyash Goel – UC Davis
Kanishika Verose - Alternate #1 –
UC Merced

10.1.b
Packet Pg. 138 Attachment: B: Teen Council Annual Report Presentation Public Relations
01 Chair: Anya Ayyapan

10.1.b
Packet Pg. 139 Attachment: B: Teen Council Annual Report Presentation Ambassador Program
& Video Project

10.1.b
Packet Pg. 140 Attachment: B: Teen Council Annual Report Presentation Programming
02 Chairs: Saachi Sharma and
Himaja Nimmagadda

10.1.b
Packet Pg. 141 Attachment: B: Teen Council Annual Report Presentation Expand awareness about Teen
Council
• Social Media Graphics
• California High School Newspaper Article
• Participation in Unity Day

10.1.b
Packet Pg. 142 Attachment: B: Teen Council Annual Report Presentation Community Outreach
03 Chair: Jenny Lin

10.1.b
Packet Pg. 143 Attachment: B: Teen Council Annual Report Presentation Flyer Distribution &
Senior Technology Days

10.1.b
Packet Pg. 144 Attachment: B: Teen Council Annual Report Presentation Volunteer Activities 10.1.b
Packet Pg. 145 Attachment: B: Teen Council Annual Report Presentation Programs of the 21-22 Term
Teen Council
Instagram Senior Tech Days
The return of Senior Technology
Days, a coordinated effort with
Senior Advisory Committee
San Ramon Teen Council social
media platform has been
approved.

YAC
Coordinated with local youth
advisory committees in Danville,
Dublin, and Pleasanton
Teen Job Fair
The Annual Teen Job Fair
returned to in-person and
was a massive success
01 02
03 04

10.1.b
Packet Pg. 146 Attachment: B: Teen Council Annual Report Presentation Outstanding Teen
Citizenship Award
Rio Krauss

10.1.b
Packet Pg. 147 Attachment: B: Teen Council Annual Report Presentation

1. Research teen recreation opportunities. Explore ways to support these opportunities and address new community needs.

2. Research and execute partnerships with local organizations, businesses, and committees to promote teen wellness, mental health, and recreation.

3. Continue Senior Technology Days and explore other opportunities to collaborate with the Senior Advisory Committee and Alcosta Senior and Community Center.

4. Continue organizing workshops targeted at youth conferences such as She’s All That and look into expanding to additional youth groups such as Boy Scouts, Girl Scouts, and other organizations.

Goals for 2022-2023

10.1.b
Packet Pg. 148 Attachment: B: Teen Council Annual Report Presentation

5. Continue the Teen Council Ambassador Program, and increase the involvement of the Ambassadors at the Teen Council meetings and subcommittee meetings.

6. Continue the Outstanding Teen Citizenship Award, and seek partnerships with local organizations.

7. Explore ways to build relationships with the school district, high schools, middle schools, and Leadership classes. Look into the possibility of appointing a liaison for each school.

8. Explore collaborating on an arts project with the Arts Advisory Committee or Dublin/San Ramon Women’s Club.

9. Establish a stronger social media presence for Teen Council using Instagram. Develop a social media content calendar.

Goals for 2022-2023

10.1.b
Packet Pg. 149 Attachment: B: Teen Council Annual Report Presentation Thank
You

10.1.b
Packet Pg. 150 Attachment: B: Teen Council Annual Report Presentation

CITY COUNCIL STAFF REPORT
DATE: May 24, 2022
TO: City Council/City Manager
FROM: Maria Fierner, Public Works Director
By: Lisa Bobadilla, Transportation Division Manager
SUBJECT: RESOLUTION NO. 2022-078 - Adopting the Tri-Valley Transportation Development Fee Pursuant to the Requirements of the Joint Exercise of Powers Agreement; and Receive an Update on the Tri-Valley Transportation Council Strategic Expenditure Plan, Prioritization of Projects, and Funding for San Ramon

EXECUTIVE SUMMARY
The Tri-Valley Transportation Council (TVTC) is a Joint Powers Authority (JPA) with seven members, representing the Cities of Dublin, Pleasanton, Livermore, and San Ramon, the Town of Danville, and the unincorporated areas of Contra Costa and Alameda Counties. TVTC adopted the 2020 Nexus Study Fee Update in August of 2021 and subsequently adopted a new Tri-Valley Transportation Development Fee (TVTDF), Strategic Expenditure Plan (SEP) Prioritization of Projects and Funding Plan, and (AB) 602 Supplemental Analysis.

As a member of the TVTC, San Ramon is obligated to consider the adoption (by ordinance or resolution) of the Tri-Valley Transportation Development Fund (TVTDF) in the amounts recommended by TVTC. Member agencies of TVTC are only eligible to receive TVTDF allocations in accordance with the TVTC SEP, if they have adopted the uniform TVTDF as recommended by the TVTC.

On April 26, 2022, the San Ramon City Council adopted Resolution No. 2022-58, Establishing Fees and Charges for Various Municipal Services for Fiscal Year 2022/2023 and Repealing Resolution No. 2021-058.

RECOMMENDED ACTION
Staff recommends approval of this Resolution adopting the Tri-Valley Transportation Development Fee pursuant to the requirements of the Joint Exercise of Powers Agreement; and receive an update on the Tri-Valley Transportation Council Strategic Expenditure Plan, Prioritization of Projects, and Funding for San Ramon.

BACKGROUND/DISCUSSION

10.3 Packet Pg. 151
On October 13, 2013, the Counties of Alameda and Contra Costa; the Cities of Dublin, Livermore, Pleasanton, and San Ramon; and the Town of Danville entered into a Joint Exercise of Powers Agreement (JEPA) in order to establish the Tri-Valley Transportation Council (TVTC), as a separate agency, to jointly coordinate transportation planning efforts within the Tri-Valley Area through collecting and administering the Tri-Valley Transportation Development Fee (TVTDF) to facilitate the implementation of transportation improvement projects identified in the TVTC Strategic Expenditure Plan (SEP). The 2013 JEPA replaced the previous JEPA, adopted in 1998, pursuant to which the member agencies previously collected the TVTDF.

Pursuant to Section 6(b) of the JEPA, TVTC shall through resolution and based on the findings of a Nexus Study, recommend regional impact fee amounts for categories of land use entitlements within the Tri-Valley area for purposes of funding a portion of transportation improvements projects identified in the TVTC SEP. In addition, pursuant to Section 6(c) of the JEPA, if the TVTDF is recommended for amendment, each member agency shall consider the adoption (by ordinance or resolution) of the TVTDF in the amounts recommended by TVTC.

Member agencies are only eligible to receive TVTDF allocations in accordance with the TVTC SEP if they have adopted the uniform TVTDF as recommended by the TVTC (see Section 7(b) of the JEPA).

In August 2021, TVTC adopted Resolution No, 2021-10, adopting the 2020 Fee Nexus Update Study.

Nexus Study Requirements - The California Mitigation Fee Act (Government Code §66001) requires jurisdictions to identify certain information and make certain statutory findings when establishing, increasing, or imposing a development impact fee. TVTC made these findings as part of its adoption of the TVTDF, and these findings are included in the associated resolution for City Council consideration.

Specifically, the findings that jurisdictions are required to make are as follows:

1. Identify the purpose for collecting development impact;

2. Identify the use to which the fee is to be put, including identifying the facilities to be built, if applicable;

3. Determine that there is a reasonable relationship between the fee’s use and the type of development project on which the fee is imposed;

4. Determine that there is a reasonable relationship between the need for the public facility and the type of development project on which the fee is imposed; and

5. Determine that there is a reasonable relationship between the amount of the fee and the cost of public facilities or portion of the public facilities attributable to the development on which the fee is imposed.

SUMMARY OF TVTC NEXUS STUDY
There have been significant changes in the funding, planning, and traffic conditions under which the TVTDF was originally developed. In addition, many of the original 22 projects identified in the previous SEP have been completed, and the TVTC identified 23 new projects (List C) to be considered. Based on these factors, an updated Nexus Study was prepared to support updates to the TVTDF. The 2020 Nexus Study was adopted by the TVTC on August 16, 2021.

10.3 Packet Pg. 152
Since adopting the Nexus Study in August 2021, Assembly Bill (AB) 602 was approved by the Governor of California and includes additional requirements for nexus fee studies adopted after January 1, 2022. Although TVTC’s Nexus Fee Study was not required to consider AB 602 given its adoption date, TVTC retained Kimley-Horn and Associates, Inc. to complete an AB 602 supplemental analysis to: (1) understand the future implications of AB 602; and (2) proactively define the methodologies of future Nexus Fee Study updates such that they will be compliant with AB 602. This AB 602 Supplemental Analysis was adopted by TVTC as part of the April 18, 2022 public hearing and is proposed for adoption as part of the associated resolution for City Council consideration. A summary of the 2020 Nexus Study is as follows:

Forecast Growth
New development within the Tri-Valley is forecasted to add 33,312 households and 63,947 jobs between 2018 and 2040. This growth will produce an increase of 57,596 average AM/PM peak hour trips.

Project Benefits
Based on forecast projections, the vehicle hour of delay is expected to increase by 60 percent during the AM and 88 percent during the PM peak. With the 38 improvement projects, this delay is expected to decrease by 15 percent during the AM peak and 23 percent during the PM peak when compared to the 2040 No-Build Scenario. In addition, these projects will result in other benefits to the Tri-Valley area including improving roadway safety, improving roadway operations, improving public transit, and increasing bicycle ridership.

Figure E-1: Future Build vs. No-Build Scenario Vehicle Hours of Delay (VHD) Note: Hours of delay are based on trips with origin or destination in the TVTC region.

10.3 Packet Pg. 153
Nexus Study - Proposed Updated Fee
The total investment for projects eligible to receive TVTDF funding is estimated to be $4.573 billion, where $3.702 billion is unfunded. An additional reduction was applied to account for external “cut-though” trips on roadway congestion projects. Future development within the Tri-Valley area is not responsible to pay for these cut-through trips since these trips are caused by growth outside of the Tri-Valley area. This reduces the total unfunded cost to be covered by the maximum TVTDF to $2.698 billion. Note that this did not change the overall project costs.

The $2.698 billion unfunded cost was allocated across future development land use type based on the proportion of forecast peak-hour trips to determine the Total Fee per Land Use.

Then, the maximum fee schedule was determined by dividing Total Fee per Land Use by the 2020-2040 Growth as shown in Table E-1.

Table E-1: Maximum Fee by Land Use Category
Land Use Type Growth Maximum Fee
Single-Family Residential 15,857 DU $40,250 per DU
Multi-Family Residential 17,456 DU $23,890 per DU
Retail 5,117,500 SF $77.88 per SF
Office 6,796,800 SF $54.10 per SF
Industrial 9,289,800 SF $31.15 per SF
Other 12,441 trips* $46,844 per trip*
* Average AM/PM trip
The maximum fee schedule shown in Table E-1 would generate sufficient revenues to fund the total unfunded cost of all selected projects; however, TVTC was not obligated to apply this fee schedule. For instance, past practice of TVTC has been to set rates at approximate one-third of the maximum fee calculated in the 1995 and 2008 Nexus studies to help foster growth within the Tri-Valley area, while providing a regional funding source that could be used to match and help compete for Federal and State transportation grants and funding programs.

On April 18, 2022, the Tri-Valley Transportation Council held a public hearing to consider adoption of the Tri-Valley Transportation Development Fee, Adoption of new Strategic Expenditure Plan Prioritization of Projects and Funding Plan, and Adoption of an Assembly Bill (AB) 602 Supplemental Analysis.

At the conclusion of the public hearing, the TVTC adopted Resolution No. 2022-07 approving a new Transportation Development Fee, Adoption of new Strategic Expenditure Plan Prioritization of Projects and Funding Plan, and Adoption of Assembly Bill (AB) 602 Supplemental Analysis.

Strategic Expenditure Plan

10.3 Packet Pg. 154
As background information, in January 2015, TVTC adopted Resolution No. 2015-01 - adopting the updated Tri-Valley Transportation Development Fee Schedule as a two-year phase-in plan, with no change during the initial year (FY 14-15), an increase to 25% of the maximum allowable rate by the Fee Nexus Study in the second year (FY 15-16), and a final increase to 35% of the maximum allowable rate by the third year (FY 16-17). That fee was based on the Fee Nexus Study adopted in 2008.

In January 2017, the TVTC approved the 2008 TVTC Nexus Study Validation Review and adopted the 2017 Strategic Expenditure Plan (SEP) Update. At that time, TVTC elected to maintain the current fee rate (only annual CCI adjustment). The 2017 SEP update incorporated and built upon the updated project descriptions, funding programs, and progression of the TVTDF over the previous years. Some of the transportation improvement projects on the original list were completed, and schedules and funding for others had changed. The JEPA, adopted in 2013, required approval for the SEP, by a supermajority of the TVTC - six members. 2022 Strategic Expenditure Plan
The TVTC adopted a rate adjustment reflecting 15% of the maximum fee rate for the duration of the SEP for all uses except retail and “other” land uses:

Similar to the prior SEP, retail will continue to have a lower cap to help encourage retail growth, given that local retail has been greatly impacted by the global Pandemic. Therefore, the TVTC retail rate is established at 6% and then increase to 7% in funding year 23-24. In addition, a lower increase be made for the “other” land use category. “Other” land uses consist of developments that do not fall into the other five land use categories such as theaters, motel/hotels, day care facilities, and gas stations. Given the unique nature of these uses, it is recommended that the rate be set at 12% of the maximum fee rate for the duration of the SEP.

The TVTDF rate will continue to increase on an annual basis based on the annual Construction Cost Index (CCI) adjustment to reflect changes in regional construction costs. Similarly, to how the SEP has been implemented in the past, the CCI adjustment will not be applied for years when there is a prescribed rate increase planned. Essentially, this means that the CCI adjustment would not be applied for any use in FY 22-23 and also not to retail in funding year 23-24.

A draft SEP Funding Plan was presented to the TVTC board at a December 13, 2021 study session. After the December 13th study session, the TVTC Technical Advisory Committee

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(TAC) held two community meetings and received feedback from the community on the draft SEP. Subsequently, revisions were made to the draft plan. The TVTC SEP Subcommittee recommended that TVTC adopt the revised SEP Funding Plan, which included funding for 22 projects (16 from List C and 6 priority projects from previous SEP lists) over a 10-year horizon.

Community Outreach
As referenced above, in an effort to provide the public with information related to the TVTC SEP, the TVTC TAC held two community outreach information sessions. The information sessions were held via zoom.

A flyer was created for both sessions and circulated to members of the Building Industry Association (BIA), the BIA Externa Affairs Director, members of the development community, advocacy groups and posted to the TVTC website.

TVTC Action
On April 18, 2022, the TVTC, unanimously adopted a new Tri-Valley Transportation Development Fee, a new Strategic Expenditure Plan Prioritization of Projects and Funding Plan, and adoption of Assembly Bill (AB) 602 Supplemental Analysis. The new TVTC SEP includes funding in the amount of $2.2M for the San Ramon Bollinger Canyon Iron Horse Trail Overcrossing Projects, as well as Projects in the Contra Costa Innovate 680 Program.

TVTC Member Agencies
As stated above, pursuant to Section 6(c) of the JEPA, if the TVTC recommends member agencies to adopt the new TVTDF rates, each member agency shall consider the adoption (by ordinance or resolution) of the TVTDF in the amounts recommended by TVTC. San Ramon adopted the new TVTDF on April 26, 2022. It should be noted that member agencies are only eligible to receive TVTDF allocations in accordance with the TVTC SEP if they have adopted the uniform TVTDF as recommended by the TVTC (see Section 7(b) of the JEPA).

FISCAL ANALYSIS
There are no direct fiscal impacts to San Ramon General Fund. The new TVTDF will be collected at the time building permit is issued for construction of new development projects that will generate “new” trips. The TVTC fees collected by San Ramon will be transmitted to TVTC and will be applied to projects in the TVTC SEP.

STEPS FOLLOWING APPROVAL

1. Implement the new Tri-Valley Transportation Development Fee - July 1, 2022

2. Submit the City of San Ramon’s request for $2.2M to the TVTC Board for approval - July 18, 2022

ATTACHMENT

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A: TVTC Nexus Fee Update
B: SEP Funding Plan
C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Projects Community Meetings

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RESOLUTION NO. 2022-078

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAMON

ADOPTING THE TRI-VALLEY TRANSPORTATION DEVELOPMENT FEE

PURSUANT TO THE REQUIREMENTS OF THE JOINT EXERCISE OF POWERS AGREEMENT; AND RECEIVE AN UPDATE ON THE TRI-VALLEY

TRANSPORTATION COUNCIL STRATEGIC EXPENDITURE PLAN,

PRIORITIZATION OF PROJECTS, AND FUNDING FOR SAN RAMON
WHEREAS, on October 13, 2013, the Counties of Alameda and Contra Costa; the Cities of Dublin, Livermore, Pleasanton, and San Ramon; and the Town of Danville entered into a Joint Exercise of Powers Agreement (JEPA) in order to establish the Tri-Valley Transportation Council as a separate agency, to jointly coordinate transportation planning efforts within the TriValley Area through collecting and administering the Tri-Valley Development Fee (TVTDF) to facilitate the implementation of transportation improvement projects identified in the TVTC strategic expenditure plan (SEP); and
WHEREAS, the 2013 JEPA replaced the previous JEPA, adopted in 1998, pursuant to which the member agencies previously collected the TVTDF; and WHEREAS, pursuant to Section 6(b) of the JEPA, TVTC shall, through resolution and based on the findings of a Nexus Study, recommend regional impact fee amounts for categories of land use entitlements within the Tri-Valley Area for purposes of funding a portion of transportation improvements projects identified in the TVTC SEP; and WHEREAS, pursuant to Section 6(c) of the JEPA, if the TVTDF is recommended for amendment, each member agency shall consider the adoption (by ordinance or resolution) of the TVTDF in the amounts recommended by TVTC; and
WHEREAS, pursuant to Section 7(b) of the JEPA, member agencies are only eligible to receive the TVTDF in accordance with the TVTC SEP if they have adopted the uniform TVTDF as recommended by the TVTC; and
WHEREAS, there have been significant changes in the funding, planning, and traffic conditions under which the TVTDF was originally developed. In addition, many of the original 22 projects identified in the previous SEP have been completed and the TVTC has identified 23 new projects (List C) to be considered; and
WHEREAS, TVTC entered into a contract with Kimley-Horn and Associates, Inc. (“Consultant”) to complete the 2020 TVTC Nexus Study and Strategic Expenditure Plan (SEP) in accordance with the requirements of the California Mitigation Fee Act; and WHEREAS, the 2020 Nexus Study considered the following new projects (“Projects”) and the number of trips generated by anticipated development of each land use type and determined a Maximum Fee Rate for each of the land uses from Appendix B, of the Study. The Projects considered in the 2020 Nexus Fee Study include the remaining projects from List A and List B, as well as the following new projects: C-1 Tesla Road Safety Improvement, C-2 Norris Canyon Road Safety Improvement Project, C-3 Dublin Boulevard-North Canyons Parkway Extension, C-4 Vasco Road at Dalton Avenue Intersection Improvements, C-5 El Charro Road Widening, C-6 Sunol/680 Interchange Improvements, C-7 I-680 Express Lanes-Hwy 84 to

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Alcosta, C-8 Santa Rita/I-580 Interchange, C-9 Stoneridge/I-680 Interchange, C-10 Innovate 680, C-11A Iron Horse Trail Bicycle Pedestrian Overcrossing-City of San Ramon, C-11B Iron Horse Trail Bicycle Pedestrian Overcrossing-City of San Ramon, C-11C Iron Horse Trail Crossing at Dublin Boulevard, C-11D Iron Horse Trail, C-11E Iron Horse Trail to Shadow Cliffs Connection, C-11F Iron Horse Trail Connection Improvements at Santa Rita Road, C-11G Iron Horse Trail Bicycle/Pedestrian Overcrossing-Town of Danville, C-11H Iron Horse Trail SystemWide Improvements, C-12 I-680 Interchange Improvements at Hacienda Drive, C-13 Fallon/El Charro Interchange, C-14 Valley Link Rail (Phase 1), C-15 Technology Enhancements, and C16 I-680 Express Bus Service; and WHEREAS, the TVTC Technical Advisory Committee and Consultant reviewed forecasts of new development in the Tri-Valley, and outlined the status, scope, costs, and anticipated funding for the Projects; and
WHEREAS, on August 16, 2021, TVTC adopted the Tri-Valley Transportation Council 2020 Nexus Study Fee Update pursuant to Resolution No. 2021-10; and WHEREAS, since adopting the 2020 Nexus Study in August 2021, Assembly Bill (AB) 602 was approved by the Governor of California and includes additional requirements for nexus fee studies adopted after January 1, 2022; and
WHEREAS, while the 2020 Nexus Fee Study was not required to incorporate AB 602 given its adoption date, TVTC retained Kimley-Horn and Associates, Inc. to complete an AB 602 supplemental analysis to (1) outline the future implications of AB 602 and (2) to proactively define the methodologies of future Nexus Fee Study updates such that they will be compliant with AB 602; and
WHEREAS, the AB 602 Supplemental Analysis, was adopted by the TVTC on April 18, 2022 and published on its website; and
WHEREAS, on April 18, 2022, by Resolution No. 2022-07, the TVTC adopted and recommended, by a vote of all seven (7) members, the new TVTDF rates shown in Table 4 below, which are effective July 1, 2022 (“2022 TVTDF rates”) as follows; and WHEREAS, the Mitigation Fee Act (California Government Code § 66001(a)) requires jurisdictions to make certain statutory findings prior to any action establishing, increasing, or imposing a fee as a condition of approval of a development project and TVTC made such findings as part of its adoption of the 2022 TVTDF rates; and

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WHEREAS, the recommended fee rate is 15% of the Maximum Fee Rate for the duration of the SEP for all uses except retail and “other” land uses, which are recommended to be set at 6% and 12% of the Maximum Fee Rates, respectively; and WHEREAS, transit-oriented housing development projects satisfying the criteria in Government Code 66005.1 may conduct a project-level transportation analysis and a smaller proportion of the applicable fee may be imposed; and
WHEREAS, the 2022 TVTDF recommended retail rate is $5.07 for FY 22-23 and increased to $5.92 (7% of the maximum) effective July 1, 2023. All other rates for remaining land uses will be adjusted per Construction Cost Index (CCI) as of July 1st of each year, consistent with current practice; and
WHEREAS, the TVTC adopted the SEP and Prioritization of Projects and Funding Plan, which proposes funding for 22 projects (16 projects from New List C and 6 priority list from previous project lists) over the next 10 years, attached hereto and incorporated herein as Exhibit C; and
WHEREAS, in accordance with the requirements of the Mitigation Fee Act, (1) a public hearing notice was published in the newspaper and interested persons were notified 30 days in advance of the April 18, 2022 TVTC meeting of the TVTC’s proposed action on the 2022 TVTDF, (2) notices were sent to any individuals requesting notices pertaining to fee increases by the TVTC 14 days in advance of this meeting at which the new 2022 TVTDF is proposed for adoption, and (3) the 2020 Nexus Study, AB 602 Supplemental Analysis, and the draft SEP Funding Plan were available for public review on the TVTC Board’s website and at City Hall 10 days in advance of this meeting at which the new 2022 TVTDF, 2020 Nexus Study, SEP, and AB 602 Supplemental Analysis were proposed for adoption.

NOW, THEREFORE BE IT RESOLVED THAT in accordance with Government Code § 66001(a)) and based on the information presented in the 2020 Nexus Study, the City Council adopts and approves the 2022 TVTDF rates shown in Table 4 above and makes the following findings:

1. Identify the purpose to which the fee is to be put. Response: TVTC policy, as expressed through the TVTC Action Plan, is that new development shall contribute for mitigation of their impacts on Routes of Regional Significance, and that the cost sharing of recommended improvements will be implemented through the Tri-Valley Transportation Development Fee Regional Impact Fee Program. The fee advances a legitimate public interest by enabling the TVTC to fund improvements to transportation infrastructure required to accommodate and mitigate the impacts of new development. This finding is documented by the analysis of the projected increase in future travel generated by the new development that is projected to occur in the Tri-Valley. Growth in new residents and employees is projected to increase cumulative average daily delay on the Tri-Valley regional roadways in the morning and evening peak hours, excluding effects from more cut-through traffic.

2. Identify the use to which the fee is to be put. Response: The TVTDF will be used to fund projects to expand capacity, traffic signal coordination and other traffic improvements, improve safety, improve regional transit, improve active transportation/bicycle options, and

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mitigate the impacts of additional congestion on Routes of Regional Significance to serve new development as designated in the Strategic Expenditure Plan. The projects/public facilities to be funded by the fee are identified in the 2020 Nexus Study and the SEP and the Prioritization of Projects and Funding Plan.

3. Determine how there is a reasonable relationship between the fee’s use and the type of development project upon which the fee is imposed. Response: Based on the analysis in the 2020 Nexus Study, the new development projects within the Tri-Valley will generate additional trips which will impact the transportation system in the region, including on Routes of Regional Significance. As illustrated in the 2020 Nexus Study, the planned projects will expand and improve capacity on the Routes of Regional Significance and alleviate congestion to accommodate the increased trips generated by new development. Thus, there is a reasonable relationship between the use of the fee for these projects and the new development generating these additional trips on which the fee will be imposed.

4. Determine that there is a reasonable relationship between the need for the public facility and the type of development project on which the fee is imposed. Response: The need for the planned projects is based on the forecasted increase in congestion on Routes of Regional Significance, as well as other transportation impacts resulting from new development. The 2020 Nexus Study analyzed the contribution by each land use based on the proportion of average AM/PM trips generated by each land use. As demonstrated in the Study, there is a reasonable relationship between the need for the planned projects and the types of development upon which the fee is imposed because the planned projects will mitigate the transportation impacts generated by new development.

5. Determine that there is a reasonable relationship between the amount of the fee and the cost of public facilities or portion of the public facilities attributable to the development on which the fee is imposed. Response: The 2020 Nexus Study demonstrates that there is a reasonable relationship between the amount of the proposed fee and the cost or portion of the cost of the public facilities attributable to the development on which the fee is imposed because each land use category’s share of the total trips generated was multiplied by the applicable project costs and then divided by the total number of units, square feet or trips that will occur within the development horizon. In this way, there is a reasonable relationship between the amount of the fee and the cost attributable to each land use type because the fee applicable to each land use type is based on the number of trips generated by that applicable land use type.

Furthermore, the 2022 TVTDF is proposed to be set at between 6% to 15% of the justified maximum fee rate and thus, the amount of the fee is lower than the actual costs attributable to new development.

NOW, THEREFORE BE IT FURTHER RESOLVED THAT the City of San Ramon will:

1. Require each project developer to pay the TVTDF prior to issuance of building permits for the project, or no later than occupancy, and to the extent permitted by law; and

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2. Levy the TVTDF on all development projects not exempt from payment of the fee; and

3. Apply the TVTDF on all significant changes to existing development agreements adopted after the effective date of the JEPA. The TVTDF shall be applied to all components of a project that subject to an amended or renewed development agreement.

As used herein, “significant” means any of the following: (a) change in land use type (e.g., office to retail); (b) intensification of land use types (e.g., increases in square footage of approved Office); (c) extension of term of development agreements; and (d) reduction or removal of project mitigation requirements or conditions of approval.

NOW, THEREFORE BE IT FURTHER RESOLVED THAT the City Council finds that the foregoing recitals are true.

PASSED, APPROVED, AND ADOPTED at the meeting of May 24, 2022 by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
David E. Hudson, Mayor
ATTEST:
______________________________
Christina Franco, City Clerk

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Tri-Valley Transportation Council
2020 Nexus Fee Update Study

TVTC MEMBER AGENCIES

IN ASSOCIATION WITH
AUGUST 2021 | FINAL
Prepared By:

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CONTENTS
Acronym List ..............................................................................................................................iv Executive Summary .....................................................................................................................i 1 Introduction and Background...........................................................................................1 2 Forecast of New Development and Travel Demand.........................................................4 3 Improvement Projects and Cost Estimates ....................................................................19 4 Nexus Findings..............................................................................................................22 5 Next Steps.....................................................................................................................33 APPENDIX................................................................................................................................34 Appendix A – Existing TVTC Projects .......................................................................................35 Appendix B – Additional TVTC Projects ....................................................................................52 Appendix C – Project Improvement Categories.........................................................................66

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TABLES
Table 1: Total Household Forecasts by Agency ......................................................................... 5 Table 2: Projected Dwelling Unit Growth, 2020-2040 ................................................................. 6 Table 3: Single Family Household Forecasts by Agency............................................................ 6 Table 4: Multifamily Household Forecasts by Agency ................................................................ 7 Table 5: Total Employment Forecasts by Agency ...................................................................... 8 Table 6: Total Employment Forecasts by Employment Type...................................................... 9 Table 7: Employment Growth Converted to Square Commercial Building Space......................13 Table 8: Overall Growth Comparison ........................................................................................13 Table 9: Household Growth Comparison...................................................................................15 Table 10: Actual Versus Projected 2020 Household Values......................................................15 Table 11: Employment Growth Comparison..............................................................................18 Table 12: Actual Versus Projected 2020 Employment Values ...................................................18 Table 13: Existing Projects – List A& B .....................................................................................20 Table 14: New Selected Projects – List C .................................................................................21 Table 15: Methodology and Improvements ...............................................................................24 Table 16: Future Build vs No Build Scenario Vehicle Hours of Delay (VHD) .............................25 Table 17: HSIP Crash Saving Dollar Amounts ..........................................................................27 Table 18: Future Safety Benefits with Project Improvements ....................................................27 Table 19: Future Project Induced Daily Bicycle Demand...........................................................27 Table 20: Safety Benefits with Project C-11 ..............................................................................28 Table 21: AM/PM Peak-Hour Average Trip Rate Comparison Between 7th Edition and 10th Edition.......................................................................................................................................29 Table 22: Total Trip Ends by Land Use Category......................................................................30 Table 23: Total Fee by Land Use Category...............................................................................31 Table 24: Total Cost and Maximum Fee by Land Use Category ...............................................32

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FIGURES
Figure 1:Total Household Forecasts by Agency......................................................................... 6 Figure 2: Single Family Household Forecasts by Agency........................................................... 7 Figure 3: Multifamily Household Forecasts by Agency ............................................................... 8 Figure 4: Total Employment Forecasts by Agency ..................................................................... 9 Figure 5: Retail Employment Forecasts by Agency ...................................................................10 Figure 6: Service Employment Forecasts by Agency ................................................................10 Figure 7: Other Employment Forecasts by Agency ...................................................................11 Figure 9: Manufacturing Employment Forecasts by Agency......................................................12 Figure 10: Trade/Wholesale Employment Forecasts.................................................................12 Figure 11: 2008 Nexus and 2020 Refined Dwelling Unit Forecast.............................................14 Figure 12: 2008 Nexus Study and 2020 Nexus Study Employment Forecast (Retail, Service, Other) .......................................................................................................................................16 Figure 13: 2008 Nexus Study and 2020 Nexus Study Employment Forecast (Agriculture, Manufacturing, Trading)............................................................................................................17 Figure 14: Future Build vs No Build Scenario Vehicle Hours of Delay (VHD) ............................25

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ACRONYM LIST
ACTC Alameda County Transportation Commission
ATP Active Transportation Program
BART Bay Area Rapid Transit
BRT Bus Rapid Transit
CCTA Contra Costa Transportation Authority
CHP California Highway Patrol
CMF Crash Modification Factors
CPM County Program Manager
EIR Environmental Impact Report
FHWA Federal Highway Authority
HOV High Occupancy Vehicle
HSIP Highway Safety Improvement Program
I-580 Interstate 580
I-680 Interstate 680
ITE Institute of Transportation Engineers
JEPA Joint Exercise of Powers Agreement
JPA Joint Power Agreement
LAVTA Livermore Amador Valley Transit Authority
LRSM Local Roadway Safety Manual
MTC Metropolitan Transportation Commission
OBAG One Bay Area Grant Program
OTS Office of Traffic Safety
PM Post Mile
PSR Project Study Report
PSR-PDS Project Study Report-Project Development Support RRS Routes of Regional Significance
RTP Regional Transportation Plan
SAV Shared Autonomous Vehicle
SB 1 Senate Bill 1
SEP Strategic Expenditure Plan
SR 84 State Route 84
STIP State Transportation Improvement Program
SWAT Southwest Area Transportation Committee
TAC Technical Advisory Committee
TAZ Traffic Analysis Zone
TBD To Be Determined
TDM Travel Demand Model

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TEP Transportation Expenditure Plan
TFCA Transportation Fund for Clean Air
TIF Transportation Improvement Fee
TRANSPAC Transportation Partnership and Cooperation
TSP Transit Signal Priority
TVTC Tri-Valley Transportation Council
TVTDF Tri-Valley Transportation Development Fee
TVTP/AP Tri-Valley Transportation Plan/Action Plan
VHD Vehicle Hours of Delay

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EXECUTIVE SUMMARY
Completed and adopted in early 2008, the Tri-Valley Transportation Council (TVTC) Nexus Study: Fee Update (“2008 Nexus Study”) identified 22 projects that the TVTC elected for eligibility to receive funding from the Tri-Valley Transportation Development Fee (TVTDF). The first 11 projects (List A, Table 13) were adopted into the original program in 1995. The second set of 11 (List B, Table 13), were new projects that were included in the 2008 Nexus Study. The travel demand modeling documented in the 2008 Nexus Study projected that these projects would reduce the congestion created by new development within the TriValley.

Since 2008, there have been changes in the funding, planning and traffic conditions under which the TVTDF was originally developed. In addition, many of the 27 original projects have been completed and the TVTC has identified 23 new projects (List C, Table 14) to be considered. Based on these factors an updated nexus study is needed to support updates to the TVTDF.

FORECAST GROWTH
New development within the Tri-Valley is forecast to add 33,312 household and 63,947 jobs between 2018 and 2040. This growth will produce an increase of 57,596 average AM/PM peak hour trips.

PROJECT BENEFITS
Based on forecast projection, the vehicle hour of delay is expected to increase by 60 percent during the AM and 88 percent during the PM peak. With the construction remaining improvement projects, this delay is expected to decrease by 15 percent during the AM peak and 23 percent during the PM peak when compared to the 2040 No-Build Scenario. In addition, these projects will result in other benefits to the TriValley Area including improving roadway safety, improving roadway operations, and increasing bicycle ridership.

Figure E-1: Future Build vs No Build Scenario Vehicle Hours of Delay (VHD) 24,718
15,613
39,570
29,376
35,852
25,813
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
Morning Peak Hour Evening Peak Hour
Vehicle Hours of Delay (VHD)
2020 2040 No-Build 2040 Build

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Note: Hours of delay are based on trips with origin or destination in the TVTC region.

UPDATED FEE
The total investment for projects eligible to receive TVTDF funding is estimated to be $4.470 billion, where $3.677 Billion is unfunded. An additional reduction was applied to account for external “cut-though” trips on roadway congestion projects. Future development within the Tri-Valley area is not responsible to pay for these trips since these trips are caused by growth outside of the Tri-Valley area. This reduces the total unfunded cost to be covered by the maximum TVTDF to $2.928 billion. Note that this does not change the overall project costs.

The $2.928 billion unfunded cost was allocated across future development land use type based on the proportion of forecast peak-hour trips to determine the Total Fee per Land Use. Then the maximum fee schedule was determined by dividing Total Fee per Land Use by the 2020-2040 Growth as shown in Table E-1 below.

Table E-1: Maximum Fee by Land Use Category
Land Use Type Growth Maximum Fee
Single-Family Residential 15,857 DU $43,976 per DU
Multi-Family Residential 17,456 DU $25,928 per DU
Retail 5,117,500 SF $84.52 per SF
Office 6,796,800 SF $58.72 per SF
Industrial 9,289,800 SF $33.81 per SF
Other 12,441 trips* $50,839 per trip*
* Average AM/PM trip
The maximum fee schedule shown in in Table E-1 would generate sufficient revenues to fund the total unfunded cost of all selected projects, however TVTC jurisdictions are not obligated to apply this fee schedule. For instance, the TVTC jurisdiction set rates at approximate 1/3 of the maximum fee calculated in the 1995 and 2008 Nexus studies to help foster growth within the Tri-Valley area, while providing a regional funding source that could be used to match and help compete for Federal and State transportation grants and funding programs.

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1 INTRODUCTION AND BACKGROUND

1.1 BACKGROUND AND HISTORY
In 1991, the seven jurisdictions of Alameda County, Contra Costa County, Dublin, Pleasanton, Livermore, Danville, and San Ramon signed a Joint Powers Agreement (JPA) that established the Tri-Valley Transportation Council (TVTC). The purpose of the JPA was for the joint preparation of a Tri-Valley Transportation Plan/Action Plan (TVTP/AP) for Routes of Regional Significance (RRS) and cost sharing of recommended improvements. The TVTP/AP was prepared and presented to all member jurisdictions in April 1995 and updated in 2000. The TVTP/AP created a common understanding and agreement on the Tri-Valley’s transportation concerns regarding prioritizing projects for funding and implementation.

In addition to the project priorities, the TVTP/AP also recommended the development of a TVTDF to allocate a fair share of regional infrastructure cost to go towards new development. The nexus study for the fee program, completed in 1995, justified allocating the unfunded cost needed to complete all of the 11 projects identified in the TVTP/AP to new development. The TVTC, however, recommended scaling back by roughly two-thirds the total amount the fee program would collect from the maximum funding needed. The TVTC and its member jurisdictions subsequently created and adopted the TVTDF in 1998 through a Joint Exercise of Powers Agreement (JEPA). The original Strategic Expenditure Plan (SEP) was adopted in 1999.

The JEPA called for a periodic update of the fee program to reflect any significant changes in population growth, project status, and other conditions that would require revisions to the fee program. Since 1995, there have been substantial changes in the funding, planning, and traffic setting in which the TVTDF was originally developed. New funding sources were established; the TVTP/AP was updated in 2000; projects were completed; project schedules and/or funding plans shifted; traffic patterns changed; and new regional transportation projects were identified through various traffic studies. The TVTC responded to these changes by directing the Technical Advisory Committee (TAC) to conduct its first update to the fee nexus study to update the fee and project list.

Completed and adopted in early 2008, the first update to the TVTC Nexus Study: Fee Update (“2008 Nexus Study”) identified 22 projects that the TVTC elected for eligibility to receive funding from the TVTDF. The first 11 projects (List A, Table 13) were adopted into the original program in 1995. The second set of 11 (List B, Table 13), were new projects that were included in the 2008 Nexus Study. The travel demand modeling documented in the 2008 Nexus Study projected that these projects would further reduce congestion created by new development within the Tri-Valley. A revised fee structure was released by TVTC for consideration by each member agency in late 2008. While each member agency communicated support for the revised fee structure, it was not approved by all member agencies pending preparation and approval of a corresponding SEP. A TVTC SEP Subcommittee was therefore formed to commence preparation of an SEP.

To facilitate the progress of existing projects while an update to the SEP was underway, an Interim Funding Plan was approved by TVTC in April 2010. The Interim Funding Plan matched the programmed amounts and priorities established in the 2004 SEP Update. It also included a revised disbursement timeline to reflect the current Joint TVTDF account balance and projected fee collections over the next five years.

With respect to the TVTC JEPA, in October 2013 TVTC entered into a new Joint Exercise of Powers Agreement (JEPA) comprised of seven member agencies: the County of Alameda, the County of Contra Costa, the City of Livermore, the City of Pleasanton, the City of San Ramon, the City of Dublin, and the Town of Danville. The purpose of the new JEPA agreement was to establish the TVTC as a separate agency responsible for planning, coordinating, and receiving disbursement of traffic impact fee

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revenues from member agencies to help implement transportation improvement projects within the TriValley Area.

Strategic Expenditure Plan (SEP)
In January 2015, the TVTC adopted Resolution No. 2015-01 – Adopting the updated Tri-Valley Transportation Development Fee Schedule as a two-year phase-in plan, with no change during the initial year (FY 14-15), an increase to 25% of the maximum allowable rate by the fee nexus study in the second year (FY 15-16) and a final increase to 35% of the maximum allowable rate by the third year (FY 16-17).

The new fee was based on the Fee Nexus Study adopted in 2008.

In November 2015, a review of the 2008 Nexus Study was conducted to determine if the analysis establishing a reasonable relationship between the unexpended fees and the purpose for which those fees were collected remained valid. This review analyzed the 2008 Nexus Study Fee Update with current traffic conditions, forecasted growth, and project updates and found that the analysis establishing a reasonable relationship between the unexpended fees and the purpose of which those fees were collected was still valid. The review also identified a number of conditions that had changed since the completion of the 2008 Nexus Study, such as growth projections were lower in the more recent forecasts than at the time of the 2008 Nexus Study. This translated to lower trip generation rate from new development. In addition, a number of the projects in the Nexus Study had been completed or had a change in project description or cost estimate. However, due to inflation and updated cost estimates, the total unfunded project cost had only decreased by 9 percent. The minor decrease in unfunded cost, paired with a decrease in expected new peak hour trips to which the fee would be applied, meant that the maximum fee identified in the 2008 Nexus Study would be higher in an updated calculation.

In January 2017, the TVTC approved the 2008 TVTC Nexus Study Validation Review and adopted the 2017 Strategic Expenditure Plan (SEP)* Update. At that time, the TVTC elected to maintain the current fee rate, with exception of the annual Construction Cost Index (CCI) adjustment. The 2017 SEP update incorporated and built upon the updated project descriptions, funding programs, and progression of the TVTDF over the previous six years. Some of the transportation improvement projects on the original list were completed and schedules and funding for others had changed. The JEPA, adopted in 2013, required approval for the SEP, by a supermajority of the TVTC – six members.

Since 2008, there have been changes in the funding, planning and traffic conditions under which the TVTDF was originally developed. In addition, many of the 22 projects have been completed and the TVTC has identified 16 new projects (List C, Table 14) to be considered. Based on these factors the 2020 updated nexus study was undertaken.

On August 16, 2021, the TVTC approved Resolution No. 2021-10 Adopting the Tri-Valley Transportation Council 2020 Nexus Fee Update Study.

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1.2 REPORT ORGANIZATION
The remainder of the report is divided into the following chapters:
• Chapter 2 - Forecast of New Development and Travel Demand: Describes the methodology, assumption, and results used to determine future development forecast • Chapter 3 - Improvement Projects and Cost Estimates: Presents list of improvement projects the TVTC elected to receive funding from the TVTDF. Detailed project descriptions are provided in Appendix A and Appendix B.
• Chapter 4 - Nexus Findings: Describes relevant findings for the imposition of development impact fees,
• Chapter 5 - Next Steps: Identifies next steps for adopting the updated fee schedule.

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2 FORECAST OF NEW DEVELOPMENT AND TRAVEL DEMAND
This chapter describes the methodology, assumption, and results for travel demand forecasting.

2.1 METHODOLOGY AND APPROACH
Travel demand forecasting was conducted using the current version of Contra Costa Transportation Authority Travel Demand Model (CCTA TDM). The use of the CCTA TDM is consistent with the previous 2008 Nexus Study. Based on the outcome of initial discussions with the TAC, the following steps were taken regarding the development of travel demand forecasts:
• Travel demand forecasting was reaffirmed to be based on the latest version of CCTA TDM. In 2019, the CCTA TDM was updated to incorporate assumptions consistent with the current (as of 2017) Metropolitan Transportation Commission (MTC) Regional Transportation Plan (RTP). A 2018 base year validation was also completed as part of that update. The growth projections were based on a base year of 2020 and a horizon year of 2040. Note that the CCTA TDM base year was updated to reflect 2020 conditions and that the 2040 horizon year was also modified to address the specific needs of this study.
• Land use assumptions for households and employment were broken down for the 2020 base and 2040 horizon years by jurisdiction and were distributed to member agencies for review. Detailed data submitted to each jurisdiction included household and employment data at the traffic analysis zone (TAZ) level. In addition, supplemental data from the Alameda County Transportation Commission (ACTC) travel demand model was also provided to member agencies within Alameda County. Kimley Horn worked closely with the individual agencies to appropriately finalize growth forecasts prior to their use in the final modeling for this study.

Given that a recent land use forecast for the Tri-Valley region already exists as incorporated into the 2019 update of the CCTA Model, it is important to provide a context for the basis of this forecast. Specifically, the focus of this effort, unlike the more recent application of the CCTA model which was in support of a Region‐ Wide RTP, is confined to a limited area that primarily includes City of Dublin, Pleasanton, Livermore, Danville, and San Ramon and parts of unincorporated Contra Costa and Alameda counties. As this constitutes sub‐area analysis (although the entirety of the model will be used during analysis), the typical best practice includes carefully assessing land use within the study area to make sure that it is prepared in a manner consistent with the specific goals of the study for which the TDM will be applied. It is important to note that TDMs used in support of RTPs are prepared in accordance with strict control totals and, as such, their land use forecasts do not necessarily reflect certainty as to whether a given development will occur, rather they are more akin to a process of prioritization (the forecaster determines the magnitude and location of development that is most likely to occur rather than determining whether something will NOT occur). Not surprisingly, local jurisdictions sometimes have more detailed perspectives on whether certain concentrations of development within their communities will occur before the RTP planning horizon. A land use assessment, such as that carried out as part of a typical sub‐area analysis, is often an opportunity to reconsider jurisdictional land use input without the necessary limitations that an RTP puts on land use forecasting.

Based on these considerations and information shared by the TAC members, as well as input from staff from the member agencies at several individual agency meetings, it was determined that the 2040 land use forecast for the study area as included in the 2019 version of the CCTA TDM had unlikely development patterns in several locations within the study area as compared to the collective perspectives of member

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agencies. Accordingly, it was agreed that a process to refine the existing CCTA forecast in a manner that could be reasonably justified based on readily available information and data would be undertaken.

Specifically, this forecast is intended to reflect both realistic and achievable 2040 growth within the study area, and not necessarily circumstances that would be reflective of the full potential of the study area or an overly conservative approach such as a “worst‐case” scenario.

2.2 TRAVEL DEMAND FORECAST
This section presents the growth forecast based on feedback from member agencies.

2.2.1 HOUSEHOLD GROWTH
Table 1 and Figure 1 summaries the estimated household growth between 2020 and 2040 the resulted from the process described in the prior section. Between 2020 and 2040 there is an expected total growth of 33,312 households within the Tri-Valley Area. This equates to a 24 percent change or an annual growth rate of 1.09%.

Table 1: Total Household Forecasts by Agency
Agency 2020 2040 2020-2040
Growth
Percent
Change
Annual
Growth
Rate
Danville 15,564 16,557 993 6% 0.31%
Dublin 21,708 29,105 7,397 34% 1.48%
Livermore 30,685 39,759 9,074 30% 1.30%
Pleasanton 27,783 34,099 6,316 23% 1.03%
San Ramon 27,624 36,638 9,014 33% 1.42%
Alameda Unincorporated 2,108 2,362 254 12% 0.57%
Contra Costa Unincorporated 11,921 12,185 264 2% 0.11%
Total Tri-Valley 137,393 170,705 33,312 24% 1.09%

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Figure 1:Total Household Forecasts by Agency
Table 2 presents the overall change based on dwelling type. As shown, it is expected that single family units will grow by 15,856 units at an annual growth rate of 0.69%. It is expected that multi-family units will go by 17,456 units at an annual growth rate of 2.35%. Table 3 and Figure 2 summarizes growth for single family household by agency. Table 4 and Figure 3 summarizes the growth for multifamily households by agency.

Table 2: Projected Dwelling Unit Growth, 2020-2040
Dwelling Type 2020 2040 2020-2040
Growth
Percent
Change
Annual
Growth
Rate
Single Family 107,944 123,800 15,856 15% 0.69%
Multifamily 29,449 46,905 17,456 59% 2.35%
Total 137,393 170,705 33,312 24% 1.09%
Table 3: Single Family Household Forecasts by Agency
Agency 2020 2040 2020-2040
Growth
Percent
Change
Annual
Growth
Rate
Danville 14,346 14,882 536 4% 0.18%
Dublin 14,579 17,506 2,927 20% 0.92%
Livermore 23,631 29,091 5,460 23% 1.04%
Pleasanton 20,689 24,202 3,513 17% 0.79%
San Ramon 21,704 24,821 3,117 14% 0.67%
Alameda Unincorporated 1,767 1,953 186 11% 0.50%
Contra Costa Unincorporated 11,228 11,345 117 1% 0.05%
Total Tri-Valley 107,944 123,800 15,856 15% 0.69%
6%, 993
34%, 7,397
30%, 9,074
23%, 6,316 33%, 9,014
12%, 254
2%, 264
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Dwelling Units
Existing Total Household Total Household Growth

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Figure 2: Single Family Household Forecasts by Agency
Table 4: Multifamily Household Forecasts by Agency
Agency 2020 2040 2020-2040
Growth
Percent
Change
Annual
Growth
Rate
Danville 1,218 1,675 457 38% 1.61%
Dublin 7,129 11,599 4,470 63% 2.46%
Livermore 7,054 10,668 3,614 51% 2.09%
Pleasanton 7,094 9,897 2,803 40% 1.68%
San Ramon 5,920 11,817 5,897 100% 3.52%
Alameda Unincorporated 341 409 68 20% 0.91%
Contra Costa Unincorporated 693 840 147 21% 0.97%
Total Tri-Valley 29,449 46,905 17,456 59% 2.35%
4%, 536 20%, 2,927
23%, 5,460
17%, 3,513 14%, 3,117
11%, 186
1%, 117
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Dwelling Units
Existing Single Family Single Family Growth

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Figure 3: Multifamily Household Forecasts by Agency

2.2.2 EMPLOYMENT GROWTH
Table 5 and Figure 4 summarizes the estimated employment growth between 2020 and 2040. Between 2020 and 2040 there is an expected total growth of 63,947 jobs within the Tri-Valley Area. This equates to an approximate 30% change or an annual growth rate of 1.34%. Detailed information for specific Traffic Analysis Zones (TAZ) are included in Attachment B and C.

Table 5: Total Employment Forecasts by Agency
Agency 2020 2040 2020-2040
Growth
Percent
Change
Annual
Growth
Rate
Danville 19,330 19,519 189 1% 0.05%
Dublin 23,402 32,716 9,314 40% 1.69%
Livermore 46,038 66,795 20,757 45% 1.88%
Pleasanton 62,196 86,489 24,293 39% 1.66%
San Ramon 50,539 59,027 8,488 17% 0.78%
Alameda Unincorporated 4,358 4,913 555 13% 0.60%
Contra Costa Unincorporated 4,460 4,811 351 8% 0.38%
Total Tri-Valley 210,323 274,270 63,947 30% 1.34%
38%, 457
63%, 4,470
51%, 3,614 40%, 2,803 100%, 5,897
20%, 68 21%, 147
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Dwelling Units
Existing Multifamily MultiFamily Growth

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Figure 4: Total Employment Forecasts by Agency
Table 6 presents the estimate growth between the base year of 2020 and the 2040 horizon year by employment type. Manufacturing, Service, and Other-type employment are forecasted to have the highest growth with a 60%, 33%, and 31% change, respectively. Retail and Trade/Wholesale-type employment are forecasted to have the smaller growth with a 20% and 19% change respectively. Agricultural-type employee is expected to have very little change. Figure 5 through Figure 10 summarizes the growth for each employment type by agency.

Table 6: Total Employment Forecasts by Employment Type
Employment Type 2020 2040 2020-2040
Growth
Percent
Change
Annual
Growth
Rate
Retail 50,168 60,403 10,235 20% 0.93%
Service 69,029 91,685 22,656 33% 1.43%
Other 67,621 88,356 20,735 31% 1.35%
Agricultural 1,225 1,224 -1 0% 0.00%
Manufacturing 14,942 23,842 8,900 60% 2.36%
Trade/Wholesale 7,338 8,760 1,422 19% 0.89%
Total Employment 210,323 274,270 63,947 30% 1.34%
Note:

Service employment includes professional services/offices, public administration, health services, educational services, hotel, etc.

Other employment includes car washes, repair-maintenance services, personal care services, civic and social organization etc. 1%, 189
40%, 9,314
45%, 20,757
39%, 24,293
17%, 8,488
13%, 555 8%, 351
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Employment
Existing Total Employment Total Employment Growth

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Figure 5: Retail Employment Forecasts by Agency
Figure 6: Service Employment Forecasts by Agency
4%, 166
9%, 711
50%, 3,468
19%, 3,864
25%, 1,817
8%, 85 10%, 124
0 5,000
10,000
15,000
20,000
25,000
30,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Employment
Existing Retail Employment Retail Employment Growth
0%, 3
57%, 3,770
28%, 3,900
57%, 10,666
20%, 3,958
20%, 270 5%, 89
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Employment
Existing Service Employment Service Employment Growth

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Figure 7: Other Employment Forecasts by Agency
2%, 128 56%, 3,762
41%, 7,083
44%, 6,952 14%, 2,521
13%, 159 10%, 130
0 5,000
10,000
15,000
20,000
25,000
30,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Employment
Existing Other Employment Other Employment Growth
-71%, -90
6%, 3
16%, 37
3%, 4
6%, 38
10%, 7
0%, 0
-200
0 200
400
600
800
1,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Employment
Existing Agriculture Employment Agriculture Employment Growth

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Figure 8: Manufacturing Employment Forecasts by Agency
Figure 9: Trade/Wholesale Employment Forecasts
-1%, -3
85%, 903
130%, 5,472 43%, 2,358
4%, 147
7%, 16 7%, 7
-2,000
0 2,000
4,000
6,000
8,000
10,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Employment
Existing Manufacturing Employment Manufacturing Employment Growth -4%, -15
24%, 165
23%, 797
36%, 449 1%, 7
6%, 18
1%, 1
-1,000
0 1,000
2,000
3,000
4,000
5,000
Danville Dublin Livermore Pleasanton San Ramon Alameda
Unincorporated
Contra Costa
Unincorporated
Employment
Existing Trade/Wholesale Employment Trade/Wholesale Employment Growth

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Employment growth was converted to square feet of commercial building space based on employee density assumed from the 2008 Nexus Study. These conversions are shown in Table 7 below.

Table 7: Employment Growth Converted to Square Commercial Building Space Land Use
Type
Employee Growth
2020-2040
Employee Density
(SF/Employee)
In Building Square
Footage 2020-2040
Retail 10,235 500 5,117,572
Office/Service 22,656 300 6,796,911
Industrial1 10,321 900 9,289,204
Other 20,735 600 12,440,969
Total 63,947 - 33,644,656 1 Industrial includes agriculture, manufacturing, and trading employment-types.

2.2.3 COMPARISON WITH 2008 NEXUS STUDY
A comparison of the total growth (base year to horizon year) and the annual growth rates between the 2008 Nexus Study and the 2020 Nexus Study forecast is presented in Table 8. The household growth estimated in the current 2020 Nexus Study is approximately half as much as estimated in the 2008 Nexus Study. The employment growth is estimated to be slightly lower than the 2008 Nexus Study. A slower build-out results in smaller amount of development being available to pay towards improvement projects.

Table 8: Overall Growth Comparison
Total Growth Annual Growth
Household Employment Household Employment
2008 Nexus Study
(2007 to 2030 Growth) 51% 42% 1.81% 1.54%
2020 Nexus Study
(2020 to 2040 Growth) 24% 30% 1.09% 1.34%
Detailed comparison household and employment are discussed in the following sections.

2.2.3.1 Household
Table 9, Table 10 and Figure 11 presents a comparison of the household growth between 2008 Nexus Study and the 2020 refined growth forecast. Single family housing experienced 4% less growth than anticipated in the 2008 Nexus Study. Multifamily housing experienced 10% less growth than anticipated in the 2008 Nexus Study. The multifamily growth trend is similar between the 2008 and 2020 Nexus Study.

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Figure 10: 2008 Nexus and 2020 Refined Dwelling Unit Forecast 0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
2005 2010 2015 2020 2025 2030 2035 2040 2045
Dwelling Units
2008 Nexus - Single Family 2020 Update - Single Family
2008 Nexus - Multifamily 2020 Update - Multifamily

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Table 9: Household Growth Comparison
Dwelling Type
2008 Nexus Study 2020 Nexus Study
2007 2030
2007-
2030
Growth
Percent
Change
Annual
Growth 2018 2040
2020-
2040
Growth
Percent
Change
Annual
Growth
Single Family 91,136 129,818 38,682 42% 1.55% 107,944 123,800 15,856 15% 0.69% Multifamily 21,959 41,042 19,083 87% 2.76% 29,449 46,905 17,456 59% 2.35% Total 113,095 170,860 57,765 51% 1.81% 137,393 170,705 33,312 24% 1.09% Table 10: Actual Versus Projected 2020 Household Values Dwelling Type 2020
Projected
2020
Actual Difference Percent Difference
Single Family 113,000 107,944 -5,056 -4%
Multifamily 32,745 29,449 -3,296 -10%
Total 145,745 137,393 -8,352 -6%
Note: 2020 Projected assumes linear growth based on 2007-2030 growth assumed in 2008 Nexus Study

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2.2.3.2 Employment
Table 11, Table 12, Figure 12, and Figure 13 presents a comparison of the employment growth between 2008 Nexus Study and the 2020 Nexus Study. All employment types except for Other are forecast to experience less growth than anticipated in the 2008 Nexus Study. Retail and Other employment experience higher growth at 15% and 8% more than 2020 estimate. For Agriculture employment, there was a -7% difference. Service, manufacturing, and trading employment experienced the greatest difference, ranging from -37% to -43% compared to employment numbers anticipated for 2020 in 2008 Nexus Study. While the actual numbers differ from the anticipated growth assumed in 2008 Nexus Study, the 2020 Nexus Study is anticipating similar growth trends as the previous study for all employment types.

Figure 11: 2008 Nexus Study and 2020 Nexus Study Employment Forecast (Retail, Service, Other) 0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
2005 2010 2015 2020 2025 2030 2035 2040 2045
Employment
2008 Nexus - Retail 2020 Update - Retail
2008 Nexus - Service 2020 Update - Service
2008 Nexus - Other 2020 Update - Other

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Figure 12: 2008 Nexus Study and 2020 Nexus Study Employment Forecast (Agriculture, Manufacturing, Trading) 0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
2005 2010 2015 2020 2025 2030 2035 2040 2045
Employment
2008 Nexus Agriculture 2020 Update - Agriculture
2008 Nexus - Manufacturing 2020 Update - Manufacturing
2008 Nexus - Trading 2020 Update - Trading

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Table 11: Employment Growth Comparison
Employment
Type
2008 Nexus Study 2020 Nexus Study
2007 2030
2007-
2030
Growth
Percent
Change
Annual
Growth 2020 2040
2020-
2040
Growth
Percent
Change
Annual
Growth
Retail 36,806 48,927 12,121 33% 1.25% 50,168 60,403 10,235 20% 0.93% Service 83,608 129,427 45,819 55% 1.92% 69,029 91,685 22,656 33% 1.43% Other 54,076 69,459 15,383 28% 1.09% 67,621 88,356 20,735 31% 1.35% Agriculture 1,483 1,182 -301 -20% -0.98% 1,225 1,224 -1 0% 0.00% Manufacturing 20,048 30,895 10,847 54% 1.90% 14,942 23,842 8,900 60% 2.36% Trading 10,986 14,371 3,385 31% 1.17% 7,338 8,760 1,422 19% 0.89% Total 207,007 294,261 87,254 42% 1.54% 210,323 274,270 63,947 30% 1.34% Table 12: Actual Versus Projected 2020 Employment Values Employment
Type
2020
Projected
2020
Actual Difference Percent Difference
Retail 42,603 42,603 7,565 15%
Service 105,521 105,521 -36,492 -37%
Other 61,433 61,433 6,188 8%
Agriculture 1,339 1,339 -114 -7%
Manufacturing 25,236 25,236 -10,294 -43%
Trading 12,605 12,605 -5,267 -43%
Total 248,737 248,737 -38,414 -18%
Note: 2020 Projected assumes linear growth based on 2007-2030 growth assumed in 2008 Nexus Study

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3 IMPROVEMENT PROJECTS AND COST ESTIMATES
This chapter presents the 38 improvement projects included as part of the 2020 Nexus Updates.

3.1 IMPROVEMENT PROJECTS
There are 38 improvement projects that the TVTC has included in the Tri-Valley Transportation Development Fee (TVTDF) for the 2020 Nexus Study. Of those projects, 15 projects exist in the current TVTDF and 23 that are to be considered as part of this nexus update study.

3.1.1 CURRENT PROJECT LIST
Current projects are divided into two lists. The first list, List A, includes 7 projects that were included in the original program adopted in 1995. The second list, List B, includes 8 projects that were included in the 2008 Nexus Study.

Out of the 27 existing projects, 10 projects have been completed and are no longer considered for further funding. In addition, two projects (B-9 Danville Boulevard/Stone Valley Road I-680 Intersection and B-11a I-680 HOV Direct Access Ramps) have been removed from the project list and are no longer being considered for funding (for a total of 12 projects removed from the prior lists). The remaining projects have not been fully completed. Table 13 summaries the projects in List A and B along with their total project costs and their remaining unfunded cost. Detailed description of projects in Lists A and B are provided in Appendix A.

3.1.2 NEW SELECTED PROJECT LIST
With almost half of the current project list completed and no longer receiving funding, TVTC reviewed and selected additional projects to be considered for receiving funding from the TVTDF. This selection process involved a comprehensive planning process to develop a project list that mitigates the impacts of new development based on feasibility and stakeholder support. From this process, 23 additional projects (List C) were identified to receive funding from the TVTDF. List C projects, along with their total project costs and their remaining unfunded costs are listed in Table 14. Detailed descriptions of projects in List C are provided in Appendix B.

3.2 UNFUNDED COST
Tables 13 and 14 presents total project cost and their remaining unfunded cost. The total investment for projects eligible to receive TVTDF funding is estimated to be $4.470 billion, where $3.677 billion is unfunded. An additional reduction was applied to account for external “cut-though” trips on roadway congestion projects. Future development within the Tri-Valley area is not responsible to pay for these trips since these trips are caused by growth outside of the Tri-Valley area. This reduces the total unfunded cost to be covered by the maximum TVTDF to $2.928 billion. Note that this does not change the overall project costs.

The funded amount includes the current TVTDF amount currently allocated toward projects as well as additional federal, state, regional, or local funding sources. Based on input received from member

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jurisdictions, it is anticipated that approximately $793.24 million of funding has been identified for the current project list. Appendices A and B include a cost estimate and a portfolio of likely funding sources.

Table 13: Existing Projects – List A& B
Project
Total Cost
(2021
$Millions)
Unfunded
Cost
(2021
$Millions)
A-1 Interstate 580 (I-580)/Interstate 680 (I-680) Interchange (southbound to eastbound) - -
A-2a State Route 84 (SR 84) Expressway (I-580 to I-680) $325.4 - A-2b SR 84/I-580 Interchange $22.7 $6.42
A-3 I-680 Auxiliary Lanes (Segment 2) - -
A-4 West Dublin/Pleasanton Bay Area Rapid Transit (BART) Station - -
A-5a I-580 Eastbound Auxiliary Lane - -
A-5b I-580 High Occupancy Vehicle (HOV) Lane Westbound - - A-6 I-680 HOV Lanes, SR 84 to Top of Sunol Grade - -
A-7 I-580/Foothill Road/San Ramon Road Interchange
Modifications - -
A-8 I-680/Alcosta Boulevard Interchange - -
A-9a Crow Canyon Road Improvements Phase 1 $10.87 $8.42 A-9b Crow Canyon Road Improvements Phase 2 $58.77 $57.08 A-10a Vasco Road Safety Improvements Phase 1 $40.57 $11.14 A-10b Vasco Road Safety Improvements Phase 2 $31.20 $28.62 A-11 Express Bus/Bus Rapid Transit (BRT) – Phase 2 $22.35 $21.21 B-1 I-580/I-680 Interchange (westbound to southbound) $1,785.65 $1,746.65 B-2 Fifth Eastbound Lane on I-580 from Santa Rita Road to Vasco Road - -
B-3 I-580/First Street Interchange Modification $61.00 $7.93 B-4 I-580/Vasco Road Interchange Modification $85.65 $16.61 B-5 I-580/Greenville Road Interchange Modification $86.00 $18.92 B-6 Jack London Boulevard Extension $28.16 $10.08
B-7 El Charro Road Extension (Stoneridge Drive/Jack London Boulevard to Stanley Boulevard) $72.48 $72.48
B-8 Camino Tassajara/Tassajara Road Widening Project (East of Blackhawk Drive to North Dublin Ranch Drive) $88.08 $54.55 B-9 Danville Boulevard/Stone Valley Road I-680 Interchange Improvements - -
B-10 I-680 Southbound HOV Lane Gap Closure (North Main Street to Rudgear Road)
- -
B-11a I-680 HOV Direct Access Ramps - -
B-11b I-680 Transit Corridor Improvements $277.85 $274.85 Note: Completed or removed projects that are no longer considered for further funding are shaded.

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Table 14: New Selected Projects – List C
Project Total Cost
(Millions)
Unfunded Cost
(Millions)
C-1 Tesla Road Safety Improvements $13.19 $13.19
C-2 Norris Canyon Road Safety Improvement $24.49 $18.49 C-3 Dublin Boulevard – North Canyons Parkway Extensions $160.39 $134.91 C-4 Vasco Road at Dalton Avenue Intersection Improvements $3.39 $3.39 C-5 El Charro Road Widening $68.09 $38.09
C-6 Sunol/680 Interchange Improvements $16.60 $7.60
C-7 I-680 Express Lanes – Hwy 84 to Alcosta $527.57 $507.57 C-8 Santa Rita/I-580 Interchange $10.33 $2.63
C-9 Stoneridge/I-680 Interchange $11.98 $4.08
C-10 Innovate 680 $57.21 $54.66
C-11a Iron Horse Trail Bicycle-Pedestrian Overcrossing – Bollinger Canyon Road $22.88 $8.58
C-11b Iron Horse Trail Bicycle-Pedestrian Overcrossing – Crow Canyon Road $19.69 $19.69
C-11c Iron Horse Trail – Dublin $11.60 -
C-11d Iron Horse Trail – Livermore $26.99 $26.99
C-11e Iron Horse Trail to Shadow Cliffs $1.65 $0.30
C-11f Iron House Trail Connection Improvements at Santa Rita Road $0.87 $0.48
C-11g Iron Horse Trail Bicycle/Pedestrian Overcrossing – Sycamore Valley Road $19.78 $19.78
C-11h Iron Horse Trail Safety Improvements $85.60 $85.60 C-12 Hacienda/I-580 Interchange Improvements $39.13 $34.50 C-13 Fallon/El Charro Interchange Improvements $34.51 $19.96 C-14 Valley Link Rail (Phase 1) $258.25 $258.25
C-15 Technology Enhancements $0.33 $0.33
C-16 I-680 Express Bus Service $59.35 $59.35

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4 NEXUS FINDINGS
This chapter presents the relationship of between the increase travel demand from new development, the cost of improvements needed to accommodate that growth, and the impact fee to fund those investments.

4.1 OVERALL METHODOLOGY
Impact fees may be calculated using a purely technical method that would fund the cost of facilities required to accommodate growth. The four steps followed in any development impact fee study include the following:

1. Prepare growth projections;

2. Identify facility standards;

3. Determine the amount and cost of facilities required to accommodate new development based on facility standards and growth projections; and

4. Calculate the public facilities fee by allocating the total cost of facilities per unit of development.

This nexus study results in a calculation of the maximum fee based on the list of projects identified in Chapter 3 (and described in Appendices A and B) to the greatest extent technically defensible under the Mitigation Fee Act. Consistent with the TVTC’s directions, the full cost of funding these improvements is used to calculate the maximum fee rates the TVTC could apply to all new residential and non-residential development in the Tri-Valley between 2020 and 2040.

4.2 MITIGATION FEE ACT FINDINGS
Development impact fees are one-time fees typically paid when a building permit is issued and imposed on development projects by local agencies responsible for regulating land use (cities and counties). To guide the widespread imposition of public facilities fees, the State Legislature adopted the Mitigation Fee Act (Act) with Assembly Bill 1600 in 1987 and subsequent amendments. The Act, contained in California Government Code Sections 66000 through 66025, establishes requirements on local agencies for the imposition and administration of fee programs. The Act requires local agencies to document five findings when adopting a fee.

The five statutory findings required for adoption of the TVTC updated impact fee were adopted when the first TVTC fee was adopted in 1995 and subsequently again when the Nexus Study was updated in 2008 and 2017. They are presented here and supported by the Nexus Analysis section (Chapter 2) of this report.

All statutory references below are to the Act. This sample framework for the Mitigation Fee Act findings is only to provide local agencies with guidance and is not a substitute for legal advice. Local agencies will customize the findings for their jurisdiction and consult with their legal counsel prior to adoption of the updated TVTDF.

4.2.1 PURPOSE OF FEE
For the first finding, the local agency must identify the purpose of the fee (Section 66001(a)(1)). The TVTC policy, as expressed through the TVTC Action Plan, is that new development shall contribute for mitigation of their impacts on the Routes of Regional Significance, and that the cost sharing of recommended improvements will be implemented through the TVTDF regional impact fee program. This is administered by the seven jurisdictions of Alameda County, Contra Costa County, Dublin, Pleasanton, Livermore, Danville, and San Ramon, which all signed a joint powers authority (JPA). The fee advances a legitimate

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public interest by enabling the TVTC to fund improvements to transportation infrastructure required to accommodate new development.

4.2.2 USE OF FEE REVENUES
For the second finding, the local agency must identify the use to which the fee is to be put. If the use is financing public facilities, the facilities shall be identified. That identification may, but need not, be made by reference to a capital improvement plan, as specified in Section 65403 or 66002, may be made in applicable general or specific plan requirements, or may be made in other public documents that identify the public facilities for which the fee is charged (Section 66001(a)(2)). The TVTDF will fund expanded facilities on the Routes of Regional Significance to serve new development. These facilities include the following:
• Roadway widening;
• Roadway extension;
• Traffic signal coordination and other traffic improvements; • Freeway interchanges and related freeway improvements; • Active transportation (pedestrian/bicycle) improvements; • Safety improvements needed to mitigate the higher volume of traffic generated by new development on a major arterial or other regional facility; and • Improvements required for regional express bus and rail transit.

4.3 BENEFIT RELATIONSHIP
The nexus must show a reasonable benefit relationship between the fee’s use and the type of development project upon which the fee is imposed. In other words, the nexus must demonstrate that the improvement projects will mitigate the impacts of new development upon which the fee is imposed. This section describes the methodology and results for establishing the benefit relationship.

4.3.1 METHODOLOGY
The previous 2008 Nexus Study used a model-based delay methodology to determine how List A and List B would mitigate the impacts of new development by comparing vehicle hours of delay (VHD) from the 2005 base year with the Future 2030 No-build and Future 2030 Build scenarios. Given that some of the new recommended projects cannot be effectively analyzed using this same methodology, additional methodologies are being introduced as part of this update to appropriately assess the benefits of some select projects.

To facilitate this approach, projects were aggregated into different improvement categories. These categories include roadway capacity, transit, safety, pedestrian/bicycle, intersection, and technology. If the project’s benefit could not be sufficiently analyzed based on model-delay, either because the project could not be reflected in the model or that the model is insensitive to the benefits associated with a specific project, the project was categorized as a safety, pedestrian/bicycle, intersection, or technology improvement and accordingly analyzed using off-model techniques. Since these improvement categories improve different aspects of the transportation system, differing methodologies and measures of effectiveness (MOEs) are necessary to appropriately evaluate their anticipated benefit to the transportation system. It should be noted some projects could be categorized into multiple improvement types; however, projects were limited to the category which best reflects their primary benefit for the purposes of supporting this Nexus Study. Table

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15 summarizes the different methodology and MOEs that are proposed for this evaluation. A full list of how each project was categorized is included in Appendix C.

Table 15: Methodology and Improvements
Improvement
Type Methodology MOE/Benefit
Roadway
Capacity Model-based Delay
• AM and PM Peak Hour Delay (combined
with Transit and Pedestrian/Bicycle
Improvement Categories)
Transit Model-based Delay
• AM and PM Peak Hour Delay (combined
with Capacity and Pedestrian/Bicycle
Improvement Categories)
Safety Crash Reduction Factors
• Crash Reduction Estimates
• Qualitative Assessment of Resultant Delay
Reduction
Pedestrian/
Bicycle
Planning-level Assessment
Based on NCHRP 552
• Delay Based on the Conversion of
Estimated Commuter Usage of Proposed
Facilities (combined with Capacity
• and Transit Improvement Categories)
• Crash Reduction Estimates
Intersection Planning-level Assessment • Qualitative Assessment of Resultant Delay Reduction
Technology Planning-level Assessment • Qualitative Assessment of Resultant Delay Reduction

4.3.2 ROADWAY CAPACITY AND TRANSIT IMPROVEMENTS
Roadway capacity projects include improvements that involve increasing capacity such as widening a roadway to add additional through lanes or extending existing roadways. Transit projects include improvements that upgrade or expand existing transit service or assist with the implementation of new transit routes and services. Both roadway capacity and transit improvement projects were evaluated based on region wide delay derived using the CCTA travel demand model. Morning and evening region wide peak hours of delay from the two future scenarios, 2040 No-Build (without improvement projects) and 2040 Build (with improvement projects), were compared to the 2020 base year conditions.

The 2040 No-Build scenario is based on a year 2040 transportation network that will carry all of the locally produced or attracted new trips, but that only includes improvements that are expected to be funded under the financially-constrained RTP without the proposed Tri-Valley Transportation Development Fee projects (List A, B, and C). The 2040 Build scenario is based on a year 2040 transportation network that includes all the additional improvements that are expected to be funded with the updated Tri-Valley Transportation Development Fee. Both the 2040 No-Build and 2040 Build project scenarios include all of the travel associated with new development within the Tri-Valley. Under both scenarios, travel associated with through trips was excluded from the resultant delay summary (i.e., trips that have origins and destinations outside the Tri-Valley). Excluding through trips is common practice for this analysis given that the impact of this travel is not generated by land uses within the Tri-Valley area and therefor assessing a fee is impractical.

The improvement projects were evaluated using the aggregate regional peak-hour average weekday VHD delay on all the significant roadways (includes freeways, expressways arterials, and major collectors) in the

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Tri-Valley on the 2020 Base Year networks and the 2040 No-Build and Build networks. The aggregate VHD provide a reasonable system wide measure of the impact of new development on congestion and mobility.

According to the CCTA travel demand model, between 2020 and 2040, if no projects are undertaken, the number of AM peak hours of delay is expected to increase 60 percent from 24,718 to 39,570 hours, while the number of PM peak hours of delay is expected to escalate 88 percent from 15,613 to 29,376 hours. If the projects are undertaken, the number of AM peak hours of delay would decrease 15 percent compared to the 2040 No-Build scenario, whereas, the number of PM peak hour of delay would decrease 23 percent.

This modest improvement demonstrates that the proposed improvement projects only partially mitigate future congestion by new development. Table 16 and Figure 14 show the comparison between the Future 2040 Build and Future 2040 No-Build scenarios.

In the aggregate, the comparison between the three scenarios showed that: 1) the 2020 Base Year conditions are better than the Future 2040 No-Build conditions; 2) the Future 2040 Build conditions are better than the Future 2040 No-Build; and 3) the Future 2040 Build conditions are not better than the 2020 Base Year conditions. These comparisons demonstrated that, in the aggregate, new development does not fund infrastructure needed to address existing deficiency caused by existing development.

Table 16: Future Build vs No Build Scenario Vehicle Hours of Delay (VHD) Peak Period 2020 Base
Year
Future 2040 Difference
No-Build Build No-Build Build
AM Peak Hour 24,718 39,570 35,852 60% 45%
PM Peak Hour 15,613 29,376 25,813 88% 65%
Note: Hours of delay are based on trips with origin or destination in the TVTC region.

Figure 13: Future Build vs No Build Scenario Vehicle Hours of Delay (VHD) Note: Hours of delay are based on trips with origin or destination in the TVTC region. 24,718
15,613
39,570
29,376
35,852
25,813
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
Morning Peak Hour Evening Peak Hour
Vehicle Hours of Delay (VHD)
2020 2040 No-Build 2040 Build

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In addition to reducing VHD, many roadway capacity and transit projects include additional secondary benefits to the transportation system. Many of these projects will result in safety benefits, as congestion can often exacerbate unsafe motoring conditions. Additionally, specific project attributes such as modifying interchanges or widening roadways to provide additional lanes so vehicles can safely maneuver along the roadway or provide space for slower moving vehicles during peak times can also improve safety. Other common project benefits may include pedestrian and bicycle improvements either directly or indirectly. For example, interchange can often be barriers for bicycles and pedestrian, however several of the interchange projects (e.g. C-12: Hacienda/I-580 Interchange Improvements and C-13: Fallon/El Charro Interchange Improvements) include bicycle and pedestrian improvements which close existing gaps and encourage more pedestrian and bicycle activity.

Based on this analysis it is determined that the planned projects identified in this report will expand the capacity of the Routes of Regional Significance to accommodate the increased trips generated by new development and thus, there is a reasonable relationship between the use of the fee for these projects and the new development on which the fee will be imposed.

4.3.3 SAFETY IMPROVEMENTS
Safety projects involves safety-related improvements such as shoulder widening, installing guardrail, installing median barriers, or realigning roadway. For these projects, a crash reduction factor was calculated based on each safety improvements being implemented. The crash reductions were subsequently applied to crash forecasts for the purpose of identifying future benefits. The safety improvements considered in the evaluation are listed below:
• California Highway Patrol (CHP)
Enforcement Area
• Intersection
Improvement • Shoulder Widening
• Guard Rail Update • Roadway Median Barrier • Signal Timing Optimization • Guardrails • Roadway Realignment • Speed Feedback Signs • High Friction Pavement • Retaining Walls • Increased Super elevation • Additional Turn Lanes
Each of the safety elements for the proposed improvements were converted to a total number of annual crash savings in the region based on the Caltrans’ Local Roadway Safety Manual (LRSM) and Federal Highway Authority’s (FHWA) Crash Modification Factors (CMF) Clearing House guide. CMFs are based on before and after research of safety improvement implementations. They indicate the proportion of future crashes that may be prevented by implementing a given countermeasure, reducing the crash frequency for an intersection or roadway segment. In other words, a CMF is a multiplicative factor used to compute the expected number of crashes after implementing a given countermeasure at a specific site.

The CMF was applied to a crash forecast which was based on 5-years of historical crash data which resulted in fatality or injury. The reduction in crashes was then then converted to annual crash saving based on Highway Safety Improvement Program (HSIP) crash saving dollar amounts shown in Table 17.

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Table 17: HSIP Crash Saving Dollar Amounts
Severity Crash Savings
(per crash)
Fatal $2,190,000
Serious $2,190,000
Moderate $142,300
Minor $80,900
Table 18 shows the overall annual crashes saving from traffic injuries that were potentially eliminated. Note that this analysis excludes property costs and as such should be conservative. Also note that the forecast only considers the effect of new traffic impacts and excludes the effect of existing conditions for the purposes of establishing Nexus.

Table 18: Future Safety Benefits with Project Improvements Safety Benefits Total Fatal Serious Moderate Minor
5-Years Reduction
in Crashes 153.0 2.5 14.1 45.3 91.0
1-Year Reduction
in Crashes 30.6 0.5 2.8 9.1 18.2
Value per Annum
(2019 Dollars) $10,048,590 $1,092,810 $6,192,599 $1,290,003 $1,473,178 As shown in Table 19, there is a direct cost benefit to the investments made for roadway safety improvements in the region. While it is difficult to estimate an absolute percentage in reduced peak hour delays, the expected reductions in crashes will also enhance system reliability and resilience.

4.3.4 PEDESTRIAN/BICYCLE IMPROVEMENTS
While projects may include pedestrian and/or bicycle improvements, out of the 38 projects, project C-11 Iron Horse Trail Improvements is the only project that predominantly focuses on pedestrian and bicycle improvements. Project C-11 consists of various improvements to the Iron Horse Trail within the TVTC boundaries including overcrossing construction, closing existing gaps, and adding safety improvements through the trail system. Pedestrian and bicycle improvement were evaluated based on NCHRP 552 Guidelines for Analysis of Investments in Bicycle Facilities. This approach relies on spatial analysis techniques to determine the likely number of new active transportation users resulting from the introduction of a new pedestrian/bicycle improvement. Table 19 shows the comparison between the Future 2040 Build and Future 2040 No-Build scenarios.

Table 19: Future Project Induced Daily Bicycle Demand
Total Induced Demand 2020 Base Year Future 2040
No- Build
Future 2040
Build
Adult Bicyclists 1,275 1,778 3,338
Child Bicyclists 731 1,038 2,077
Total Facility Users 2,006 2,817 5,415

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As shown in Table 19, Project C-11 could add over 2,500 bicycle trips per day on the Iron Horse Trail by 2040 which will provide an alternative to congested vehicular travel as well as significant health and recreational value. Closing existing gaps in the trail will also encourage bicycle trips for other trip purposes beyond just commute trips, including school, commercial and recreational trips.

Project C-11 improvements will result in additional secondary operational and safety benefits. Currently many at-grade crossings are located at intersections with high vehicular, pedestrian, and bicycle volumes which are regularly disrupted by conflicting at-grade operations given required traffic signal phasing. These improvements will help improve vehicular traffic operations by relocating pedestrian and bicycle traffic away from vehicular traffic helping to offset the transportation impacts associated with future development. These improvements will also provide safety benefits by reducing the potential for vehicle-bicycle and vehiclepedestrian conflicts. Using the same methodology described in the previous section, a separate safety analysis was conducted to quantify the safety benefits of all the C-11 project. Table 20 summarizes the safety benefit for Project C-11.

Table 20: Safety Benefits with Project C-11
Safety Benefits Total Fatal Serious Moderate Minor
Annual Reduction
in Crashes 7 2 1 4 0
Value per Annum
(2019 Dollars) $7,166,200 $4,380,000 $2,190,000 $596,200 -

4.3.5 INTERSECTION IMPROVEMENTS
There are two projects in List C with intersection improvements. Project C-4: Vasco Road & Dalton Avenue intersection Improvements, includes the addition of a traffic lane, signal optimization, and other improvements such as shoulder widening and roadway alignment to improve safety. Vasco Road is a major commute corridor connecting the City of Livermore and City of Brentwood. The intersection at Dalton Avenue provides access to the communities in the San Ramon Valley. With the planned and anticipated residential and industrial development along the corridor, this intersection is expected to have significant delays during the peak hours of commute.

Project C-8: Santa Rita and I-580 Interchange, will construct a second southbound left turn lane from Santa Rita onto Pimilico Drive. The City of Pleasanton General Plan has identified this intersection to have a reduced Level of Service under build out conditions.

4.3.6 TECHNOLOGY IMPROVEMENTS
There are two technology projects in List C. While Project C-10: Innovate 680 consist of multiple components including transit infrastructure and service improvements, roadway improvements, and technology enhancement, this project has been categorized as a technology improvement because TVTDF funding is being requested only for the Advance Technology component of the project. Other project components are expected to be funded through alternative sources. The Advance Technology component consist of implementing three technology-related strategies to improve operation along the I-680 corridor.

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transit. Other technology strategies include integrating adaptive ramp metering and/or corridor/incident management systems which can help improve the efficiency and safety of the transportation system.

Project C-15: Technology Enhancements proposes to provide connectivity for transit and vehicles between local arterials and regional facilities. The project is expected to be completed in three phases - Feasibility, Design, and Construction. The TVTDF will help fund the feasibility study phase of the study, since the details of the design and construction phase are unknown at this time. The feasibility study will focus on the first and last mile connectivity opportunities at key transit hubs and along major transit routes in the TriValley area. Leveraging existing and emerging technology, such as connected and autonomous vehicles, may help increase safety and mobility for all modes. These technologies may also help with increasing transit ridership or expanding transit service to less-served areas, especially for communities that currently lack service. Given that the resultant projects are intended to offset the impacts of future development, the feasibility study is appropriate to include in the TVTC project list.

4.4 BURDEN RELATIONSHIP
The need for the TVTDF is based on the forecasted increase in congestion on routes of regional significance as well as other transportation impacts resulting from new development. Consistent with the methodology from the 2008, the contribution by each land use was based on the proportion of average AM/PM trips generated by each land use. As demonstrated in this Study, there is a reasonable relationship between the need for the planned projects and the types of development upon which the fee is imposed because the planned projects will mitigate the transportation impacts of said new development.

4.4.1 TRIP RATE
The 2008 Nexus Study used the 7th Edition of Institute of Transportation Engineers (ITE)’s Trip Generation Handbook to develop the trip rates for each land use category. Since then, three additional editions of the Trip Generation Handbook have been published for use, ending with the most recent 10th Edition. It was determined that for all categories except the ‘Other’ category, the trip rates would be developed using the 10th Edition rather than the 7th Edition for this update. In addition, consistent with the 2008 Nexus Study, the trip rates were developed based on adjacent street traffic rather than peak-hour of generator. A 30- percent reduction was also taken for retail trips to account for pass-by trips, consistent with the 2008 Nexus Study. Table 21 below summarizes the comparison in average AM and PM peak-hour trip rates by land use type. As shown in Table 21, every land use category results in a lower trip rate using the 10th Edition when compared to the 7th Edition.

Table 21: AM/PM Peak-Hour Average Trip Rate Comparison Between 7th Edition and 10th Edition Land Use Type 7th Edition Average
Trip Rate
10th Edition Average
Trip Rate Difference
Single-Family Residential 0.90 0.87 -0.03
Multi-Family Residential 0.62 0.51 -0.11
Retail 1.67 1.66 -0.01
Office 1.53 1.16 -0.37
Industrial 0.89 0.67 -0.22
Other 1.00 1.00 0.00

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4.4.2 TOTAL TRIPS BY LAND USE
The total number of trips generated by the growth in either dwelling units or square-feet for each land use category are shown in Table 22. As shown in Table 22, a total of 57,596 trip ends are generated by the land use growth between 2020 and 2040. The growth attributable to single-family residential units generates the largest number of trips, 13,716, or almost 25-percent of the total trips. The growth attributable to industrial employment or industrial buildings generates the fewest number of trips, 6,178, or just over 10- percent of the total trips.

Table 22: Total Trip Ends by Land Use Category
Land Use Type Growth
(HH or Sq. Ft) Trip Rate Forecast Trips
Single-Family Residential 15,857 0.87 13,716
Multi-Family Residential 17,456 0.51 8,903
Retail 5,117,500 1.66 8,508
Office 6,796,800 1.16 7,850
Industrial 9,289,800 0.67 6,178
Other 12,441,000 1.00 12,441

4.5 FEE ESTIMATION
As required by the Mitigation Fee Act, the following section outlines the methodology for calculating the proposed fee and demonstrates how there is a reasonable relationship between the amount of the proposed fee and the cost of the public facility or portion of the public facility attributable to the development on which the fees will be imposed.

The following steps were taken to determine the fee for each land use type:

1. Determine total unfunded cost.

2. Determine average AM/PM forecast peak-hour trips generated

3. Determine Fee per Land Use Category

4. Determine Maximum Fee

4.5.1 TOTAL UNFUNDED COST
The total investment for projects eligible to receive TVTDF funding is estimated to be $4.470 billion, where $3.677 billion is unfunded. An additional reduction was applied to account for external “cut-though” trips on roadway congestion projects. Future development within the Tri-Valley area is not responsible to pay for these trips since these trips are caused by growth outside of the Tri-Valley area. This reduces the total unfunded cost to be covered by the maximum TVTDF to $2.928 billion. Note that this not change the overall project costs.

4.5.2 PEAK-HOUR TRIP FORECAST
Section 4.4.2. describes how the peak hour forecast was determined. Based on Table 22, an average of 57,596 AM/PM peak hour trips are generated by the land use growth between 2020 and 2040.

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4.5.3 FEE PER LAND USE CATEGORY
To determine the total project cost by category, each land use category’s share of the total trips generated by land use growth was multiplied by the total cost. An example calculation is shown below:

𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆 𝐹𝐹𝐹𝐹𝐹𝐹 𝐹𝐹 𝑅𝑅 𝑅𝑅 𝑅𝑅 𝑅𝑅 = $𝑋𝑋𝑋𝑋𝑋𝑋 𝑀𝑀 𝑀𝑀 ×
13,716 𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆 𝐹𝐹𝐹𝐹𝐹𝐹 𝐹𝐹 𝑅𝑅 𝑅𝑅 𝑅𝑅 𝑅𝑅 𝑇𝑇𝑇𝑇 𝑇𝑇
57,596 𝑇𝑇𝑇𝑇 𝐴𝐴𝐴𝐴 𝑇𝑇𝑇𝑇 𝑇𝑇 = $𝑋𝑋𝑋𝑋𝑋𝑋 𝑀𝑀 𝑀𝑀
The total cost by land use category is shown in Table 23. As shown in Table 23, the total cost ranges from $396.27 million for industrial uses to $879.78 million for single-family residential uses.

Table 23: Total Fee by Land Use Category
Land Use Type Forecast Trips*
Total Fee by Land
Use
(Millions)
Single-Family Residential 13,716 $697.31
Multi-Family Residential 8,903 $452.62
Retail 8,508 $432.54
Office 7,850 $399.09
Industrial 6,178 $314.08
Other 12,441 $632.49
* Average AM/PM trip

4.5.4 MAXIMUM FEE
To determine the maximum fee per dwelling unit, square-foot, or trip depending on the land use category, the total cost per category was divided by the total number of units, square-feet, or trips that occur between 2020 and 2040. An example calculation is shown below
𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆𝑆 𝐹𝐹𝐹𝐹𝐹𝐹 𝐹𝐹 𝑅𝑅 𝑅𝑅 𝑅𝑅 𝑅𝑅 = $𝑋𝑋𝑋𝑋𝑋𝑋 𝑀𝑀 𝑀𝑀
15,857 𝐷𝐷𝐷𝐷 𝑈𝑈 = $𝑋𝑋𝑋𝑋𝑋𝑋 𝑝𝑝 𝑝𝑝 𝑢𝑢
The maximum fees are summarized in Table 24. As shown in Table 24, the maximum fee for a singlefamily residential unit is $43,397 while the maximum fee for one square-foot of retail use is $84.52.

Historically the TVTC has not applied the maximum fee schedule. For both the 1995 and 2008 nexus studies, the TVTC jurisdiction set rates at approximate one-third of the maximum fee calculated in the 1995 and 2008 Nexus studies to help foster growth within the Tri-Valley area, while providing a regional funding source that could be used to match and help compete for Federal and State transportation grants and funding programs.

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Table 24: Total Cost and Maximum Fee by Land Use Category Land Use Type Growth Maximum Fee
Single-Family Residential 15,857 DU $43,976 per DU
Multi-Family Residential 17,456 DU $25,928 per DU
Retail 5,117,500 SF $84.52 per SF
Office 6,796,800 SF $58.72 per SF
Industrial 9,289,800 SF $33.81 per SF
Other 12,441 trips* $50,839 per trip*
Note: Reduction cost is only provided for comparison purposes and should not be seen as the preferred fees.* Average AM/PM trip

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5 NEXT STEPS
This report documents the findings needed to adopt a fee schedule to fund the improvements projects elected to receive funding from the TVTDF. Below are next steps needed for the TVTC to adopt a fee schedule that is most appreciate for their needs.

5.1 ADJUSTMENT TO MAXIMUM FEE CALCULATION
As previously discussed, the maximum fee would generate sufficient revenues to fund the total unfunded cost of all selected projects. However, if the TVTC adopts fee schedule below the maximum, this would result in revenue shortfall and TVTC would need to take one or both of the following actions:
• Increase funding from other sources
• Fund selected projects or project phases

5.1.1 INCREASE FUNDING FROM OTHER SOURCES
TVTC could reduce the funding shortfall for specific projects by increasing funding form other federal, state, regional, and local fund sources. Some potential funding sources as listed below:
• Federal
o One Bay Area Grant Program (OBAG)
• State
o State Transportation Improvement Program (STIP)
o Senate Bill 1 (SB 1)
o Office of Traffic Safety (OTS) Grant
o Active Transportation Program (ATP)
• Regional
o Transportation Fund for Clean Air (TFCA) County Program Manager (CPM) Fund Local o Measure B & Measure BB
o Measure J
• Local
o Traffic Impact/Mitigation Fees
o Development Fees
o General Purpose Funds

5.1.2 FUND SELECTED PROJECTS OR PROJECT PHASES
TVTC could determine to fund the full amount for selected projects or fund certain phases of the project such as the planning or design phase of a project.

5.2 UPDATE STRATEGIC EXPENDITURE PLAN (SEP)
Once the final fee schedule has been adopted TVTC should update the SEP to set priority for which projects should be funded first.

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APPENDIX
A – Existing TVTC Projects
B – Additional TVTC Projects
C – Project Improvement Category

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APPENDIX A – EXISTING TVTC PROJECTS
A-1. I-580/I-680 INTERCHANGE (SOUTHBOUND TO EASTBOUND)
TVTC Project Sponsor: Alameda County
Lead Agency: Caltrans
Project Description: Project A-1 was located at the I-580 and I-680 interchange. The project constructed the southbound to eastbound flyover, northbound to eastbound direct connector, southbound on- and offloop ramps, and a northbound on-ramp.

The project was needed to improve safety and reduce congestion on southbound and northbound I-680 near I-580, and mitigate the impacts of local and regional growth in housing and employment. This project was approved by the voters of Alameda County, as a portion of the Measure B sales tax program.

Status: This project has been completed.

A-2A. SR 84 EXPRESSWAY (I-580 TO I-680)
TVTC Project Sponsor: City of Livermore, City of Pleasanton Lead Agency: Alameda County Transportation Commission (ACTC) Project Description: Project A-2a is located along SR 84 between I-580 and I-680 in Livermore and Pleasanton. The project will widen and reconstruct SR 84 to expressway standards. The ultimate configuration is expected to consist of six lanes from I-580 to Stanley Boulevard and four lanes from Stanley Boulevard to I-680.

The project has been segmented into five primary sections:
• Segment 1 (I-580 to Jack London Boulevard) – widening and Phase I of the I-580/SR 84 Interchange project (Project A-2b).
• Segment 2 (Jack London Boulevard to a point roughly halfway between Concannon Boulevard and Stanley Boulevard) – widening existing configuration from two lanes to four lanes and from four lanes to six lanes.
• Segment 3 (Halfway between Concannon Boulevard and Stanley Boulevard to Ruby Hill Drive) – widening from two lanes to four lanes.
• Segment 4 (Ruby Hill Drive to Pigeon Pass) – straightening the roadway alignments and adding truck climbing lanes.
• Segment 5 (Pigeon Pass to I-680) – widening the roadway from two lanes to four lanes and improvements at the SR 84/I-680 interchange.

Status: Below is the status of the project.
• Final design and right-of-way acquisition was completed in September 2020. • Construction began in May 2021.
• Completion of construction is anticipated in spring 2024.

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Cost Estimate and Funding Sources
Segment 3:

Cost (Millions) $105.40
Funding (Millions)
Measure B $34.87
Measure BB $10.00
State $47.03
Local (CMA-TIP) $2.00
Local (City) $1.50
TVTDF $10.00
Total Funding (Millions) $105.40
Total Funding Shortfall (Millions) $0.00
Segment 5:

Cost (Millions) $244.10
Funding (Millions)
Measure B $1.05
Measure BB $123.40
State (SB 1 LPP) $8.60
Regional Improvement Program (RIP) $11.11
Regional Measure 3 (RM 3) $85.00
TVTDF $14.94
Total Funding (Millions) $244.10
Total Funding Shortfall (Millions) $0.00
A-2B. SR 84/I-580 INTERCHANGE
TVTC Project Sponsor: City of Livermore
Lead Agency: Caltrans and City of Livermore
Project Description: Project A-2b is located in Livermore, at the intersection of I-580 and Isabel Avenue including Portal Avenue.

The project consists of two phases:
• Phase 1 – The Isabel Avenue Interchange project which included replacing the I-580/Portola Avenue interchange with the I-580/Isabel Avenue-SR 84 interchange. Phase I also included realignment of Isabel Avenue and the realignment and extension of Portola Avenue from East Airway Boulevard to Isabel Avenue.
• Phase 2 – The ultimate improvements at the I-580/Isabel Avenue-SR 84 Interchange are to provide six lanes over I-580 at the Isabel Avenue-SR 84 Interchange and four lanes over I-580 at the Portola Avenue overcrossing.

Status: A programmatic environmental assessment and right-of-way acquisition is complete.

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• Phase 1 – Construction of Phase I of the project was completed in March 2012. • Phase 2 – Conceptual design is approved. Project development activities are anticipated to begin in 2023.

Cost Estimate and Funding Sources
Phase 2:

A-3. I-680 AUXILIARY LANES (SEGMENT 2)
TVTC Project Sponsor: Town of Danville
Lead Agency: Contra Costa Transportation Authority (CCTA) Project Description: Project A-3 was located along I-680 in Danville and constructed auxiliary lanes in both directions between Crow Canyon Road in San Ramon and Sycamore Valley Road in Danville. The project was the last segment of auxiliary lanes in both directions of I-680 between Bollinger Canyon Road in San Ramon and Diablo Road in Danville.

Status: This project has been completed.

A-4. WEST DUBLIN/PLEASANTON BART STATION
TVTC Project Sponsor: City of Dublin, City of Pleasanton Lead Agency: BART
Project Description: Project A-4 was located in Dublin and Pleasanton and constructed the West Dublin/Pleasanton BART station and related transit improvements. The project was a joint public and private venture to build a station on the active BART line in the median of I-580. The related transit improvements were located on both the north (Dublin) and south (Pleasanton) sides of the freeway on property owned by BART and included patron parking garages, passenger pick-up and drop-offs, and bus drop-offs.

Status: This project has been completed.

Cost (Millions) $22.00
Funding (Millions)
Livermore Traffic Impact Fee (TIF) $16.28
TVTDF $5.15
Total Funding (Millions) $21.43
Total Funding Shortfall (Millions) $0.57

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A-5A. I-580 EASTBOUND AUXILIARY LANE
TVTC Project Sponsor: City of Pleasanton
Lead Agency: Alameda CTC
Project Description: Project A-5a was located along eastbound I-580 from Hacienda Drive in Pleasanton and Greenville Road in Livermore. The project constructed eastbound auxiliary lanes between Isabel Avenue and North Livermore Avenue and between North Livermore Avenue and First Street in Livermore.

In addition, the project included widening two eastbound bridges at Arroyo-Los Positas Road and adding final asphalt concrete pavement across all lanes in the eastbound direction from Hacienda Drive to Greenville Road.

Status: This project has been completed.

A-5B. I-580 HOV LANE WESTBOUND
TVTC Project Sponsor: City of Pleasanton
Lead Agency: Alameda CTC
Project Description: Project A-5b was located along westbound I-580 from Greenville Road in Livermore to Foothill Road overcrossing in Dublin and Pleasanton. The project constructed westbound HOV lanes and rehabilitated existing pavement.

The project increased capacity, safety, and efficiency for commuters and freight along the primary trade corridor connecting the Bay Area with the Central Valley.

The project was completed in two segments:
• East Segment – Greenville Road overcrossing to Isabel Avenue in Livermore • West Segment – Isabel Avenue to Foothill Road overcrossing Status: This project has been completed.

A-6. I-680 HOV LANES, SR 84 TO TOP OF SUNOL GRADE
TVTC Project Sponsor: City of Pleasanton
Lead Agency: Caltrans and Alameda CTC
Project Description: Project A-6 was located along southbound I-680 between SR-84 and the top of the Sunol Grade. The project constructed HOV lanes along approximately a 3.5-mile segment of I-680.

Status: This project has been completed.

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A-7. I-580/FOOTHILL ROAD/SAN RAMON ROAD INTERCHANGE

MODIFICATIONS
TVTC Project Sponsor: City of Pleasanton
Lead Agency: Caltrans
Project Description: Project A-7 was located at the intersection of the I-580 ramps and Foothill Road in Pleasanton. The project constructed improvements to improve intersection operations and safety. The project modified the intersection to remove the direct eastbound to southbound connection and eastbound to northbound loop connection so that it terminates into a “T” style signalized intersection at Foothill Road just south of the Foothill Road Bridge.

Status: This project has been completed.

A-8. I-680/ALCOSTA BOULEVARD INTERCHANGE
TVTC Project Sponsor: City of San Ramon
Lead Agency: Caltrans
Project Description: Project A-8 was located at the I-680/Alcosta Boulevard interchange in San Ramon.

The project reconstructed the southbound off-ramp and added a new on-ramp to improve operations at the interchange. This project closed the southbound off-ramp and built new on- and off-ramps north of Alcosta Boulevard.

Status: This project has been completed.

A-9A. CROW CANYON ROAD IMPROVEMENTS PHASE 1
TVTC Project Sponsor: Alameda County
Lead Agency: Alameda County
Project Description: Project A-9a is located along Crow Canyon Road between E. Castro Valley Boulevard and the Alameda/Contra Costa County line.

Project A-9a is Phase 1 of a two-phase safety improvement project along Crow Canyon Road. Please refer to Project A-9b for details on Phase 2.

Phase 1 safety improvements include speed feedback signs, shoulder widening, California Highway Patrol (CHP) enforcement areas, and guard rail modifications.

Overall, the short-term safety improvements will facilitate traffic safety and operations, while reducing congestion for residents traveling between Alameda and Contra Costa Counties.

Status: The project is currently in the Preliminary Engineering/Environmental Studies stage. Construction of Phase 1 is to be determined.

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Cost and Funding Source
Cost (Millions) $18.87
Funding (Millions)
CMA TIP $0.45
Local Alameda County $0.45
TVTDF $1.55
Total Funding (Millions) $2.45
Total Funding Shortfall (Millions) $8.42
A-9B. CROW CANYON ROAD IMPROVEMENTS PHASE 2
TVTC Project Sponsor: Alameda County
Lead Agency: Alameda County
Project Description: Project A-9b is located along Crow Canyon Road between E. Castro Valley Boulevard and the Alameda/Contra Costa County Line.

Project A-9b is Phase 2 of the two-phase safety improvement project along Crow Canyon Road. Please refer to Project A-9a for details on Phase 1.

Phase 2 safety improvements include roadway realignment, shoulder widening, roundabouts, two-way left turn lanes (as needed), and tunnels at post mile (PM) 2.15.

This project will increase safety for motorists traveling along this major arterial roadway between Castro Valley in Alameda County and San Ramon in Contra Costa County. The realignment of various curves, shoulder widening, and tunnels at PM 2.15 will facilitate improved traffic operations and reduce congestion for residents traveling between Alameda and Contra Costa Counties.

Status: This project is in the scoping stage. Construction is expected to begin after completion of Phase 1 (Project A-9a). Phasing and schedule have not yet been determined.

Cost and Funding Source
Cost (Millions) $58.77
Funding (Millions)
TVTDF $1.69
Total Funding (Millions) $1.69
Total Funding Shortfall (Millions, 2015) $57.08
A-10A. VASCO ROAD SAFETY IMPROVEMENTS PHASE 1
TVTC Project Sponsor: Alameda County
Lead Agency: Alameda County

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Project Description: Project A-10a is located along Vasco Road in Alameda County.

Project A-10a is Phase 1 of the Vasco Road Safety Improvements, a two-phase safety improvement project along Vasco Road. The project includes roadway realignment, shoulder widening, and installment of median barriers along Vasco Road. Please refer to Project A-10b for details on Phase 2.

Roadway realignments have been completed and consisted of straightening the alignment of Vasco Road at about 1.8-miles north of the Livermore city limits to the Alameda/Contra Costa county line. A median barrier has been installed between the Contra Costa County line and about 1.8-miles north of the Livermore city limits. The installation of median barriers eliminates crossover-type collisions that resulted in fatalities in the past. The realignment of tight curves facilitates Tri Delta bus services between Alameda and Contra Costa Counties.

The remaining components of Phase 1 includes sub-standard shoulder modifications.

Status: The utility relocation phase of this project has been completed. Construction of the realignment project was completed in November 2009. Installation of the median barriers was also completed. The Vasco Road Safety Improvement Project is scheduled to be constructed in two stages. Shoulder improvements for Phase 1 are expected to be completed by 2020.

Cost and Funding Sources
Cost (Millions) $40.57
Funding (Millions)
Measure B $1.50
STIP $4.60
TCRP $6.50
Local Alameda County $2.81
STP/CMAQ $3.90
Prop 1-B $6.00
Fed demo $0.80
TVTDF $3.32
Total Funding (Millions) $29.43
Total Funding Shortfall (Millions, 2015) $11.14
A-10B. VASCO ROAD SAFETY IMPROVEMENTS PHASE 2
TVTC Project Sponsor: Alameda County
Lead Agency: Alameda County
Project Description: Project A-10b is located along Vasco Road in Alameda County. Project A-10b is Phase 2 of the Vasco Road Safety Improvements, a two-phase safety improvement project along Vasco Road. Please refer to Project A-10a for details on Phase 1.

Phase 2 includes roadway realignment, shoulder widening, and installation of median barriers. This phase of the project will install median barriers along Vasco Road within Alameda County on portions of the roadway not covered by Phase 1. In addition, this phase will include shoulder widening and curve modifications, as needed. Phase 2 of Vasco Road will provide continuous median barrier protection

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between Contra Costa County and the City of Livermore. The installation of median barriers will eliminate crossover-type collisions that resulted in fatalities in the past.

Status: The Phase 2 project is in the scoping stage. The Phase 2 project includes the PSR to be done by Alameda County.

Cost and Funding Sources
Cost (Millions) $31.20
Funding (Millions)
TVTDF $2.58
Total Funding (Millions) $2.58
Total Funding Shortfall (Millions, 2015) $28.62
A-11. EXPRESS BUS/BUS RAPID TRANSIT (BRT) – PHASE 2
TVTC Project Sponsor: City of Dublin
Lead Agency: Livermore Amador Valley Transit Authority (LAVTA) Project Description: Project A-11 is Phase 2 of the Express Bus/BRT, which consists of two phases. The express bus route associated with Phase 1 of the project has been operating since January 2011.

Phase 2 includes upgrades to and expansion of the initial Rapid Project, as well as some project refinements, updates, and maintenance/replacement of original project elements and equipment based on evaluation of the existing components and conditions at the time of funding. The transit system priorities include the following elements:
• A technologically advanced transit system
• A multi-modal transportation system that supports the local economy • Prioritized regional transfers and connections
• Reliability and efficiency that maximizes value to taxpayers and the community Phase 2 will consist of five key potential elements (based upon conditions at time of funding):

1. Advanced Technology – Design and installation of advanced technologies and road features allowing rapid transit to operate quickly and efficiently, and help to mitigate delay in dwell times, boardings, and travel times. Some of the advanced technologies and road features that LAVTA is considering for Phase 2 are: transit signal priority (TSP), enhanced stations, queue jumps, environmentally friendly coaches and advanced onboard technology, advanced fare collection systems, level boarding, dedicated travel lanes, and better integrated park and ride facilities and transit centers. Element 1 is currently budgeted at $2 Million.

2. North/South Express Bus/Rapid Service – In keeping with the Alameda Countywide Transit Plan, and in order to provide a strong foundation for LAVTA’s System, I-680 service expansion, North/South Express Bus/BRT service, and other Express/Rapid service options, will be explored and considered. Element 2 is currently budgeted at $6.5 Million.

3. Dublin Extension – Continued study and planning will be done on how best to integrate the planned extension of Dublin Boulevard and the planned Livermore BART Extension into LAVTA’s Express Bus/BRT service. Element 3 is currently budgeted at $6.5 Million.

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4. Pleasanton Alignment – Complete “Rapidization,” of the Livermore to Pleasanton alignment will be evaluated, with advanced technology and improved service elements planned for the south side of I-580, and possible connection to the existing Rapid service. Element 4 is currently budgeted at $1.5 Million.

5. Park and Ride Lots – In working with local cities and Alameda County, LAVTA will consider improved park and ride elements to support bus, biking, and walking access in the Tri-Valley, and to improve the accessibility of transportation alternatives that would ease congestion on I-580.

These options might include: construction of new lots, smart signage, improved bicycle storage, increased pedestrian accessibility and safety, enhanced multi-modal elements on coaches, and increased or revised bus service to rail stations and regional transit connections. Element 5 is currently budgeted at $2 Million.

Status: Phase 1 is fully completed and operational, as of January 2011. Phase 2 is in the research, design, and planning stage. In August 2016, LAVTA realigned the Express Bus/BRT Route (Route 30R) to serve Las Positas College, and transformed existing Route 10 into an Express Bus/BRT (Route 10R) operating through Pleasanton to BART. The transformation of Route 10 into Route 10R was the first step in implementation of the Phase 2 Pleasanton Alignment. LAVTA intends to implement additional items from Phase 2 (Advanced Technology) to both Routes 10R and 30R in 2017, which includes upgrading the traffic signal priority onboard the buses and at key intersections along both Rapid routes. Costs for Phase 2 have been updated to reflect current pricing for the project elements listed above. Phase 2 Scope of work, schedule, and full funding parameters are not known at this time.

Cost and Funding Sources
Phase 2:

Cost (Millions) $22.35
Funding (Millions)
TVTDF $1.14
Total Funding (Millions) $1.14
Total Funding Shortfall (Millions) $21.21
B-1. I-580/I-680 INTERCHANGE (WESTBOUND TO SOUTHBOUND)
TVTC Project Sponsor: City of Dublin
Lead Agency: Alameda CTC
Project Description: Project B-1 is located at the I-580/I-680 Interchange in Alameda County. The proposed project limits are from 1,700 feet east of the Hacienda Drive Overcrossing to 2,000 feet west of the San Ramon Road Overcrossing along I-580, and from the Amador Valley Boulevard Undercrossing to 3,400 feet south of the Stoneridge Drive Overcrossing along I-680.

Status: A Project Study Report-Project Development Support (PSR-PDS) was completed and approved by Caltrans in 2009.

The next steps in project development will be to:
• Review the existing PSR-PDS to validate the information

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• Identify the need for updates/revisions to identify financially feasible improvements to address the latest safety, operational, and congestion issues
The Alameda CTC’s 2014 Transportation Expenditure Plan (TEP), approved as part of Measure BB, includes $20 Million in funding for I-580/I-680 Interchange improvements. Further project development is being explored. Alameda CTC is working with local, regional, and state agencies in identifying funding.

The Alameda CTC’s 2020 Countywide Transportation Plan (CTP) split this project into two phases. Phase 1 is part of the County’s 10-year priory project list, while Phase 2 is listed under 30-Year project list.

Cost and Funding Sources
Cost (Millions, 2015) $1,785.65
Funding (Millions, 2015)
Measure BB $20.00
TVTDF $1.00
Total Funding (Millions, 2015) $21.00
Total Funding Shortfall (Millions, 2015) $1,764.65
B-2. FIFTH EASTBOUND LANE ON I-580 (SANTA RITA ROAD TO VASCO ROAD)
TVTC Project Sponsor: City of Pleasanton, City of Livermore Lead Agency: Alameda CTC
Project Description: Project B-2 is located along eastbound I-580 between Santa Rita Road and Vasco Road. The project would construct a fifth eastbound mixed flow lane and would eliminate the lane drop at Santa Rita Road.

Status: This project has been completed.

B-3. I-580/FIRST STREET INTERCHANGE MODIFICATION
TVTC Project Sponsor: City of Livermore
Lead Agency: Caltrans
Project Description: Project B-3 is located at the I-580/First Street interchange in Livermore. The project would modify the interchange by widening the overcrossing to six lanes and reconstructing the ramps to achieve a partial cloverleaf interchange design.

Status: A PSR has been completed. The project schedule and phasing are not available at this time.

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Cost and Funding Sources
Cost (Millions) $61.00
Funding (Millions)
Livermore TIF $53.07
Total Funding (Millions) $53.07
Total Funding Shortfall (Millions) $7.93
B-4. I-580/VASCO ROAD INTERCHANGE MODIFICATION
TVTC Project Sponsor: City of Livermore
Lead Agency: Caltrans
Project Description: Project B-4 is located at the I-580/Vasco Road interchange in Livermore. The project would modify the interchange by widening the overcrossing to eight lanes and reconstructing the ramps to achieve a modified partial cloverleaf interchange design.

Status: A PSR and programmatic Environmental Impact Report (EIR) for right-of-way protection has been completed. Right-of-way acquisition is underway. Environmental assessment, project development activities, and design are anticipated to begin in 2018.

Cost and Funding Sources
Cost (Millions) $85.65
Funding (Millions)
Livermore TIF $67.66
Measure BB $1.38
TVTDF $6.80
Total Funding (Millions) $75.84
Total Funding Shortfall (Millions) $9.81
B-5. I-580/GREENVILLE ROAD INTERCHANGE MODIFICATION
TVTC Project Sponsor: City of Livermore
Lead Agency: Caltrans
Project Description: Project B-5 is located at the I-580/Greenville Road interchange in Livermore. The project would modify the interchange by widening the undercrossing to six lanes and reconstructing the ramps to achieve a modified partial cloverleaf interchange design. The project would also construct segments of auxiliary lanes in the vicinity of the interchange.

Status: A PSR and programmatic EIR for right-of-way protection has been completed. Right-of-way acquisition is underway. The project phasing and schedule is unavailable.

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Cost and Funding Sources
Cost (Millions) $86.00
Funding (Millions)
Livermore TIF $67.08
Total Funding (Millions) $67.08
Total Funding Shortfall (Millions) $18.92
B-6. JACK LONDON BOULEVARD EXTENSION
TVTC Project Sponsor: City of Livermore
Lead Agency: City of Livermore
Project Description: Project B-6 is located along Jack London Boulevard in Livermore. The project would widen Jack London Boulevard to El Charro Road as a four-lane arterial roadway.

The project will be constructed in two phases.
• Phase 1 - two lane extension
• Phase 2 – relocate a portion of the roadway south of the Livermore Airport to its ultimate alignment
Status: An EIR, design, right-of-way acquisition, and construction of the two-lane extension (Phase 1) has been completed.

The project is expected to be constructed in two phases. • Phase 1 – Completed 2009.
• Phase 2 - Will not commence until after the quarries have completed mining operations.

Cost and Funding Sources
Phase 2:

Cost (Millions) $28.16
Funding (Millions)
Livermore TIF $18.08
Total Funding (Millions) $18.08
Total Funding Shortfall (Millions) $10.08
B-7. EL CHARRO ROAD EXTENSION (STONERIDGE DRIVE/JACK LONDON

BOULEVARD TO STANLEY BOULEVARD)
TVTC Project Sponsor: City of Pleasanton
Lead Agency: City of Pleasanton

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Project Description: Project B-7 is located along El Charro Road in Pleasanton. The project would extend El Charro Road south from its current terminus at Stoneridge Drive/Jack London Boulevard to connect with Stanley Boulevard. Currently, this section of El Charro Road is a private roadway, but the El Charro extension will be open for public use.

The El Charro Road Extension project consists of two phases. • Phase 1 – between I-580 and Stoneridge Drive-Jack London Boulevard • Phase 2 – between Stoneridge Drive-Jack London Boulevard and Stanley Boulevard, approximately 1.7 miles
Status: Phase 1 was completed and open for public use in 2012 with the construction of the Livermore Outlets. Phase 2 is dependent on the status/development of the East Pleasanton Specific Plan. This plan will identify the land use and circulation along the future El Charro Road and will identify a timeline for opening of this roadway for public use. It is anticipated that the project will be constructed with the first stages of the East Side Specific Plan development. The City of Pleasanton began the East Pleasanton Specific Plan in 2013 and the Pleasanton City Council, in 2015, determined that the completion of the Plan would occur at a later date and the Plan adoption was placed on hold.

The project is expected to be constructed in several stages. • Phase 1 – Completed and opened to traffic in 2012.
• Phase 2 – Schedule is undetermined at this time.

Cost and Funding Sources
Cost (Millions) $72.48
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $72.48
B-8. CAMINO TASSAJARA/TASSAJARA ROAD WIDENING PROJECT (EAST

OF BLACKHAWK DRIVE TO NORTH DUBLIN RANCH DRIVE)
TVTC Project Sponsor: Contra Costa County, City of Dublin Lead Agency: Contra Costa County, City of Dublin
Project Description: Project B-8 is located along Camino Tassajara-Tassajara Road. This project consists of two project phases:

Safety Improvement Project – Blackhawk Drive in Contra Costa County to Moller Ranch (Palisades Drive) in the City of Dublin
• The safety improvement project will widen Camino Tassajara from two to four lanes from East of Blackhawk Drive to Moller Ranch (Palisades Drive) in the City of Dublin. The project may also include realignment of various horizontal curves along the roadway. Interim improvements may include roadway widening to meet two-lane rural road standards with sufficient lane width and

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shoulder width to improve safety and allow for future bike lanes. The project will improve safety for motorists and create bicycle facilities consistent with the Contra Costa Countywide Bicycle and Pedestrian Plan and the City of Dublin Bicycle and Pedestrian Master Plan. The ultimate improvements will increase capacity along Camino Tassajara to help mitigate the impacts of local and regional growth in housing and employment within the Tri-Valley.

Roadway Widening Project – Windemere Parkway to County Line (Contra Costa County) and Quarry Lane School/Wallis Ranch Drive to North Dublin Ranch Drive (City of Dublin) • The roadway widening project consist of two segments:
o Segment A – Windemere Parkway to County line
 Segment A will widen and realign Camino Tassajara from two to four lanes. The horizontal curves at the Contra Costa/Alameda County Line will be realigned to increase safety along the roadway. Roadway shoulders will be widened to create bicycle facilities consistent with the Contra Costa Countywide Bicycle and Pedestrian Plan. The ultimate improvements will increase capacity along Camino Tassajara/Tassajara Road to help mitigate the impacts of local and regional growth in housing and employment within the Tri-Valley.
o Segment B – Quarry Lane School/ Wallis Ranch Drive to North Dublin Ranch Drive  Segment B will widen Tassajara Road from two to four lanes and will improve safety for motorists, bicyclists, and pedestrians, by providing sidewalks, bike lanes, and widening from two to four lanes. Roadway improvements will be consistent with the City of Dublin Bicycle and Pedestrian Master Plan. The ultimate improvements will increase capacity along Tassajara Road to help mitigate the impacts of local and regional growth in housing and employment within the TriValley.

The segment of Tassajara Road from the County line to North Dublin Ranch Drive in the City of Dublin is a RRS and was modeled in the 2008 Nexus Study. However, the segment was not included in previous TVTDF funding plans to receive funding. By identifying this segment of the project in the project description, this will enable the City of Dublin to utilize various revenue sources, including the 20% TVTDF return-tosource funds on this segment. This will not impact the projected revenue allocation or resulting benefit of the 2008 Nexus Study.

Status:

Safety Improvement Project: The PSR for the project has been completed. The City of Dublin and Contra Costa County are coordinating on various aspects of the Camino Tassajara/Tassajara Road safety improvements near the Contra Costa/Alameda County line. Contra Costa County and the City of Dublin are beginning design of Phase 1 improvements of the safety project limits from Windermere Parkway to Moller Ranch (Palisades Drive).

Roadway Widening Project: The PSR for the project has been completed. The City of Dublin and Contra Costa County are coordinating on various aspects of the Camino Tassajara/Tassajara Road widening phase. Contra Costa County and the City of Dublin are conducting initial preliminary engineering for the Segment A and B roadway widening project within their respective jurisdictions.

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Cost and Funding Sources
Safety Improvement Project
Contra Costa County:

Cost (Millions) $20.54
Funding (Millions)
Contra Costa Traffic Mitigation Fees $4.25
TVTDF $3.70*
Total Funding (Millions) $7.95
Total Funding Shortfall (Millions) $12.59
City of Dublin:

Cost (Millions) $34.55
Funding (Millions, 2015)
Dublin EDTIF $2.49
Dublin Dougherty Valley Contributions $0.50
TVTD (City of Dublin 20% Local Funding) $1.00
TVTDF $0.00*
Total Funding (Millions) $3.99
Total Funding Shortfall (Millions) $30.56
*The City of Dublin and Contra Costa to share $2.0 Million from the 2017 SEP Update for project segment between Windermere Parkway and Moller Ranch (Palisades Drive). Remaining $1.70 Million to be used in Contra Costa County.

Roadway Widening Project
Segment A: County
Cost (Millions) $17.65
Funding (Millions)
Contra Costa Traffic Mitigation Fees $14.48
TVTDF $2.68**
Total Funding (Millions) $17.16
Total Funding Shortfall (Millions, 2021) $0.49
Segment B: City of Dublin
Cost (Millions) $15.34
Funding (Millions)
Dublin Transportation Improvement Fee (TIF)
Program
$1.00
Dublin Dougherty Valley Contributions $1.63
TVTD (City of Dublin 20% Local Funding) $1.80
Total Funding (Millions) $4.43
Total Funding Shortfall (Millions) $10.91
**$2.68 Million to be used in Contra Costa County.

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B-10. I-680 SOUTHBOUND HOV LANE GAP CLOSURE (NORTH MAIN STREET

TO RUDGEAR ROAD)
TVTC Project Sponsor: City of San Ramon
Lead Agency: CCTA
Lead Agency: Project B-10 is located along southbound I-680 between North Main Street and Rudgear Road. The project would close the HOV lane gap along this segment of I-680 and provide a continuous HOV lane from the Benicia-Martinez Bridge to the Contra Costa/Alameda County line.

The project is necessary to encourage carpooling, vanpooling, and transit; while providing the necessary infrastructure for express buses in the corridor. When completed, the HOV lane is planned to be converted to an Express Lane as part of the I-680 Express Lanes Project.

Status: This project has been completed.

Cost and Funding Sources
B-11A. I-680 HOV DIRECT ACCESS RAMPS
TVTC Project Sponsor: City of San Ramon
Lead Agency: CCTA
Project Description: Project B-11a is located along I-680 in San Ramon. The project would construct dedicated HOV on- and off-ramps in the median of I-680, in both the northbound and southbound directions at Norris Canyon Road or at Executive Parkway in San Ramon. The project received a high level of community interest, with a number of local residents voicing strong oppositions about the direct HOV ramps at Norris Canyon. An alternative location for the direct ramps is also being evaluated at Executive Parkway.

Status: March 2016, a letter from the City of San Ramon to CCTA was submitted and stated that the City of San Ramon withdrew support for the project. Subsequently, the CCTA has suspended work on the project. The project has been removed from the project list and is no longer considered for funding.

Cost (Millions) $98.70
Funding (Millions)
RM2 $14.1
Measure J $30.4
STIP/RP $15.6
BAIFA $15.1
TVTDF $6.49
Total Funding (Millions) $81.69
Total Funding Shortfall (Millions) $17.01

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B-11B. I-680 TRANSIT CORRIDOR IMPROVEMENTS
TVTC Project Sponsor: City of San Ramon
Lead Agency: CCTA
Other Involved Parties: Caltrans, Southwest Area Transportation (SWAT) Committee, Transportation Partnership and Cooperation (TRANSPAC)
Project Description: Project B.11b is located along I-680 in San Ramon Valley. The project would fund a corridor express lane and operational improvements to facilitate carpools, vanpools and increase transit use in the corridor as an alternative to single occupant vehicle travel. Funding may also be used to implement high capacity transit improvements along I-680. These improvements may include an express lane, relevant transit projects, advanced traffic management programs, and/or autonomous or connected vehicles.

Status: A Project Study “I-680 Transit Investment Congestion Relief Study” was completed in 2015 with Measure J funds. Specific details for this project will be further developed when additional funding is identified. Phasing and schedule are unavailable at this time.

Cost Estimate and Funding Sources:

Cost (Millions) $277.85
Funding (Millions)
Measure J $1.00
TVTDF $2.00
Total Funding (Millions) $3.00
Total Funding Shortfall (Millions) $274.85

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APPENDIX B – ADDITIONAL TVTC PROJECTS
C-1 TESLA ROAD SAFETY IMPROVEMENT
TVTC Project Sponsor: Alameda County
Project Description: This project along Tesla Road from Greenville Road to South Livermore Avenue in rural Unincorporated Alameda County includes shoulder widening, turn lanes to access wineries and residences, pavement rehabilitation, and utilities undergrounding. This safety improvements project will address rear end type collisions, improve access to wineries, and improve goods movements as well as commute traffic issues. Proposed improvements will reduce queues along this congested rural roadway connecting Unincorporated areas of Alameda County to City of Livermore.

Status: This project is in the scoping phase and is expected to be completed by 2024.

Cost and Funding Sources:

Cost (Millions) $13.19
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $13.19
C- 2 NORRIS CANYON ROAD SAFETY IMPROVEMENT PROJECT
TVTC Project Sponsors: Contra Costa County, Department of Public Works & Alameda County, Department of Public Works
Project Description: The proposed project for Norris Canyon Road includes countermeasures that will increase safety on a regional route that connects San Ramon to Alameda County. The proposed project includes the following road segments:
• Segment 1 (Norris Canyon Road from San Ramon City Limits to 300 feet west of Ashbourne Drive) – this segment has experienced an increase in run off the road collisions and is slated for countermeasures such as guardrails and other safety countermeasures. • Segment 2 (Norris Canyon Road from 300 feet west of Ashbourne Drive to Alameda County limits) – this segment currently has a 20’ pavement width and no road shoulders. This segment has also experienced an increase in run off the road collisions. Countermeasures include shoulder widening, installation of a retaining wall, and installation of a guardrail. • Segment 3 (Norris Canyon Road from the Alameda County limit line to Crow Canyon Road) – the narrow rural road continues west into Alameda County where the road pavement continues to be narrow with approximately 20’ existing pavement width and no road shoulders. The proposed project would include shoulder widening and guardrail installation to reduce serious injury collisions.

For each phase of this project, there will be a project scope and cost estimate, environmental documentation, preparation of plans, specifications, and estimates (PS&E), Right of Way Acquisition, Construction, and Construction Inspection.

Status: The Project is in the preliminary engineering phase for Segments 1 and 2 as other funding is sought in order to continue planning studies and further design efforts.

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Cost and Funding Sources:

Contra Costa County (Segment 1 & 2):

Cost (Millions) $8.00**
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $8.00
**Segment 1: $2 million, Segment 2: $6 million
Alameda County (Segment 3):

Cost (Millions) $16.49
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $16.49
C- 3 DUBLIN BOULEVARD – NORTH CANYONS PARKWAY EXTENSION TVTC Project Sponsor: Dublin and Livermore
Project Description: This project will construct the street extension to connect Dublin Blvd at Fallon Road in Dublin with North Canyons Parkway in Livermore at Doolan Road. The preliminary phase (currently underway) of this planned project will update the project by incorporating multimodal travel, and the current State, regional, and local priorities.

Dublin Boulevard - North Canyons Parkway Extension project would extend Dublin Boulevard in Dublin at its current terminus at Fallon Road to North Canyons Parkway in Livermore. The new extended street is planned to have 4 to 6 travel lanes, bike lanes, sidewalks, curb and gutter, traffic signals/roundabouts, a raised median, bus stops, and all street utilities. This project will consider the provision of dedicated transit lanes in addition to the mixed flow travel lanes for higher level of transit service with 10 to 20-minute headways during appropriate peak demand periods. This project will also require enhanced multimodal connectivity to various land uses along its stretch and at its terminus, including connectivity to 5 PDAs.

While addressing Sustainable Communities Strategies, circulation inside and outside the PDAs will be incorporated as part of the design. This project is currently in Preliminary Design Phase (funded by local monies) including the environmental analysis for the project. It will require design and construction funding.

Status: Environmental phase is complete. Currently in design phase. Anticipated to complete design in 2023. Subsequent milestones are TBD.

Cost and Funding Sources
Cost (Millions) $160.39
Funding (Millions)
Measure BB $7.75
Federal $0.54
Local $17.20
Total Funding (Millions) $25.49
Total Funding Shortfall (Millions) $134.91

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C-4 VASCO ROAD AT DALTON AVENUE INTERSECTION IMPROVEMENTS TVTC Project Sponsor: Alameda County/City of Livermore
Project Description: The project along Vasco Road at Dalton Avenue includes the addition of a traffic lane, traffic signal modification, shoulder widening, and utility adjustments as needed.

This project is a continuation of the safety improvements project along Vasco Road that included a roadway realignment and other safety improvements north of the Livermore city limits to the Alameda/Contra Costa county line.

Status: This project is in the scoping phase and is expected to be completed by 2023.

Cost and Funding Sources:

Cost (Millions) $3.39
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $3.39
C-5 EL CHARRO ROAD WIDENING
TVTC Project Sponsor: Pleasanton
Project Description: Construct 1.7 miles of 4-lane divided road with Class I and Class IV bike facilities, including a bridge over the Arroyo Mocho and a grade separation.

Status: This project has not been started.

Cost and Funding Sources:

Cost (Millions) $68.09
Funding (Millions)
Pleasanton TIF $30.00
Total Funding (Millions) $30.00
Total Funding Shortfall (Millions) $38.09

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C-6 SUNOL/680 INTERCHANGE IMPROVEMENTS
TVTC Project Sponsor: Pleasanton
Project Description: This project will fund the design of the I-680 at Sunol Boulevard interchange improvement. This will include a Project Study Report (PSR) to establish a project scope and cost estimate, environmental documentation, and the preparation of plans, specifications, and estimates (PS&E).

Status: Currently in PSR-PDS, PA&ED Phase anticipated Spring/Summer 2019 Cost and Funding Sources
Cost (Millions) $16.60
Funding (Millions)
Pleasanton TIF $2.00
Total Funding (Millions) $2.00
Total Funding Shortfall (Millions) $14.60
C-7 I-680 EXPRESS LANES – HWY 84 TO ALCOSTA
TVTC Project Sponsor: Pleasanton/ACTC
Project Description: This project will close the gap between existing and in-progress high-occupancy vehicle (HOV)/express lane projects to the north and south. The project extends for approximately nine miles on northbound I-680 through Sunol, Pleasanton, Dublin, and San Ramon.

Status: Design and construction of this project is being rolled out in two phases—southbound (Phase 1) and northbound (Phase 2). Environmental and preliminary engineering studies are complete. Phase 1 final design work was initiated in February 2020 and construction for Phase 1 is anticipated to start in 2022.

Cost and Funding Sources
Cost (Millions) $527.57
Funding (Millions)
Measures BB $20.00
Total Funding (Millions) $20.00
Total Funding Shortfall (Millions) $507.57
C-8 SANTA RITA/I-580 INTERCHANGE
TVTC Project Sponsor: Pleasanton
Project Description: This project will construct a 2nd southbound left turn lane from Santa Rita onto Pimilico Drive. The left turn vehicle queue length exceeds the length of the left turn pocket and blocks the #1 southbound lane, thus reducing the Level of Service.

Status: This project has not been started.

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Cost and Funding Sources
Cost (Millions) $10.33
Funding (Millions)
Pleasanton TIF $7.70
Total Funding (Millions) $7.70
Total Funding Shortfall (Millions) $2.63
C-9 STONERIDGE/I-680 INTERCHANGE
TVTC Project Sponsor: Pleasanton
Project Description: This project will make modifications to the Stoneridge Drive Interchange to allow four westbound through lanes. This project will modify the northbound I-680 on ramp by one lane to provide two northbound ramp lanes. The widening will include the widening of the bridge structure as well as widening on Stoneridge Drive and safety improvements on the pedestrian and bicycle crossing.

Status: PS&E
Cost and Funding Sources
Cost (Millions) $11.98
Funding (Millions)
2014 MBB (TEPO – 26) from Alameda
CTC
$5.20
Developer $2.70
Total Funding (Millions) $7.70
Total Funding Shortfall (Millions) $2.63
C-10 INNOVATE 680
TVTC Project Sponsor: CCTA/Danville/San Ramon/CCC
Project Description: Implement the following strategies in the I-680 corridor:

Strategy No. 1: Complete HOV/Express Lanes
Eliminate the gap in existing carpool lanes in the NB direction and convert to an express lane to increase efficiency.

Strategy No. 2: Cool Corridor “Hot Spots”
Improve congestion “hot spots” caused by high-volume weaving areas around N. Main Street, Lawrence Way, Treat Blvd, and other locations south of SR 24 (Livorna Road, etc.). This strategy will be completed with Strategy 1 since they are interdependent.

Strategy No. 3: Increase Efficiency of Bus Service
Increase bus service efficiency by improving express bus service, implementing bus operations on shoulder (BOS), and increasing technology-based intermodal transit centers/managed park and ride lots.

Strategy No. 4: Enhance TDM Strategies

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Provide enhanced 511 mobile app providing options to make informed decisions about mode choice, travel time, and cost per trip.

Strategy No. 5: Provide First Mile/Last Mile Connections Implement Shared Autonomous Vehicles (SAVs) to improve transit connectivity and to shift travelers from Single Occupant Vehicles (SOVs).

Strategy No. 6: Innovative Operational Strategies
Deploy a suite of technology-based solutions to maximize the efficiency of the roadway system integrating adaptive ramp metering, integrated corridor management, incident management, and decision support systems.

Strategy No. 7: Prepare Corridor for the Future
Prepare corridor to accommodate the evolution of CV applications and AV technologies for improved traffic flow by building new and upgraded vehicle-to-infrastructure and vehicle-to-vehicle communications.

TVTDF would go towards Advance Technology portions of the project.

Status: Currently in Planning, PA&ED
Cost and Funding Sources:

Advance Technologies:

Cost (Millions) $57.21
Funding (Millions)
Measure J $0.55
STMP $2.00
Total Funding (Millions) $2.55
Total Funding Shortfall (Millions) $54.66
C-11A IRON HORSE TRAIL BICYCLE PEDESTRIAN OVERCROSSING – CITY

OF SAN RAMON
TVTC Project Sponsor: CCTA/San Ramon/CCC
Project Description: The Iron Horse Trail (IHT) is an 18-mile regional non-motorized trail that runs north/south through the San Ramon Valley providing critical access to adjacent land uses. The construction of overcrossings at key locations will develop attractive travel alternatives for congestion relief for commute trips as well as enhanced facilities for school, shopping, and recreation trips. For the scope of this project, the proposed overcrossing location is Bollinger Canyon Road. At this location, the overcrossing will provide substantial benefits including:

1. Improve safety by eliminating conflicts between pedestrians, bicyclists and motorists;

2. Improve motor vehicle circulation by removing the at-grade crossings;

3. Reduce and eliminate unsafe crossing maneuvers by pedestrians and bicyclists;

4. Enhance safety by providing an environment that encourages walking and bicycling along the Iron Horse Regional Trail; and

5. Increase trail usage by improving the connectivity at the Bollinger Canyon Road and Crow Canyon Road crossings.

Status: Currently in PA&ED, CEQA Completed. Design Underway. Construction anticipated 2022.

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Cost and Funding Sources
Cost (Millions) $22.88
Funding (Millions)
OBAG2 $4.80
Measure J (Transportation for Livable
Communities) $2.51
Measure J (TLC future year precommitment) $4.98
San Ramon General Fund $2.00
Total Funding (Millions) $14.30
Total Funding Shortfall (Millions) $8.58
C-11B IRON HORSE TRAIL BICYCLE PEDESTRIAN OVERCROSSING – CITY

OF SAN RAMON
TVTC Project Sponsor: CCTA/San Ramon/CCC
Project Description: The Iron Horse Trail (IHT) is an 18-mile regional non-motorized trail that runs north/south through the San Ramon Valley providing critical access to adjacent land uses. The construction of overcrossings at key locations will develop attractive travel alternatives for congestion relief for commute trips as well as better facilities for school, shopping, and recreations trips. For the scope of this project, the proposed overcrossing location is Bollinger Canyon Road. At this location, the overcrossing will provide substantial benefits including:

1. Improve safety by eliminating conflicts between pedestrians, bicyclists, and motorists;

2. Improve motor vehicle circulation by removing the at-grade crossings;

3. Reduce and eliminate unsafe crossing maneuvers by pedestrians and bicyclists;

4. Enhance safety by providing an environment that encourages walking and bicycling along the Iron Horse Regional Trail; and

5. Increase trail usage by improving the connectivity at the Bollinger Canyon Road and Crow Canyon Road crossings.

Status: Currently in PA&ED, CEQA Completed
Cost and Funding Sources
Cost (Millions) $19.69
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $19.69

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C-11C IRON HORSE TRAIL CROSSING AT DUBLIN BOULEVARD
TVTC Project Sponsor: Dublin
Project Description: This project will build a bicycle and pedestrian bridge over Dublin Boulevard in order to connect two segments of the Iron Horse Trail. This bridge will create a total separation between vehicles and bicyclists/pedestrians. This will eliminate the possibility of motorized vehicles and pedestrians having a collision, making this segment of the road safer for all users. Along with this, congestion will be reduced as cars will no longer have to wait for pedestrians. This reduction of congestion will also allow for the transit to operate more efficiently. Pedestrians and bicyclists will also not have to wait for a walk signal since they will be able to continue their walk or ride without stopping.

The bridge will follow ADA requirements so that disabled people will be able to use it as well. This bridge will also be aesthetically pleasing in order to attract users and improve the user’s experience. The bridge will also connect BART to Dublin in a safe manner, encouraging recreational user of the Iron Horse Trail and the opening of local businesses. This safe and fast route of crossing the Iron Horse Trail will promote walking and bicycling for both recreational and commuting purposes in Dublin, this encouraging the shift from motorized vehicles to alternative forms of transportation.

Status: The project is currently in the final design phase. Additionally, Environmental Analysis of the project is currently in-progress.

Cost and Funding Sources
Cost (Millions) $11.60
Funding (Millions)
2014 MBB $6.05
TFCA $0.86
Local $0.23
Private $1.00
Total Funding (Millions) $11.60
Total Funding Shortfall (Millions) -
C-11D IRON HORSE TRAIL
TVTC Project Sponsor: Livermore
Project Description: This project will extend existing trail and provide gap closures.

Status: Feasibility Study/Environmental Complete
Cost and Funding Sources
Cost (Millions) $26.99
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $26.99

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C-11E IRON HORSE TRAIL TO SHADOW CLIFFS CONNECTION
TVTC Project Sponsor: Pleasanton, Alameda County
Project Description: Currently, the Iron Horse Trail (IHT) ends as a narrow-paved path to the overcrossing bridge of the regional railway on the east side of Valley Avenue, where there is a flat, paved spaced under the railroad bridge that could accommodate the trail.

This project would construct a continuous Class I trail, at least 10 feet wide, and would include protected intersection improvements and additional crossing improvements of Valley/Bernal and Stanley to improve pedestrian and bicyclist safety.

Status: This project has not started.

Cost and Funding Sources
Cost (Millions) $1.65
Funding (Millions)
Pleasanton TIF $0.60
Direct Developer Fee $0.75
Total Funding (Millions) $1.35
Total Funding Shortfall (Millions) $0.30
C-11F IRON HORSE TRAIL CONNECTION IMPROVEMENTS AT SANTA RITA ROAD
TVTC Project Sponsor: Pleasanton
Project Description: The Iron Horse Trail (IHT) is a major north-south regional route for bicyclists and cyclists. The Arroyo Mocho Trail (AMT) is an important east-west route for bicyclists and pedestrians extending to Livermore that bypasses many busy streets.

This project would improve connections from the IHT on Santa Rita Road to the AMT. The AMT would receive an improved Class I Pathway. A new pedestrian bridge would be constructed over the Arroyo Mocho to connect the southern Arroyo Mocho Class I pathway to the IHT to the north. The IHT then connects to the north and provides access to the Dublin/Pleasanton BART station.

Status: This project has not started. TBD
Cost and Funding Sources
Cost (Millions) $0.87
Funding (Millions)
Pleasanton TIF $0.40
Total Funding (Millions) $0.40
Total Funding Shortfall (Millions) $0.48

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C-11G IRON HORSE TRAIL BICYCLE/PEDESTRIAN OVERCROSSING –

TOWN OF DANVILLE
TVTC Project Sponsor: Danville/CCC/CCTA
Project Description: The Iron Horse Trail (IHT) is an 18-mile regional non-motorized trail that runs north/south through the San Ramon Valley providing critical access to adjacent land uses. The construction of overcrossings at key locations will develop attractive travel alternatives for congestion relief for commute trips as well as better facilities for school, shopping, and recreations trips. For the scope of this project, the proposed overcrossing location is Bollinger Canyon Road. At this location, the overcrossing will provide substantial benefits including:

1. Improve safety by eliminating conflicts between pedestrians, bicyclists, and motorists;

2. Improve motor vehicle circulation by removing the at-grade crossings;

3. Reduce and eliminate unsafe crossing maneuvers by pedestrians and bicyclists;

4. Enhance safety by providing an environment that encourages walking and bicycling along the Iron Horse Regional Trail; and

5. Increase trail usage by improving the connectivity at the Bollinger Canyon Road and Crow Canyon Road crossings.

Status: PSR (Feasibility Study) completed. Project will require coordination, permitting, and agreements with Contra Costa County. East Bay Regional Parks Direct and various utilities.

Cost and Funding Sources
Cost (Millions) $19.78
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $19.78
C-11H IRON HORSE TRAIL SYSTEM-WIDE IMPROVEMENTS
TVTC Project Sponsor: Contra Costa County, Town of Danville, City of San Ramon, Alameda County, City of Dublin, City of Livermore, and City of Pleasanton Project Description: As the primary regional multi-modal corridor between Contra Costa and Alameda County, the Iron Horse Trail is the spine for active modes of travel in the East Bay. The proposed project for the Iron Horse Trail includes safety, operational, and capacity improvements within the TVTC boundary from Alamo to Livermore. The proposed project and associated cost estimate includes safety improvements at roadway crossings, a proposed parallel path to separate users according to speed, and a buffer between users traveling at high or low speed. The improvements would include features such as passive detection at road crossings, actuated flashers or warning signals at roadway crossings, high visibility markings, minor grading, construction of a new 10 foot wide parallel asphalt path with shoulders, and a buffer between high and low speed corridors which may include vegetation or fencing to maintain safe separation. Other safety improvements may be necessary to fit site conditions and as determined through additional study.

Separated grade crossings or bridges that have already been identified as critical for improved vehicle traffic flow at current at grade crossings and to improve safety for trail users are listed as separate projects

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within the TVTC program. The cost and context for each bridge site warrants a specific project identification rather than to be included within the system-wide improvements under this project.

Status: A phasing plan has not yet been developed.

Cost and Funding Sources:

Cost (Millions) $85.60
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $85.60
C-12 I-680 INTERCHANGE IMPROVEMENTS AT HACIENDA DRIVE
TVTC Project Sponsor: Dublin and Pleasanton
Project Description: Implement I-580 Hacienda Drive Interchange Improvements, which includes reconstructing the overcrossing to add lanes.

I-580/Hacienda Drive interchange Improvements will include; reconstruction of overcrossing to provide additional northbound lane; widening of the eastbound off-ramp to include an additional lane to be used as a combined left and right turn lane; modifying signal and striping, modifying the westbound loop on-ramp; and widening of the westbound off-ramp to include a third left-turn lane.

Status: The project is currently in Preliminary Engineering phase and an EIR is currently underway.

Cost and Funding Sources
Cost (Millions) $39.13
Funding (Millions)
Dublin TIF $4.95
Pleasanton TIF $0.04
Total Funding (Millions) $4.63
Total Funding Shortfall (Millions) $34.50
C-13 FALLON/EL CHARRO INTERCHANGE
TVTC Project Sponsor: Pleasanton, Dublin, Livermore
Project Description: I-580/El Charro Road Interchange Improvements (Phase 2): reconstruction of overcrossing to provide four-lanes in each direction with bike lanes; reconstruction of the southbound to eastbound loop on-ramp; widening of the eastbound off-ramp to provide two exit lanes with two left turn and two right tum lanes; widening of the eastbound on-ramp; widening of the westbound off-ramp to provide two left tum and two right tum lanes; and widening of the westbound on-ramp.

Status: The project has not yet started.

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Cost and Funding Sources
Cost (Millions) $34.51
Funding (Millions)
Dublin TIF $4.05
Pleasanton TIF $4.10
Livermore TIF $6.40
Total Funding (Millions) $14.55
Total Funding Shortfall (Millions) $19.96
C-14 VALLEY LINK RAIL (PHASE 1)
TVTC Project Sponsor: Pleasanton, Dublin, Livermore, Alameda County Project Description: This project will connect Northern San Joaquin County communities to the Tri-Valley and Bay Area Rapid Transit (BART) through 41 miles of rail and 7 stations. The project will extend from the planned ACE N. Lathrop Station in the San Joaquin Valley through the Altamont Pass, then readily connect with the Dublin/Pleasanton BART terminus. The TVTDF would go towards construction cost and access improvement for three stations in Tri-Valley Area (Dublin/Pleasanton, Isabel, and Greenville).

Status: 2018-2020 Design/Environmental, 2019-2023 Procurement, 2020-2026 Design/Construction.

Cost and Funding Sources:

Cost (Millions) $258.25
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $258.25
C-15 TECHNOLOGY ENHANCEMENTS
TVTC Project Sponsor: Pleasanton, Dublin, Livermore
Project Description: Provide connectivity for transit and vehicles between local arterials and regional facilities. This project will also focus on the first and last mile connectivity at key transit hubs and along major transit routes.

A. Support expansion and facilitate interoperability among partner agencies of existing and future intelligent transportation system deployments, including connected/autonomous vehicles, integrated corridor management, transit vehicle operations, and emergency vehicle operations, among other uses.

B. Plan and implement connected and autonomous vehicle access in a seamless manner across TriValley jurisdictions’ boundaries including arterial access to freeways. This requires a continued emphasis on sharing communication infrastructure, field equipment at jurisdictional boundaries, and data.

C. Update the existing communication links and enhance the existing connectivity of all Tri-Valley Traffic Operations Centers for on-going data and communication sharing.

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Packet Pg. 233 Attachment: A: TVTC Nexus Fee Update (2022-078 : Tvtdf) Tri-Valley Transportation Council │ 2020 Nexus Fee Update Study August 2021 │ Final 64
D. Prepare corridors around transit centers and BART stations to implement Shared Autonomous Vehicles (SAVs) to improve transit connectivity to shift travelers from Single Occupancy Vehicles (SOVs) to transit.

E. Prepare intersections around transit center and ABRT stations to accommodate the evolution of Connected Vehicle applications and Autonomous Vehicle technologies for improved traffic flow by building new and upgraded vehicle-to-infrastructure and vehicle-to-vehicle communications.

F. Test and develop standard/protocol at the intersections, through existing and new Vehicle-toEverything (V2X) and Vehicle-to-Infrastructure (V2I) technologies as a regional standard to be adopted by the local agencies among the Tri-Valley Jurisdictions. These technologies will allow a vehicle to communicate in real time with its surroundings.

G. Work with regional agencies in incorporating signal and vehicle communications in day to day operations. This would include sharing of equipment and data for seamless integration of connected and autonomous vehicle access across Tri-Valley Jurisdictions and freeway infrastructure including express lanes.

The project will be implemented in phases. Phase 1 of the proposed project will comprise of a feasibility study to identify potential locations, improvements, and develop cost estimates at key transit hubs, along major transit routes, and at freeway access locations in tri-valley area. Phase 2 of the project will further the development of the project with completion of design and Phase 3 will compete the construction/implementation and operation of the proposed project.

Status: The project is currently not yet started.

Cost and Funding Sources
Cost (Millions) $0.33
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $0.33
C-16 I-680 EXPRESS BUS SERVICE
TVTC Project Sponsor: Alameda CTC, in partnership with CCTA Project Description: This project proposes to construct capital improvements and purchase buses in order to establish an express bus service on I-680. This project requires the construction of the I-680 Express Lane Gap Closure project, closing the gap in the express lanes between Alcosta Blvd and State Route 84, in order to utilize the express lanes to avoid congestion, reduce travel time, and improve reliably, as part of an express bus service between the Tri-Valley communities and Silicon Valley. This express bus service would likely be combined with and become part of similar efforts by Contra Costa Transportation Authority (CCTA) and their Innovate 680 program, with the intent to serve the entire I-680 corridor extending from Martinez to San Jose, utilizing buses to provide access to additional commute options, including BART, Amtrak, Caltrain, VTA light rail, local bus service, and Greyhound, for those living along the corridor.

The service would operate weekdays only, with proposed 20-minute headways during peak periods and one-hour headways during off-peak hours. The service would be bi-directional to avoid substantial deadhead time and to maintain a high level of service. New electric buses would be purchased as part of this project.

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Packet Pg. 234 Attachment: A: TVTC Nexus Fee Update (2022-078 : Tvtdf) Tri-Valley Transportation Council │ 2020 Nexus Fee Update Study August 2021 │ Final 65
The project proposes to place express bus stops in the Tri-Valley area at the West Dublin/Pleasanton BART Station and at a future park and ride to be constructed at the Bernal Avenue interchange in Pleasanton.

Understanding that the express buses must merge across all lanes of traffic to access the express lane, these stop locations are spaced to efficiently serve the Tri-Valley area while also maximizing the express lane distance the bus is able to utilize in-between bus stops.

The estimated costs below assume that at each bus stop location there would be construction of roadway and bus stop improvements, including installation of transit amenities such as shelters, bike lockers, lighting, and real time information signs.

Status: A project schedule has not yet been developed.

Cost and Funding Sources:

Cost (Millions) $59.35
Funding (Millions) $0.00
Total Funding (Millions) $0.00
Total Funding Shortfall (Millions) $59.35

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Packet Pg. 235 Attachment: A: TVTC Nexus Fee Update (2022-078 : Tvtdf) Tri-Valley Transportation Council │ 2020 Nexus Fee Update Study August 2021 │ Final 66
APPENDIX C – PROJECT IMPROVEMENT CATEGORIES
Project Improvement
Category*
A-2a State Route 84 (SR 84) Expressway (I-580 to I-680) Roadway Capacity A-2b SR 84/I-580 Interchange Roadway Capacity
A-9a Crow Canyon Road Improvements Phase 1 Safety
A-9b Crow Canyon Road Improvements Phase 2 Safety
A-10a Vasco Road Safety Improvements Phase 1 Safety
A-10b Vasco Road Safety Improvements Phase 2 Safety
A-11 Express Bus/Bus Rapid Transit (BRT) – Phase 2 Safety B-1 I-580/I-680 Interchange (westbound to southbound) Roadway Capacity B-3 I-580/First Street Interchange Modification Roadway Capacity B-4 I-580/Vasco Road Interchange Modification Roadway Capacity B-5 I-580/Greenville Road Interchange Modification Roadway Capacity B-6 Jack London Boulevard Extension Roadway Capacity
B-7 El Charro Road Extension (Stoneridge Drive/Jack London Boulevard to Stanley Boulevard) Roadway Capacity
B-8 Camino Tassajara/Tassajara Road Widening Project (East of Blackhawk Drive to North Dublin Ranch Drive)
Roadway Capacity
Safety
B-10 I-680 Southbound HOV Lane Gap Closure (North Main Street to Rudgear Road) Roadway Capacity
B-11b I-680 Transit Corridor Improvements Transit
C-1 Tesla Road Safety Improvements Safety
C-2 Norris Canyon Road Safety Improvement Safety
C-3 Dublin Boulevard – North Canyons Parkway Extensions Roadway Capacity C-4 Vasco Road at Dalton Avenue Intersection Improvements Intersection C-5 El Charro Road Widening Roadway Capacity
C-6 Sunol/680 Interchange Improvements Roadway Capacity C-7 I-680 Express Lanes – Hwy 84 to Alcosta Roadway Capacity C-8 Santa Rita/I-580 Interchange Intersection
C-9 Stoneridge/I-680 Interchange Roadway Capacity
C-10 Innovate 680 Technology
C-11a Iron Horse Trail Bicycle-Pedestrian Overcrossing – Bollinger Canyon Road Pedestrian/Bicycle
C-11b Iron Horse Trail Bicycle-Pedestrian Overcrossing – Crow Canyon Road Pedestrian/Bicycle
C-11c Iron Horse Trail – Dublin Pedestrian/Bicycle
C-11d Iron Horse Trail – Livermore Pedestrian/Bicycle
C-11e Iron Horse Trail to Shadow Cliffs Pedestrian/Bicycle C-11f Iron House Trail Connection Improvements at Santa Rita Road Pedestrian/Bicycle C-11g Iron Horse Trail Bicycle/Pedestrian Overcrossing – Sycamore Valley Road Pedestrian/Bicycle

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Packet Pg. 236 Attachment: A: TVTC Nexus Fee Update (2022-078 : Tvtdf) Tri-Valley Transportation Council │ 2020 Nexus Fee Update Study August 2021 │ Final 67
Project Improvement
Category*
C-11h Iron Horse Trail Safety Improvements Pedestrian/Bicycle C-12 Hacienda/I-580 Interchange Improvements Roadway Capacity C-13 Fallon/El Charro Interchange Improvements Roadway Capacity C-14 Valley Link Rail (Phase 1) Transit
C-15 Technology Enhancements Technology
C-16 I-680 Express Bus Service Transit
Note: Table only includes projects that have not been fully completed. * Improvement category used to determine project benefit for Nexus. Projects may also project additional benefits to the system.

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Packet Pg. 237 Attachment: A: TVTC Nexus Fee Update (2022-078 : Tvtdf) Tri‐Valley Transportation Council
2022 Strategic Expenditure Plan
Approved Funding Plan
April 18, 2022
Total
$17,000,000 $22,469,002 $13,981,855 $6,057,276 $2,042,094 $5,064,310 $1,473,440 $7,628,993 $8,024,183 $22,944,751$14,577,263 $16,331,555 $14,584,716 $13,862,627 $14,130,377 $12,945,760 $15,598,510 $12,953,043 $33,769,769 $13,979,792 $162,733,410 $2,915,453 $3,266,311 $2,916,943 $2,772,525 $2,826,075 $2,589,152 $3,119,702 $2,590,609 $6,753,954 $2,795,958 $32,546,682 $116,618 $130,652 $116,678 $110,901 $113,043 $103,566 $124,788 $103,624 $270,158 $111,838 $1,301,867 $28,545,192 $35,403,594 $25,532,950 $17,036,476 $13,233,353 $15,317,352 $13,827,460 $17,887,802 $34,769,840 $34,016,746 $128,884,861 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 22-32 Total Disbursed $6,076,190 $21,421,738 $19,475,674 $14,994,382 $8,169,043 $13,843,912 $6,198,467 $9,863,619 $11,825,089 $10,419,955 $122,288,069 Remainder $22,469,002 $13,981,855 $6,057,276 $2,042,094 $5,064,310 $1,473,440 $7,628,993 $8,024,183 $22,944,751 $23,596,791 $23,596,791 A-2b $2,000,000 $1,500,000 $1,650,000 $5,150,000A-9a $1,550,000 $1,550,000A-9b $1,690,000 $1,690,000 A-10a $500,000 $2,820,000 $3,320,000A-10b $2,580,000 $2,580,000 A-11 $800,000 $800,000
B-4 $5,139,000 $3,426,000 $8,565,000B-5 $5,160,000 $3,440,000 $8,600,000 B-8a $4,380,000 $2,000,000 $6,380,000B-8b $1,450,000 $1,450,000 C-2 $538,561 $538,561
C-3 $16,039,300 $16,039,300
C-6 $2,650,000 $2,650,000
C-7b $3,298,382 $5,298,382 $5,298,382 $7,298,382 $21,193,529 C-8 $1,033,378 $1,033,378
C-10 $3,432,438 $2,288,292 $5,720,730
C-11a $2,287,629 $2,287,629C-11c $600,000 $600,000C-11d $2,698,530 $2,698,530C-11e $164,866 $164,866 C-13 $2,070,661 $1,380,440 $3,451,101C-14 $5,165,089 $5,165,089 $5,165,089 $5,165,089 $5,165,089 $25,825,445 Revenue Forecast ($)
Return to Local Source - 20% ($)
Admin Fee -0.8% ($)
Revenue for TVTDF Allocation ($)
ID
Project
July 1st FY Balance ($)
I-580/Vasco Road Interchange Modification
Projected Disbursement - 2022 SEP Update
SR 84 / I-580 Interchange - Phase 2Crow Canyon Improvements Phase 1Crow Canyon Improvements Phase 2Vasco Road Safety Improvements Phase 1Vasco Road Safety Improvements Phase 2Express Bus/Bus Rapid Transit (BRT) - Phase 2Santa Rita/I-580 InterchangeI-580/Greenville Rd Interchange ModificationCamino Tassajara/Tassajara Rd Widening Project (Contra Costa County Segment)Camino Tassajara/Tassajara Rd Widening Project (Dublin Segment)Norris Canyon Road Safety Improvement - Segment 1Dublin Boulevard - North Canyons Parkway ExtensionSunol/680 WideningI-680 Express Lanes - Hwy 84 to Alcosta (Northbound)Valley Link Rail (Phase 1)Innovate 680Iron Horse Trail Bicycle-Pedestrian Overcrossing – Bollinger Canyon RoadIron Horse Trail – DublinIron Horse Trail – LivermoreIron Horse Trail to Shadow CliffsFallon/El Charro Interchange

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Packet Pg. 238
Attachment: B: SEP Funding Plan (2022-078 : Tvtdf)
Overview of 2020 Nexus Study
Summary of Strategic Expenditure Plan, Funding, and Projects Community Meetings
City Council
By: Lisa Bobadilla
May 24, 2022

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Packet Pg. 239 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and 2020 Nexus Study Fee Update
2 City Council
§ Adopted August 20, 2021
§ Determined maximum Tri-Valley Transportation Development Fund (TVTDF) rates to fund Projects from List A, B, & C
Land Use 2022 Maximum Fee Rate
Single Family $43,976 per DU
Multi-Family $25,928 per DU
Retail $84.52 per SF
Office $58.72 per SF
Industrial $33.15 per SF
Other (avg AM/PM trips) $50,839 per average AM/PM trip

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Packet Pg. 240 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and 2020 Nexus Study Fee Update
3 City Council
Land Use
Assumptions
Travel
Demand
Model
Updates
Project
Performance
Evaluation
Determine
Non-Fee
Funding
Develop Fees
Estimation
Nexus &
Burden
Analysis

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Packet Pg. 241 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Strategic Expenditure Plan
4 City Council
§ The Strategic Expenditure Plan (SEP) establishes funding level and allocation of TVTDF SEP
Project
Prioritization
Funding
Criteria
Revenue
Forecast
Land Use
Forecast
Nexus Rate
Adjustment

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Packet Pg. 242 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Strategic Expenditure Plan Subcommittee
5 City Council
TVTC Formed SEP Subcommittee (Perkins, Josey, Kiick)
2022 SEP prioritized funding criteria
§ Project Urgency
§ How urgent is the project?
§ Is project expected to move forward in
the ten-year SEP horizon?
§ TVTDF Allocation
§ What % TVTDF allocation does the
project currently have?
§ Project Readiness
§ How ready is a project is to expend
capital funds?
§ What stage the project is in?
§ Project Funding
§ How much total funding is committed for
the project?
§ Project Effectiveness
§ How well project aligns with Lead Agency
Policy/Goals; e.g. General Plan, regional
transportation plan, etc.

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Packet Pg. 243 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Strategic Expenditure Plan
6 City Council § 10-Year Development Forecast § Received 10-Year Land Use Development Forecast from Agency Staff

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Packet Pg. 244 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and SEP Subcommittee Recommended Rate Adjustments
7 City Council
§ Increase rates in FY 22/23
§ Exception to retail, which
has an increase in FY 22/23
& FY 23/24*
§ Approximately 15% of the
maximum
§ ~7% of the maximum for
retail
§ ~12% of the maximum for
“other”
§ Continue annual CCI increase
§ No CCI adjustment (8%)
applied if rates are increased
in FY 22/23
Land Use Current
2021 Rate
2022
Maximum
FY 2022/23
Rates
FY 2023/24
Rates
Single Family (DU) $5,057 $43,976 $6,596.40 $6,596.40
Multi-Family (DU) $3,484 $25,928 $3,889.20 $3,889.20
Retail (SF) $3.74 $84.52 $5.07 $5.92*
Office (SF) $8.59 $58.72 $8.81 $8.81
Industrial (SF) $5.00 $33.15 $4.97 $4.97
Other (avg AM/PM trips) $5,620 $50,839 $6,100.68 $6,100.68

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Packet Pg. 245 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Fee Comparison
City Council
8 East
Contra
Costa
FY 20/21
West
Contra
Costa
Effective
7/1/2020
Lamorinda
2015 Nexus2
TAMC
(Monterey
County)4
Ventura
County4
Land Use Current
Rate
TVTC
Proposed
Rates
Single Family (DU) $5,057 $6,596.40 $38,000 $5,744 $7,269 $4,404 $1,564 Multi-Family (DU) $3,484 $3,889.20 $17,950 $2,829 $5,088 $3,092 - Retail (SF) $3.74 $5.92 $36.64 $6.96
$7.783
$5.64 $2.09
Office (SF) $8.59 $8.81 $51.61 $9.21 $5.07 $1.67
Industrial (SF) $5.00 $4.97 $30.16 $5.87 - $3.21 -
Other (Trips1) $5,620 $6,100.68 $38,080 $7,762 $800 $460 $130.44

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Packet Pg. 246 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Strategic Expenditure Plan
9 City Council
Resulting Revenue of Recommendation
Estimated Total Revenue* $162,733,410
Return to Local Source (20%)** $32,546,682
Admin Fee (0.8%) $1,301,867
Revenue for TVTDF Allocation $128,884,861
Top 15 Total Project Cost ( 2021 $)*** $1,058,477,852
Remaining 2017 SEP Commitments $14,290,000
*Estimated total revenue does not account for CCI rate adjustments ** 20% must be used for SEP projects, but at local agency/sponsor discretion ***Project cost are in 2021 dollars and may increase over time

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Packet Pg. 247 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Strategic Expenditure Plan (Draft Plan)
10 City Council

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Packet Pg. 248 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Community Informational Meetings
11 City Council
§ Two Meetings Held: February 23, 2022 and March 30, 2022 § Presentation Included: § Background § Board and Technical Advisory Committee members § Consultant Team – Strategic Expenditure Plan § TVTC Nexus Study § Project List § 2022 SEP Update § Project Prioritization § 10-Year Land Use Forecast § Nexus Fee Rate Adjustments § Allocate Funding § TVTC Board Next Steps/Action Items

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Packet Pg. 249 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Strategic Expenditure Plan – TVTC Approved
12 City Council
Total
$17,000,000 $22,469,002 $13,981,855 $6,057,276 $2,042,094 $5,064,310 $1,473,440 $7,628,993 $8,024,183 $22,944,751 $14,577,263 $16,331,555 $14,584,716 $13,862,627 $14,130,377 $12,945,760 $15,598,510 $12,953,043 $33,769,769 $13,979,792 $162,733,410 $2,915,453 $3,266,311 $2,916,943 $2,772,525 $2,826,075 $2,589,152 $3,119,702 $2,590,609 $6,753,954 $2,795,958 $32,546,682 $116,618 $130,652 $116,678 $110,901 $113,043 $103,566 $124,788 $103,624 $270,158 $111,838 $1,301,867 $28,545,192 $35,403,594 $25,532,950 $17,036,476 $13,233,353 $15,317,352 $13,827,460 $17,887,802 $34,769,840 $34,016,746 $128,884,861 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 22-32 Total $6,076,190 $21,421,738 $19,475,674 $14,994,382 $8,169,043 $13,843,912 $6,198,467 $9,863,619 $11,825,089 $10,419,955 $122,288,069 $22,469,002 $13,981,855 $6,057,276 $2,042,094 $5,064,310 $1,473,440 $7,628,993 $8,024,183 $22,944,751 $23,596,791 $23,596,791 A-2b SR 84 / I-580 Interchange - Phase 2 $2,000,000 $1,500,000 $1,650,000 $5,150,000 A-9a Crow Canyon Improvements Phase 1 $1,550,000 $1,550,000 A-9b Crow Canyon Improvements Phase 2 $1,690,000 $1,690,000 A-10a Vasco Road Safety Improvements Phase 1 $500,000 $2,820,000 $3,320,000 A-10b Vasco Road Safety Improvements Phase 2 $2,580,000 $2,580,000 A-11 Express Bus/Bus Rapid Transit (BRT) - Phase 2 $800,000 $800,000 B-4 I-580/Vasco Road Interchange Modification $5,139,000 $3,426,000 $8,565,000 B-5 I-580/Greenville Rd Interchange Modification $5,160,000 $3,440,000 $8,600,000 B-8a Camino Tassajara/Tassajara Rd Widening Project (Contra Costa County Segment) $4,380,000 $2,000,000 $6,380,000
B-8b Camino Tassajara/Tassajara Rd Widening Project (Dublin Segment) $1,450,000 $1,450,000
C-2 Norris Canyon Road Safety Improvement - Segment 1 $538,561 $538,561 C-3 Dublin Boulevard - North Canyons Parkway Extension $16,039,300 $16,039,300 C-6 Sunol/680 Widening $2,650,000 $2,650,000
C-7b I-680 Express Lanes - Hwy 84 to Alcosta (Northbound) $3,298,382 $5,298,382 $5,298,382 $7,298,382 $21,193,529 C-8 Santa Rita/I-580 Interchange $1,033,378 $1,033,378
C-10 Innovate 680 $3,432,438 $2,288,292 $5,720,730
C-11a Iron Horse Trail Bicycle-Pedestrian Overcrossing – Bollinger Canyon Road $2,287,629 $2,287,629
C-11c Iron Horse Trail – Dublin $600,000 $600,000
C-11d Iron Horse Trail – Livermore $2,698,530 $2,698,530 C-11e Iron Horse Trail to Shadow Cliffs $164,866 $164,866 C-13 Fallon/El Charro Interchange $2,070,661 $1,380,440 $3,451,101 C-14 Valley Link Rail (Phase 1) $5,165,089 $5,165,089 $5,165,089 $5,165,089 $5,165,089 $25,825,445 ID Project
July 1st FY Balance ($)
Revenue Forecast ($)
Return to Local Source - 20%($)
Admin Fee -0.8%($)
Revenue for TVTDFAllocation ($)
Projected Disbursement - 2022 SEP Update

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Packet Pg. 250 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and Next Steps
13 City Council

1. TVTDF Effective July 1, 2022

2. San Ramon Request Funding for Project – July 18, 2022 TVTC Board Meeting

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Packet Pg. 251 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and QUESTIONS/COMMENTS?

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Packet Pg. 252 Attachment: C: Overview of 2020 Nexus Study Summary of Strategic Expenditure Plan, Funding, and

CITY COUNCIL STAFF REPORT
DATE: May 24, 2022
TO: City Council/City Manager
FROM: Kelly Sessions, Administrative Services Director
By: Candace Daniels, Finance Division Manager
SUBJECT: RESOLUTION NO. 2022-079 - Adopting the Fiscal Year 2022/23 Operating and Capital Budget, Establishing an Appropriation Limit, and Authorizing Carryover Project Appropriations

RECOMMENDED ACTION
Staff recommends approval of this Resolution adopting the Fiscal Year 2022/23 Operating and Capital Budget, establishing an appropriation limit as required by Article XIIIB of the State Constitution for Fiscal Year 2022/23, and authorizing the carryover of unspent capital project appropriations into Fiscal Year 2022/23.

BACKGROUND/DISCUSSION
Annually the City adopts an Operating and Capital budget, which establishes expenditure authorization for the City. The process of developing the budget for Fiscal Year 2022/23 began in December 2021 when staff developed budget guidelines and a budget calendar with the objective of delivering an on-time budget proposal to the City Council by May 2022. As part of the budget review process, two public City Council budget workshops were held. At the April 12, 2022 budget workshop, staff presented to the Council a status update on the development of the Fiscal Year 2022/23 Budget. At the May 10, 2022 budget workshop, staff presented the preliminary draft (“Proposed”) Fiscal Year 2022/23 Budget and Capital Improvement Project Budget.

City Budget - All Funds
The Fiscal Year 2022/23 Proposed Budget for all City funds and programs totals $122.1 million in expenditures. The budget is comprised of an Operating Budget of $83.6 million, a Special Revenue Funds Non-Operating Budget of $0.3 million, a Debt Service Funds Budget of $5.7 million, a Capital Budget of $17.6 million, an Internal Service Funds Budget of $14.8 million, a Geological Hazard Abatement Districts Budget of $1.0 million (included in the Operating Budget), and a Housing Successor Budget of $0.1 million. Resources funding the Fiscal Year 2022/23 Proposed Budget include $127.3 million in new revenue along with funds accumulated in prior years which provide the remaining funding to cover the $122.1 million in expenditures.

See Attachment A for the detailed budget.

10.4 Packet Pg. 253
Operating Budget
City operating funds include the General Fund, Dougherty Valley Fund, 20 separate lighting and landscaping special district funds, the Stormwater Fund, the Dougherty Valley Geological Hazard Abatement District, the Northwest San Ramon Geological Hazard Abatement District, and other Special Revenue Funds.

The total Proposed Operating Budget for Fiscal Year 2022/23 is $83.6 million in expenditures.

Anticipated revenue collection available to finance City operating fund budgets is $91.1 million.

Surplus revenue in each fund category will remain as fund reserves for future uses.

General Fund
The General Fund is the City’s primary operating fund. It accounts for all financial resources of the City, except those required to be accounted for in another fund (e.g. the Dougherty Valley County Service Area fund). The Fiscal Year 2022/23 expenditure budget for the General Fund is $53.0 million. Revenue available to finance General Fund services is $57.9 million.

Special Revenue Funds
These funds account for the proceeds of specific revenue resources that are legally restricted or earmarked toward a specific function, activity, or program area.  Operating - Funding for expenditures in these funds typically comes from special fees or assessments collected annually to pay for a specific program or service, and notably includes the Dougherty Valley County Service Area funds. The total Fiscal Year 2022/23 expenditure budget is $29.5 million. Revenue available to finance expenditures is $30.4 million. Surplus revenue in each fund category will remain as fund reserves for future uses.
 Non-Operating - These funds are typically designed to finance projects and activities in the City’s Capital Improvement Program. The total Fiscal Year 2022/23 expenditure budget is $0.3 million. Revenue available to finance expenditures is $13.4 million.

Surplus revenue in each fund category will remain as fund reserves for future uses.

Housing Successor Fund
The Housing Fund is used to account for revenue received to create, preserve, and improve housing in the City of San Ramon. The total Fiscal Year 2022/23 expenditure budget is $0.1 million. Revenue available to finance expenditures is $2.4 million. Surplus revenue will remain as fund reserves for future uses.

Debt Service Funds
Debt Service Funds account for the accumulation of resources for payment of principal and interest on the City’s general long-term debt obligations. The total Fiscal Year 2022/23

10.4 Packet Pg. 254
expenditure budget is $5.7 million. Transfers in from the General Fund and department internal service charges of $3.3 million provide funding to cover expenditures.

Capital Projects Fund
The Capital Projects section of the budget contains a summarized version of the Five-Year Capital Improvement Program (5-Year CIP). The 5-Year CIP document is prepared separately. It is a comprehensive five-year plan of the City to identify needed capital projects and to coordinate the financing and timing of improvements that maximize the return of investment to the public. The first year of the 5-Year CIP is called the “Capital Budget.” The Capital Budget is incorporated into the Annual Budget, which appropriates funds for specific improvements. The total Fiscal Year 2022/23 expenditure budget is $17.6 million. Revenue collection of $4.6 million plus $12.9 million of net transfers from special revenue sources and approximately $11.6 million of beginning fund reserves are available to finance expenditures. Specific project details can be found within the 5-Year CIP document.

Internal Service Funds
Internal Service Funds account for the financing of goods and services provided by one City department or agency to other departments or agencies of the City, or to other governmental units on a cost reimbursement basis. The total Fiscal Year 2022/23 expenditure budget is $14.8 million. Revenue available to finance expenditures is $12.6 million. Funds accumulated in prior years provide the remaining funding to cover expenditures.

Appropriation Limit
In addition to adopting an annual budget, Article XIIIB of the State Constitution requires the City to establish an annual appropriation limit. The computation for this limit is attached as Exhibit 2.

FISCAL ANALYSIS
The City is projected to have $21.2 million of General Reserves at the beginning of Fiscal Year 2022/23. The Fiscal Year 2022/23 Proposed Budget includes use of $0.1 million of General Reserves, leaving a projected reserve balance at the end of Fiscal Year 2022/23 of $21.1 million.

This is sufficient to satisfy the 36% contingency reserve policy of $20.2 million.

This Resolution will establish expenditure authority for all City activities totaling $122,082,918 for Fiscal Year 2022/23. This Resolution will also establish the State required appropriation limit and authorize the carryover of unspent Fiscal Year 2021/22 capital improvement appropriations into Fiscal Year 2022/23.

STEPS FOLLOWING APPROVAL

1. Publish the Adopted Fiscal Year 2022/23 Operating and Capital Budget

10.4 Packet Pg. 255

2. Place the Fiscal Year 2022/23 Operating and Capital Budget document on the City’s website

ATTACHMENT
Exhibit 1
Exhibit 2
FY2022-23 Proposed Operating Budget 05.17.22

10.4 Packet Pg. 256
RESOLUTION NO. 2022-079

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAMON ADOPTING THE FISCAL YEAR 2022/23 OPERATING AND CAPITAL BUDGET,

ESTABLISHING AN APPROPRIATION LIMIT, AND AUTHORIZING CARRYOVER

PROJECT APPROPRIATIONS
WHEREAS, in a budget workshop held on April 12, 2022, the City Council reviewed the Proposed Fiscal Year 2022/23 Operating and Capital Budget; and WHEREAS, in a second budget workshop held on May 10, 2022 the City Council again reviewed the Proposed Fiscal Year 2022/23 Operating Budget and Capital Improvement Program; and
WHEREAS, the Planning Commission in a meeting held on May 3, 2022 found the Capital Improvement Program consistent with the General Plan; and WHEREAS, the Capital Improvement Program, referred to as the Capital Budget requires annual appropriation approval by the City Council; and WHEREAS, Article XIIIB of the State of California Constitution requires local government agencies to adopt an appropriation limit annually; NOW, THEREFORE BE IT RESOLVED, as follows:

Section 1.The City Council approves the Fiscal Year 2022/23 Proposed Operating and Capital Budget totaling $122,082,918 as summarized in Exhibit 1 and a carryover of unspent Capital Budget appropriations from Fiscal Year 2021/22.

Section 2.The City Council approves the Fiscal Year 2022/23 Appropriation Limits as required by Article XIIIB of the State Constitution as shown in Exhibit 2.

Section 3.Upon finalizing the budget document for publication, a copy of the budget document will be made available for public review at City Hall and other convenient public places.

PASSED, APPROVED AND ADOPTED on this 24th day of May 2022 by the following vote:

AYES:

10.4 Packet Pg. 257
NOES:

ABSENT:

ABSTAIN:
________________________
Dave Hudson, Mayor
ATTEST:

Christina Franco, City Clerk
Exhibit 1: Statement of Revenues, Expenditures and Changes in Fund Balance Exhibit 2: City of San Ramon Appropriation Limit Calculation

10.4 Packet Pg. 258
EXHIBIT 1
CITY OF SAN RAMON
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GOVERNMENTAL FUND PROPRIETARY
General Fund
Special Rev ‐
Operating
Special Rev ‐
Non‐Operating
Special Rev ‐
GHADs
Special Rev ‐
Housing
Successor Debt Service
Capital
Projects Total
Internal
Service Funds Grand Total
FUND BALANCE ‐ 07/01/22 $       21,157,615 $      8,441,059 $       7,255,155 $   12,949,388 $      9,726,553 $      1,004,244 $   11,621,451 $     72,155,465 $   11,996,316 $     84,151,781

REVENUES
Property Tax           24,376,859 ‐  ‐ ‐  ‐  ‐  ‐         24,376,859   24, ‐         376,859 Special Assessments ‐         5,530,596 ‐         2,629,733 ‐  ‐  ‐           8,160,329   8, ‐           160,329 Sales and Use Tax           11,298,342 ‐  ‐ ‐  ‐  ‐  ‐         11,298,342   11, ‐         298,342 Property Transfer Tax             1,054,696 ‐  ‐ ‐  ‐  ‐  ‐           1,054,696   1, ‐           054,696 Transient Occupancy Taxes (TOT)             2,317,261 ‐  ‐ ‐  ‐  ‐  ‐           2,317,261   2, ‐           317,261 Franchise Fees              5,737,096 ‐  ‐ ‐  ‐  ‐  ‐           5,737,096   5, ‐           737,096 Licenses and Permits             2,748,250 ‐  ‐                 1,500 ‐  ‐  ‐           2,749,750   2, ‐           749,750 Intergovernmental                498,484       21,441,177           5,460,959 ‐  ‐    3, ‐          339,313        30,739,933            820,203        31,560,136 Charges for Services             6,251,004         1,616,870              312,157 ‐  ‐  ‐  ‐           8,180,031            102,000          8,282,031 Fines and Forfeitures                289,000 ‐  ‐ ‐  ‐  ‐  ‐               289,000 ‐               289,000 Investment Income                105,000 ‐  ‐            135,274 ‐    300, ‐             000              540,274              65,731              606,005 Development Fees ‐            404,179           7,579,878   1, ‐          893,320 ‐  ‐           9,877,377   9, ‐           877,377 Miscellaneous Revenue             3,176,466         1,420,721 ‐ 36,988                          500,000         3,287,450         1,000,000          9,421,625       11,580,486        21,002,111 TOTAL REVENUES           57,852,458       30,413,543        13,352,994         2,803,495         2,393,320         3,287,450         4,639,313      114,742,573       12,568,420      127,310,993

EXPENDITURES
General Government             3,255,182            123,923 ‐  ‐  ‐  ‐  ‐           3,379,105   3, ‐           379,105 Administrative Services             5,581,725 ‐  ‐  ‐  ‐  ‐  ‐           5,581,725              65,731          5,647,456 Community Development             4,578,615 ‐               164,422 ‐  ‐  ‐  ‐           4,743,037   4, ‐           743,037 Police Services           14,922,602         8,870,328 ‐  ‐  ‐  ‐  ‐         23,792,930   23, ‐         792,930 Public Works           16,176,438       20,205,242              102,533         1,020,655 ‐  ‐ ‐         37,504,868   37, ‐         504,868 Parks & Community Services             8,460,650 ‐  ‐  ‐  ‐  ‐  ‐           8,460,650   8, ‐           460,650 Non‐Departmental                  50,000            335,000 ‐  ‐  ‐  ‐  ‐               385,000 ‐               385,000 Housing Programs ‐ ‐  ‐  ‐             146,477 ‐  ‐               146,477 ‐               146,477 Debt Service ‐ ‐  ‐  ‐    5, ‐          687,972 ‐           5,687,972   5, ‐           687,972 Capital Improvement Program (CIP) ‐ ‐  ‐  ‐  ‐  ‐       17,623,689        17,623,689   17, ‐         623,689 Vehicle/IS Replacement ‐ ‐  ‐  ‐  ‐  ‐  ‐  ‐         1,723,496          1,723,496 Insurance ‐ ‐  ‐  ‐  ‐  ‐  ‐  ‐         4,440,150          4,440,150 Healthcare ‐ ‐  ‐  ‐  ‐  ‐  ‐  ‐         8,548,088          8,548,088 TOTAL EXPENDITURES           53,025,212       29,534,493              266,955         1,020,655            146,477         5,687,972       17,623,689      107,305,453       14,777,465      122,082,918 OTHER FINANCING SOURCES (USES)
Operating Transfers In             4,781,633        2,782,337 ‐  ‐    5, ‐          687,972       13,284,376        26,520,294         1,805,989        28,326,283 Operating Transfers Out            (9,623,337)         (3,486,466)         (9,696,171)             (87,714)   (3, ‐         937,450)           (364,000)       (27,179,114)       (1,116,169)       (28,295,283) TOTAL OTHER FINANCING SOURCES (USES)           (4,841,704)           (704,129)         (9,696,171)             (87,714)   1, ‐          750,522       12,920,376            (658,820)            689,820                31,000 NET INCREASE (DECREASE)                 (14,458)            174,921           3,389,868         1,695,126         2,246,843           (650,000)             (64,000)          6,778,300       (1,519,225)          5,259,075 FUND BALANCE ‐ 06/30/23 $       21,143,157 $      8,615,980 $     10,645,023 $   14,644,514 $   11,973,396 $         354,244 $   11,557,451 $     78,933,765 $   10,477,091 $     89,410,856

10.4.a
Packet Pg. 259 Attachment: Exhibit 1 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) EXHIBIT 2
A. FY 2021‐22 APPROPRIATIONS LIMIT 89,211,219 $
B. ADJUSTMENT FACTORS

1.  City Population Growth 0.9952

2.  California Per Capita Income 1.0755
Total Adjustment % 1.0703
C. ANNUAL ADJUSTMENT 6,274,903
D. OTHER ADJUSTMENTS ‐
E. TOTAL ADJUSTMENTS 6,274,903
F. FY 2022‐23 APPROPRIATIONS LIMIT 95,486,122 $
A. PROCEEDS OF TAXES:

Property Tax 24,376,859 $
Sales & Use Tax 11,298,342
Property Transfer Tax 1,054,696
Transient Occupancy Tax 2,317,261
Motor Vehicle In Lieu ‐
Off‐Highway Vehicles ‐
Interest Earned on Proceeds of Taxes 70,869
Total Proceeds of Taxes 39,118,027 $
B. EXCLUSIONS:

Debt Service (5,396,500)
Qualified Capital Outlays ‐
Total Exclusions (5,396,500)
C. APPROPRIATIONS SUBJECT TO LIMITATION 33,721,527 $
D. CURRENT YEAR LIMIT 95,486,122 $
E. OVER (UNDER) LIMIT (61,764,595) $
CITY OF SAN RAMON
FISCAL YEAR 2022‐23 APPROPRIATIONS LIMIT
FISCAL YEAR 2022‐23 APPROPRIATIONS SUBJECT TO LIMITATION APPROPRIATION LIMIT CALCULATION

10.4.b
Packet Pg. 260 Attachment: Exhibit 2 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON
Fiscal Year 2022/2023
Proposed Operating Budget

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Packet Pg. 262 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Elected Officials
Dave Hudson, Mayor
Sridhar Verose, Vice Mayor
Mark Armstrong, Councilmember
Scott Perkins, Councilmember
Sabina Zafar, Councilmember
Appointed Officials
Joe Gorton, City Manager
Martin Lysons, City Attorney
Executive Team
J. Kelly Sessions, Administrative Services Director
Christina Franco, City Clerk
Debbie Chamberlain, Community Development Director
Kathi Heimann, Parks & Community Services Director
Craig Stevens, Police Chief
Maria Fierner, Public Works Director

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Packet Pg. 264 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

PRESENTED TO
City of San Ramon
California
For the Fiscal Year Beginning
July 01, 2021
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award

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Packet Pg. 265 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) California Society of
Municipal Finance Officers
Certificate of Award
Operating Budget Excellence Award
Fiscal Year 2021-2022
Presented to the

City of San Ramon
For meeting the criteria established to achieve the CSMFO Excellence Award in Budgeting.

February 28, 2022

Marcus Pimentel Michael Manno, Chair
CSMFO President Recognition Committee
Dedicated Excellence in Municipal Financial Reporting

10.4.c
Packet Pg. 266 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Table of Contents
Guide to the Budget Document……………………………………………………………………..…………………………………………………….

City Manager Budget Message…………………………………………………………………………………………………………………………… City Strategic Priorities
Mission Statement & City Council Priorities and Goals………………………………………………………………………………….

Overview
City Organization Chart………………………………………………………………………………………………………………………………….

City Profile……………………………………………………………………………………..…..………………………………………………………… Budget Policies and Process………………………………………………………………………….……………………………………………….

All Funds Summaries
All Funds Summaries Description.………………………………………………………………………………………………………………….

City Statement of Revenue, Expenditures, and Changes in Fund Balance……………………………………………………… City Revenue by Fund……………………………………………………………………………………………………………….…………………… City Revenue by Source…………………………………………………………………………………………………………….…………………… City Expenditures by Fund….…………………………………………………………………………………………………….…………………… City Expenditures by Category…………………………………………………………………………………………………………………….… City Expenditures by Department…………………………………………………………………………………………………………………..

Interfund Transfers………………………………………………………………………………………………………………………………………..

Staffing
Summary of Staffing Changes…………………...…………………………………………………………………………………………………..

Full Time Equivalents (FTE) by Department…………………………………………………………………………………………………...

Authorized Personnel by Classification…………………………………………………………………………………………………………..

Governmental Funds
General Fund
Fund Description…………..……………………………………………………………………………………………………………………………… Statement of Revenue, Expenditures and Changes in Fund Balance.………………………………………………………..…… Revenue by Source……………………………………………………………………………………………………………………………….……….

Expenditures by Department.………………………………………………………………………………………………………………………..

Expenditures by Category.………………………………………………………………………………………………………………………….….

Special Revenue Funds – Operating and Non‐Operating
Fund Description..…………………………………………………………………………………………………………………….…………………..

Statement of Revenue, Expenditures and Changes in Fund Balance.…………………………………..………………………… Special Revenue Funds – Geologic Hazard Abatement Districts (GHADs) Fund Description..…………………………………………………………………………………………………………………….…………………..

GHADs Board………………………………………………………………………………………………………………………………………………… Fund Summary……..…………………………………………………………………………………………………………………………………….… Statement of Revenue, Expenditures and Changes in Fund Balance.…………………………………..………………………… 1 5
7 9
11 15
23 25
27 28
29 30
31 32
33 34
35 37
41 42
43 44
45 51
79 80
81 83

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Packet Pg. 267 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Table of Contents
Special Revenue Funds – Housing Successor
Fund Description.……………………………………………………………………………………………………………………………………….… Fund Summary……………………………………………………………………………………………………………………………………………… Statement of Revenue, Expenditures and Changes in Fund Balance..…………………………………..……………………….

Debt Service Funds
Fund Description.……………………………………………………………………………………………………………………………………….… Legal Debt Margin and Compliance to Debt Management Policy Calculation………………………………………………..

Statement of Revenue, Expenditures and Changes in Fund Balance..…………………………………..……………………….

Outstanding Debt Schedule…………………………………………………………………………………………………………………………..

Capital Improvement Program (CIP)
Fund Description.……………………………………………………………………………………………………………………………………….… Statement of Revenue, Expenditures, and Changes in Fund Balance....………………………………………………………… Project Listing…………………………………………………….………………………………………………………………………………………….

Proprietary Funds/Internal Service Funds
Fund Description.…………………………………………………………………………………………………………………….………………….

Statement of Revenue, Expenditures, and Changes in Fund Balance....………………………….………………………….….

Vehicle and Equipment Replacement Listing.………………………………………………………………………………….…………….

Info Services Equipment Replacement Listing. ……….…………………………………………………………………………………….

Department Budgets
General Government.…………………………………………………………………………………………………………………………………… Administrative Services….……………………………………………………………………………………………………………………………..

Community Development……………………………………………………………………………………………………………………..........

Police Services……………………………………………………………………………………………………………………………………………… Public Works………………………………………………………………………………………………………………………………………………… Parks & Community Services..............................................................................................................................

Non‐Departmental.…………………………………………………..…………………………………………………………………………………..

Reference Material
Glossary of Terms………………………………………………………………………………………………………………………………………….

Acronyms………………………………………………………………………………………………….......................................................

Listing of Funds….………………………………………………………………………………………………………………………………………….

Budget Resolution & Appropriation Limit Calculation………….……………...……………………..………………………………..

General Fund Reserve Policy………..……………………………………………………………………………………………………………….

Debt Management & Disclosure Policy………………………………………………………………………………………………….….…..

Investment Policy………………………………………..…………………………..……………………………………………………………….….. 85 86
87 89
90 91
92 93
95 97
103
105
107
108
111
125
137
147
155
175
185
191
197
201
205
209
217
235

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Packet Pg. 268 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Guide to the Budget Document
The budget is both a spending plan for the City’s available financial resources and the legal authority for City departments to spend the resources for public purposes. Through these resources, services are provided to meet the needs of San Ramon residents. The City Council and City staff respond to the community’s needs in part through the budget. It balances not only revenues and costs but also community priorities and interests.

The budget document contains several elements designed to enhance the reader’s knowledge and understanding of the spending plan represented by the budget. In particular, the guide provides an overview of the structure of the budget, the sections contained in it, and the major objectives of each section. The guide also provides an overview of how the financial information contained in the budget document is organized, and how expenditures for personnel, supplies, services, and other expenditure categories are accumulated into the various levels reported in the budget document. This guide also reviews how programs or activities are summarized at the next higher organizational level. Charts showing the various reporting relationships are included for the reader’s review and reference.

Organization of the Budget Document
City Manager Budget Message
The primary goal of the Budget Message is to communicate to the reader the major issues facing the City of San Ramon and how those issues impact the City’s financial plan. The Budget Message accomplishes this task by outlining the City’s fiscal status and summarizing the actions being recommended to the City Council to meet the legal requirements for a balanced budget. It describes program impacts and modifications and addresses the City’s financial outlook.

City Strategic Priorities
This section of the document includes the City’s Mission Statement. It also includes the City Council Priorities and Goals, which are reviewed and updated at the City Council Annual Retreat. The operating budget and each department’s Major Action Plans reflect these guidelines.

Overview
This section of the document presents a City-wide organization chart, an overall profile of the City, services, and accomplishments, and the City’s budget principles, policies, and process.

All Funds Summaries
This section of the document presents an overall picture of the City’s budgeted revenues and expenditures for all funds. Local government agencies’ budgets are organized by funds in order to segregate and account for restricted resources. Each fund is a separate accounting entity. In accordance with the Governmental Accounting Standards Board (GASB), there are three groups of funds for which the financial and budget statements are prepared: Governmental, Proprietary, and Fiduciary.

The distinction between how the budgeted resources are accounted for in proprietary funds as compared to governmental funds is discussed in the “Basis of Budgetary Accounting” located in the Budget Policies and Process section of the document. A description and financial summary are provided for each category of other funds within the budget. A listing of the transfers in/out between funds and staffing charts is also included in this section.

FY2022-23 PROPOSED BUDGET 1

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Packet Pg. 269 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Guide to the Budget Document
Staffing
Thissection contains an overview of staffing changesfor the budget year, a summary of full-time equivalents (FTE) by department, and a listing of authorized positions by job classification.

Governmental Funds
This group of funds is where core City services and programs can be found such as police, streets, lighting and landscape maintenance, parks maintenance, recreation services, and so on.

General Fund
This is the City’s chief operating fund. It provides the resources most local governments typically deliver, including public safety, parks & recreation, maintenance, and other general government functions required to support direct services to the community. This section provides an analytical overview of the General Fund for the budget year.

Special Revenue Funds
Funds are used to account for the proceeds of specific revenue resources that are legally restricted or earmarked to be used for a particular function or activity. For example, grants received for street and roads construction and maintenance, public safety, or special assessments.

Debt Service Funds
Funds account for the repayment of annual debt and the related debt administration fees.

Capital Projects Fund Summary
Funds that account for the construction, rehabilitation, and acquisition of capital assets such as buildings, equipment, streets, and roads. The Capital Improvement Program (CIP) document is prepared separately by the Public Works Department/Engineering Services Division. The CIP is adopted annually and includes a comprehensive five-year plan of capital investment projects, which identifies priorities as to need, method of financing, cost, and revenue that will result during the five years. Selected excerpts from the CIP are included with the operating budget to present a comprehensive picture of all the funds of the City and to reflect fund transfers approved between other operating funds and capital funds. Thissection contains a listing of projects planned for the current fiscal year.

Proprietary Funds/Internal Service Funds
Funds are used to account for the financing of goods or services provided by one City department or agency to other departments or agencies of the City, or to other governmental units on a costreimbursement basis.

FY2022-23 PROPOSED BUDGET 2

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Packet Pg. 270 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Guide to the Budget Document
Department Budgets
The majority of the budget document presents information on departmental budgets. Each departmentalsection providesthe following information:
 Department Statement of Purpose - The purpose of this information is to give the reader an understanding of the scope of each department’s major service areas (divisions) and the organization chart.  Department Budget Highlights - A description of the major budget changes is included that compares the previous year’s budget with that for the current year. The major changes narrative includes any changes in salaries, benefits, and contract services.
 Significant Accomplishments - A list that highlights each department/division’s most noteworthy accomplishments completed in the past year.
 Major Action Plan Items - A list of significant objectives or one-time projects aligned with the City Council’s goals that help to achieve departmental goals outside the day-to-day services provided by the department for the current budget year.
 Department Expenditure Summary - This table shows the salary and benefits, operating, and capital costs associated with the department for the fiscal year. It also provides historical information and trends of previous funding levels.
 Sources of Funding - This information is presented both in a table and graphic form, which illustrates the source of funds to fund department spending.
 Staffing - A historical staffing graph shows the level of staffing for each department.  Expenditure by Division - This table shows the salary and benefits, operating, and capital costs at the division level. It also provides historical information and trends of previous funding levels.  Department Program Revenue - This table shows revenue collected that is directly attributable to a specific functional activity within the department. Fees are collected from those who benefit from the program.  Expenditure by Program and Summary - This table shows the expenditure at the program level for the fiscal year.

Reference Materials
This section details the City’s budget and financial policies and practices; and includes a glossary of budget terminology and acronyms, and a listing of funds. It contains resolutions approving and adopting the City’s annual budget, the appropriation limit for the fiscal year, and any other resolutions approved as part of the budget adoption process.

FY2022-23 PROPOSED BUDGET 3

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FY2022-23 PROPOSED BUDGET 4

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Packet Pg. 272 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) City Manager Budget Message

PENDING - TO BE INCLUDED IN THE ADOPTED BUDGET DOCUMENT FY2022-23 PROPOSED BUDGET 5

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Packet Pg. 273 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 6

10.4.c
Packet Pg. 274 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) City Strategic Priorities
Mission Statement:

Adopted by the City Council in 1997 and exemplifies the City’s management and staff daily goal:
“We provide efficient delivery of quality public services that are essential to those who live, work, and play in San Ramon”
City Council Priorities and Goals:

City Council Priorities and Goals represent the areas of emphasis for the upcoming year. The City Council provides direction to the City Manager and his staff through these priorities and goals, which are highlighted and represented in each department’s program and major action plans. City Council Priorities and Goals identify where and how public funds will be expended.

At the City Council retreat held in March 2022, the Council identified the following Priorities & Goals for the City in FY 2022/23:

1. Maintain a Safe and Secure Environment
 Enhance crime prevention education activities
 Improve bicycle safety throughout the community by continued implementation of the Bicycle Master Plan
 Continue the implementation of the Intelligent Transportation System (ITS)

2. Maintain a Secure Financial Base
 Efficiently annex and integrate the last part of Dougherty Valley  Streamline the Dougherty Valley oversight process
 Support the Economic Development Element of the City’s General Plan through the implementation of the Economic Development Strategy Plan

3. Provide Cost Effective and Responsive Services to Sustain Quality of Life  Ensure sufficient staffing needs in order to maintain service levels to the community  Complete integration of the new ERP system into citywide operations  Continue to work on a succession plan that captures institutional knowledge from long-term City employees who will retire during the fiscal year
 Support and fund the Iron Horse Trail Overcrossing at Bollinger Canyon Road and Crow Canyon Road FY2022-23 PROPOSED BUDGET 7

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Packet Pg. 275 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) City Strategic Priorities

4. Build and Maintain Quality Facilities and Infrastructure  Promote deeper partnerships with transit agencies to enhance operations  Continue the development of a Joint Public Safety Building with the San Ramon Valley Fire Protection District
 Implement the Parks, Trails, Open Space, and Recreation Master Plan

5. Enhance Engagement and Communication with Residents and Business Community  Enhance the content and accessibility of information on the City website  Explore technology improvements that will broaden accessibility to City Council meetings  Explore City-sponsored activities and create gathering spaces to increase a stronger sense of community

6. Balance Land Use Planning for Housing, Retail, Jobs and Open Space  Prioritize housing growth in the City core while preserving existing retail, commercial and open space  Preserve permanent Open Space along the City boundaries through partnerships with other agencies  Promote walkability both within and to local shopping centers and implement the approved Walking District
 Continue to develop the Walking District in San Ramon that connects City Hall, Central Park, the Main Library, and the new City Center
FY2022-23 PROPOSED BUDGET 8

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Packet Pg. 276 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | City Organization Chart
Citizens of San Ramon
City Council
City Attorney City Manager
Administrative
Services
Finance
Human
Resources
Information
Technology
Community
Development
Planning
Building
Police Services Public Works
Transportation
Engineering
Public Services
Parks &
Community
Services
Deputy City
Manager City Clerk
Boards,
Commissions &
Committees
FY2022-23 PROPOSED BUDGET 9

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FY2022-23 PROPOSED BUDGET 10

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Packet Pg. 278 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | City Profile
Government  Demographics     Ethnic Composition
Incorporated July 1, 1983  18.56 square miles  47.6 % Asian alone* Charter City  5.3% Persons under 5 years*  40.5% Caucasian alone* Council/City Manager form of
government

27.8% Persons under 18 years*  7.7% Hispanic or Latino* Mayor elected at large and four City
Councilmembers elected by district

11.2% Persons 65 years and
over*

6.8% 2 or more ethnicities*
279.75 Full‐time employees  $167,345 median income*  2.8% African American alone* 83,820 population as of 1/1/22
(5/2022 Est.)

0.2% Alaska Native/American Indian
alone*
49,614 registered voters
(4/2022)

0.5% Native Hawaiian/Other Pacific
Islander*
*US Census Bureau July 1, 2021 update
Education
San Ramon has 12 elementary schools, four middle schools, and two high schools served by the San Ramon Unified School District (SRVUSD) and one Diablo Valley Community College campus served by the Contra Costa Community College District.  Below is a summary of the California Assessment of Student Performance and Progress test results. 2020‐21   English Language Arts  Mathematics
SRVUSD  91.56% Met or Exceeded Standard  87.95% Met or Exceeded Standard State of CA  49.15% Met or Exceeded Standard  34.28% Met or Exceeded Standard The U.S. Census Bureau data shows the following education attainment within the City of San Ramon:
o High school graduate or higher, 2016‐2020 – 96.7%
o Bachelor’s degree or higher,  2016‐2020 – 70.93%
FY2022-23 PROPOSED BUDGET 11

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Packet Pg. 279 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | City Profile
Top 20 Businesses
Community Service Facilities
Services by Other Special Districts and Private Entity:

Services Agencies
Animal Control Contra Costa County
Flood Contra Costa County Flood Control District
Parks & Trails City of San Ramon and East Bay Regional Park District Public Transportation County Connection and Bay Area Rapid Transit District Water & Sewer Dublin San Ramon Service District and East Bay Municipal Utility District Gas & Electricity Pacific Gas and Electric
Major Employer Employee Major Employer Employee
Chevron USA Inc. 3000 Armanino, LLP 225
PG&E 2398 Whole Foods Market 195
Bank of the West 1600 CMG Mortgage 185
Robert Half International Inc. 1285 Bay Area Restaurant Mgt 181 Accenture LLP 750 Toyota Motor Sales 152
San Ramon Regional Medical Center 650 The Permanente Medical Group 147 United Parcel Service 315 The Plus Group 142
GE Digital Holdings LLC 284 Sunset Development 132
Pacific Bell Telephone Company 265 Safeway Store, Inc. #982 131 Target Corporation 229 WithumSmith+Brown PC 124
63 Parks (includes 18 School parks) 2 Libraries
4 Community Centers 2 Service Centers
2 Aquatic Centers 12 Elementary Schools
1 Performing Arts Theater 4 Middle Schools
1 Police Station 2 High Schools
1 City Hall/Permit Center 1 Community College
4 Fire Stations 1 Hospital
FY2022-23 PROPOSED BUDGET 12

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Packet Pg. 280 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | City Profile
The City of San Ramon was incorporated in 1983 and is located in Contra Costa County, a growing area in  the eastern portion of the San Francisco Bay Area.  The City occupies a land area of 18.56 square miles and serves a population of 83,820 (Department of Finance May 2022 Estimate).  San Ramon continues to show strength as a major  employer  and  a  community  with  high‐quality  residential  neighborhoods.  The  City  of  San  Ramon  is considered to be one of the most desirable living areas in the Bay Area The  City  of  San  Ramon  is  a  Charter  City  that  operates  under  the  Council‐Manager  form  of  government.

Policymaking and legislative authority are vested in the City Council, which consists of an elected Mayor for two years and a four‐member Council elected to four‐year terms.  The Governing Council is responsible for the City’s ordinances, operation resolutions, adoption of the annual budget, appointing commissions and committees, and hiring the City Manager and City Attorney.

The City provides a number of services and activities summarized as follows:
 Police protection
 Maintenance of streets, roads, parks, landscaping, and open space  Recreation and senior activities
 Planning, Building, Transportation, Economic Development, and Engineering services; including stormwater and drainage services
The City has two farmers markets. One market is open year‐round on Saturday mornings at the City Center Bishop Ranch.  This market is operated and managed by Local Roots, a non‐profit organization located in San Ramon.  The other market is open on Sunday mornings in front of the Dougherty Station Community Center and Dougherty Station  Library.   This market is a  partnership with  the  California Farmers’ Association.   The City also issues a quarterly  City  Report  that  is  mailed  to  all  City  residents,  which  provides  information  on  City  services, transportation, ongoing City projects, and general homeowner information such as property lines, flood zones, voting precincts, and upcoming City events.

Some examples of the City’s economic indicators are as follows:
 The  San  Ramon  residential  unemployment  rate  has  been  measured  by  the  State  Employment Development  Department  was  approximately  2.3%  (as  of  March  2022‐Preliminary,  not  seasonally adjusted); compared  to the Contra Costa County rate of 3.5% and California Statewide unemployment rate of 4.2%.
 San Ramon has a  relatively high median household income level of $167,345 as estimated by  the U.S.

Census Bureau (7/1/2021 data), which is more than twice the State of California level.  San Ramon assessed property values increased 6.45%  for the 2021‐22 tax rolls.  This is compared to a Contra Costa County‐wide increase in assessed values of 3.44%.

FY2022-23 PROPOSED BUDGET 13

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San Ramon has been recognized for proactive transportation planning:
o Recipient of the “Telly” award for the Street Smarts Program o Recognized by the EPA and the DOT for an outstanding Commuter Program o Implementation of the TRAFFIX School Bus Program – reduced the number of vehicle trips o Awarded for continuous flow on ramp at 680
Significant accomplishments:
 Opened a Performing Arts Center (2007)
 Established its own Police Department (2007)
 Beginning in 2008, and every year since then have received a AAA rating from Standard & Poors  Opened the new Amador Rancho Community Center (2014)
 Opened the new and first City Hall (April 2016)
 Re‐opened the newly renovated San Ramon Library (April 2017)  Supported the opening of the City Center (November 2018)  Took ownership of over 2,200 acres of open space through the Dougherty Valley  Geologic Hazard Abatement District (1995‐2019)
 Created the City’s first Bicycle Master Plan (2018‐2019)  Completed the Bollinger Canyon Road Widening from Market Place to 680 freeway (2018) which recently includes the Bollinger Canyon Road operational improvements to improve circulation and reduce congestion at the westbound on‐ramp to southbound I‐680 (2020)  Established cohesive emergency response protocols for services and safety (2019‐2020) o Public Safety Shut Off events
o COVID‐19
 Negotiated and executed the new Public Safety Facility agreement at 2401 Crow Canyon Rd (2019‐2020)  Renovated the Alcosta Senior & Community Center and the San Ramon Community Center (2019‐2020)  Created a network of 57 miles of public trails (2018‐2020)  Remodeled City Hall and created one‐stop shop for City Services (2021)  Ranked #25 as one of the State’s safest cities, according to SafeWise’s  seventh annual Safest Cities report (2021)
 Received awards for Excellence in Financial Reporting for FY 2003‐04 through FY 2020‐21  Received awards for Distinguished Budget Presentation and Operating Budget Excellence for FY 2021‐22  Adopted the San Ramon Walking District Master Plan (2022)  Broke ground on the Joint Police/Fire San Ramon Public Safety Building (2022) FY2022-23 PROPOSED BUDGET 14

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Packet Pg. 282 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | Budget Policies and Process
The City reviews and prepares its operating budget and capital improvements plan on an annual basis. There are three major types of expenditures in the City’s spending plan: operating, capital improvements, and debt service.

Operating expenditures are related to a program’s base budget and include such items as salary and benefits costs, materials and supplies, contractual services, and vehicles and equipment costs. Capital improvements are larger project-related expenditures that affect the economic vitality and quality of life in the community. An example would be the construction of a street overpass, resurfacing a city street, or a park. Debt service is similar to a long-term loan. Funding received is used for improvements that are needed, but resources are not available.

The debt will be repaid in the future.

Basis of Budgeting
“Basis of budgeting” refers to the method used to recognize revenues and expenditures in the budget. The City of San Ramon’s basis of budgeting is the same basis used for accounting.

The modified accrual basis is followed in the Governmental Funds. Under this basis, revenues are recognized when they become “susceptible to accrual,” which means they are both measurable and available. Measurable means the amount of the transaction can be determined. The City considers revenues to be available if they are collected within 365 days of the end of the current fiscal year. Expenditure-driven grants are recognized as revenue when the qualifying expenditures have been incurred and all other eligibility requirements have been met, and the amount is received during the period or within the availability period for this revenue source. Expenditures generally are recorded when a liability is incurred except for debt service expenditures, which are recorded when payment is due. Intergovernmental revenues such as grants that are received as reimbursement for specific purposes or projects are recognized based on when the related expenditures are recorded.

The full accrual basis is used in the Proprietary Fund, which includes Internal Service Funds. Revenues are recognized when earned and expenses are recognized when the related liabilities are incurred.

Annual Comprehensive Financial Report (ACFR)
The Annual Comprehensive Financial Report (ACFR) is prepared according to Generally Accepted Accounting Principles (GAAP). It is presented to the City Council each year in January for review after an audit of the City’s financial transactions and reports has been completed by an external audit firm. The City prepares its budget in accordance with GAAP with certain exceptions, for example:
 Loans requiring the use of current resources are budgeted as expenditures; while in the CAFR, the disbursement of loans is presented as a balance sheet item.  Capital outlay in the internal service funds is capitalized and reported as capital assets in the CAFR; whereas they are accounted for as expenses in the budget.  Appropriated budgets are not always required for all of the City’s funds or expenditures. For example, the City does not budget for funds held in an agency/trust capacity such as the Fiduciary funds. The City does not budget for depreciation expenses, employee vacation leave or sick leave accruals, while the ACFR presents those as long-term liabilities.

FY2022-23 PROPOSED BUDGET 15

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Packet Pg. 283 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | Budget Policies and Process
 GAAP requires the reporting of investments at fair market value at the end of the fiscal year. The City’s policy is to hold investments to maturity, and the changes in fair market value are not a budget item for favorable or unfavorable outcomes.

Budgetary Principles
The budget is the City Council’s primary decision and policy-making tool.  Budget information should be understandable to the public despite the complexities of accounting and legal requirements.
 Labor costs must reflect productive labor costs and all associated fringe benefits from existing contracts, as well as management forecasts for the future for those individuals working on particular projects and programs.
 Expenses should reflect changes in operations, market conditions, and forecast rate changes, not just a cost of living escalation.
 The difference between one-time or non-recurring costs and ongoing and recurring costs should be acknowledged.
 Revenue should reflect those projected to be generated from existing businesses, and from plans for expansion under existing laws, not desired changes.
 Reserves should be maintained at appropriate levels as established by policy.

Using these principles, we attempt to present a realistic projection of both revenues and expenses that offer a relative picture of the coming fiscal year and future years regardless of whether a deficit or surplus is forecasted.

Neither optimistic assumptions as to new grants nor pessimistic forecasts of new revenue losses are reflected.

Forecast expenditures only identify authorized service expansions and consensus growth assumptions.

It is hoped that the budget offers a valid base to measure the performance of City departments against their best plans, as well as the various funds against the policies and direction provided by the City Council.

Budget Policy & Control
The City operates on a July 1 through June 30 budget year (fiscal year basis). The budget preparation schedule is shown in a separate section below, which includes the interactions between the public, City Council, and City’s management and employees in planning and presenting the proposed budget for City Council review and approval.

FY2022-23 PROPOSED BUDGET 16

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Packet Pg. 284 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | Budget Policies and Process
The City Council is provided a 5-Year General Fund financial forecast at the City Council’s annual Retreat, prior to presenting the proposed budget at budget workshops for Council review and adoption. The 5-Year General Fund financial forecast is a planning tool that helps the City Council and staff identify important trends and anticipate the longer-term consequences of budget decisions. The forecast tools have been instrumental in modeling the effects of such recent budget issues as rising retirement system costs, the short- and long-term consequences of issuing variable rate debt, and potential scenarios for future revenue performance.

After the annual budget is adopted, the City follows established procedures and all related financial policies in spending and monitoring expenditures. These procedures involve the City’s management, employees, boards and commissions, and the City Council throughout the year. The City’s management team and staff also prepare a Mid-Year Budget Review in January. This is a process where a comprehensive review of all revenues and expenditures the City has received during the first 6 months (July – December) and project out the remainder 6 months of the year (January – June). Any modifications to the adopted budget are once again presented to the City Council for review and approval in February. Modifications to the adopted budget may also be made during the fiscal year as needed because of a legislative mandate or grant requirements, which are also presented to the City Council for review and approval. The Administrative Services Department/Finance Division coordinates these efforts with all City departments. They are responsible to ensure proper authorization is received and accurate accounting entries are recorded into the City’s financial system.

The City’s budget is detailed to ensure the City Council, as the governing body, is fully informed and in control of all aspects of the City’s financial activities. Information is itemized by fund, department, division, program, and project where applicable. The budget includes personnel costs, materials, supplies, contractual services, equipment costs, debt service costs, as well as capital expenditures such as infrastructures and other capital improvements for the ensuing budget year.

Citizen Participation
Citizens have an opportunity to participate in the budget process by attending a series of City Council budget study sessions and public hearings. Citizens may also attend Council meetings, which are scheduled on the second and fourth Tuesdays of the month throughout the year. At the Council meetings, citizens may request the City Clerk for an opportunity to speak to the City Council on matters not on the Agenda during the public hearing period. The formal public hearing on the Adopted Budget is usually held annually in late May or early June.

Budget Calendar
The City’s annual budget development process begins in December each year with the initial planning of the development cycle and culminates with the adoption of the budget by the City Council in late May or early June.

The City Council specifically reviews and updates the City Council Priorities and Goals each year at the City Council Retreat. A 5-Year Financial Forecasts of the General Fund and the projected ending reserves are also presented to the City Council at the City Council Retreat. They may also discuss important fiscal issues which may have short-term or long-term effects on how the City provides and maintains services to its citizens and customers in the upcoming budget year.

FY2022-23 PROPOSED BUDGET 17

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Packet Pg. 285 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | Budget Policies and Process
Below is a high-level, typical budget calendar detailing key steps throughout the process. Actual timeline may change as necessary. Additional City Council Budget Workshops maybe added as needed for the City Council, prior to budget adoption.

Budget Revenues
Revenue is the primary source of monies, which allows the City to pay for the many services provided to its citizens:
 Property Tax – Property taxes are imposed on real and tangible personal property located within the City.

Property valuation is determined annually on March 1 by the County Assessor. The State Constitution limits the real property tax rate to one percent (1%) of the property’s value, plus rates imposed to fund indebtedness approved by the voters.

Cities, counties, school districts and special districts share the revenue from the one percent (1%) property tax. The county generally allocates revenue to these agencies based on their average property tax revenue in the three (3) years preceding and in each year thereafter according to the proportion of property tax revenue allocated to each agency in the previous year. The use of property tax revenue is unrestricted.

FY2022-23 PROPOSED BUDGET 18

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Where do my property tax dollars go?

*Average varies by tax rate areas
 Special Assessments – Several districts are funded through the collection of special assessments from property owners within the City. The funds can be used only for the purpose of maintaining or improving the zone from which they are collected.
 Sales and Use Tax – The sales and use tax is imposed on retailers for the privilege of selling at retail, or on users in California of property purchased outside the State. The tax is based on the sales price of any taxable transaction of tangible personal property. The tax rate is eight and three quarters percent(8.75%).

Local sales tax revenue is distributed on a quarterly basis, with monthly estimated “advance” payments and a subsequent “settlement” payment to cover the difference based on actual collections. One percent (1%) is allocated by the California Department of Tax and Fee Administration (CDTFA) and allocated back to the City for general purposes. This revenue is placed in the General Fund for unrestricted use.  Property Transfer Tax – This is a documentary transfer tax imposed on real estate transactions and collected for the City by the County. The tax is $1.10 per $1,000 transaction value.  Transient Occupancy Tax – The transient occupancy tax (TOT) is imposed for the privilege of occupying a room or rooms in a hotel, motel, or other lodging facility unless such occupancy is for a period of thirty (30) days or more. The City’s TOT rate is seven and one-quarter percent (7.25%).  Franchise Fees – A franchise fee is imposed on various utilities and organizations, which permits them to use and operate those facilities within the City. The fee is usually computed as a percentage of the gross income of the utility. This revenue source is typically impacted by the addition of new customers as well as changes in rates the utility is allowed to charge.

Local Schools

0.45 Fire District

0.15 County

0.12 City*

0.10 Other

0.08 Community
College

0.07 Parks District

0.03 FY2022-23 PROPOSED BUDGET 19

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Packet Pg. 287 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | Budget Policies and Process
 License and Permit Revenue – The California Constitution gives cities the authority to charge license and permit fees as a means of recovering the cost of the regulation. The fees which make up “Licenses and Permits” include:
• Building Permits
• Plumbing Permits
• Electrical Permits
• Energy Permits
• Mechanical permits
• Business Licenses
 Inter-Government – Revenue from Federal, State, and local agencies for grants.  Charges for Services – A fee imposed upon the user of a service provided by the City. Generally a service charge can be levied when the service can be measured and sold to a particular identified user. The rationale is that certain services are primarily for the benefit of individuals rather than the general public.

Individuals desiring or benefiting from the service should pay the costs associated with that service. Fees charged are limited to the cost required to provide the service as prescribed by Article XIIIB of the State Constitution. These fees are often determined by cities through a cost accounting analysis of the specific service. Service charges differ from license and permit fees in that the latter are designed to reimburse the City for costs related to the regulatory process. Service charges, on the other hand, are imposed to support services to the individual.
 Fines and Forfeitures – These are funds received from the County and collected from assessments made by the Municipal Court, in accordance with the Vehicle Code for fines and forfeitures.  Investment Income – Interest income is earned as the City invests its idle funds in various investment instruments. The goal of the City regarding investments is to ensure the safety of each investment and maintain liquidity while achieving a fair rate of return.  Development Fees – Fees generated by building, development, and growth in a community.  Miscellaneous Revenue – Fees generated from facility rentals, telecommunications, contributions, reimbursed costs, and internal services charges (healthcare, retirees, vehicle and computer equipment).  Transfer In – Accounts for the internal transfers received from another fund.

Budget Expenditures
Expenditures are usually classified and grouped as follows:
 Salaries – Includes employee wages, City Council and Commissioner monthly stipends, and overtime costs.

FY2022-23 PROPOSED BUDGET 20

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Packet Pg. 288 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Overview | Budget Policies and Process
 Benefits  –  Includes  employee  health  benefits,  pension  retirement  benefits,  and  other  miscellaneous fringe benefits as called for by employment agreements.  Department Internal Charges – Includes charges to the department to fund and pay for various insurance premiums (workers' compensation and liability insurance), pension obligation bond debt (POB), and Other Post‐Employment Benefits (OPEB) other than pension benefits.  Materials & Supplies – These includes various supplies such as office supplies, meeting supplies, program supplies, materials and supplies for maintenance, etc.
 Contract Services – These are contractual costs charged by an outside contractor, consultant for services provided to the City.
 Capital Outlay – These costs capture the purchases of vehicles and equipment, building improvements, land, and other infrastructures.
 Debt Services – Includes payments for principal and interest on an outstanding debt, and the related debt administration fees, etc.
 Transfer Out – Accounts for the internal transfers out to another fund.

FY2022-23 PROPOSED BUDGET 21

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FY2022-23 PROPOSED BUDGET 22

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Packet Pg. 290 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) All Funds Summaries
The schedules on the following page include all fund categories.

Governmental Funds:
 General Fund
 Special Revenue Funds – Operating and Non-Operating
 Special Revenue Funds – Geologic Hazard Abatement Districts  Special Revenue Fund – Housing Successor
 Debt Service Funds
 Capital Projects Fund
Proprietary Funds:
 Internal Service Funds
The schedules consolidate all funds citywide and present the total available resources and total use ofresources, including beginning fund balances, revenues, expenditures, “transfers in,” and “transfers out.” This consolidation is achieved by eliminating all transfers between funds that are within the same fund category and all internal service fund charge transfers. Such eliminations are similar to those made to produce the City’s government-wide financial statements, as mandated by Governmental Accounting Standards Board (GASB) Statement 34. These eliminations avoid the double-counting that would otherwise occur if these adopted transactions were shown as either additional transfers or as additional revenues and expenditures. Therefore, the “Total Revenues” and “Total Expenditures” lines for all funds present the true budgeted revenues and expenditures expected to be received and spent by the entire organization. Please refer to the Governmental Funds and Proprietary Funds of this document for more information.

FY2022-23 PROPOSED BUDGET 23

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FY2022-23 PROPOSED BUDGET 24

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Packet Pg. 292 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GOVERNMENTAL FUND PROPRIETARY
General Fund
Special Rev ‐
Operating
Special Rev ‐
Non‐Operating
Special Rev ‐
GHADs
Special Rev ‐
Housing
Successor Debt Service
Capital
Projects Total
Internal
Service Funds Grand Total
FUND BALANCE ‐ 07/01/22 $     21,157,615 $      8,441,059 $       7,255,155 $   12,949,388 $      9,726,553 $      1,004,244 $   11,621,451 $     72,155,465 $   11,996,316 $     84,151,781

REVENUES
Property Tax         24,376,859                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐        24,376,859                          24, ‐         376,859 Special Assessments                            5, ‐          530,596                       2, ‐          629,733                         ‐                         ‐                         ‐          8,160,329                          8, ‐           160,329 Sales and Use Tax         11,298,342                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐        11,298,342                          11, ‐         298,342 Property Transfer Tax           1,054,696                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐          1,054,696                          1, ‐           054,696 Transient Occupancy Taxes (TOT)           2,317,261                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐          2,317,261                          2, ‐           317,261 Franchise Fees            5,737,096                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐          5,737,096                          5, ‐           737,096 Licenses and Permits           2,748,250                         ‐                            1,500 ‐                                          ‐                         ‐                         ‐          2,749,750                          2, ‐           749,750 Intergovernmental              498,484       21,441,177           5,460,959                         ‐                         ‐                          3, ‐          339,313        30,739,933            820,203        31,560,136 Charges for Services           6,251,004         1,616,870              312,157                         ‐                         ‐                         ‐                         ‐          8,180,031            102,000          8,282,031 Fines and Forfeitures              289,000                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐              289,000                         ‐              289,000 Investment Income              105,000                         ‐                           ‐            135,274                         ‐                         ‐            300,000              540,274              65,731              606,005 Development Fees                           ‐            404,179           7,579,878                          1, ‐          893,320                         ‐                         ‐          9,877,377                          9, ‐           877,377 Miscellaneous Revenue           3,176,466         1,420,721                      ‐              36,988            500,000         3,287,450         1,000,000          9,421,625       11,580,486        21,002,111 TOTAL REVENUES         57,852,458       30,413,543        13,352,994         2,803,495         2,393,320         3,287,450         4,639,313      114,742,573       12,568,420      127,310,993

EXPENDITURES
General Government           3,255,182            123,923                           ‐                         ‐                         ‐                         ‐                         ‐          3,379,105                          3, ‐           379,105 Administrative Services           5,581,725                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐          5,581,725              65,731          5,647,456 Community Development           4,578,615                      164, ‐               422                         ‐                         ‐                         ‐                         ‐          4,743,037                          4, ‐           743,037 Police Services         14,922,602         8,870,328                      ‐                         ‐                         ‐                         ‐                         ‐        23,792,930                          23, ‐         792,930 Public Works         16,176,438       20,205,242              102,533         1,020,655                         ‐                         ‐                         ‐        37,504,868                         ‐        37,504,868 Parks & Community Services           8,460,650                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐          8,460,650                          8, ‐           460,650 Non‐Departmental                50,000            335,000                      ‐                         ‐                         ‐                         ‐                         ‐              385,000                         ‐              385,000 Housing Programs                           ‐                         ‐                           ‐                         ‐            146,477                         ‐                         ‐              146,477                         ‐              146,477 Debt Service                           ‐                         ‐                           ‐                         ‐                          5, ‐          687,972                         ‐          5,687,972                          5, ‐           687,972 Capital Improvement Program (CIP)                           ‐                         ‐                           ‐                         ‐                         ‐                          17, ‐        623,689        17,623,689                          17, ‐         623,689 Vehicle/IS Replacement                           ‐                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐                           1, ‐          723,496          1,723,496 Insurance                           ‐                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐                           4, ‐          440,150          4,440,150 Healthcare                           ‐                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐                           8, ‐          548,088          8,548,088 TOTAL EXPENDITURES         53,025,212       29,534,493              266,955         1,020,655            146,477         5,687,972       17,623,689      107,305,453       14,777,465      122,082,918 OTHER FINANCING SOURCES (USES)
Operating Transfers In           4,781,633         2,782,337                      ‐                         ‐                          5, ‐          687,972       13,284,376        26,536,318         1,805,989        28,342,307 Operating Transfers Out           (9,623,337)        (3,486,466)         (9,696,171)             (87,714)                          (3, ‐         937,450)           (364,000)       (27,195,138)       (1,116,169)       (28,311,307) TOTAL OTHER FINANCIAL SOURCES (USES) (4,841,704)                     (704,129)         (9,696,171)             (87,714)                          1, ‐          750,522       12,920,376            (658,820)            689,820                31,000 NET INCREASE (DECREASE)               (14,458)            174,921           3,389,868         1,695,126         2,246,843           (650,000)             (64,000)          6,778,300       (1,519,225)          5,259,075 FUND BALANCE ‐ 06/30/23 $     21,143,157 $      8,615,980 $     10,645,023 $   14,644,514 $   11,973,396 $         354,244 $   11,557,451 $     78,933,765 $   10,477,091 $     89,410,856 FY2022-23 PROPOSED BUDGET 25

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FY2022-23 PROPOSED BUDGET 26

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Packet Pg. 294 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
REVENUE BY FUND*
FUND # FUND DESCRIPTION 20/21 ACTUAL      21/22 AMENDED         CHANGE 22/23 PROPOSED CHANGE 101 General Fund $      57,102,840 $          60,244,434 5.50% 62,634,091 $           3.97% 201 Planning Cost Recovery              134,128 171,943 28.19% 312,157                    81.55% 202 Geographic Information System                 91,442 95,000 3.89% 95,000  0.00% 203‐207 Development Mitigation              508,337 827,193 62.73% 1,235,735                49.39% 208 Gas Tax           3,670,287                3,785,996 3.15% 4,351,860                14.95% 209‐210 Park Development/Henry Ranch Park Dev 393,883                              1,538,575 290.62% 2,296,662                49.27% 212 SCCJEPA           1,753,996 940,634 ‐46.37% 2,718,509                189.01% 213 Street Maintenance & Improvement           1,289,242                1,056,285 ‐18.07% 1,109,099                5.00% 214 Traffic Improvement              194,802 478,455 145.61% 878,135                    83.54% 215 Tri‐Valley Transportation Fund                 76,139 138,453 81.84% 355,837                    157.01% 216 Public Education & Govt. (PEG) Fund              192,956 200,000 3.65% 195,000                    ‐2.50% 217 Refuse Vehicle Impact Fund           1,505,650                1,568,175 4.15% 1,615,220                3.00% 218 Open Space Development Fund              500,683 71,250 ‐85.77% 404,179                    467.27% 219 American Rescue Plan Act of 2021 ‐                4,050,000 0.00% ‐ 100.00% 251‐252 Community Facilities District 2014‐1              267,728 328,332 22.64% 383,253                    16.73% 301 Citywide Landscaping           1,806,035                1,792,480 ‐0.75% 1,792,480                0.00% 302 Citywide Lighting              765,394 799,175 4.41%                   799,175 0.00% 303‐319 Special Landscaping and Lighting Zones  1,519,854                           1,495,023 ‐1.63% 1,565,925                4.74% 330 The Preserve Landscaping and Lighting               107,763 126,360 17.26% 114,522                    ‐9.37% 341 Canyon Park                 12,261 10,990 ‐10.37% 10,990  0.00% 342 Village Center Common Area 6,052 6,006 ‐0.76%   264. 21,890 47% 343 Dougherty Valley         20,721,019             23,633,849 14.06% 22,630,128              ‐4.25% 344 Solid Waste           1,101,883                1,227,417 11.39% 1,412,215                15.06% 345 Non Point Drainage           1,100,119                1,200,185 9.10% 1,222,015                1.82% 346 Street Smarts              162,056 246,500 52.11% 242,750                    ‐1.52% 347 TDM Programs              339,025 655,034 93.21% 646,379                    ‐1.32% 349 Police Services Donations 532   ‐ ‐ 100.00% ‐ 0.00% 350 Narcotic Asset Forfeiture                 20,804   ‐ ‐ 100.00% ‐ 0.00% 351 TRAFFIX Program              179,211 179,140 ‐0.04% 139,759                    ‐21.98% 361 Dougherty Valley GHAD           2,199,002                2,561,215 16.47% 2,343,989                ‐8.48% 362 Northwest San Ramon GHAD              288,488 459,506 59.28% 459,506                    0.00% 371 Housing Successor                 14,328 252,800 1664.38% 2,393,320                0.00% 401 Capital Projects         28,485,590             19,330,636 ‐32.14% 17,923,689              ‐7.28% 501‐521 Debt Service Funds           4,109,351                5,190,028 26.30% 8,975,422                72.94% TOTAL GOVERNMENTAL FUNDS $   130,620,880 $        134,661,069 3.09% $        141,278,891 4.91% 601‐618 Internal Service Funds         14,066,195             18,300,241 30.10% 14,374,409              ‐21.45% TOTAL PROPRIETARY FUNDS $      14,066,195 $          18,300,241 30.10% 14,374,409 $           ‐21.45% GRAND TOTAL $   144,687,075 $        152,961,310 5.72% $        155,653,300 1.76% *Includes Transfers In
General Fund

40.2%
Special Rev ‐
Operating

21.3%
Interal Service
Funds

9.2%
CIP Fund

11.5%
Special Rev ‐ Non‐
Operating

8.6%
Debt Service
Funds

5.8%
Special Rev ‐
GHADs

1.8%
Housing
Successor

1.5%
FY2022-23 PROPOSED BUDGET 27

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Packet Pg. 295 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
REVENUES BY SOURCE
18/19 ACTUAL 19/20 ACTUAL 20/21 ACTUAL 21/22 AMENDED   22/23 PROPOSED GOVERNMENTAL FUNDS
Property Tax  $          20,828,366 $        20,966,461 $          21,833,889 $          22,956,090 $          24,330,701 Special Assessments                6,829,111             7,357,516                7,662,724                8,262,041                8,108,737 Sales & Use Tax              10,926,080           10,404,998              10,811,205              10,714,853              11,298,342 Property Transfer Tax                   817,951                659,048                1,043,996                   887,436                1,054,696 Transient Occupancy Tax (TOT) 3,264,309                             2,316,300                   735,224                2,438,850                2,317,261 Franchise Fees                 4,776,401             4,994,029                5,434,322                5,975,212                5,737,096 Licenses & Permits*                2,761,198             2,060,876                1,930,271                2,548,577                2,748,750 Charges for Services                8,361,134             6,799,382                4,970,294                7,341,664                8,180,031 Fines & Forfeitures*                   489,237                303,509                   193,634                   289,000                   289,000 Investment Income*                2,506,708             2,929,627                   192,496                   318,414                   540,274 Development Fees*                2,636,660             1,676,360                3,115,719                3,844,700                9,877,377 Intergovernmental              22,913,611           26,842,767              25,232,058              32,075,087              30,837,683 Debt Proceeds ‐  24,348,385            ‐  ‐  ‐
Miscellaneous Revenue*                5,706,173             4,761,782                4,156,524                5,620,114                9,422,625 Subtotal              92,816,939         116,421,040              87,312,356           103,272,038           114,742,573 Transfers In              20,731,280           33,601,529              43,308,524              31,389,031              26,536,318 TOTAL $        113,548,219 $     150,022,569 $        130,620,880 $        134,661,069 $        141,278,891 *Included as Other Revenue
PROPRIETARY/INTERNAL SERVICE FUNDS
Charges for Services $                142,017 $               27,362 $                  46,941 $                102,000 $                102,000 Investment Income                   391,530                364,655                   848,652 61,294  65,731 Intergovernmental                   570,158                684,336                   885,687                   909,785                   820,203 Miscellaneous Revenue                9,827,813           10,767,883              11,546,026              14,954,987              11,580,486 Subtotal              10,931,518           11,844,236              13,327,306              16,028,066              12,568,420 Transfers In                1,605,598             5,912,654                   738,890                2,272,175                1,805,989 TOTAL $          12,537,116 $        17,756,890 $          14,066,196 $          18,300,241 $          14,374,409 GRAND TOTAL $        126,085,335 $     167,779,459 $        144,687,076 $        152,961,310 $        155,653,300 Intergovernmental

21.8%
Transfers In

18.8%
24,330,701

17.2%
Other*

16.2%
Sales & Use Tax

8.0%
Special
Assessments

5.7%
Charges for
Services

5.8%
Franchise Fees

4.1%
TOT

1.6% Property Transfer Tax

0.7%
Governmental Funds FY 2022/23 Revenue
Miscellaneous
Revenue

80.6%
Transfers In

12.6%
Intergovernmental

5.7%
Charges for
Services

0.7%
Investment

0.5%
Proprietary Funds/Internal Service FY 2022/23 Revenue
FY2022-23 PROPOSED BUDGET 28

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Packet Pg. 296 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
EXPENDITURE BY FUND*
FUND # FUND DESCRIPTION 20/21 ACTUAL      21/22 AMENDED         CHANGE 22/23 PROPOSED CHANGE 101 General Fund $      53,225,630 $          62,746,754 17.89% 62,648,549 $           ‐0.16% 201 Planning Cost Recovery               202,555                   157,511 ‐22.24% 164,422                    4.39% 202 Geographic Information System                 83,684 96,920  15.82% 102,533                    5.79% 203‐207 Development Mitigation               319,749                1,031,484 222.59% 100,980                    ‐90.21% 208 Gas Tax           3,617,976                4,102,153 13.38% 8,319,022                 102.80% 209 Park Development               442,344                   717,293 100.00% 723,280                    0.83% 211 Crow Canyon Project ‐ 4,497  0.00% ‐  100.00%
212 SCCJEPA           4,104,749                4,031,484 ‐1.78%   ‐98.91% 43,959 213 Street Maintenance & Improvement           1,772,957                   662,967 ‐62.61% 440,939                    ‐33.49% 214 Traffic Improvement               219,833                   265,988 21.00% 67,990  ‐74.44% 215 Public Education & Govt. (PEG) Fund                 39,329                   400,000 917.06% 672,000                    68.00% 217 Refuse Vehicle Impact Fund           1,500,000                1,545,000 3.00% 750,000                    ‐51.46% 218 Open Space Development Fund               515,000 ‐  100.00%   0.00% ‐ 219 American Rescue Plan Act of 2021   4,000,000 ‐                 0.00% ‐  100.00% 251‐252 Community Facilities District 2014‐1               267,728                   328,332 22.64% 383,253                    16.73% 301 Citywide Landscaping           1,699,782                1,791,206 5.38% 1,941,456                 8.39% 302 Citywide Lighting               671,290                1,251,749 86.47% 935,354                    ‐25.28% 303‐319 Special Landscaping and Lighting Zones  1,466,488                           1,934,561 31.92% 1,909,032                 ‐1.32% 330 The Preserve Landscaping and Lighting                    8,859 49,275   100.00% 69,883 41.82% 341 Canyon Park                 11,638 61,746  430.56% 61,943 0.32% 342 Village Center Common Area                   4,887   25.17% 6,117 6,294 2.89% 343 Dougherty Valley         20,726,768              23,918,718 15.40% 22,630,128              ‐5.39% 344 Solid Waste               850,657                2,012,273 136.56% 1,406,472                 ‐30.11% 345 Non Point Drainage           1,130,985                1,265,813 11.92% 1,245,084                 ‐1.64% 346 Street Smarts               114,236                   211,400 85.06% 123,923                    ‐41.38% 347 TDM Programs               339,025                   678,857 100.24% 646,379                    ‐4.78% 350 Narcotic Asset Forfeiture ‐ ‐  0.00% 100,000                    0.00% 351 TRAFFIX Program               140,102                   179,140 27.86% 139,759                    ‐21.98% 361 Dougherty Valley GHAD           1,082,108                   928,794 ‐14.17% 1,108,369                 19.33% 371 Housing Successor               672,890                   148,588 ‐77.92% 146,477                    ‐1.42% 401 Capital Projects         20,366,347              20,169,223 ‐0.97% 17,987,689              ‐10.82% 501‐521 Debt Service Funds         27,542,116                7,840,028 ‐71.53% 9,625,422                 22.77% TOTAL GOVERNMENTAL FUNDS $    143,139,712 $        142,537,871 ‐0.42% 134,500,591 $         ‐5.64% 601‐618 Internal Service Funds         15,613,356              17,948,513 14.96% 15,893,634              ‐11.45% TOTAL PROPRIETARY FUNDS $      15,613,356 $          17,948,513 14.96% 15,893,634 $           ‐11.45% GRAND TOTAL $    158,753,068 $        160,486,384 1.09% 150,394,225 $         ‐6.29% *Includes Transfers Out
.

General Fund

41.7%
Special Rev ‐ Operating

22.0%
CIP Fund

12.0%
Interal Service
Funds

10.6%
Special Rev ‐ Non‐
Operating

6.6%
Debt Service
Funds

6.4%
Special Rev ‐ DV
GHAD

0.7%
Special Rev ‐
Housing
Successor

0.1%
FY2022-23 PROPOSED BUDGET 29

10.4.c
Packet Pg. 297 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
EXPENDITURES BY CATEGORY
18/19 ACTUAL 19/20 ACTUAL 20/21 ACTUAL 21/22 AMENDED   22/23 PROPOSED GOVERNMENTAL FUNDS
Salaries & Benefits $       31,377,198 $        31,934,792 $          32,442,808 $          35,693,943 $          37,884,263 Benefits          12,039,123           10,682,057              12,754,923              14,779,859                9,195,181 Internal Department Charges            3,738,983             5,870,508                6,669,764                8,052,623                8,878,622 Contract Services          20,470,966           18,914,686              19,692,745              24,362,457              24,225,601 Material & Supplies            2,173,429             2,049,905                2,018,861                2,474,231                2,548,356 Other Costs            1,395,041             1,541,082                1,234,075                1,925,422                   815,173 Capital Outlay               113,206                   35,390                3,894,290                   211,999                   446,596 Capital Improvement Program (CIP) 13,932,570                     17,761,152              16,221,152              19,500,564              17,623,689 Debt Service            3,235,871             4,515,904                4,859,201                3,791,918                5,687,972 Subtotal          88,476,387           93,305,476              99,787,819           110,793,016           107,305,453 Transfers Out          21,513,560           34,926,760              43,361,118              31,744,855              27,195,138 TOTAL $    109,989,947 $     128,232,236 $        143,148,937 $        142,537,871 $        134,500,591 PROPRIETARY/INTERNAL SERVICE FUNDS
Salaries $         1,560,410 $             476,143 $                874,634 $                673,320 $                  45,422 Benefits               475,909             1,991,611                1,543,377                1,594,841 12,281 Internal Department Charges 3,502                   31,104 9,265  6,325  8,028 Contract Services               119,183                   15,647 ‐  100,000                                      140,000 Other Costs            9,378,371           10,081,613              11,362,998              12,574,742              12,848,238 Capital Outlay            1,012,971                804,283                1,152,287                1,081,934                1,723,496 Subtotal          12,550,346           13,400,401              14,942,561              16,031,162              14,777,465 Transfers Out               798,293             4,587,422                   670,795                1,917,351                1,116,169 TOTAL $       13,348,639 $        17,987,823 $          15,613,356 $          17,948,513 $          15,893,634 GRAND TOTAL $    123,338,586 $     146,220,059 $        158,762,293 $        160,486,384 $        150,394,225 Salaries

28.2%
Transfers Out

20.2%
Contract Services

18.0%
CIP

13.1%
Benefits

6.8%
Internal Dept Charges

6.6%
Debt Service

4.2%
Material &
Supplies

1.9%
Other

0.6%
Capital Outlay

0.3%
Governmental Funds FY 2022/23 Expenditure
Other Costs

80.8%
Transfers Out

7.0%
Benefits

0.1%
Capital Outlay

10.8%
Contract Services

0.9%
Salaries

0.3%
Internal Dept
Charges

0.1%
Internal Service Funds FY 2022/23 Expenditure
FY2022-23 PROPOSED BUDGET 30

10.4.c
Packet Pg. 298 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
EXPENDITURES BY DEPARTMENT*
GOVERNMENTAL FUNDS 18/19 ACTUAL 19/20 ACTUAL 20/21 ACTUAL 21/22 AMENDED   22/23 PROPOSED General Government $            2,490,541 $            2,566,731 $            2,886,882 $            3,231,033 $            3,379,105 Administrative Services               4,205,016               4,536,396               4,738,769               5,429,729               5,647,456 Community Development               3,367,300               3,386,261               4,008,140               4,760,785               4,743,037 Police Services             21,670,683             22,679,007             23,819,826             26,936,571             23,792,930 Public Works             30,529,286             30,925,111             32,400,805             38,243,338             37,507,997 Parks & Community Services 8,683,167                              6,850,759               6,892,054               8,640,785               8,460,650 San Ramon Housing                   390,598                  129,936                  141,159                  148,588                  146,477 Non‐Departmental 13,548 6,004  30,293                  300,000                  385,000 TOTAL $         71,350,139 $         71,080,205 $         74,917,928 $         87,690,829 $         84,062,652 * Excludes Transfers, CIP, Debt Service, & Internal Service Funds Public Works

44.6%
Police

28.3%
Parks & Community
Services

10.1%
Administrative
Services

6.7%
Community
Development

5.6%
General Government

4.0%
Non‐ Departmental

0.5%
San Ramon Housing

0.2%
FY2022-23 PROPOSED BUDGET 31

10.4.c
Packet Pg. 299 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
INTERFUND TRANSFERS SCHEDULE
Fund No. Fund Description Transfer In Transfer Out
101 General Fund $            4,781,633 $            9,623,337 203‐207 Development Mitigation ‐                    100,980 208 Gas Tax ‐  8,319,022
209 Park Development ‐                    723,280
212 SCCJEPA ‐  43,960
213 Street Maintenance & Improvement ‐                    440,939 214 Traffic Improvement ‐  67,990
216 Public Education and Government ‐                    337,000 217 Refuse Vehicle Impact Fee ‐                    750,000 251‐252 Community Facilities District 2014‐1 ‐                    383,253 301 Citywide Landscaping ‐                    736,052
302 Citywide Lighting ‐                    263,608
303‐319 Special Landscaping and Lighting Zones                    435,605                   520,269 330 The Preserve Landscaping and Lighting  ‐  6,782
341 Canyon Park ‐  2,517
342 Village Center Common 15,884  ‐
343 Dougherty Valley  2,295,848                    486,985 346 Street Smarts 35,000  ‐
361 Dougherty Valley GHAD ‐  87,714
401 Capital Improvement Program             13,284,376                   364,000 501 Pension Obligation Bond (2010) Debt Service 1,398,990  1,398,990 512 COP #12 Debt Service                    496,650 ‐
513 COP #13 Debt Service  1,606,450                    650,000 514 Pension Obligation Bond (2021) Debt Service 1,888,460  1,888,460 521 LED Light Debt Service                    297,422 ‐ 602 Vehicle/Equipment Replacement                    100,000 85,000 610 Insurance Liability                    705,989 ‐
618 Infrastructure Maintenance  1,000,000  1,031,169
705 Dougherty Valley Performaning Arts*  ‐  31,000
$          28,342,307 $          28,342,307
*Trust/Agency Fund
FY2022-23 PROPOSED BUDGET 32

10.4.c
Packet Pg. 300 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Staffing
Citywide Position Changes Overview
The total authorized regular staffing level of 279.75 for the FY 2022/23 has increased by 2.0 FTE from the FY 2021/22 Adopted Budget. While there is an overall increase in staffing, many departments continue to operate at a low level when compared to historical staffing ratios.

General Government
 Added 1 Contract Coordinator at FY 2021/22 Mid-Year
Community Development Department
 Continue to unfund 1 position:
o Assistant Planner
Public Works
 Added 1 Maintenance Technician at FY 2021/22 Mid-Year Parks & Community Services Department
 Continue to unfund 5 positions:
o 2 Office Technicians
o 1 Office Specialist
o 1 Recreation Coordinator
o 1 Program Manager
FY2022-23 PROPOSED BUDGET 33

10.4.c
Packet Pg. 301 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
18/19

ACTUAL CHANGE
19/20

ACTUAL CHANGE
20/21

ACTUAL CHANGE
21/22
AMENDED    CHANGE
22/23

PROPOSED
General Government 10.00        10.00       10.00       1.00         11.00            11.00 Administrative Services        20.00        (1.00) 20.00         19.00       19.00            19.00 Community Development       17.00 17.00       1.00         18.00       2.00         20.00            20.00 Public Works 101.75     2.00         103.75          103.75 3.00         106.75          106.75 Police Services       88.00 88.00       88.00       1.00         89.00            89.00 Parks and Community Services 33.00        1.00         34.00       34.00       34.00            34.00 TOTAL     269.75 3.00         272.75     ‐           272.75     7.00         279.75          ‐           279.75 FULL TIME EQUIVALENTS (FTE) BY DEPARTMENT
FULL TIME EQUIVALENTS (FTE) LAST TEN FISCAL YEARS & FY 2022/23 PROPOSED BUDGET 265.5
245.60
252.80
258.75  260.75
266.75
269.75
272.75  272.75
279.75  279.75
FY12/13 FY13/14 FY14/15 FY15/16 FY16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY2022-23 PROPOSED BUDGET 34

10.4.c
Packet Pg. 302 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
AUTHORIZED PERSONNEL BY CLASSIFICATION
FY 2022‐23
JOB CLASSIFICATION FTE COUNT
Accountant 1.00
Admin Services Director  1.00
Administrative Analyst 8.00
Administrative Coordinator  9.75
Assistant City Attorney 1.00
Assistant Engineer 1.00
Assistant Planner  1.00
Associate Engineer  5.00
Associate Planner  2.00
Captain 2.00
Chief/Director  1.00
City Attorney  1.00
City Clerk 1.00
City Manager  1.00
Corporals 9.00
Deputy City Clerk  1.00
Deputy City Manager  1.00
Director  3.00
Division Manager  10.00
Electrician I/II 1.00
Engineering Specialist  2.00
Executive Assistant  1.00
Information Tech Specialist  4.00
Inspector  6.00
IT Network Analyst 1.00
Lieutenant  5.00
Maintenance Coordinator  15.00
Maintenance Specialist  14.00
Maintenance Supervisor 10.00
Maintenance Tech I 29.00
Office Specialist 18.00
Office Technician I/II 11.00
Paralegal  1.00
Planning Specialist 1.00
Plans Examiner  1.00
Police Officers  43.00
Police Services Tech I/II 4.00
Program Manager  10.00
Recreation Coordinator  11.00
Recreation Supervisor 6.00
Recreation Technician  3.00
Senior Administrative Analyst 4.00
Senior Engineer  4.00
Senior Inspector  2.00
Senior Planner  1.00
Sergeant  10.00
Supervising Inspector 2.00
TOTAL                 279.75
FY2022-23 PROPOSED BUDGET 35

10.4.c
Packet Pg. 303 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 36

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Packet Pg. 304 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | General Fund
The General Fund is the most versatile of all the City’s funds because it has no specific legal restrictions as to its use. It is the City’s main operating fund. General Fund revenue includes property taxes, sales and use taxes, transient occupancy taxes, franchise fees, licenses and permits, intergovernmental, charges for services, investment income, and various miscellaneous revenues. The General Fund revenue is primarily used to support public safety, parks, and other administrative services.

Budget Assumptions for General Revenues
This section provides additional background, history, and forecast information for the following major General Fund revenue categories that together make up 87% of General Fund revenues:
 Property Taxes
 Sales and Use Taxes
 Transient Occupancy Taxes(TOT/Hotel Taxes)
 Franchise Fees
 Charges for Services
Property Taxes
Description: Property tax is an ad valorem tax based on property value imposed on secured real property such as land and permanently attached improvements such as buildings and unsecured (movable) property.

Proposition 13 adopted by California voters on June 6, 1978, provided a comprehensive system for the assessment and limitation on growth of real property taxes. Property owners pay the tax based on their real property’s adjusted assessed full value. Proposition 13 also set the FY 1975/76 assessed values as the base year from which future annual inflationary assessed value increases would grow; however, growth is limited to 2% for any given year. The County Assessor is responsible for the reappraisal of each real property parcel when there are purchases, construction, or other statutorily defined improvements as a change in ownership.

Forecast: The most significant property tax revenue indicator is the change in property assessed full values, and the primary influences on that change are the annual inflation adjustment provided by Proposition 13, ownership change, and new construction. Assessed Valuation increase per County Assessor letter for San Ramon for FY 2021/22 was 6.45%. The increases used for FY 2022/23 was 4%. Property taxes are the City’s single largest revenue source; comprising 42% of the total FY 2022/23 projected revenues, or $24.3 million. $18.5 $19.6 $20.8 $20.8 $21.9 $23.0 $22.8
$24.3 $25.0 $26.1 $27.4 $28.6
$10
$15
$20
$25
$30
FY2017
Actuals
FY2018
Actuals
FY2019
Actuals
FY2020
Actuals
FY2021
Actuals
FY2022
Adj Bdgt
FY2022
Estimate
FY2023
Proposed
FY2024
Projected
FY2025
Projected
FY2026
Projected
FY2027
Projected
Millions
Property Taxes
FY2022-23 PROPOSED BUDGET 37

10.4.c
Packet Pg. 305 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | General Fund
Sales and Use Taxes
Description: Sales and Use taxes are collected by the State, which then reallocates back to the City its respective share. Sales tax is the 1% allocated to the City collected on the sale of taxable goods within the City of San Ramon. This is the place where the transaction occurs or the order is taken when the goods are located at the time the sales occur. Use tax is the corresponding tax on transactions involving taxable goods purchased out of state for use or storage in the City. It applies when the title to the goods passes to the purchaser at a point outside of California. Goods that ship to a customer from outside the state are generally subject to use tax. It is allocated to the City from a countywide pool based on the place of sale or first functional use.

Forecast: City staff work with HDL Companies, the City’s consultant in projecting these revenue resources.

The effects of the COVID-19 pandemic on businesses and the shift in consumer spending from brick-andmortar locations to online purchases are reflected in the growth patterns of these segments. This revenue source is very volatile, depending on both the global and local economy and employment factors. Sales and Use taxes (collectively named Sales Taxes in the budget document are the City’s second-largest revenue source; comprising 20% of the total FY 2022/23 General Fund revenues, or $11.3 million.

Transient Occupancy Taxes (TOT/Hotel Taxes)
Description: TOT rate of 7.25% is assessed on occupancies of 30 days or less. It is paid by hotel and motel customers in addition to the room rate so that visitors may contribute to the cost of the public services they enjoy during their stay.

Forecast: Occupancy rates have plummeted due to the COVID 19 pandemic. Future revenue growth assumes a gradual return of travel activity, and the last three years of the forecast are projected to grow at 7% each year. TOT is projected at $1.5 million for FY 2021/22 and $2.3 million for FY 2022/23. $9.3 $9.4
$10.9 $10.6 $10.8 $10.7 $11.1
$11.3 $11.7 $12.0 $12.3 $12.7
$0
$4
$8
$12
$16
FY2017
Actuals
FY2018
Actuals
FY2019
Actuals
FY2020
Actuals
FY2021
Actuals
FY2022
Adj Bdgt
FY2022
Estimate
FY2023
Proposed
FY2024
Projected
FY2025
Projected
FY2026
Projected
FY2027
Projected
Millions
Sales and Use Tax
FY2022-23 PROPOSED BUDGET 38

10.4.c
Packet Pg. 306 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | General Fund

Franchise Fees
Description: State law provides cities with the authority to grant franchises to privately-owned utilities and other companies for their use of the public right-of-way. The City receives franchise fees from the electric and gas utility, the solid waste collection company, local cable companies, and certain other entities for their privilege of using the public right-of-way within the City. The dominant franchise fees are calculated as a percentage of the respective franchisee’s gross revenues, subject to specified statutory adjustments, earned from services delivered or performed by the franchisee within the City. The solid waste collection franchise fees are negotiated between the City and the refuse collector.

Forecast: The FY 2021/22 estimate shows a slight increase from the prior year, with a 4% increase projected for FY 2022/23. The projected FY 2022/23 franchise fees revenue of $5.7 million represents 10% of General Fund revenues.
$2.9 $3.0 $3.3
$2.3
$0.8
$2.4
$1.5
$2.3
$3.6 $4.0 $4.3
$4.6
$0
$2
$4
$6
FY2017
Actuals
FY2018
Actuals
FY2019
Actuals
FY2020
Actuals
FY2021
Actuals
FY2022
Adj Bdgt
FY2022
Estimate
FY2023
Proposed
FY2024
Projected
FY2025
Projected
FY2026
Projected
FY2027
Projected
Millions
Transient Occupancy Taxes
$4.6 $4.6 $4.8
$5.0
$5.4
$6.0
$5.5
$5.7 $5.9 $6.1 $6.3
$6.5
$3
$5
$7
FY2017
Actuals
FY2018
Actuals
FY2019
Actuals
FY2020
Actuals
FY2021
Actuals
FY2022
Adj Bdgt
FY2022
Estimate
FY2023
Proposed
FY2024
Projected
FY2025
Projected
FY2026
Projected
FY2027
Projected
Millions
Franchise Fees
FY2022-23 PROPOSED BUDGET 39

10.4.c
Packet Pg. 307 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | General Fund
Charges for Services
Description: Charges for Services are fees imposed upon the user of a service provided by the City’s departments such as fees from the Parks & Community Services department for youth sports, aquatics, or other recreational classes or fees from the Community Development department for plan checking and inspection services. Generally, a service charge can be levied when the service can be measured and sold to a particular identified user. The rationale is that certain services are primarily for the benefit of individuals rather than the general public. Individuals desiring or benefiting from the service should pay the costs associated with that service. Fees charged are limited to the cost required to provide the service as prescribed by Article XIIIB of the State Constitution. Service charges are imposed to support services to the individual.

Forecast: The FY 2021/22 Estimate shows a drastic increase from the prior year. Due to the COVID-19 pandemic, many programs and services were not available to citizens due to mandated closures per the State and County of Contra Health Orders addressing the COVID-19 pandemic. Each operating department is responsible for projecting this revenue source. The budget for FY 2022/23 shows a 22% increase from the FY 2021/22 Estimate at $6.3 million.
$6.5
$7.5
$6.8
$5.2
$3.3
$5.6
$5.1
$6.3
$6.1 $6.0 $5.9
$6.0
$3
$5
$7
$9
FY2017
Actuals
FY2018
Actuals
FY2019
Actuals
FY2020
Actuals
FY2021
Actuals
FY2022
Adj Bdgt
FY2022
Estimate
FY2023
Proposed
FY2024
Projected
FY2025
Projected
FY2026
Projected
FY2027
Projected
Millions
Charges for Services
FY2022-23 PROPOSED BUDGET 40

10.4.c
Packet Pg. 308 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
GENERAL FUND
18/19 ACTUAL 19/20 ACTUAL 20/21 ACTUAL 21/22 AMENDED   22/23 PROPOSED FUND BALANCE ‐ 07/01/22 $            7,449,917 $         13,888,558 $         15,344,050 $         19,221,260 $         21,157,615

REVENUES
Property Tax $          20,828,366 $          20,966,460 $          21,862,846 $          23,002,248 $          24,376,859 Sales and Use Tax             10,926,080             10,404,998             10,778,006             10,714,853             11,298,342 Property Transfer Tax                  817,951                  659,048               1,043,996                  887,436               1,054,696 Transient Occupancy Taxes (TOT) 3,264,309                              2,316,300                  768,418               2,438,850               2,317,261 Franchise Fees                4,776,401               4,994,029               5,434,322               5,975,212               5,737,096 Licenses and Permits               2,757,118               2,056,556               1,924,751               2,542,577               2,748,250 Charges for Services               6,779,570               5,134,909               3,283,166               5,600,996               6,251,004 Fines and Forfeitures                  319,524                  226,159                  171,855                  289,000                  289,000 Investment Income                  482,067                  246,780 (5,670)                  100,000                  105,000 Intergovernmental                  482,628               1,435,412                  335,787                  470,354                  498,484 Miscellaneous Revenue               2,862,768               2,059,249               1,559,056               2,942,146               3,176,466 TOTAL             54,296,782             50,499,900             47,156,533             54,963,672             57,852,458

EXPENDITURES
General Government                2,490,541               2,566,731               2,886,882               3,231,033               3,255,182 Administrative Services               4,161,562               4,484,607               4,696,664               5,368,435               5,581,725 Community Development               3,241,303               3,233,757               3,959,245               4,603,274               4,578,615 Police Services             13,644,321             14,226,581             15,109,710             16,970,052             14,922,602 Public Works             14,184,004             14,088,175             14,747,836             16,372,426             16,176,438 Parks & Community Services               8,683,167               6,850,759               6,892,054               8,640,785               8,460,650 Non‐Departmental  13,548 (869)  10,000 50,000  50,000
TOTAL             46,418,446             45,449,741             48,302,391             55,236,005             53,025,212 OTHER FINANCING SOURCES (USES)
Operating Transfers In               3,807,871               3,653,142               9,946,307               5,280,762               4,781,633 Operating Transfers Out               (5,247,566)              (7,247,809)              (4,923,239)              (7,510,749)              (9,623,337) TOTAL              (1,439,695)              (3,594,667)               5,023,068              (2,229,987)              (4,841,704) NET INCREASE/(DECREASE) $            6,438,641 $            1,455,492 $            3,877,210 $           (2,502,320) $                (14,458) FUND BALANCE ‐ 06/30/23 $         13,888,558 $         15,344,050 $         19,221,260 $         16,718,940 $         21,143,157 STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE FY2022-23 PROPOSED BUDGET 41

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Packet Pg. 309 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
GENERAL FUND REVENUES BY SOURCE
18/19 ACTUAL 19/20 ACTUAL 20/21 ACTUAL 21/22 AMENDED  22/23 PROPOSED Property Tax $          20,828,366 $          20,966,460 $          21,862,846 $          23,002,248 $          24,376,859 Sales Tax             10,926,080             10,404,998             10,778,006             10,714,853             11,298,342 Property Transfer Tax                   817,951                   659,048               1,043,996                   887,436               1,054,696 Transient Occupancy Tax (TOT) 3,264,309                              2,316,300                   768,418               2,438,850               2,317,261 Franchise Fees               4,776,401               4,994,029               5,434,322               5,975,212               5,737,096 Licenses & Permits*               2,757,118               2,056,556               1,924,751               2,542,577               2,748,250 Charges for Services               6,779,570               5,134,909               3,283,166               5,600,996               6,251,004 Fines & Forfeitures*                   319,524                   226,159                   171,855                   289,000                   289,000 Investment Income*                   482,067                   246,780 (5,670)                   100,000                   105,000 Intergovernmental                   482,628               1,435,412                   335,787                   470,354                   498,484 Miscellaneous Revenue*               2,862,768               2,059,249               1,559,056               2,942,146               3,176,466 Transfers In               3,807,871               3,653,142               9,946,307               5,280,762               4,781,633 TOTAL $          58,104,653 $          54,153,042 $          57,102,840 $          60,244,434 $          62,634,091 * Included as other revenue
Property Tax

38.2%
Sales Tax

18.0%
Charges For Services

10.0%
Other*

10.1%
Transfers In

7.6%
Franchise Fees

9.2%
TOT

3.7% Property Transfer
Tax

1.7%
Intergov't

0.8%
FY2022-23 PROPOSED BUDGET 42

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Packet Pg. 310 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
GENERAL FUND EXPENDITURES BY DEPARTMENT
18/19 ACTUAL 19/20 ACTUAL 20/21 ACTUAL 21/22 AMENDED   22/23 PROPOSED General Government $            2,490,541 $            2,566,731 $            2,886,882 $            3,231,033 $            3,255,182 Administrative Services               4,161,562               4,484,607               4,696,664               5,368,435               5,581,725 Community Development               3,241,303               3,233,757               3,959,245               4,603,274               4,578,615 Police Services             13,644,321             14,226,581             15,109,710             16,970,052             14,922,602 Public Works               14,184,004             14,088,175             14,747,836             16,372,426             16,176,438 Parks & Community Services               8,683,167               6,850,759               6,892,054               8,640,785               8,460,650 Non‐Departmental 13,548 (869)  10,000 50,000 50,000
TOTAL $         46,418,446 $         45,449,741 $         48,302,391 $         55,236,005 $         53,025,212 Public Works

30.5%
Police Services

28.1%
Parks & Community
Services

16.0%
Administrative
Services

10.5%
Community
Development

8.6%
General
Government

6.1%
Non‐Departmental

0.1%
FY2022-23 PROPOSED BUDGET 43

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Packet Pg. 311 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

GENERAL FUND EXPENDITURES BY CATEGORY
18/19 ACTUAL 19/20 ACTUAL 20/21 ACTUAL 21/22 AMENDED 22/23 PROPOSED Salaries $ 22,690,182 $ 23,059,019 $ 23,936,544 $ 25,835,846 $ 27,393,419 Benefits 8,473,542 7,574,880 9,033,436 10,309,398 6,538,712 Internal Dept Benefits Charges 2,652,243 4,239,663 4,759,878 5,662,968 6,264,588 Contract Services 9,917,648 7,923,419 8,255,290 10,090,883 10,339,434 Material & Supplies 1,455,200 1,361,863 1,294,308 1,648,076 1,704,833 Other Costs 1,154,951 1,269,305 986,157 1,613,004 723,371 Capital Outlay 74,680 21,592 36,778 75,830 60,855
SUBTOTAL $ 46,418,446 $ 45,449,741 $ 48,302,391 $ 55,236,005 $ 53,025,212 Capital Improvement Program (CIP) 275,000 264,000 129,679 347,222 90,000 Debt Service Transfer Out 1,405,220 3,003,772 2,355,291 3,509,720 5,396,500 Other Transfers Out 3,567,346 3,980,037 2,438,271 3,653,807 4,136,837 TOTAL $ 51,666,012 $ 52,697,550 $ 53,225,632 $ 62,746,754 $ 62,648,549 Salaries

43.7%
Benefits

10.4%
Internal Dept Charges

10.0%
Contract Services

16.5%
Transfers Out

15.4%
Material & Supplies

2.7%
Other Costs

1.2%
Capital Outlay

0.1%
FY2022-23 PROPOSED BUDGET 44

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Packet Pg. 312 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds
These  funds  account  for  the  proceeds  of  specific  revenues  resources  that  are  legally  restricted  or earmarked toward  a  specific  function  or  activity  or  program  area.      For  example,  grants  received  for  street  and  roads constructions  and  maintenance,  grants  for  police  services,  lighting  and  landscaping  for  a  special  district, transportation, or funding from the federal government per the American Rescue Plan Act of 2021 in response to the COVID‐19 pandemic.

Special Revenue Funds – Operating:  Funding for the expenditures in these funds typically come from special fees or assessments collected annually to pay for a specific program of service.  Canyon Park Fund – Established by agreement with  the Canyon Park neighborhood developer and  the City.  The purpose is to provide a mechanism for the maintenance of property adjacent to the creek which was transferred to the City and which was necessary for the project to have been constructed as it was.  Dougherty Valley CSA Fund ‐ Per a Memorandum of Understanding with Contra Costa County, the City is required to separately track the cost of service provided in the Dougherty Valley Service Area and submit claims for  reimbursement  for  costs  to  the  County.  This  fund  accounts  for  revenue  received  from  the County and expenditures for a variety of municipal services provided by the City, such as police protection, park maintenance, road maintenance, and landscaping maintenance.  Citywide Landscaping and Lighting District 1984‐1 Funds ‐ Account for the assessment revenues received for the required routine and deferred maintenance of landscape/hardscape, utilities, and overhead costs citywide.
 Narcotic Asset Forfeiture Fund – Accounts for the shared revenues received from the State and Federal agencies related to the disruption of criminal activities through seizure and forfeiture of the instruments or proceeds of crime.  The use of those funds is tracked in this fund in accordance with the program’s guidelines.
 Non‐Point Drainage/Stormwater Fund – Accounts for the revenues received for the control and treatment of stormwater. The purpose of the Stormwater Program is to efficiently utilize funding received to reduce pollution of the stormwater as it enters into creeks and bays and to maintain public storm drain facilities.

Expenditures and program activities are managed in accordance with  the National Pollution Discharge Elimination System (NPDES).
 Public Education & Government  (PEG) Fund – Accounts  for  the cable  television  franchise  fee collected from cable TV companies serving customers within City limits.  PEG funds are designated only for capital expenditures that finance the day‐to‐day operations of public‐access channels.  Solid Waste Fund – Accounts for the revenues received through an exclusive franchise agreement for the collection  of  all  solid  waste  (commercial,  industrial,  and  residential)  and  collection  of  residential recyclables and organics and the related expenditures.
 Special Landscaping and Lighting Zones (L&L) Funds ‐ Account for the assessment revenues received for the required routine and deferred maintenance of landscape/hardscape, utilities, and overhead costs for 17 different subdivisions (zones).   They are the Canyon Lakes, Vista San Ramon, Summerwood Loop, West FY2022-23 PROPOSED BUDGET 45

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Packet Pg. 313 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds
Branch, Bent Creek, Deerwood, Country View, Old Ranch Estates, Village Parkway, El Nido, Crown Ridge, Four Oaks, Circle E Ranch, Thomas Ranch, Henry Ranch, Old Ranch Summit, and Glass House subdivisions.  Street Smarts Fund – Street Smarts Program was established in 2004 following the traffic deaths of three San Ramon Valley children in two separate traffic‐related accidents.  Realizing that traffic incidents do not stop at political borders,  the San Ramon Valley community came together  to create  the Street Smarts Program, a traffic safety education program.  The collaborative multi‐agency effort includes the City of San Ramon, Contra Costa County, San Ramon Valley Unified School District, Town of Danville, San Ramon Valley Fire Protection District, and the Street Smarts Advisory Committee.  Funds received from federal, state, and local contributions and the uses of those funds are shown here.  The Preserve Landscaping and Lighting Assessment District Fund – Accounts for the assessment revenues received  for  the  required  routine  and  deferred  maintenance  of  landscape/hardscape,  utilities,  and overhead costs related to the Preserve (Faria) development.  TRAFFIX Program Fund – Accounts for the use of Traffic Congestion Relief Funds received from Measure J, a ½ cent sales tax measure extended for 25 years by the voters of Contra Costa County in 2004.  The program  is  designed  to  reduce  traffic  congestion  in  the  community’s  most  congested  roadways  and intersections.
 Transportation Demand Management (TDM) Program Fund – Accounts for the revenues and expenditures related to the TDM activities.  TDM  is a series of measures promoting alternatives to the single‐occupant vehicle  for  reducing  traffic  congestion  and  improving  air  quality  by  maximizing  the  use  of  existing transportation infrastructure.  These measures include carpooling, vanpooling, transit, walking, bicycle, telecommuting, compressed workweeks, etc.
 Village Center Common Area Fund – Account for the revenues received from Diablo Valley College and Acorn Learning Center for the Village Center common area maintenance per an agreement with the City.

Special Revenue Funds – Non‐Operating: These funds are used to account for the revenue received, which by law or administrative action, is restricted and designed to finance particular projects and activities in the City’s Capital Improvement Program.  The revenues and expenditures in these funds may or may not recur each year.  American Rescue Plan Act (ARPA) of 2021 Fund – Federal funding which provides $350 billion for fiscal recovery to state and local governments nationwide, including $16 billion for California cities and counties and an estimated $8.1 million for the City of San Ramon.  Allocation of fiscal recovery funds is based on existing CDBG guidelines for entitlement cities (cities with a population over 50,000) that consider many factors including the extent of poverty, population, housing overcrowding, and age of housing.  Funding arrives over two fiscal years (FY 2020‐21 and FY 2021‐22), and the City will have until December 31, 2024, to spend the funds.   ARPA funds can only be used for specific purposes, including: (1) to address negative economic impacts caused by the public health emergency; (2) to replace lost public sector revenue; (3) to provide  economic  support  for  essential  workers;  or  (4) to  invest  in  water,  sewer,  or  broadband infrastructure.  The funding cannot be used to make supplemental pension payments, fund debt service, or make deposits into rainy day funds or other reserves.

FY2022-23 PROPOSED BUDGET 46

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Packet Pg. 314 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds
 Community Facilities District 2014-1 Fund – The CFD was created to mitigate the negative fiscal impact of new development on public facilities and services. This fund accounts for the special tax levy revenue and reimbursements to the General Fund for administrative expenses, maintenance, operations, and service costs.
 Crow Canyon Project Fund – Account for the impact fees received from developers for the Crow Canyon Project.
 Development Mitigation Funds – This group of funds includes impact fees collected from developmentrelated activities to fund development-related expenditures. o Child Care – Funds are collected from developers for mitigation measures to alleviate the impact of their development as it relates to the school-age children population within the City. Funds are used to provide child care enhancement and child care facilities. o City Beautification – Funds are collected from developers for mitigation measures to alleviate the impact of their development for use in beautification efforts throughout the City. Funds will be used for various forms of enhancement including art features, entry statements, and landscaping on main entry points into the City.
o Conditions of Approval – Funds are collected from developers as a condition of approval for a specific application or area of work as deemed necessary through the Planning application review.

Funds collected will be used within that specific area. o Creek Study & Mitigation – Funds are collected from developers for mitigation measures to alleviate the impact of their development as it relates to the drainage facilities within the City infrastructure. The funds will be used to conduct environmental studies, habitat studies and evaluation work to conserve and protect the creeks and waterways within the City. o Drainage Mitigation – Funds are collected from developers for mitigation measures to alleviate the impact of their development as it relates to the drainage facilities within the City infrastructure. The funds will be used to conduct drainage improvements, remedial work, and mitigation measures within the creeks and waterways within the City to maintain the flow system.  Geologic Information System (GIS) – Funds are collected from developers and applicants as developments, annexations, and improvements occur throughout the City. Funds are used to geographically update and capture the footprint imaging and updates within the City.

FY2022-23 PROPOSED BUDGET 47

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Packet Pg. 315 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds
 Gas Tax Fund – This fund collects revenues resulting from a tax on the sale of gasoline.  The revenues are allocated to the City by the State under the Streets and Highways Code Section 2105, 2106, 2107, and 2107.5.  These resources are dedicated to public streets and highways, public mass transit guideways, and major street and construction projects.  Additionally, SB1, the Road Repair and Accountability Act of 2017 signed into law on April 28, 2017, an excise tax on gasoline revenue is also accounted for here.  SB1 funds can be used to build new roads and increase capacity on roads and highways, invest in technology and other infrastructure  that is  proven  to  reduce  congestion  on  the existing  transportation  network.   SB1 funds will be used to restore the State Transportation Improvement Programs (STIP).  Open Space Development Fund – Account for the impact fee received and dedicated to City’s parks, trails, and open space preservation.
 Park Development Fund – Funds are collected from developers for mitigation measures to alleviate the impact of their development as it relates to City parks and recreation within the City infrastructure.  The funds will be used to build, enhance, and maintain the City parks and recreation facilities.  Planning  Costs  Recovery  –  Funded  through  several  building  permit  surcharges  that  are  intended  to support the cost of local planning efforts and the implementation of the General Plan. The basic premise behind the surcharges is that revenues and expenses are directed to a separate, dedicated, self‐sustaining fund. The fees collected are tied to the cost of regular updates to the General Plan, Specific Plans, and related policy documents intended to implement the General Plan.  Also included in the permitted use of the Fund are nexus fee studies to assess fiscal impacts and document scanning and archiving for required record retention.  The basis for the General Plan surcharge is a percentage of building permit valuation on new construction, while the Specific Plan fees are tied to the size and scope of commercial or residential development within the planning area.   The use of these funds is subject to budget requests and project‐ specific appropriations
 Refuse Vehicle Impact Fund – Account for the franchise fee collected for the maintenance and repairs of the City’s streets due to impacts caused by refuse collection vehicles.  Street Maintenance Fund – Funds  received  from voter‐approved measures based on City’s population ratio and used to maintain, repair, and improve roadways throughout the City.  Traffic Improvement Fund – Funds are collected from developers for mitigation measures to alleviate the impact of the new development within the City roadway structure.  The funds will be used for roadway and traffic circulation and traffic signal improvements and enhancements throughout the City.

FY2022-23 PROPOSED BUDGET 48

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Packet Pg. 316 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds
 Tri-Valley Transportation Fund – The Tri-Valley Transportation Council (“TVTC”) is a joint powers authority formed pursuant to a Joint Exercise of Powers Agreement establishing the Tri-Valley Transportation Council, including the County of Alameda, the County of Contra Costa, the City of Livermore, the City of Pleasanton, the City of San Ramon, the City of Dublin, and the Town of Danville. The TVTC periodically evaluates the impacts of projected land uses on regional transportation infrastructure in the Tri-Valley area. Impact fees collected from developers are deposited into this fund and remitted to the TVTC. The TVTC oversees the expenditures of the fund.

FY2022-23 PROPOSED BUDGET 49

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Packet Pg. 317 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 50

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Packet Pg. 318 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
Planning Cost
Recovery
FUND BALANCE - 07/01/22 $ 25,191

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services 312,157
Interest Revenue
Development Fees
Miscellaneous Revenue
TOTAL REVENUES 312,157

TRANSFER IN
TOTAL SOURCES OF FUND 312,157

EXPENDITURES
Non-Departmental
General Government
Community Development 164,422
Police Services
Public Works
TOTAL EXPENDITURES 164,422

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT -
TOTAL USES OF FUND 164,422
NET INCREASE (DECREASE) 147,735
FUND BALANCE - 06/30/23 $ 172,926
FY2022-23 PROPOSED BUDGET 51

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Packet Pg. 319 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Geographic
Information
System
$ 175,383

95,000
95,000
95,000
102,533
102,533
-
102,533
(7,533)
$ 167,850
FY2022-23 PROPOSED BUDGET 52

10.4.c
Packet Pg. 320 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Development
Mitigation
$ 1,147,287

1,235,735
1,235,735
1,235,735
-
79,000
21,980
100,980
100,980
1,134,755
$ 2,282,042
FY2022-23 PROPOSED BUDGET 53

10.4.c
Packet Pg. 321 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Gas Tax
$ 4,188,393

4,351,860
4,351,860
4,351,860
-
300,000
7,942,093
76,929
8,319,022
8,319,022
(3,967,162)
$ 221,231
FY2022-23 PROPOSED BUDGET 54

10.4.c
Packet Pg. 322 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Park
Development
$ 42,145

2,296,662
2,296,662
2,296,662
-
723,280
723,280
723,280
1,573,382
$ 1,615,527
FY2022-23 PROPOSED BUDGET 55

10.4.c
Packet Pg. 323 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Crow Canyon
Project
$ 14

-
-
-
-
-
-
-
$ 14
FY2022-23 PROPOSED BUDGET 56

10.4.c
Packet Pg. 324 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23

SCCJEPA
$ 923,913
2,718,509
2,718,509
2,718,509
-
43,960
43,960
43,960
2,674,549
$ 3,598,462
FY2022-23 PROPOSED BUDGET 57

10.4.c
Packet Pg. 325 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Street
Maintenance
$ 520,329
1,109,099
1,109,099
1,109,099
-
375,000
65,939
440,939
440,939
668,160
$ 1,188,489
FY2022-23 PROPOSED BUDGET 58

10.4.c
Packet Pg. 326 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Traffic
Improvement
$ 232,500
878,135
878,135
878,135
-
57,000
10,990
67,990
67,990
810,145
$ 1,042,645
FY2022-23 PROPOSED BUDGET 59

10.4.c
Packet Pg. 327 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Tri-Valley
Transportation
$ -
355,837
355,837
355,837
-
-
-
355,837
$ 355,837
FY2022-23 PROPOSED BUDGET 60

10.4.c
Packet Pg. 328 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Public
Education &
Govt (PEG)
$ 1,284,775
195,000
195,000
195,000
335,000
335,000
337,000
337,000
672,000
(477,000)
$ 807,775
FY2022-23 PROPOSED BUDGET 61

10.4.c
Packet Pg. 329 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Refuse Vehicle
Impact
$ 400,197
1,615,220
1,615,220
1,615,220
-
750,000
750,000
750,000
865,220
$ 1,265,417
FY2022-23 PROPOSED BUDGET 62

10.4.c
Packet Pg. 330 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Open Space
Development
$ 74,154
404,179
404,179
404,179
-
-
-
404,179
$ 478,333
FY2022-23 PROPOSED BUDGET 63

10.4.c
Packet Pg. 331 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Community
Facilities District
2014-1
$ -
383,253
383,253
383,253
-
383,253
383,253
383,253
-
$ -
FY2022-23 PROPOSED BUDGET 64

10.4.c
Packet Pg. 332 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
SPECIAL REVENUE FUND
REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE ‐ 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue
TOTAL REVENUES
TRANSFER IN
TOTAL SOURCES OF FUND

EXPENDITURES
Non‐Departmental
General Government
Community Development
Police Services
Public Works
TOTAL EXPENDITURES
TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other
TOTAL TRANSFER OUT
TOTAL USES OF FUND
NET INCREASE (DECREASE)
FUND BALANCE ‐ 06/30/23
Citywide
Landscaping
$           504,524
1,781,071
11,409
1,792,480
1,792,480
1,205,404
1,205,404
128,447
172,000
435,605
736,052
1,941,456
(148,976)
$           355,548
FY2022-23 PROPOSED BUDGET 65

10.4.c
Packet Pg. 333 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Citywide
Lighting
$ 1,742,760
799,175
799,175
799,175
671,746
671,746
72,201
123,000
68,407
263,608
935,354
(136,179)
$ 1,606,581
FY2022-23 PROPOSED BUDGET 66

10.4.c
Packet Pg. 334 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
SPECIAL REVENUE FUND
REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE ‐ 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue
TOTAL REVENUES
TRANSFER IN
TOTAL SOURCES OF FUND

EXPENDITURES
Non‐Departmental
General Government
Community Development
Police Services
Public Works
TOTAL EXPENDITURES
TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other
TOTAL TRANSFER OUT
TOTAL USES OF FUND
NET INCREASE (DECREASE)
FUND BALANCE ‐ 06/30/23
Special
Assessment
(Zones)
$       2,368,590
1,130,320
1,130,320
435,605
1,565,925
1,388,762
1,388,762
149,269
371,000
520,269
1,909,031
(343,106)
$       2,025,484
FY2022-23 PROPOSED BUDGET 67

10.4.c
Packet Pg. 335 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
The Preserve
L&L
$ 192,349
114,522
114,522
114,522
63,101
63,101
6,782
6,782
69,883
44,639
$ 236,988
FY2022-23 PROPOSED BUDGET 68

10.4.c
Packet Pg. 336 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Canyon Park
$ 180,925
10,990
10,990
10,990
59,426
59,426
2,517
2,517
61,943
(50,953)
$ 129,972
FY2022-23 PROPOSED BUDGET 69

10.4.c
Packet Pg. 337 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Village Center
Common Area
$ 77,096
6,006
6,006
15,884
21,890
6,294
6,294
-
6,294
15,596
$ 92,692
FY2022-23 PROPOSED BUDGET 70

10.4.c
Packet Pg. 338 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Dougherty
Valley CSA
$ -
20,333,630
650
20,334,280
2,295,848
22,630,128
8,770,328
13,372,815
22,143,143
263,920
223,065
486,985
22,630,128
-
$ -
FY2022-23 PROPOSED BUDGET 71

10.4.c
Packet Pg. 339 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Solid Waste
$ 704,976
20,000
1,392,215
1,412,215
1,412,215
1,406,472
1,406,472
-
1,406,472
5,743
$ 710,719
FY2022-23 PROPOSED BUDGET 72

10.4.c
Packet Pg. 340 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Non-Point
Drainage
(Stormwater)
$ 85,641
1,213,515
1,000
7,500
1,222,015
1,222,015
1,245,084
1,245,084
-
1,245,084
(23,069)
$ 62,572
FY2022-23 PROPOSED BUDGET 73

10.4.c
Packet Pg. 341 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Street Smarts
$ 494,193
97,750
95,000
15,000
207,750
35,000
242,750
123,923
123,923
-
123,923
118,827
$ 613,020
FY2022-23 PROPOSED BUDGET 74

10.4.c
Packet Pg. 342 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
TDM Programs
$ -
646,379
646,379
646,379
646,379
646,379
-
646,379
-
$ -
FY2022-23 PROPOSED BUDGET 75

10.4.c
Packet Pg. 343 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23
Narcotic Asset
Forfeiture
$ 330,879
-
-
100,000
100,000
-
100,000
(100,000)
$ 230,879
FY2022-23 PROPOSED BUDGET 76

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Packet Pg. 344 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

SPECIAL REVENUE FUND

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE - 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue

TOTAL REVENUES

TRANSFER IN

TOTAL SOURCES OF FUND

EXPENDITURES
Non-Departmental
General Government
Community Development
Police Services
Public Works

TOTAL EXPENDITURES

TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other

TOTAL TRANSFER OUT

TOTAL USES OF FUND

NET INCREASE (DECREASE)
FUND BALANCE - 06/30/23

TRAFFIX
Program
$ -
139,759
139,759
139,759
139,759
139,759
-
139,759
-
$ -
FY2022-23 PROPOSED BUDGET 77

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Packet Pg. 345 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
SPECIAL REVENUE FUND
REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FUND BALANCE ‐ 07/01/22

REVENUES
Assessments
Intergovernmental
Fines & Forfeitures
Charges for Services
Interest Revenue
Development Fees
Miscellaneous Revenue
TOTAL REVENUES
TRANSFER IN
TOTAL SOURCES OF FUND

EXPENDITURES
Non‐Departmental
General Government
Community Development
Police Services
Public Works
TOTAL EXPENDITURES
TRANSFER OUT
General Fund
Capital Projects Fund
Debt Service
Other
TOTAL TRANSFER OUT
TOTAL USES OF FUND
NET INCREASE (DECREASE)
FUND BALANCE ‐ 06/30/23
Total Special
Revenue Funds
$     15,696,214
5,530,596
26,902,136
‐
1,929,027
‐
7,984,057
1,420,721
43,766,537
2,782,337
46,548,874
335,000
123,923
164,422
8,870,328
20,307,775
29,801,448                      ‐
1,042,469
11,193,293
291,472
655,403
13,182,637
42,984,085
3,564,789
$     19,261,003
FY2022-23 PROPOSED BUDGET 78

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Packet Pg. 346 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds - GHADs
Dougherty Valley and Northwest San Ramon Geologic Hazard Abatement Districts:

These funds are used to account for the assessment revenues received which are restricted for use to prevent, mitigate, abate, or control a geologic hazard in the Dougherty Valley and Northwest San Ramon areas.

FY2022-23 PROPOSED BUDGET 79

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Packet Pg. 347 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds - GHADs
Geologic Hazard Abatement Districts Board
David E. Hudson
Board Chairperson
Sridhar Verose
Board Vice Chairperson
Mark Armstrong
Board Member
Scott Perkins
Board Member
Sabina Zafar
Board Member
GHAD Officers
Joe Gorton
District Manager
Maria Fierner
Deputy District Manager
Robin Bartlett
District Engineer
J. Kelly Sessions
District Treasurer
Martin Lysons
District Counsel
FY2022-23 PROPOSED BUDGET 80

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Packet Pg. 348 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds - GHADs
Dougherty Valley and Northwest San Ramon Geologic Hazard Abatement Districts Statement of Purpose:

The purpose of the GHAD is to provide a funding mechanism to prevent, mitigate, abate, or control a geologic hazard; and to mitigate or abate structural hazards that are partly or wholly caused by geologic hazards. The geologic hazards addressed by the GHAD’s Plan of Control include actual or threatened landslides, land subsidence, soil erosion, expansive soils and earthquakes.

Background:

The Dougherty Valley GHAD (DV GHAD) was formed in 1990, pursuant to the Public Resource Code of the State of California, Section 26500, and included the West Branch area. The DV GHAD Board subsequently annexed Gale Ranch and Windermere developments into the GHAD in 1997 and, in 2007 and 2008, respectively, the Board voted to annex the Old Ranch Summit development, and Silva Property. The Northwest San Ramon GHAD (NWSR GHAD) was formed in 2017 to provide services to The Preserve (Faria) Project. The City Council serves as the Board of Directors for both GHADs.

Initially, Shapell Industries, developers of the West Branch project, performed the DV GHAD maintenance activities. The DV GHAD assessments began in FY 1995/96 with the adoption of an assessment of $100 per residential unit and $0.032 per non-residential square foot, and established an assessment limit of $250 per residential unit per year and $0.10 per non-residential square foot per year. The DV GHAD assessments have been periodically raised and the proposed FY 2022/23 assessments will be $181.69 per residential unit and $0.058 per square foot for non-residential buildings, based on the most recent Reserve Fund Study. The DV GHAD obtains minor income from access leases, inspection fees, and an agricultural grazing lease.

The NWSR GHAD is anticipated to begin taking ownership and maintenance responsibilities. The assessment will be at $1,606.72 per assessment unit with individual residences being charged between 0.45 and 1.0 assessment units, depending on type.

Budget:

The NWSR GHAD is anticipated to take over certain parcels and maintenance responsibilities this year. No improvements will be turned over that are not in good condition; therefore maintenance costs are expected to be low. Budgets will be determined as acceptances are made.

The DV GHAD budget is expected to be essentially unchanged from FY 2021-22. The final acceptances for land are expected from the development are expected in 2022-23.

FY2022-23 PROPOSED BUDGET 81

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Packet Pg. 349 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds - GHADs
Dougherty Valley and Northwest San Ramon Geologic Hazard Abatement Districts Significant Accomplishments for FY 2021-22:
 Completed maintenance of DV GHAD owned open space
 Completed acceptance of any land offers by Toll Brothers  Completed reserve fund studies and engineer’s reports for DV GHAD and NWSR GHAD and set assessments for FY 2022/23
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities/
Goals

1. Complete maintenance inspections and repairs as necessary On-going P6/G2

2. Undertake acceptances for both the Faria and DV GHAD’s as appropriate. OCT 2022 P6/G2

3. Complete reserve fund studies and engineer’s reports for DV GHAD and NWSR GHAD and set assessments for FY 2023/24
MAY 2023 P6/G2
Budget Highlights for FY 2022-23:
 The DV GHAD will maintain assessment rates at $181.69 per residential unit and $0.058 per square foot for non-residential space to recoup the approximately $5M cost of the landslide repair near Kami Court  The projected reserve balance for the DV GHAD at the end of FY 2021/22 is $12,234,000 FY2022-23 PROPOSED BUDGET 82

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Packet Pg. 350 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
SPECIAL REVENUE FUNDS
REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE

DOUGHERTY
VALLEY    GHAD

NORTHWEST
SAN RAMON
GHAD  TOTAL
FUND BALANCE ‐ 07/01/22 $      1,060,484 11,888,904 $        12,949,388 $

REVENUES
Assessments 2,170,227        459,506               2,629,733 Intergovernmental ‐  ‐  ‐
Licenses and Permits               1,500 ‐                   1,500 Charges for Services ‐  ‐  ‐
Interest Revenue          135,274 ‐               135,274 Development Fees ‐  ‐  ‐
Miscellaneous Revenue 36,988  ‐                 36,988
TOTAL REVENUES           2,343,989              459,506           2,803,495 TRANSFER IN ‐  ‐  ‐
TOTAL SOURCES OF FUND       2,343,989          459,506       2,803,495

EXPENDITURES
Public Works       1,020,655 ‐  1,020,655
TOTAL EXPENDITURES           1,020,655 ‐  1,020,655
TRANSFER OUT 87,714                 87,714
TOTAL USES OF FUND           1,108,369 ‐  1,108,369
NET INCREASE (DECREASE)            1,235,620              459,506           1,695,126 FUND BALANCE ‐ 06/30/23 $     13,124,524 $       1,519,990 $     14,644,514 FY2022-23 PROPOSED BUDGET 83

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Packet Pg. 351 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 84

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Packet Pg. 352 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Funds – Housing Successor This fund is used to account for the revenues received to create, preserve, and improve housing in the City of San Ramon.

Affordable Housing Properties
FY2022-23 PROPOSED BUDGET 85

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Packet Pg. 353 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Special Revenue Fund - Housing Successor Statement of Purpose:

The purpose of the Housing Successor Fund is to ensure that housing programs and projects are implemented to create, preserve, and improve housing in the City of San Ramon. On June 11, 2013, Council approved Resolution No. 2013-063 selecting the City as the Housing Successor and formally approved the transferring of all housing assets to the City.

The Housing Program assists to the City Council in the development of housing policies and programs, which will facilitate the production of single-family, multi-family, and special needs housing that is affordable to all household income levels of the community. Housing monitors federal, state and local compliance of affordable housing agreements, and provides staff support to the Housing Advisory Committee, which works to develop policies and programs in compliance with the adopted Housing Element of the General Plan.

Significant Accomplishments for FY 2021-22:
 Committed $10.5 million from the Affordable Housing Trust Fund for the construction of the Aspen Wood Senior Affordable Housing project
 Facilitated the close of 20 Below Market Rate sales for the Preserve project  Initiated Housing 2023-2031 Element Update
 Continued to monitor the Housing Rehabilitation Program  Initiated the purchase, acquisition, and resale of 4704 Norris Canyon Rd. Unit 202, Park Central Development
 Applied and received Grant Funding: received $56,331 Regional Early Action Planning(REAP) grant for the General Plan Housing Element update; $300,000 Local Early Action Planning (LEAP) grant for work related to the General Plan 2040 Update; and continued processing reimbursements for $234,000 of SB 2 grant funds associated with the San Ramon Village Specific Plan update Major Action Plan Items FY 2022-23:

Completion
By
Council
Priorities
/
Goals

1. Continue to monitor the Housing Rehabilitation Program On-going P6

2. Further the City’s commitment to affordable housing development, including the purchase and acquisition of affordable units, and provide for diversity of housing types to meet the needs of our residents On-going P6

3. Complete the resale of 4704 Norris Canyon Road, Unit 202, Park Central Development JUL 2022 P6

4. Complete the update to the 2023-2031 Housing Element Update JAN 2023 P6

5. Facilitate BMR sales for housing project (Deerwood TTLC, City Village, etc) Ongoing P6

6. Pursue new housing grant opportunities and reimbursement of existing grants awarded Ongoing P2
FY2022-23 PROPOSED BUDGET 86

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Packet Pg. 354 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

HOUSING

SUCCESSOR
FUND BALANCE ‐ 07/01/22 9,726,553 $

REVENUES
Interest Revenue ‐
In Lieu Fees         1,893,320
Miscellaneous            500,000
Sale of Property ‐
TOTAL REVENUES 2,393,320
TRANSFER IN ‐
TOTAL SOURCES OF FUND 2,393,320

EXPENDITURES
Housing Programs 146,477
TOTAL EXPENDITURES 146,477
TRANSFER OUT ‐
TOTAL USES OF FUND 146,477
NET INCREASE (DECREASE)  2,246,843
FUND BALANCE ‐ 06/30/23 11,973,396 $
CITY OF SAN RAMON
REVENUE ‐ EXPENDITURE ‐ FUND BALANCE
SPECIAL REVENUE FUND
FY2022-23 PROPOSED BUDGET 87

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Packet Pg. 355 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21 21/22 22/23

ACTUAL ACTUAL ACTUAL AMENDED PROPOSED

EXPENDITURES BY CATEGORY
Salaries & Benefits $ 386,397 $ 129,892 $ 141,125 $ 148,588 $ 146,477 Contract Services 4,201 44 34 - -
Materials and Supplies - - - - -
Other Costs - - - - -
TOTAL EXPENDITURES $ 390,598 $ 129,936 $ 141,159 $ 148,588 $ 146,477

FUNDING SOURCE
Housing Successor $ 103,055 $ 175,270 $ 14,328 $ 252,800 $ 2,393,320 TOTAL FUNDING SOURCE $ 103,055 $ 175,270 $ 14,328 $ 252,800 $ 2,393,320 FY2021-22 EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROGRAM

REVENUE NET COST
Housing Administration $ 146,477 $ 2,393,320 $ (2,246,843) Program Total $ 146,477 $ 2,393,320 $ (2,246,843)

CITY OF SAN RAMON

HOUSING SUCCESSOR

SPECIAL REVENUE FUND
FY2022-23 PROPOSED BUDGET 88

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Packet Pg. 356 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Debt Service Funds
These are accounts for the accumulation of resources for payment of principal and interest on the City’s general long-term debt obligations. The City has adopted a Debt Management Policy that establishes guidelines for debt issuance. The City will consider the issuance of long-term debt obligations only under the conditions outlined in the Debt Management Policy displayed in the Policies and Glossary section of this document.

The City has five debt service funds:

Pension Obligation Bonds (2010) Debt Service Fund – This fund is used to budget debt service payments as related to the 2010 Taxable Pension Obligation Bonds (POB) refinancing of unfunded CalPERS pension obligations.

Pension Obligation Bonds (2021) Debt Service Fund – This fund is used to budget debt service payment as related to the 2021 Taxable Pension Obligation Bonds (POB) refinancing of the unfunded CalPERS pension obligation.

COP #12 Debt Service Fund – This fund is used to budget for debt service activity relating to the 2011 Certificates of Participation (COP). This was the refunding issue of 1996 and 2001 COPs, which were for Central Park North expansion, expansion of City offices, San Ramon Library, Central Park, Crow Canyon interchange improvements, and to purchase City offices.

COP #13 Debt Service Fund – This fund is used to budget for debt service activity related to the 2019 Certificates of Participation. This was the funding for various capital improvements, including bicycle network improvements and enhancements, City Hall reconfiguration, citywide drainage and infrastructure improvements, installation of street cameras, trees and landscaping improvements, intelligent transportation system upgrades, San Ramon Community Center renovation, San Ramon Olympic Pool improvements, bicycle pedestrian overcrossing improvements, streets widening, paving and other street improvements.

LED Lights Debt Service Fund – This fund is used to budget for debt service activity relating to the LED Lights conversion (CIP 5499).

The following charts and schedules summarize the City’s outstanding debt balances, debt service budgeted for FY 2022/23, and its future annual debt service requirements.

FY2022-23 PROPOSED BUDGET 89

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Packet Pg. 357 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Debt Service Funds
Legal Debt Margin
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation; however, this provision was enacted when assessed valuation was based upon 25% of market value. With $73,870,601 of outstanding debt subject to the legal debt limit and a legal debt limit of $912,203,614, the City is not at risk of exceeding this limit.

Debt Management Policy
The City’s Debt Management Policy, adopted by the City Council on November 24, 2020, requires that debt service generally should not exceed 10% of the General Fund and Dougherty Valley Fund operating revenues; and in no case should they exceed 15%. Further, direct debt will not exceed 2% of assessed valuation; and no more than 60% of capital improvement outlays will be funded from long-term financings. With FY 2022/23 debt service at $5,665,669, the City is not projected to exceed its debt service limit.

Computation of Legal Debt Margin 6/30/2022
Assessed Valuation per County Assessor Office
Secured $ 24,561,136,046
Unsecured 389,017,895
Taxable Assessed Valuation 24,950,153,941
Converted assessed value (at 25% of Taxable Value) 6,237,538,485 Debt limit (15% of assessed value) 935,630,773
Less Outstanding General Obligation Bonds Debt (23,427,159) Legal Debt Margin $ 912,203,614
Compliance to Debt Policy 06/30/2023
General Fund Operating Revenues 57,852,458
Dougherty Valley Fund Operating Revenues 20,334,280
Total Operating Revenues 78,186,738
Debt Policy Limit (at 10% of Operating Revenues) 7,818,674 Debt Policy Limit (at 15% of Operating Revenues) 11,728,011 Assessed Valuation 24,950,153,941
Debt Policy Limit (Max 2% of Assessed Valuation) 499,003,079 FY2022-23 PROPOSED BUDGET 90

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Packet Pg. 358 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
DEBT SERVICE FUNDS
REVENUE ‐ EXPENDITURE ‐ FUND BALANCE
POB POB COP #12 COP #13 LED LIGHTS TOTAL
2010 2021 2011 2019 2012 CITY DEBT
FUND BALANCE ‐ 07/01/22 18,845$         $         25,764 1,478$          $       951,431 6,726$           1,004,244 $

REVENUES
Department Charges 1,398,990          1,888,460 ‐               ‐                 ‐                3,287,450 TOTAL REVENUES 1,398,990          1,888,460 ‐               ‐                 ‐                3,287,450 TRANSFER IN 1,398,990          1,888,460 496,650            1,606,450 297,422              5,687,972 TOTAL SOURCES OF FUND 2,797,980          3,776,920 496,650            1,606,450 297,422              8,975,422

EXPENDITURES
Principal 485,000              1,420,000 450,000               760,000 283,740              3,398,740 Interest 907,840                 462,310 43,650                 839,450 13,682                2,266,932 Admin & Trustee Costs 6,150                          6,150 3,000                        7,000 ‐                22,300 TOTAL EXPENDITURES 1,398,990          1,888,460 496,650            1,606,450 297,422              5,687,972 TRANSFER OUT 1,398,990          1,888,460 ‐               650,000          ‐                3,937,450 TOTAL USES OF FUND 2,797,980          3,776,920 496,650            2,256,450 297,422              9,625,422 NET INCREASE (DECREASE)  ‐                 ‐                 ‐               (650,000)        ‐                (650,000) FUND BALANCE ‐ 06/30/23 18,845$         $         25,764 1,478$          $       301,431 6,726$           $       354,244 * Excludes funds held with trustees
FY2022-23 PROPOSED BUDGET 91

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Packet Pg. 359 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CITY OF SAN RAMON
DEBT SERVICE FUND
OUTSTANDING DEBT
POB
(2010)
POB
(2021)
COP #12
(2011)
COP #13
(2019)
LED  LIGHTS
(2012) Total
Maturity Date 02/01/39 07/01/35 03/01/24 06/01/39 11/28/24 Original Issue Amount 17,650,000    23,345,000   11,585,000   20,990,000        2,687,302   76,257,302 Principal 14,185,000      23,345,000          19,170,000 920,000             58,332,981 712,981 Interest 9,497,600      3,577,138      64,800           8,042,450      21,301           21,203,289 Total Debt Outstanding 07/01/22 23,682,600 26,922,138 984,800 27,212,450 734,282 79,536,270 DEBT SERVICE PAYMENT SCHEDULE
POB
(2010)
POB
(2021)
COP NO. 12
(2011)
COP NO. 13
(2019)
LED  LIGHTS
(2012) Total
Principal Outstanding 07/01/22 14,185,000 23,345,000 920,000 19,170,000 712,980 58,332,980 Principal Due (485,000) (1,420,000) (450,000) (760,000) (283,738) (3,398,738) Interest Due (907,840) (462,310) (43,650) (839,450) (13,681) (2,266,931) Total Annual Debt Service Due (1,392,840) (1,882,310) (493,650) (1,599,450) (297,419) (5,665,669) Principal Outstanding 06/30/23 13,700,000 21,925,000 470,000 18,410,000 429,242 54,934,242 Due FY2023‐24 1,391,800 2,081,678 491,150 1,601,450 307,165 5,873,243 Due FY2024‐25 1,393,840 2,085,307 ‐                  1,601,450      129,698 5,210,295 Due FY2025‐26 1,393,640 2,082,810 ‐                  1,599,450      ‐                  5,075,900 Due FY2026‐27 1,391,200 2,085,038 ‐                  1,600,450      ‐                  5,076,688 Due FY2027‐28 1,391,520 2,082,578 ‐                  1,599,200      ‐                  5,073,298 Due FY2028‐29 1,394,280 2,080,970 ‐                  1,600,700      ‐                  5,075,950 Due FY2029‐30 1,394,160 2,081,263 ‐                  1,599,700      ‐                  5,075,123 Due FY2030‐31 1,396,160 2,083,156 ‐                  1,601,200      ‐                  5,080,516 Due FY2031‐32 1,394,960 2,081,123 ‐                  1,601,200      ‐                  5,077,283 Due FY2032‐33 1,395,560 2,080,255 ‐                  1,599,400      ‐                  5,075,215 Due FY2033‐34 1,392,640 1,685,357 ‐                  1,600,800      ‐                  4,678,797 Due FY2034‐35 1,391,200 1,444,992 ‐                  1,600,200      ‐                  4,436,392 Due FY2035‐36 1,390,920 1,085,301 ‐                  1,602,600      ‐                  4,078,821 Due FY2036‐37 1,391,480 ‐                  ‐                  1,602,800      ‐                  2,994,280 Due FY2037‐38 1,392,560 ‐                  ‐                  1,600,800      ‐                  2,993,360 Due FY2038‐39 1,393,840 ‐                  ‐                  1,601,600      ‐                  2,995,440 Total Debt Outstanding 06/30/23 22,289,760 25,039,828 491,150 25,613,000 436,863 73,870,601 FY2022-23 PROPOSED BUDGET 92

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Packet Pg. 360 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Governmental Funds | Capital Improvement Program (CIP)
This section of the budget contains a summarized version of the 5-Year Capital Improvement Program (5-Year CIP). The 5-Year CIP document is prepared separately by the Public Works Department / Engineering Services Division. It is a comprehensive five-year plan of the City to identify needed capital projects and to coordinate the financing and timing of improvements that maximizes the return of investment to the public. The 5-Year CIP is a guide for identifying current and future fiscal year requirements and becomes the basis for determining the annual Capital Budget.

The first year of the 5-Year CIP is called the “Capital Budget”. The Capital Budget is incorporated into the annual Budget, which appropriates funds for specific improvements. Projects slated for subsequent years in the program are approved on a planning basis and do not receive ultimate expenditure authority until they are eventually incorporated into a Capital Budget. Each year when the CIP is reviewed, the program moves forward one year and the previous second year of the CIP, as modified after review, becomes the new Capital Budget.

Specific project details can be found within the CIP document. The CIP document can be obtained by visiting the City’s website https://www.sanramon.ca.gov/. Questions can be directed to the Public Works Director https://www.sanramon.ca.gov/our_city/departments_and_divisions/public_works.

FY2022-23 PROPOSED BUDGET 93

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Packet Pg. 361 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 94

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Packet Pg. 362 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) CAPITAL PROJECTS FUND
FUND BALANCE ‐ 07/01/22 $                            11,621,451

REVENUES
Intergovernmental                                   3,339,313 Interest Revenue                                      300,000 Miscellaneous Revenue                                  1,000,000 TOTAL REVENUES                                  4,639,313 TRANSFER IN                                13,284,376
TOTAL SOURCES OF FUND                                17,923,689

EXPENDITURES
Circulation                                11,167,093
Drainage                                         79,000 Facilities                                  3,042,585
Landscaping                                      816,000 Parks                                      788,513
Signal                                      510,700
Other                                  1,000,000
Public Works Administration                                      219,798 TOTAL EXPENDITURES                                17,623,689 TRANSFER OUT                                      364,000

TOTAL USES OF FUND                                17,987,689 NET INCREASE (DECREASE)                                         (64,000) FUND BALANCE ‐ 06/30/23 $                            11,557,451 CITY OF SAN RAMON
GOVERNMENTAL FUND
REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
FY2022-23 PROPOSED BUDGET 95

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FY2022-23 PROPOSED BUDGET 96

10.4.c
Packet Pg. 364 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) No Prj # Project Name Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 Total 5Yr Beyond 5Yr Total Proj PROJECTS THAT WILL BE UNDERTAKEN IN FY 2022-23
Capital Improvement Program 2022/23 - 2026/27
300007 Bent Creek Zone Improvements -
Zone 7
1 $167,500 $30,000 $35,500 $10,000 $0 $5,000 $80,500 $100,000 $348,000 905530 Bollinger Canyon Rd. / Iron Horse
Trail Bicycle Pedestrian Overcrossing
2 $22,719,650 $100,000 $0 $0 $0 $0 $100,000 $0 $22,819,650 5603 Bollinger Canyon Road Frontage
Improvements
3 $500,000 $0 $0 $0 $0 $0 $0 $0 $500,000
300003 Canyon Lakes Zone
Improvements - Zone 3
4 $140,000 $50,000 $55,000 $30,000 $0 $15,000 $150,000 $0 $290,000 935404 Centralized Irrigation System
Upgrade
5 $1,169,588 $0 $90,000 $60,000 $60,000 $60,000 $270,000 $160,000 $1,599,588 300015 Circle E Zone Improvements -
Zone 15
6 $60,000 $3,000 $0 $0 $0 $0 $3,000 $52,000 $115,000
925432 City Facilities Floor Covering
Replacement
7 $603,870 $0 $118,051 $45,000 $241,531 $37,800 $442,382 $3,400,000 $4,446,252 925425 City Facilities HVAC Duct Cleaning
and Equipment Replacement
8 $2,290,686 $120,000 $130,000 $130,000 $178,000 $170,000 $728,000 $4,500,000 $7,518,686 925433 City Facilities Roof Covering
Maintenance and Replacement
9 $898,791 $0 $25,000 $141,194 $25,000 $325,000 $516,194 $5,300,000 $6,714,985 945485 Citywide Aerial Mapping and GIS
Support
10 $269,843 $0 $10,000 $0 $10,000 $0 $20,000 $100,000 $389,843 905613 Citywide Bicycle Network
Improvements & Enhancements
11 $1,185,500 $0 $50,000 $50,000 $50,000 $50,000 $200,000 $47,704,500 $49,090,000 500003 Citywide Dog Park Renovations
and Improvements
12 $0 $100,000 $0 $0 $0 $0 $100,000 $0 $100,000
915548 Citywide Drainage Infrastructure
Repairs
13 $3,186,805 $79,000 $250,000 $40,000 $40,000 $40,000 $449,000 $1,500,000 $5,135,805 200008 Citywide Electric Vehicle Charging
Stations
14 $277,045 $0 $0 $0 $0 $0 $0 $0 $277,045
925532 Citywide Exterior Painting &
Sealing
15 $554,015 $0 $78,400 $0 $0 $20,000 $98,400 $1,400,000 $2,052,415 975594 Citywide Intelligent Transportation
System Upgrade
16 $1,988,800 $90,000 $1,800,000 $3,000,000 $3,200,000 $1,500,000 $9,590,000 $25,916,200 $37,495,000 FY2022-23 PROPOSED BUDGET 97 10.4.c
Packet Pg. 365
Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital No Prj # Project Name Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 Total 5Yr Beyond 5Yr Total Proj PROJECTS THAT WILL BE UNDERTAKEN IN FY 2022-23
Capital Improvement Program 2022/23 - 2026/27
300002 Citywide Landscaping Zone
Improvements - Zone 2
17 $258,000 $72,000 $82,000 $72,000 $97,000 $72,000 $395,000 $300,000 $953,000 300001 Citywide Lighting Zone
Improvements - Zone 1
18 $90,000 $48,000 $48,000 $48,000 $48,000 $48,000 $240,000 $1,000,000 $1,330,000 300021 Citywide Lighting Zone Street
Lights Improvements - Zone 1
19 $100,000 $75,000 $50,000 $50,000 $50,000 $0 $225,000 $150,000 $475,000 955584 Citywide Parks Amenities
Replacement and Improvements
20 $2,201,819 $280,604 $144,610 $133,200 $274,777 $294,370 $1,127,561 $4,794,174 $8,123,554 400002 Comprehensive Street Camera
Installation
21 $1,277,027 $0 $0 $0 $0 $0 $0 $0 $1,277,027
300009 Country View Zone
Improvements - Zone 9
22 $0 $11,000 $0 $0 $0 $0 $11,000 $50,000 $61,000
23 500002 Cricket Field Installation $25,000 $275,000 $0 $0 $0 $0 $275,000 $0 $300,000 955421 Crow Canyon Gardens Facilities
Improvements
24 $285,063 $0 $0 $0 $0 $0 $0 $0 $285,063
905312 Crow Canyon Rd. / Barbados Dr.

Intersection
25 $175,000 $0 $0 $0 $0 $0 $0 $0 $175,000
905531 Crow Canyon Rd. / Iron Horse Trail
Bicycle Pedestrian Overcrossing
26 $100,350 $2,000,000 $0 $0 $0 $0 $2,000,000 $20,700,000 $22,800,350 905328 Crow Canyon Rd. Widening 4 - 6
Lanes (Alcosta to West Branch) (C 1.10)
27 $16,821,400 $0 $0 $0 $0 $0 $0 $3,968,750 $20,790,150 000009 Crow Canyon Road Pavement
Repairs (Bollinger Canyon - City Limits)
28 $0 $435,000 $0 $0 $0 $0 $435,000 $0 $435,000
300013 Crown Ridge Zone Improvements -
Zone 13
29 $60,000 $13,000 $8,000 $3,000 $3,000 $3,000 $30,000 $40,000 $130,000 200004 Dougherty Station Community
Center and Library Renovations
30 $1,500,000 $650,000 $0 $0 $0 $0 $650,000 $0 $2,150,000 925574 Dougherty Valley Aquatic Center
Equipment Replacement
31 $1,578,356 $51,535 $142,420 $91,843 $33,351 $134,019 $453,168 $3,000,000 $5,031,524 300023 Dougherty Valley Steel Fence
Replacement
32 $0 $100,000 $50,000 $50,000 $50,000 $50,000 $300,000 $250,000 $550,000 FY2022-23 PROPOSED BUDGET 98 10.4.c
Packet Pg. 366
Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital No Prj # Project Name Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 Total 5Yr Beyond 5Yr Total Proj PROJECTS THAT WILL BE UNDERTAKEN IN FY 2022-23
Capital Improvement Program 2022/23 - 2026/27
935564 Dougherty Valley Tree
Management Program
33 $3,776,246 $0 $1,600,000 $1,000,000 $1,000,000 $1,000,000 $4,600,000 $0 $8,376,246 300012 El Nido Zone Improvements - Zone
12 34 $4,877 $5,000 $0 $2,000 $0 $0 $7,000 $8,000 $19,877 35 5585 Faria Preserve Parkway $4,500,000 $0 $0 $0 $0 $0 $0 $0 $4,500,000 945589 Financial System Upgrade & PCS
Class & Facilities Registration Software
36 $2,067,850 $0 $0 $0 $0 $0 $0 $0 $2,067,850
37 925418 Forest Home Farms Structures $597,606 $253,800 $294,000 $0 $0 $0 $547,800 $2,644,143 $3,789,549 5622 Fostoria Way/Costco Driveway
Traffic Signal
38 $631,000 $0 $0 $0 $0 $0 $0 $0 $631,00039 955478 Fountain Repairs and Replacement $1,254,903 $24,280 $0 $20,460 $52,568 $224,000 $321,308 $370,300 $1,946,511 40 200009 Fuel Management System $0 $85,000 $0 $0 $0 $0 $85,000 $0 $85,000 41 969003 General Plan Update $1,535,896 $0 $0 $0 $0 $0 $0 $0 $1,535,896 300019 Glass House Zone Improvements -
Zone 19
42 $15,000 $20,000 $0 $0 $0 $9,000 $29,000 $9,000 $53,000 300017 Henry Ranch Zone
Improvements - Zone 17
43 $0 $5,000 $0 $0 $6,000 $0 $11,000 $0 $11,000
44 925515 Interior Amenities Renovation $1,342,946 $136,139 $153,600 $97,600 $130,197 $485,478 $1,003,014 $4,800,000 $7,145,960 45 955516 Irrigation Booster Pump Installation $705,728 $0 $165,000 $165,000 $165,000 $125,000 $620,000 $842,000 $2,167,728 400003 Kami Court Landslide Repair
Project
46 $5,500,000 $0 $0 $0 $0 $0 $0 $0 $5,500,000
925527 Middle School Teen Center
Portables
47 $388,542 $0 $0 $0 $0 $0 $0 $150,000 $538,542
300010 Old Ranch Estates Zone
Improvements - Zone 10
48 $75,000 $80,000 $0 $0 $0 $0 $80,000 $0 $155,000
49 945572 Open Space Preservation $1,350,000 $1,000,000 $1,000,000 $0 $0 $0 $2,000,000 $0 $3,350,000 50 000005 Pavement Management 2022 $3,601,000 $3,833,243 $0 $0 $0 $0 $3,833,243 $0 $7,434,243 51 000008 Pavement Management 2023 $0 $4,798,850 $1,865,220 $0 $0 $0 $6,664,070 $0 $6,664,070 FY2022-23 PROPOSED BUDGET 99 10.4.c
Packet Pg. 367
Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital No Prj # Project Name Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 Total 5Yr Beyond 5Yr Total Proj PROJECTS THAT WILL BE UNDERTAKEN IN FY 2022-23
Capital Improvement Program 2022/23 - 2026/27
000006 Pavement Repair - Stop Gap
2022/2023
52 $400,000 $0 $0 $0 $0 $0 $0 $0 $400,000
53 975413 Pedestrian Enhancement Devices $1,205,975 $157,000 $0 $0 $0 $0 $157,000 $0 $1,362,975 200007 Police and Fire District Joint Public
Safety Complex
54 $26,800,000 $750,000 $750,000 $0 $0 $0 $1,500,000 $0 $28,300,000 55 955482 Public Art in Parks $304,700 $0 $40,000 $40,000 $0 $40,000 $120,000 $0 $424,700 200010 Public Meeting Access
Enhancements
56 $0 $337,000 $0 $0 $0 $0 $337,000 $0 $337,000
57 975481 Radar Speed Display Sign $152,964 $0 $0 $0 $0 $0 $0 $50,000 $202,964 925590 Recreation Program and Facilities
Equipment Replacement
58 $329,706 $31,000 $0 $0 $0 $0 $31,000 $0 $360,706
905612 Safe Routes to School (SRTS)
Enhancements
59 $45,000 $0 $5,000 $5,000 $5,000 $5,000 $20,000 $5,000 $70,000 200003 San Ramon Community Center
Renovation
60 $3,170,939 $0 $0 $0 $0 $0 $0 $0 $3,170,939
200006 San Ramon Olympic Pool and
Aquatic Park Renovation
61 $2,685,874 $0 $0 $0 $0 $0 $0 $0 $2,685,874
925479 San Ramon Olympic Pool
Equipment Replacement
62 $2,497,114 $240,111 $204,163 $93,192 $673,283 $131,245 $1,341,994 $3,000,000 $6,839,108 200005 San Ramon Transit Center
Enhancements
63 $180,000 $388,000 $0 $0 $0 $0 $388,000 $50,000 $618,000 64 955566 Shade Structure Improvement $309,659 $108,629 $0 $0 $78,000 $32,500 $219,129 $1,514,119 $2,042,907 65 400005 Sidewalk Repairs 2022/2023 $250,000 $0 $0 $0 $0 $0 $0 $0 $250,000 935488 Street Landscape Planting
Renovation
66 $2,022,876 $150,000 $350,000 $250,000 $250,000 $250,000 $1,250,000 $1,141,600 $4,414,476 300005 Summerwood Loop Zone
Improvements - Zone 5
67 $45,209 $10,000 $3,000 $0 $0 $15,000 $28,000 $469,645 $542,854 5619 Sunrise Ridge Park (Preserve
Neighborhood Park)
68 $8,753,058 $0 $0 $0 $0 $0 $0 $0 $8,753,058
69 905381 Traffic Calming Program $191,484 $0 $10,000 $10,000 $10,000 $10,000 $40,000 $10,000 $241,484 FY2022-23 PROPOSED BUDGET 100 10.4.c
Packet Pg. 368
Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital No Prj # Project Name Prior Years 2022-23 2023-24 2024-25 2025-26 2026-27 Total 5Yr Beyond 5Yr Total Proj PROJECTS THAT WILL BE UNDERTAKEN IN FY 2022-23
Capital Improvement Program 2022/23 - 2026/27
000007 Traffic Impact Mitigation Fee Study
Update
70 $80,000 $0 $0 $0 $0 $0 $0 $80,000 $160,000
975526 Traffic Signals Improvements &
Enhancements
71 $1,484,174 $263,700 $272,200 $194,750 $188,570 $188,970 $1,108,190 $2,676,232 $5,268,596 300011 Village Parkway Zone
Improvements - Zone 11
72 $53,400 $20,000 $2,000 $2,000 $2,000 $2,000 $28,000 $6,700 $88,100 300004 Vista San Ramon Zone
Improvements - Zone 4
73 $10,076 $14,000 $0 $0 $0 $0 $14,000 $40,000 $64,076
300006 West Branch Zone Improvements -
Zone 6
74 $64,920 $110,000 $13,000 $88,400 $279,300 $33,400 $524,100 $490,000 $1,079,020 Totals $138,867,830 $17,403,891 $9,894,164 $5,922,639 $7,200,577 $5,375,782 $45,797,053 $142,742,363 $327,407,246 FY2022-23 PROPOSED BUDGET 101 10.4.c
Packet Pg. 369
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FY2022-23 PROPOSED BUDGET 102

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Packet Pg. 370 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Proprietary Funds | Internal Service Funds
Internal Service Funds are used to account for the financing of goods and services provided by one City department or agency to other departments or agencies of the City, or to other governmental units on a costreimbursement basis (including depreciation).

The Investment Fund is used to account for the management of investments.

The Equipment Replacement Fund is used to account for the replacement of major equipment and vehicles.

Revenues are derived from allocated charges to the department’s general fund.

The Information System Replacement Fund is used to account for the replacement of computer-related equipment.

The Insurance Liability Fund is used to administer the City employee’s leave payouts, retiree medical benefits, general insurance, and safety programs with the goals of reducing insurance-related costs, maintaining appropriate levels of coverage, and building contingent loss reserves.

The Healthcare Fund is used to account for City employees’ healthcare premiums and claims.

The Infrastructure Maintenance Fund is used to account for the cost of maintaining City buildings.

FY2022-23 PROPOSED BUDGET 103

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FY2022-23 PROPOSED BUDGET 104

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Packet Pg. 372 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

INTERNAL SERVICE FUNDS

REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE

INVESTMENT

EQUIPMENT &

VEHICLE

REPLACEMENT

INFORMATION

SERVICES

REPLACEMENT

INSURANCE

LIABILITY HEALTH CARE
INFRASTRUCTURE

MAINTENANCE TOTAL
FUND BALANCE - 07/01/22 -$ $ 4,468,227 $ 1,447,972 $ 532,865 $ 5,354,238 $ 193,014 $ 11,996,316

REVENUES
Intergovernmental - - - 820,203 - - 820,203
Charges for Services - - 90,000 - - 12,000 102,000
Interest Revenue 65,731 - - - - - 65,731
Healthcare Charges - - - - 6,292,668 - 6,292,668
Leave Liability Charges - - - 666,116 - - 666,116
Insurance Liability Charges - - - 4,621,702 - - 4,621,702 TOTAL REVENUES 65,731 - 90,000 6,108,021 6,292,668 12,000 12,568,420 TRANSFER IN - 100,000 - 705,989 - 1,000,000 1,805,989
TOTAL SOURCES OF FUND 65,731 100,000 90,000 6,814,010 6,292,668 1,012,000 14,374,409

EXPENDITURES
Equipment - 79,500 415,996 - - - 495,496
Vehicle - 1,228,000 - - - - 1,228,000
Pension Replacement Benefits - - - 70,000 - - 70,000
Insurance - - - 4,370,150 - - 4,370,150
Healthcare - - - - 8,548,088 - 8,548,088
Administrative Services 65,731 - - - - - 65,731
TOTAL EXPENDITURES 65,731 1,307,500 415,996 4,440,150 8,548,088 - 14,777,465

TRANSFER OUT
CIP - 85,000 - - - 1,031,169 1,116,169
TOTAL TRANSFER OUT - 85,000 - - - 1,031,169 1,116,169
TOTAL USES OF FUND 65,731 1,392,500 415,996 4,440,150 8,548,088 1,031,169 15,893,634 NET INCREASE (DECREASE) - (1,292,500) (325,996) 2,373,860 (2,255,420) (19,169) (1,519,225) FUND BALANCE - 06/30/23 -$ $ 3,175,727 $ 1,121,976 $ 2,906,725 $ 3,098,818 $ 173,845 $ 10,477,091 FY2022-23 PROPOSED BUDGET 105

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Packet Pg. 373 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 106

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Packet Pg. 374 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

VEHICLE AND EQUIPMENT REPLACEMENTS LISTING
DEPARTMENT TYPE PURPOSE # UNIT COST

EXTENDED
COST
POLICE SERVICES Equipment Replace bullet proof vests 9 1,222 11,000 Equipment Replace SWAT helmets 9 1,000 9,000
Vehicle Replace 10 patrol units 10 76,000 760,000
Vehicle Replace K95 & K97 units 2 75,000 150,000
TOTAL POLICE SERVICES $ 930,000
PUBLIC WORKS Equipment Replace Toro Workman #5023 1 33,500 33,500 Equipment Replace SRSC Shop Compressor (120Gal) 1 15,000 15,000 Equipment Replace SRSC Pressure Washer $4240 1 11,000 11,000 Vehicle Replace vehicle #7 - V01529/2500 Utility Body 1 55,000 55,000 Vehicle Replace vehicle #56 - V13799/Dump Body/Box 1 85,000 85,000 Vehicle Replace vehicle #62 - V53379/2500 Utility Body 1 55,000 55,000 Vehicle Replace vehicle #63 - V27326/2500 Utility Body 1 55,000 55,000 Vehicle Replace vehicle #66 - V17272/Cororado 1 34,000 34,000 Vehicle Replace vehicle #68 - V22052/Colorado 1 34,000 34,000 TOTAL PUBLIC WORKS $ 377,500
GRAND TOTAL $ 1,307,500
FY2022-23 PROPOSED BUDGET 107

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Packet Pg. 375 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

INFO SERVICES EQUIPMENT REPLACEMENTS LISTING
DEPARTMENT/DIVISION TYPE #
UNIT
COST

EXTENDED
COST
CITY MANAGER Personal Computer 1 1,250 1,250
CITY ATTORNEY Personal Computer 2 1,250 2,500
CITY CLERK Personal Computer 1 1,250 1,250
ADMINISTRATIVE SERVICES Personal Computer 4 1,250 5,000 Surface Computer 3 2,200 6,600
Laptop 1 1,900 1,900
Printer 1 1,500 1,500
Dell VXRAIL Node 1 28,000 28,000
Firewall 1 15,500 15,500
Cisco Router 1 16,500 16,500
Cisco Switch 1 14,750 14,750
Software - Microsoft 365 subscription 1 105,940 105,940 Software - Lobby Central/Energov/Cellular 1 61,206 61,206 COMMUNITY DEVELOPMENT Personal Computer 8 1,250 10,000
Surface Computer 1 2,200 2,200
Printer 1 1,500 1,500
Laptop 1 1,900 1,900
POLICE SERVICES Personal Computer 28 1,250 35,000
Surface Computer 4 2,200 8,800
Laptop 7 1,900 13,300
PUBLIC WORKS Personal Computer 20 1,250 25,000
Surface Computer 10 2,200 22,000
Laptop 1 1,900 1,900
PARKS & COMMUNITY SERVICES Personal Computer 26 1,250 32,500 GRAND TOTAL $ 415,996
FY2022-23 PROPOSED BUDGET 108

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Packet Pg. 376 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets
FY2022-23 PROPOSED BUDGET 109

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Packet Pg. 377 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 110

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Packet Pg. 378 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | General Government
City Council Chamber
FY2022-23 PROPOSED BUDGET 111

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Packet Pg. 379 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 112

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Packet Pg. 380 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | General Government
Department Budget Highlights for FY 2022-23:

Department Budget: $3,379,105 (increase of $191,680 or 6%; partial employee benefit costs moved to the OPEB Trust)
 Reallocate Streets Smarts program from Public Works / Transportation Services – $123K  Election costs and community outreach materials – $102K  Increase in salary and benefit costs - $35K
 Office furniture and equipment for new staffing – $12K  Temporary Staffing – $8K
 Relativity electronic PRA software – $5K
 Citywide PRA training – $5K
 Meeting facilitator – $3K
 Municipal code codification – $2K
 Removal of Business Assistance Program costs – ($90K)  Removal of I/S replacement charges – ($17K)
 All authorized positions are fully funded
FY2022-23 PROPOSED BUDGET 113

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Packet Pg. 381 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 114

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Packet Pg. 382 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | General Government
City Council
Statement of Purpose:

The City Council is elected by the citizens to provide overall policy direction to ensure that the business of the City is conducted in an orderly and efficient manner. The City Council enacts ordinances, resolutions and orders necessary for governing the affairs of the City, and promotes the economic, cultural and governmental well-being of the City of San Ramon.

Ongoing Priorities:

Maintain a Safe and Secure Environment

1. Maintain a Safe and Secure Environment

2. Maintain a Secure Financial Base

3. Provide Cost Effective and Responsive Services to Sustain Quality of Life

4. Build and Maintain Quality Facilities and Infrastructure

5. Enhance Engagement and Communication with Residents and Business Community

6. Balance Land Use Planning for Housing, Retail, Jobs, and Open Space Priorities from Goal Setting Workshop:

Identifier# Priority Goal
P1/G1 Maintain a Safe and Secure Environment Enhance crime prevention education activities P1/G2 Maintain a Safe and Secure Environment Improve bicycle safety throughout the community by continued implementation of the Bicycle Master Plan
P1/G3 Maintain a Safe and Secure Environment Continue the implementation of the Intelligent Transportation System (ITS)
P2/G1 Maintain a Secure Financial Base Efficiently annex and integrate the last part of Dougherty Valley
P2/G2 Maintain a Secure Financial Base Streamline the Dougherty Valley oversight process P2/G3 Maintain a Secure Financial Base Support the Economic Development Element of the City’s General Plan through implementation of the
Economic Development Strategy Plan
P3/G1 Provide Cost Effective and Responsive
Services to Sustain Quality of Life
Ensure sufficient staffing needs in order to maintain
service levels to the community
P3/G2 Provide Cost Effective and Responsive
Services to Sustain Quality of Life
Complete integration of the new ERP system into
citywide operations
P3/G3 Provide Cost Effective and Responsive
Services to Sustain Quality of Life
Continue to work on a succession plan that captures
institutional knowledge from long-term City
employees who will retire during the fiscal year
FY2022-23 PROPOSED BUDGET 115

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Packet Pg. 383 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | General Government
City Council
Priorities from Goal Setting Workshop
Identifier# Priority Goal
P3/G4 Provide Cost Effective and Responsive
Services to Sustain Quality of Life
Support and fund Iron Horse Trail overcrossings at
Bollinger Canyon Road and Crow Canyon Road
P4/G1 Build and Maintain Quality Facilities and
Infrastructure
Promote deeper partnerships with transit agencies
to enhance operations
P4/G2 Build and Maintain Quality Facilities and
Infrastructure
Continue the development of a Joint Public Safety
Building with the San Ramon Valley Fire Protection
District
P4/G3 Build and Maintain Quality Facilities and
Infrastructure
Implement the Parks, Trails, Open Space and
Recreation Master Plan
P5/G1 Enhance Engagement and communication
with Residents and Business Community
Enhance the content and accessibility of information
on the City website
P5/G2 Enhance Engagement and Communication
with Residents and Business Community
Explore technology improvements that will broaden
accessibility to City Council meetings
P5/G3 Enhance Engagement and Communication
with Residents and Business Community
Explore City-sponsored activities and create
gathering spaces to increase a stronger sense of
community
P6/G1 Balance Land Use Planning for Housing,
Retail, Jobs, and Open Space
Prioritize housing growth in the City core while
preserving existing retail, commercial and open
space
P6/G2 Balance Land Use Planning for Housing,
Retail, Jobs, and Open Space
Preserve permanent Open Space along the City
boundaries through partnerships with other
agencies
P6/G3 Balance Land Use Planning for Housing,
Retail, Jobs, and Open Space
Promote walkability both within and to local
shopping centers and implement the approved
Walking District
P6/G4 Balance Land Use Planning for Housing,
Retail, Jobs, and Open Space
Continue to develop the Walking District in San
Ramon that connects City Hall, Central Park, the
Main Library, and the new City Center
FY2022-23 PROPOSED BUDGET 116

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Packet Pg. 384 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | General Government
City Manager
Statement of Purpose:

The City Manager provides professional leadership in the management of the City and execution of City Council policies. The City Manager provides effective municipal services through the coordination and direction of all City activities, finances, and personnel.

Significant Accomplishments for FY 2021-22:
 Continued to work on a succession plan that captures institutional knowledge from long-term City employees who will retire during the fiscal year
 Completed reconfiguration of City Hall and begin PD construction as part of the Joint Public Safety Building plan with the San Ramon Valley Fire Protection District  Continued to work with the Open Space Advisory Committee to promote the value and importance of preserving open space in the community
 Continued to implement the City-wide Communication Plan as adopted by Council Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities/
Goals

1. Continue to work on a succession plan that captures institutional knowledge from long-term City employees who will retire during the fiscal year On-going P3 / G3

2. Complete PD construction as part of the Joint Public Safety Building plan with the San Ramon Valley Fire Protection District On-going P4 / G2

3. Continue to work with the Open Space Advisory Committee to promote the value and importance of preserving open space in the community On-going P6 / G3

4. Continue to implement the City-wide Communication Plan as adopted by Council On-going P5
FY2022-23 PROPOSED BUDGET 117

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Packet Pg. 385 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | General Government
Economic Development
Statement of Purpose:

The Economic Development Division is responsible for activities that improve and diversify the San Ramon economy. The goals and objectives for the Division are largely defined by the City’s Economic Development Strategic Plan (EDSP). The Economic Development Division provides staff support for the Economic Development Advisory Committee (EDAC) to prioritize and implement the EDSP.

Significant Accomplishments for FY 2021-22:
 Continued to implement the San Ramon Business Assistance Program to provide support for local businesses due to COVID-related impacts
 Supported the implementation of the Economic Development Strategic Plan  Worked with Discover San Ramon to modify marketing plan to assist with recovery from COVID-related impacts  Continued to work with real estate partners in San Ramon to promote business growth and retail development in the community
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities
/ Goals

1. Support the implementation of the Economic Development Strategic Plan On-going P2

2. Support the implementation of the Discover San Ramon marketing campaign On-going P2

3. Continue to work with real estate partners in San Ramon to promote business growth and retail development in the community On-going P2 FY2022-23 PROPOSED BUDGET 118

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Packet Pg. 386 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | General Government
City Attorney
Statement of Purpose:

The City Attorney renders timely, professional legal advice to the City Council and City departments; prepares, amends, and reviews official City documents, laws, and regulations, and represents the City in litigation.

Significant Accomplishments for FY 2021-22:
 Provided timely legal counsel advice, representation and legal services including but not limited to:
litigation, contracting, code enforcement, advice and assistance in all areas including elections, ethics, drafting of ordinances, resolutions, and real estate transactions for the City Council, Commissions, Committees and staff
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities
/Goals

1. Continue to provide timely legal counsel advice, representation and legal services including but not limited to: litigation, contracting, code enforcement, advice and assistance in all areas including elections, ethics, drafting of ordinances, resolutions, and real estate transactions for the City Council, Commissions, Committees and staff On-going P1
FY2022-23 PROPOSED BUDGET 119

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Packet Pg. 387 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | General Government
City Clerk
Statement of Purpose:

The City Clerk acts as a liaison between the City Departments and the general public, outside agencies, and other branches of government. The City Clerk is the local official who administers democratic processes such as municipal elections, access to City records and legislative action, which ensure transparency to the public. The City Clerk acts as the compliance officer for applicable statutes including the Brown Act, the Political Reform Act, the Public Records Act, and Fair Political Practices Commission regulations. The City Clerk preserves and protects the history of the City (e.g. Municipal Code, Ordinances, Resolutions, Minutes, and other City records). The City Clerk promotes community education and outreach to citizens through San Ramon Government 101 and provides school tours. The City Clerk’s Office is committed to providing quality, efficient and accurate customer service.

Significant Accomplishments for FY 2021-22:
 Updated City’s Record Retention Schedule
 Prepared and issued the FY 2021/22 Fee Resolution
 Coordinated San Ramon Government 101 Class – Fall 2021 and Spring 2022  Provided accurate, timely responses to 194 Public Record Act requests  Facilitated Date Sensitive Filings for required FPPC
 Conducted and Completed Redistricting Process 2021/2022 Major Action Plan Items for FY 2022-23:

Completion
By
Council
Goals /
Priorities

1. Host Candidate Information Session Prior to the 2022 Municipal Election JUL 2022 P5

2. Conduct 2022 Municipal Elections DEC 2022 P5

3. Implement the Upgrade of Electronic Records Management System DEC 2022 P5

4. Coordinate Government 101 Class – Spring 2023 APR 2023 P5

5. Update Municipal Code JUN 2023 P5

6. Facilitate Hybrid Council and Commission Meetings JUN 2023 P5

7. Prepare and Issue the FY 2022/2023 Fee Resolution JUN 2023 P2 FY2022-23 PROPOSED BUDGET 120

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Packet Pg. 388 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
DEPARTMENT EXPENDITURES BY CATEGORY
Salaries $     1,336,565 $   1,481,250 $    1,509,475 $   1,593,398 $   1,775,034 Benefits           612,404          485,277          601,791          702,628          557,748 Department Internal Charges           162,163          281,492          338,092          381,915          460,689 Contract Services           184,876          147,981          306,728          328,550          357,219 Materials and Supplies           135,641          125,177          120,718          141,212          156,617 Other Costs              58,892            45,554            10,078            83,330            71,798 Capital Purchases ‐ ‐  ‐  ‐  ‐
TOTAL $     2,490,541 $   2,566,731 $    2,886,882 $   3,231,033 $   3,379,105 FUNDING SOURCE
General Fund $     2,490,541 $   2,566,731 $    2,886,882 $   3,231,033 $   3,255,182 Street Smarts ‐ ‐                  ‐                                     123,923 ‐ TOTAL $     2,490,541 $   2,566,731 $    2,886,882 $   3,231,033 $   3,379,105 DEPARTMENT STAFFING ALLOCATION
City Manager Office
Administrative Analyst                  1.00                1.00                 1.00                1.00                1.00 City Manager                  1.00                1.00                 1.00                1.00                1.00 Deputy City Manager                  1.00                1.00                 1.00                1.00                1.00 Executive Assistant                   1.00                1.00                 1.00                1.00                1.00 City Attorney Office
Administrative Coordinator ‐ ‐                                    ‐                1.00                1.00 Assistant City Attorney                  1.00                1.00                 1.00                1.00                1.00 City Attorney                  1.00                1.00                 1.00                1.00                1.00 Paralegal                  1.00                1.00                 1.00                1.00                1.00 City Clerk Office
City Clerk                  1.00                1.00                 1.00                1.00                1.00 Deputy City Clerk                  1.00                1.00                 1.00                1.00                1.00 Office Technician I/II                  1.00                1.00                 1.00 ‐                  ‐ TOTAL 10.00 10.00 10.00 10.00 10.00
CITY OF SAN RAMON
GENERAL GOVERNMENT DEPARTMENT BUDGET
General Fund
96%
Street Smarts
4%
General Government
FY 2022/23 Expenditures by Fund
FY2022-23 PROPOSED BUDGET 121

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Packet Pg. 389 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23 P

AMENDED PROPOSED
CITY OF SAN RAMON
GENERAL GOVERNMENT DEPARTMENT BUDGET
EXPENDITURES BY DIVISION
CITY COUNCIL
Salaries 88,970 $           85,037 $          88,314 $          91,500 $          94,514 $ Benefits 109,701            56,278             96,047             164,171           84,003 Department Internal Benefit Charges 23,755               14,312             22,917             60,570             64,225 Contract Services 3,765                 6,098               7,574               11,500             14,637 Materials and Supplies 62,470               62,394             64,543             67,372             70,173 Other Costs 20,730               15,051             2,219               29,833             28,428 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $        309,390 $      239,170 $       281,614 $      424,946 $      355,980 CITY MANAGER
Salaries $        537,784 $      622,956 $       654,089 $      649,492 $      786,109 Benefits           204,157          189,665          217,835          222,373          202,695 Department Internal Benefit Charges              51,155          116,490          127,795          126,370          170,310 Contract Services              71,055            85,199          169,239          166,100            69,632 Materials and Supplies              48,059            41,094            37,730            48,940            49,604 Other Costs              12,213            16,334              1,769            19,422            14,420 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $        924,423 $   1,071,738 $    1,208,457 $   1,232,697 $   1,292,770 CITY ATTORNEY
Salaries $        438,448 $      465,500 $       492,163 $      563,047 $      649,634 Benefits           162,792          136,345          159,614          163,926          171,987 Department Internal Benefit Charges              47,041            87,383          106,464          102,209          154,553 Contract Services              44,308            25,774            31,734            92,200          100,200 Materials and Supplies              13,872            13,904            15,260            16,600            29,290 Other Costs              12,510              6,108              5,491            17,118            14,900 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $        718,971 $      735,014 $       810,726 $      955,100 $   1,120,564 CITY CLERK
Salaries $        271,363 $      307,757 $       274,909 $      289,359 $      244,777 Benefits           135,754          102,989          128,295          152,158            99,063 Department Internal Benefit Charges              40,212            63,307            80,916            92,766            71,601 Contract Services              65,748            30,910            98,181            58,750          172,750 Materials and Supplies              11,241              7,785              3,185              8,300              7,550 Other Costs              13,440              8,061                   16,957 599                        14,050 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $        537,758 $      520,809 $       586,085 $      618,290 $      609,791 DEPARTMENT TOTAL $     2,490,541 $   2,566,731 $    2,886,882 $   3,231,033 $   3,379,105 FY2022-23 PROPOSED BUDGET 122

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Packet Pg. 390 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
CITY OF SAN RAMON
GENERAL GOVERNMENT DEPARTMENT BUDGET
DEPARMENT PROGRAM REVENUE
TOTAL 102,508 $         47,993 $          15,224 $          36,150 $          293,500 $ FY2022‐23 EXPENDITURES BY PROGRAM EXPENDITURE REVENUE NET COST City Council 355,981 $         1,200 $            354,781 $ City Management 636,976            636,976
Communication & Public Affairs 357,108            357,108 Economic Development 174,762            174,762
Street Smarts 123,923            207,750           (83,827) City Attorney        1,120,564       1,120,564
City Clerk Administration           396,612            84,550          312,062 Election/Voter Outreach           171,637          171,637 Legislative History              41,542            41,542 TOTAL $     3,379,105 $      293,500 $    3,085,605
FY2022-23 PROPOSED BUDGET 123

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Packet Pg. 391 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 124

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Packet Pg. 392 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Administrative Services
FY2022-23 PROPOSED BUDGET 125

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Packet Pg. 393 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 126

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Packet Pg. 394 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Administrative Services
Department Statement of Purpose:

The Administrative Services Department is responsible for providing administrative support services to other departments, individual employees, and the public. The Department consists of three divisions: the Finance Division, Information Technology Services Division, and the Human Resources and Support Division. Each division has its own individual purpose as provided in the division “Statement of Purpose”.

Department Budget Highlights for FY 2022-23:

Department Budget: $5,647,455 (increase of $217,726 or 4%; partial employee benefit costs moved to the OPEB Trust)
 Move Citywide copier lease and supplies from Community Development to IT Services – $114K  Increase in insurance premiums – $100K
 Increase in salary and benefit costs – $97K
 City Hall internet (speed increase) – $32K
 On boarding costs (finger printing, physicals, background checks) – $9K  Move Citywide Office supplies from Community Development to Finance - $5K  Annual audit contract CPI – $2K
 Removal of Franchise fees audit – ($58K)
 Move Network Engineering Consulting Services for Zoom to PEG fund– ($45K)  Removal of I/S and vehicle replacement charges – ($27K)  Decrease HR legal services – ($10K)
 All authorized positions are fully funded
FY2022-23 PROPOSED BUDGET 127

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Packet Pg. 395 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 128

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Packet Pg. 396 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Administrative Services
Finance Division
Statement of Purpose
The Finance Division acts to ensure that the City maintains its financial stability by monitoring the City’s investment portfolio, calculating revenue, preparing and maintaining financial records and the City’s payroll, responding to audits, and preparing the Annual City Manager’s Operating Budget for the City Council.

Significant Accomplishments for FY 2021-22
 Managed the FY 2020-21 annual audit process
 Prepared the Annual Comprehensive Financial Report (ACFR) and submitted the ACFR for the Certificate of Achievement for Excellence in Financial Reporting  Prepared the updated 5-Year Financial Projection
 Prepared and issued required tax forms - W2 and 1099
 Prepared the Mid-Year Financial Review
 Coordinated the development of the FY 2022-2023 Operating Budget and submitted budget document for the Distinguished Budget Presentation Awards  Issued the 2021 Pension Obligation Bond $23.3M
 Upgrade Laserfiche legacy systems to Rio $98K
 Maintained “AAA” rating from Standard & Poor’s
 Received both the ACFR award and Budget Award
 Completed Finance Division reorganization and upgrade of Office Specialist position to Accountant Major Action Plan Items for FY 2022-23
Completion
By
Council
Priorities/
Goals

1. Manage the FY 2021-2022 annual audit process DEC 2022 P2

2. Prepare the Annual Comprehensive Financial Report (ACFR) and submit ACFR for the Certificate of Achievement for Excellence in Financial Reporting DEC 2022 P2

3. Continue to work with the Munis consultant on the ERP GAP analysis DEC 2022 P2

4. Prepare the updated 5-Year Financial Projection JAN 2023 P2

5. Prepare and issue required tax forms – W2 and 1099 forms JAN 2023 P2

6. Prepare the Mid-Year Financial Review FEB 2023 P2

7. Coordinate development of the FY 2023-2024 Operating Budget and submit budget document for the Distinguished Budget Presentation Awards Program JUN 2023 P2

8. Maintain the City’s “AAA” rating from Standard & Poor’s On-Going P2 FY2022-23 PROPOSED BUDGET 129

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Packet Pg. 397 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Administrative Services
Human Resources Division
Statement of Purpose:

The Human Resources Division provides quality personnel services to internal and external customers, adheres to equitable and ethical personnel standards, and effectively manages risk to the City. Services provided include recruitment; classification and compensation; training; labor relations; performance evaluations; organizational development; liability claims management and processing; employee benefits and services; worker’s compensation; ergonomics evaluations; and management and oversight to the Employee Safety Committee.

Significant Accomplishments for FY 2021-22:
 Finalized and implemented the new POA contract
 Implemented the City’s COVID-19 response program
 Executed review of the Munis modules for Personnel Actions and Performance Reviews  Conducted review of the City’s performance evaluation procedures  Began review of the City’s Personnel Rules and Regulations  Conducted citywide training program for new supervisors and managers  Conducted a review of employee deferred compensation and PARS plans  Built functionality in Munis to electronically file 1095 Affordable Care Act (ACA) reporting  Negotiated successor agreement with SEIU Local 1021
 Completed critical recruitment to fill HR Division Manager position Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities/
Goals

1. Finalize and implement the new SEIU and Unrepresented contracts AUG 2022 P3

2. Review and Update the Alcohol & Drug Testing Requirements for Commercial Motor Vehicle Drivers
DEC 2022
P3

3. Facilitate planning and monitor budget of Employee Recognition Picnic and Holiday Luncheon DEC 2022 P3

4. Conduct citywide training program for new supervisors and managers DEC 2022 P3

5. Update the City’s Personnel Rules & Regulations JUNE 2023 P3

6. Update the Family Medical Leave Act Policy JUNE 2023 P3

7. Ensure City-wide compliance with mandatory trainings, including the prevention of sexual harassment in the workplace with the participation of supervisory and non-supervisory employees ONGOING P3
FY2022-23 PROPOSED BUDGET 130

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Packet Pg. 398 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Administrative Services
Information Technology Services Division
Statement of Purpose:

The Information Technology Services Division is responsible for short-range and long-range strategic planning for the City’s technology needs and data network. This involves all aspects of design-build-management of information systems including the procurement, replacement and troubleshooting of computer hardware and software. The Division maintains many City information systems, including the public website; internal intranet; financial, personnel, planning and building permits network; electronic document management; e-mail; integrated voice response; citizen request management and notification;telecommunications; and police network system. The Division is responsible for helpdesk and database administration as well as overall network security and intrusion protection. The Division supports all City departments.

Significant Accomplishments for FY 2021-22:
 Continued with the next phase of adding enhanced security to the City’s network  Evaluated solutions for staff remote access for ease of use as well as enhanced security  Designed and implemented the network changes required to move PD back into their facility  Updated the backup system at PD to the more robust system that is used at City Hall  Designed the network topology for the connection to the new dispatch center and EOC. Installed the equipment, tested the connections and ensured proper security Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities/
Goals

1. Scan entire network for known vulnerabilities and configurations that are not set to best practices. Remediate found issues. OCT 2022 P1

2. Complete migration to Microsoft 365 NOV 2022 P4

3. Configure and implement a backup solution for Microsoft 365 NOV 2022 P1

4. Implement an offsite backup storage for the PD servers for enhanced disaster recovery JAN 2023 P1

5. Continue upgrading network security and utilizing tools which increase visibility to provide for detection and faster remediation FEB 2023 P1 FY2022-23 PROPOSED BUDGET 131

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FY2022-23 PROPOSED BUDGET 132

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Packet Pg. 400 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
DEPARTMENT EXPENDITURES BY CATEGORY
Salaries $    2,083,096 $   2,223,080 $    2,122,723 $   2,300,887 $   2,459,732 Benefits          792,474          686,459          826,040          966,738          808,527 Department Internal Benefit Charges 280,219                    482,784          490,614          603,755          700,289 Contract Services          802,275          852,561       1,033,254      1,206,829      1,241,753 Materials and Supplies             51,141            57,555            57,177            81,874            89,024 Other Costs          195,810          233,957          208,961          269,646          348,131 Capital Purchases ‐ ‐  ‐  ‐  ‐
TOTAL $    4,205,016 $   4,536,396 $    4,738,769 $   5,429,729 $   5,647,456 FUNDING SOURCE
General Fund $    4,161,562 $   4,484,607 $    4,696,664 $   5,368,435 $   5,581,725 Internal Service Fund / Investment             43,454            51,789            42,105            61,294            65,731 TOTAL $    4,205,016 $   4,536,396 $    4,738,769 $   5,429,729 $   5,647,456 ‐
DEPARTMENT STAFFING ALLOCATION
Accountant                   ‐ ‐                                    ‐                1.00                1.00 Administrative Analyst                 3.00                3.00                 3.00                3.00                3.00 Administrative Coordinator                 3.00                3.00                 1.00                1.00                1.00 Director                 1.00                1.00                 1.00                1.00                1.00 Division Manager                 3.00                3.00                 3.00                3.00                3.00 Information Technology Specialist                 3.00                3.00                 4.00                4.00                4.00 Network Analyst                 1.00                1.00                 1.00                1.00                1.00 Office Specialist                 3.00                3.00                 5.00                4.00                4.00 Office Technician I/II*                  1.00                1.00 ‐                   ‐                  ‐ Program Manager                   ‐ ‐                                    ‐                1.00                1.00 Senior Administrative Analyst                 2.00                2.00                 1.00 ‐                  ‐ TOTAL 20.00 20.00 19.00 19.00 19.00
*In FY20/21 reallocated Office Technician position to Community Development Department CITY OF SAN RAMON
ADMINISTRATIVE SERVICES DEPARTMENT BUDGET
General Fund
99%
Internal Service
Fund /
Investment
1%
Administrative Services Department
FY 2022/23 Expenditures by Fund
FY2022-23 PROPOSED BUDGET 133

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Packet Pg. 401 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
CITY OF SAN RAMON
ADMINISTRATIVE SERVICES DEPARTMENT BUDGET
EXPENDITURES BY DIVISION

FINANCE
Salaries 946,566 $        999,051 $       975,685 $        1,020,833 $    1,092,646 $ Benefits 353,970           300,854           393,071           431,805           362,935 Department Internal Charges 127,661           214,299           213,067           277,690           324,548 Contract Services 132,706           155,246           155,933           162,923           113,616 Materials and Supplies 10,235                           8,466              9,160            12,380            20,380 Other Costs               7,760              6,781                   11,177 111                          5,150 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $    1,578,898 $   1,684,697 $    1,747,027 $   1,916,808 $   1,919,275 HUMAN RESOURCES
Salaries $       490,121 $      516,345 $       482,674 $      503,748 $      543,141 Benefits          177,450          142,714          164,589          200,903          169,913 Department Internal Charges             71,293          120,457          112,697          132,030          152,943 Contract Services          255,308          247,766          161,306            90,288            87,938 Materials and Supplies             29,148            33,652            33,791            43,984            43,984 Other Costs          165,889          195,685          201,605          235,305          329,024 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $    1,189,209 $   1,256,619 $    1,156,662 $   1,206,258 $   1,326,943 INFORMATION TECHNOLOGY
Salaries $       646,409 $      707,684 $       664,364 $      776,306 $      823,945 Benefits          261,054          242,891          268,380          334,030          275,679 Department Internal Charges             81,265          148,028          164,850          194,035          222,798 Contract Services          414,261          449,549          716,015          953,618      1,040,199 Materials and Supplies             11,758            15,437            14,226            25,510            24,660 Other Costs             22,161            31,491              7,245            23,164            13,957 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $    1,436,908 $   1,595,080 $    1,835,080 $   2,306,663 $   2,401,238 DEPARTMENT TOTAL $    4,205,016 $   4,536,396 $    4,738,769 $   5,429,729 $   5,647,456 FY2022-23 PROPOSED BUDGET 134

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Packet Pg. 402 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
CITY OF SAN RAMON
ADMINISTRATIVE SERVICES DEPARTMENT BUDGET
DEPARMENT PROGRAM REVENUE
TOTAL 248,304 $        341,200 $       243,170 $        272,927 $       15,143 $ FY2022‐23 EXPENDITURES BY PROGRAM EXPENDITURE REVENUE NET COST Finance Administration 321,358 $        ‐ $   321,358 $ Accounting           798,873 ‐  798,873
Payroll          321,932 ‐  321,932
Cash Management          382,068            15,143          366,925 Business Licensing             95,044 ‐  95,044
Human Resources Administration          228,754 ‐  228,754 Labor Relations              67,235 ‐  67,235
Organizational Development           104,478 ‐  104,478 Recruitment          220,560 ‐  220,560
Risk Management/Safety          448,210 ‐  448,210
Wages & Benefits          257,706 ‐  257,706
Information Technology Admin       1,846,166 ‐  1,846,166 Project Development             51,500 ‐  51,500
Telecommunications          400,317 ‐  400,317
Web Services             78,177 ‐  78,177
911 Joint Dispatch Center             25,078 ‐  25,078
TOTAL $    5,647,456 $          5,632,313 15,143 $
FY2022-23 PROPOSED BUDGET 135

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FY2022-23 PROPOSED BUDGET 136

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Packet Pg. 404 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Community Development
FY2022-23 PROPOSED BUDGET 137

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Packet Pg. 405 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 138

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Packet Pg. 406 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Community Development
Department Statement of Purpose:

The Community Development Department coordinates and regulates the orderly growth of the City as set forth in the City’s General Plan and other applicable codes, policies, and regulations concerning the physical development of the City. The Department includes the Divisions of Planning Services and Building & Safety Services.

Department Budget Highlights for FY 2022-23
Department Budget: $4,743,037 (Decrease of $17K or -0.4%; partial employee benefit costs moved to the OPEB Trust)
 Move Citywide copier lease and supplies to IT Services – ($114K)  Removal of vehicle replacement charges – ($28K)
 Move Citywide Office supplies to Finance – ($5K)
 Reduce postage costs – ($5K)
 Reduce new code handouts – ($2K)
 Move City Clerk’s shredding service to City Clerk – ($2K)  Reduce courier service – ($1K)
 Annual increase of salary & benefit costs – $130K
 Increase Code publications – $10K
 Move Business License revenue from Administrative Services and assume all program function  Continue to unfund the Assistant Planner position
 Budget includes converting one building Inspector position to a Senior Building Inspector position FY2022-23 PROPOSED BUDGET 139

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Packet Pg. 407 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 140

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Packet Pg. 408 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Community Development
Planning Services Division
Statement of Purpose:

The Planning Services Division is responsible for planning for a variety and balance of land uses, both commercial and residential, that responds to the needs of the community through implementation of the General Plan and other specific plans, and planning and zoning laws.

Significant Accomplishments for FY 2021-22:
 Completed the transition to Energov permit system
 Restarted Citizens Planning Academy
 Worked with the Dougherty Valley Stakeholders to close out the remaining development, start discussions on the dissolution of the Dougherty Valley Oversight Committee, and giving San Ramon sole oversight over the process. Deferred to FY 23-24
 Pursued discussions with property owners and EBRPD for continued open space dedication and acquisition
 Provided feedback on the Draft 2022 Open Space Plan
 In partnership with Parks and Community Services, completed the Walking District Plan Guidelines  Worked with property owners and developers to further implementation of approved plans including compliance with project conditions and issuance of Building Permits where warranted (CityWalk, City Center Hotel, City Village, Costco Gas, ROEM, Aspen Wood, Promenade, etc.)  Continued analysis and preparation of the General Plan, Climate Action Plan and Housing Element updates with stakeholder meetings and workshops with Council, Commissions, and Committees Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities/
Goals

1. Citizens Planning Academy (as allowed by COVID 19 protocols) OCT 2022 P5

2. Complete upgrades transition to Energov permit system DEC 2023 P3/G2

3. Complete analysis and preparation of the General Plan, Climate Action Plan and Housing Element updates
DEC 2023 P6/G1-G4

4. Complete Zoning Ordinance Land Use and related updates in response to the General Plan and Housing Element Update
JUN 2023 P6/G1-G4

5. Continue discussions with property owners and EBRPD for continued open space dedication and acquisition
JUN 2023 P6/G2

6. Work with property owners and developers to implement approved plans through the issuance of Building Permits (CityWalk, Belmont Village, City Center Hotel, ROEM, Aspenwood, Promenade, etc.)
JUN 2023 P6/G1,G3,
G4

7. Finalize the Fourth Amendment to the Bishop Ranch Tax Exchange Agreement.

JUN 2023 P2

8. Update nexus fees studies for current development and impact fee JUN 2023 P2 FY2022-23 PROPOSED BUDGET 141

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Packet Pg. 409 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Community Development
Building & Safety Services Division
Statement of Purpose:

The Building & Safety Services Division promotes health and safety in the construction and maintenance of buildings and structures and the maintenance of property through enforcement of the building codes, energy conservation standards, State regulations and City ordinances.

Significant Accomplishments for FY 2021-22:
 Implemented SolarAPP system to expedite permit issuance and inspections of solar systems  Continued proactive monitoring of commercial properties consistent with nuisance and zoning regulations
 Completed updating the EnerGov Development and Permit Tracking system for business licenses renewal, construction project tracking, plan reviews and permits, online applications, and streamlined inspection process with mobile technology
 Issued 3,265 permits, performed 20,358 inspections and investigated 367 code enforcement complaints Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities/
Goals

1. Inspect major development projects – The Preserve single-family and multifamily and neighborhood 5 and Aspen Woods and BR1A Multi-family projects, BR6 residential development and the hotel at BR3A. On-going P6/G1

2. Continued proactive monitoring of commercial properties consistent with nuisance and zoning regulations.

On-going
P1/G1
P2/G3

3. Update Municipal Code with the adoption of the 2022 Building Codes DEC 2022 P3/G2 FY2022-23 PROPOSED BUDGET 142

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Packet Pg. 410 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
DEPARTMENT EXPENDITURES BY CATEGORY
Salaries $    1,770,016 $   2,085,743 $   2,256,190 $   2,448,695 $   2,610,959 Benefits           651,096          621,371          759,302          947,120          764,801 Department Internal Charges           220,385          416,274          501,892          572,750          722,877 Contract Services           650,072          187,514          433,064          673,190          559,300 Materials and Supplies             29,672            42,785            27,663            60,565            54,710 Other Costs             46,058            32,574            30,029            58,465            30,390 Capital Purchases ‐ ‐                   ‐                   ‐                   ‐ TOTAL $    3,367,300 $   3,386,261 $   4,008,140 $   4,760,785 $   4,743,037 FUNDING SOURCE
General Fund $    3,241,306 $   3,233,757 $   3,959,245 $   4,603,274 $   4,578,615 Planning Cost Recovery Fund           125,994          152,504            48,895          157,511          164,422 TOTAL $    3,367,300 $   3,386,261 $   4,008,140 $   4,760,785 $   4,743,037 DEPARTMENT STAFFING ALLOCATION
Assistant Planner                  1.00                 1.00                 1.00                 1.00                 1.00 Associate Planner                  2.00                 2.00                 2.00                 2.00                 2.00 Director                  1.00                 1.00                 1.00                 1.00                 1.00 Division Manager                  2.00                 2.00                 2.00                 2.00                 2.00 Inspector                   3.00                 3.00                 3.00                 4.00                 4.00 Office Specialist                  2.00                 2.00                 3.00                 4.00                 4.00 Office Technician I/II*                  1.00                 1.00                 1.00                 2.00                 2.00 Planning Specialist                  1.00                 1.00                 1.00                 1.00                 1.00 Plans Examiner                  1.00                 1.00                 1.00                 1.00                 1.00 Senior Engineer                  1.00                 1.00                 1.00                 1.00                 1.00 Senior Inspector                   1.00 ‐                   ‐                   ‐                   ‐ Senior Planner                  1.00                 1.00                 1.00                 1.00                 1.00 Supervising Inspector ‐                 1.00                 1.00                 1.00                 1.00 TOTAL               17.00              17.00              18.00              21.00              21.00 *In FY20/21 reallocate one Office Technician position from Administrative Services Department CITY OF SAN RAMON
COMMUNITY DEVELOPMENT DEPARTMENT BUDGET
General Fund 97%
Planning Cost
Recovery Fund
3%
Community Development Department
FY 2022/23 Expenditures by Fund
FY2022-23 PROPOSED BUDGET 143

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Packet Pg. 411 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
CITY OF SAN RAMON
COMMUNITY DEVELOPMENT DEPARTMENT BUDGET
EXPENDITURES BY DIVISION
PLANNING SERVICES
Salaries 649,037 $         689,119 $        752,199 $        754,413 $        773,826 $ Benefits 269,704            223,729           270,139           285,368           233,766 Department Internal Charges             88,712          142,657          171,339          175,819          202,350 Contract Services             45,050            57,530          234,771          226,040          116,600 Materials and Supplies             11,198            15,462            10,472            27,685            20,400 Other Costs             11,638              7,548                   12,000 890                        12,000 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $    1,075,339 $   1,136,045 $   1,439,810 $   1,481,325 $   1,358,942 BUILDING & SAFETY SERVICES
Salaries $    1,120,979 $   1,396,624 $   1,503,991 $   1,694,282 $   1,837,133 Benefits           381,392          397,642          489,163          661,752          531,035 Department Internal Charges           131,673          273,617          330,553          396,931          520,527 Contract Services           605,022          129,984          198,293          447,150          442,700 Materials and Supplies             18,474            27,323            17,191            32,880            34,310 Other Costs             34,420            25,026            29,139            46,465            18,390 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $    2,291,961 $   2,250,216 $   2,568,330 $   3,279,460 $   3,384,095 DEPARTMENT TOTAL $    3,367,300 $   3,386,261 $   4,008,140 $   4,760,785 $   4,743,037 FY2022-23 PROPOSED BUDGET 144

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Packet Pg. 412 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
CITY OF SAN RAMON
COMMUNITY DEVELOPMENT DEPARTMENT BUDGET
DEPARMENT PROGRAM REVENUE
TOTAL 4,212,017 $     3,428,719 $    3,145,436 $    3,982,874 $    4,361,750 $ FY2022‐23 EXPENDITURES BY PROGRAM EXPENDITURE REVENUE NET COST Community Development Admin 65,700 $           $   65,700 ‐ $ Planning Administration           632,540          272,000          360,540 Planning Development           454,033          289,000          165,033 General Plan Management/Zoning           206,669            11,000          195,669 Special Planning Studies ‐            10,000           (10,000) Building Administration        1,139,956               1,131,706 8,250 Inspection        1,081,453       2,790,500     (1,709,047) Code Enforcement           269,292 ‐ 269,292
Plan Checking           893,394          981,000           (87,606) TOTAL $    4,743,037 $   4,361,750 $       381,287
FY2022-23 PROPOSED BUDGET 145

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Packet Pg. 413 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 146

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Packet Pg. 414 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Police Services
FY2022-23 PROPOSED BUDGET 147

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Packet Pg. 415 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 148

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Packet Pg. 416 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Police Services
Department Statement of Purpose:

Police Services Department is responsible for the safety and welfare of the citizens of San Ramon by ensuring and maintaining effective law enforcement systems, such as crime prevention, traffic enforcement, patrol, criminal investigations, vice and narcotic enforcement, and community relations.

Department Budget Highlights for FY 2022-23:

Department Budget: $23,792,930 (decrease $3.1 million or -11.7%; partial employee benefit costs moved to the PARS & OPEB Trusts)
 Partial benefit costs funded by other one-time funding sources – ($2.8 Million)  Removal of I/S and vehicle replacement charges – ($600K)  Removal of mental health response costs – ($100K)
 Increase in animal control service – $114K, Dispatch fees - $91K, and Crossing Guard costs - $6K  Increase in fuel costs – $75K
 Livescan machine purchase – $20K
 Increase Aries maintenance costs – $18K and Geolotica Software maintenance - $9K  Increase in vehicle supplies – $10K
 Increase in employee recognition costs – $10K and meeting and conferences - $3K  All authorized positions are fully funded
FY2022-23 PROPOSED BUDGET 149

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Packet Pg. 417 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 150

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Packet Pg. 418 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Police Services
Significant Accomplishments for FY 2021-22:

Maintain a Safe and Secure Environment
 Utilized our newly installed City-wide camera system to investigate and solve crimes committed in our community  Maintained and enhanced regional partnerships with neighboring public safety agencies to combat crime trends and ensure a high delivery of service to our community
 Evaluated traffic concerns and work closely with other City staff to facilitate traffic flow throughout the city Maintain Staffing/Resources to Provide City Services
 Continued to enhance and develop the use of community volunteers to assist staff  Further developed the future and current leaders for anticipated upcoming retirements  Continued to seek out and hire quality applicants by developing and enhancing current recruitment strategies Enhance Engagement and Communication with Both Residents and Business Community  Further enhanced social media outreach and provide information sharing opportunities to educate community members on crime prevention and awareness
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priority/
Goals
Maintain a Safe and Secure Environment

1. Utilize our newly installed City-wide camera system to investigate and solve crimes committed in our community On-going P1/G1

2. Maintain and enhance regional partnerships with neighboring public safety agencies to combat crime trends and ensure a high delivery of service to our community On-going P1/G1

3. Evaluate traffic concerns and work closely with other City staff to facilitate traffic flow throughout the city On-going P1/G1
Maintain Staffing/Resources to Provide City Services

4. Continue to enhance and develop the use of community volunteers to assist staff On-going P3/G1

5. Further develop the future and current leaders for anticipated upcoming retirements On-going P3/G3

6. Continue to seek out and hire quality applicants by developing and enhancing current recruitment strategies On-going P3/G1 FY2022-23 PROPOSED BUDGET 151

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Packet Pg. 419 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Police Services
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priority/
Goals
Enhance Engagement and Communication With Both Residents and Business Community

7. Further enhance social media outreach and provide information sharing opportunities to educate community members on crime prevention and awareness On-going P5/G3

8. Continue consistent public outreach, using all available platforms, to further educate the community about the updated False Alarm Ordinance and encourage residential and commercial alarm registrations JAN 2023 P5/G3

9. In a joint partnership with the San Ramon Valley Fire Protection District, introduce ZoneHaven to the San Ramon community. ZoneHaven will provide improved emergency alert communications during critical incidents, natural disasters, or any situation where providing time-sensitive information is vital JUN 2023 P1
FY2022-23 PROPOSED BUDGET 152

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Packet Pg. 420 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
DEPARTMENT EXPENDITURES BY CATEGORY
Salaries  $    12,316,998 $    12,749,078 $    12,790,633 $    13,872,869 $    14,902,866 Benefits         4,255,891         4,218,716         4,822,063         5,725,432         2,020,194 Department Internal Charges         1,248,655         1,734,290         1,896,548         2,372,340         2,191,803 Contract Services         2,678,040         2,811,746         3,122,241         3,567,321         3,736,688 Materials and Supplies            459,618            422,513            519,542            580,289            565,873 Other Costs            631,053            713,955            628,409            777,320            178,910 Capital Purchases              80,428              28,709              40,390              41,000            196,596 TOTAL $    21,670,683 $    22,679,007 $    23,819,826 $    26,936,571 $    23,792,930 FUNDING SOURCE
General Fund $    13,644,321 $    14,226,581 $    15,109,710 $    16,970,052 $    14,922,602 Dougherty Valley Fund         8,026,360         8,240,721         8,710,116         9,966,519         8,770,328 Asset Forefeiture 2            211,705 ‐  ‐             100,000 TOTAL $    21,670,683 $    22,679,007 $    23,819,826 $    26,936,571 $    23,792,930 DEPARTMENT STAFFING ALLOCATION
Administrative Analyst                    2.00                   2.00                   2.00                   1.00                   1.00 Administrative Coordinator                   5.00                   5.00                   5.00                   6.00                   6.00 Captain                   2.00                   2.00                   2.00                   2.00                   2.00 Chief                   1.00                   1.00                   1.00                   1.00                   1.00 Corporals                   9.00                   9.00                   9.00                   9.00                   9.00 Lieutenant                   5.00                   5.00                   5.00                   5.00                   5.00 Maintenance Supervisor ‐ ‐  ‐                    1.00                   1.00 Office Specialist                    4.00                   4.00                   4.00                   4.00                   3.00 Office Technician I/II                   3.00                   3.00                   3.00                   3.00                   3.00 Police Officer                 42.00                 42.00                 42.00                 42.00                 43.00 Police Services Technician I/II                   4.00                   4.00                   4.00                   4.00                   4.00 Program Manager                    1.00                   1.00                   1.00                   1.00                   1.00 Sergeant                 10.00                 10.00                 10.00                 10.00                 10.00 TOTAL                 88.00                 88.00                 88.00                 89.00                 89.00 CITY OF SAN RAMON
POLICE SERVICES DEPARTMENT BUDGET
General Fund
63%
Dougherty
Valley Fund
37%
Police Services Department
FY 2022/23 Expenditures By Fund
FY2022-23 PROPOSED BUDGET 153

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Packet Pg. 421 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
CITY OF SAN RAMON
POLICE SERVICES DEPARTMENT BUDGET
EXPENDITURES BY DIVISION
SUPPORT SERVICES DIVISION
Salaries  10,464,415 $     11, $     11, 322,786 $     12, 287,407 $     13, 248,225 $     088,457 Benefits 3,590,309          3,          4, 746,118          5, 328,963          1, 110,477          731,326 Department Internal Charges 1,055,260          1,          1, 531,228          2, 665,875          1, 111,455          918,559 Contract Services 2,328,389          2,          2, 421,504          3, 730,961          3, 164,538          330,233 Materials and Supplies 380,718                        334,653            447,420            511,233            496,717 Other Costs 629,152                        713,955            628,264            765,320            166,910 Capital Purchases 11,680               28,709               40,390               41,000               96,596 DIVISION TOTAL 18,459,923 $     20, $     21, 098,953 $     23, 129,280 $     20, 952,248 $     828,798 OPERATIONS DIVISION
Salaries  1,852,583 $       1, $       1, 426,292 $       1, 503,226 $       1, 624,644 $       814,409 Benefits 665,582                        472,598            493,100            614,955            288,868 Department Internal Charges 193,395                        203,062            230,673            260,885            273,244 Contract Services            349,651            390,242            391,280            402,783            406,455 Materials and Supplies              78,900              87,860              72,122              69,056              69,156 Other Costs                 1,901 ‐  145               12,000              12,000 Capital Purchases              68,748 ‐  ‐  ‐             100,000 DIVISION TOTAL $      3,210,760 $      2,580,054 $      2,690,546 $      2,984,323 $      2,964,132 DEPARTMENT TOTAL $    21,670,683 $    22,679,007 $    23,819,826 $    26,936,571 $    23,792,930 DEPARMENT PROGRAM REVENUE
TOTAL $      1,095,066 $         757,990 $         451,676 $         774,925 $         784,925 FY2022‐23 EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROGRAM
REVENUE NET COST
Administration $      2,971,577 $           79,250 $      2,892,327 Dipatch         2,052,122 ‐         2,052,122
Records Management         1,025,885 ‐         1,025,885 Crime Prevention            846,359            153,175            693,184 Professional Standards/Training         1,114,526 ‐         1,114,526 Evidence            306,065 ‐             306,065
Investigations         2,244,136 ‐         2,244,136
Patrol       10,368,128            341,500       10,026,628 Traffic Safety         1,609,456              10,000         1,599,456 School Resources            632,574            201,000            431,574 Emergency Preparedness            107,287 ‐             107,287 Fleet            514,815 ‐             514,815
TOTAL $    23,792,930 $         784,925 $    23,008,005 FY2022-23 PROPOSED BUDGET 154

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Packet Pg. 422 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
FY2022-23 PROPOSED BUDGET 155

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Packet Pg. 423 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 156

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Packet Pg. 424 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Department Statement of Purpose:

The Public Works Department is responsible for the design, construction, operation, and maintenance of the City’s public infrastructure and facilities. The Department is dedicated to ensuring the safety and welfare of the community by providing quality service and sustainable infrastructure to meet the existing and future needs of the community. The Department includes the Divisions of Engineering Services, Public Services, and Transportation Services.

Department Budget Highlights for FY 2022-23:

Department Budget: $37,507,997 (decrease $190K or -0.5%)  Removal of I/S and vehicle replacement charges – ($493K)  No new vehicles purchase – ($50K)
 Removal of annual maintenance of Fertigation system – ($36K)  Removal of E-locker costs – ($9K)
 Decrease in temporary staffing – ($5K)
 Increase in salary and benefits – $148K
 Increase in gas and electricity – $201K
 Increase in water usage – $169K
 All positions are fully funded
FY2022-23 PROPOSED BUDGET 157

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Packet Pg. 425 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 158

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Packet Pg. 426 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Transportation Services Division
Statement of Purpose:

The Transportation Services Division is responsible for evaluating and recommending enhancements to the City’s transportation infrastructure. The Division is responsible for coordinating transportation-planning goals with the direction outlined in the General Plan, and coordinating the City’s participation in regional transportation planning efforts.

Significant Accomplishments for FY 2021-22:
 Circulated the Updated Residential Traffic Calming Program Handbook/Toolkit and Brochures to community, which was adopted by the Council in May 25, 2021  City staff, TRAFFIX, First Student, Danville, and the San Ramon Valley Unified School District finalized school bus routes and bus stops to meet new school attendance boundaries and implemented a revised service plan for SY 2021-2022, per COVID-19 requirements and social distancing protocol, as applicable
 Participated in Innovate 680 Technical Advisory Committee and provided input/feedback on I-680 prioritization of projects, embarked on specific studies, based on ranking of priority projects  Provided administrative staff support to the Tri-Valley Transportation Council (TVTC), including:
finalized the TVTC Technical Procedures Guide for Implementation of TVTC Mitigation Fee; updated the TVTC bylaws; prepared the Draft Report/Fee Nexus Study and circulated for review/comment by TVTC agencies; updated the Strategic Expenditure Plan (SEP); and adopted TVTC Nexus Study and Fee
 City staff and County Connection staff evaluated transit service proposals for San Ramon and provided input/feedback on service reductions, refinements, and/or enhancements; monitored the Bay Area Transit Task Force to evaluate needs of express bus service along the I-580 and I-680 corridors
 With Contra Costa Transportation Authority as lead agency, participated in the Request for Proposal (RFP) process for the Mobility on Demand (MOD) Pilot Program for the San Ramon Valley  In concert with the Southwest Area Transportation Committee (SWAT), contracted with a website developer to implement website updates and improvements, and expanded capacity for SWAT records retention
 County Connection, 511 Contra Costa, and City staff implemented a revised Countywide Pass2Class Program for students which provided free transit for two months, per COVID-19 restrictions and social distancing requirements, as needed
 In concert with 511 Contra Costa and Commute with Enterprise, began monthly discussions on how to create a Countywide Vanpool Pilot Program and the feasibility of “on-demand” Vanpool services
 Revised Street Smarts Elementary and Middle School Assembly Programs for Grades K – 8 and prepared to transition to “on-site” assemblies
 Along with the Engineering and Planning Divisions, completed and submitted the application for the City to be designated as a “Bicycle Friendly Community”, and were selected/awarded this designation
FY2022-23 PROPOSED BUDGET 159

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Packet Pg. 427 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Transportation Services Division
Significant Accomplishments for FY 2021-22:
 In concert with Traffic Engineering and Public Services, monitored data gathered from the new Radar Speed Display Signs (Davona Drive); monitored The Preserve (Faria) Development to coordinate installation of an RSDS on Faria Parkway, when applicable; continued assessment of where permanent RSDS’s are warranted Citywide
 Secured 511 Contra Costa Measure J Funds and installed eight (8) E-Lockers at the San Ramon Transit Center
 Monitored and responded to Trevari Temporary Permit Parking Program; tracked citations, permits, and parking occupancy in the Trevari and Miravilla Communities; as recommended by TAC and approved by Council, converted Temporary Permit Parking to Permanent Permit Parking  Updated the Tri-Valley Transportation Action Plan to reflect changes in the Contra Costa Transportation Authority’s Growth Management Program (GMP) Technical Procedures incorporating new State Law SB 743 requirements; circulated the new Action Plan to local agencies for approval; and prepared documents for TVTC and SWAT final review and approval Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities /
Goals

1. Implement the new Tri-Valley Transportation Development Fee Program July 2022 P2

2. In concert with County Connection and 511 Contra Costa, implement a Summer Youth Pass Program, which provides unlimited rides for youth ages 6 to 18 from June – August 2022, per COVID restrictions and social distancing requirements, as needed AUG 2022 P3

3. In concert with TRAFFIX, First Student, Danville, and the San Ramon Valley Unified School District, implement an enhanced marketing and outreach campaign for low-ridership routes SEP 2022 P3

4. Implement “Pilot” Mobility on Demand (MOD) Bikeshare Program with the Contra Costa Transportation Authority SEP 2022 P3

5. Update the Tri-Valley Transportation Action Plan for Routes of Regional Significance, forward to SWAT for review/approval, and incorporate into the Contra Costa Countywide Transportation Plan OCT 2022 P4 FY2022-23 PROPOSED BUDGET 160

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Packet Pg. 428 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Transportation Services Division
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities /
Goals

6. In concert with 511 Contra Costa, implement four (4) Adult Bike Educational Classes DEC 2022 P4

7. Facilitate and monitor the installation four (4) new electric vehicle charging stations in the Dougherty Valley area as part of the Citywide Electric Vehicle Charging Stations Project (CIP 200008) DEC 2022 P4

8. Conduct Traffic Level of Service analysis for all existing TRAFFIX routes APR 2023 P4

9. Continue oversite of the Traffic Calming Program, utilizing the newly adopted Handbook/Toolkit, and process, assess, and implement if warranted, traffic calming public requests Citywide JUN 2023 P5

10. Review and Assess Safe Routes to School (SRTS) yearly reporting, as the number of recommended improvements has reduced significantly over the last four years due to no new schools coming on line, and circulation has become more established JUN 2023 P4, P5
Division Budget Notes for FY 2022-23:
 Adult Bike Educational Classes - 511 Contra Costa Grant funds  Install four (4) new electric vehicle charging stations in the Dougherty Valley – Air District Charge! Program Grant funds and 511 Contra Costa Grant funds
 Implementation of the TRAFFIX Program is funded by Measure J and Contra Costa Transportation Authority
 Mobility on Demand (MOD) Pilot Program funded by Federal Grant and Contra Costa Transportation Authority
 Implementation of the Summer Youth Pass Transit Program funded by 511 Contra Costa and County Connection
 Tri-Valley Transportation Action Plan for Routes of Regional Significance update paid for by Contra Costa Transportation Authority
FY2022-23 PROPOSED BUDGET 161

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Packet Pg. 429 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Engineering Services Division
Statement of Purpose:

Engineering Services Division is responsible for the administration and implementation of the Capital Improvement Program (CIP) and Capital Budget; Assessment Districts engineering; Geologic Hazard Abatement District (GHAD); Environmental Services - Stormwater Management Program and Solid Waste Program; administration of the Solid Waste Franchise Agreement; Canyon Park Fund; traffic engineering and safety; development engineering and inspection; encroachment permits; Flood Plain Management Program; drainage and open space management; and the City’s Geographic Information System (GIS) Program.

Significant Accomplishments for FY 2021-22:
 Completed the conversion of the Ring and Rock Fountain (CIP 500001) to landscaped entryway amenity at the San Ramon Community Center
 Began construction of the Crow Canyon Road Widening Project (CIPs 905312 & 905328) from Alcosta Boulevard to St. George Road
 Completed construction of Pavement Management Project (PMP) 2021 (CIP 000003). Locations include but not limited to: the south area of the City (i.e. Kimball Avenue and the Sunny Glen Senior Community area); middle area of the City (i.e. Summerwood Loop and Montevideo Elementary School neighborhoods); and northwest area of the City (i.e Deerwood Road), which includes construction of ADA curb ramps
 Completed in-house design of the PMP 2022 (CIP 000005)  Completed construction of the Alcosta Boulevard Pavement Rehabilitation Project (CIP 905602), between Veracruz Drive and Olympia Fields Drive, including construction of ADA curb ramps  Completed design of the Bollinger Canyon Road/Iron Horse Trail Bicycle and Pedestrian Overcrossing Project (CIP 905530)
 Held a one-day recycling drop-off event in April to accept recyclables, organics, scrap metal, electronics, batteries, light bulbs, reusable items, and confidential documents (for shredding) from San Ramon residents and businesses
 Created a new plan toward reducing single-use food ware with the Trash Free San Ramon Program  Gave away 1,000 bags of compost in a one-day Compost Giveaway Event at Forest Home Farms  The door-to-door household hazardous waste collection program which was reinstated in May 2021, to provide convenient disposal and recycling of household hazardous waste and electronics hit full stride and collected with between 58 to 163 pickups per month in the first half of the fiscal year  Revised the Solid Waste Ordinance for San Ramon to be fully compliant with SB 1383  Citywide Drainage Infrastructure Project (CIP 915548) – Began construction of 36-inch culvert repair at Mills Creek; completed a drainage infrastructure inventory and asset management study; completed sediment removal work for Norris Creek; and designed an access loop for the maintenance of South San Ramon Creek near San Ramon Golf Club
 Completed the 5-Year Community Rating System (CRS) recertification review for FEMA and maintained City’s current Rating of 6
 Finalized and adopted a Local Roadway Safety Plan (CIP 000004) through a Caltrans (HSIP) Grant FY2022-23 PROPOSED BUDGET 162

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Packet Pg. 430 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Engineering Services Division
Significant Accomplishments for FY 2021-22:
 Funded by the 2019 Certificate of Participation Debt Services Fund (COP), designed buffered bike lanes on Bollinger Canyon Road from Canyon Lakes Drive to Dougherty Road (S), and other bike infrastructure improvements throughout the City (CIP 905613)
 Funded by the COP, installed fiber optic cable and infrastructure on Bollinger Canyon Road from Talavera Drive to Dougherty Road (N) and Dougherty Road from Crow Canyon Road to Bollinger Canyon Road (N) as part of the Intelligent Transportation System (ITS) upgrades (CIP 975594), which filled a gap in the interconnect infrastructure that now connects to the signals in Dougherty Valley  Installed bicycle detection cameras at 20 intersections as part of the Bollinger Canyon and Crow Canyon Roads Traffic Signals ATSPM (CIP 975606)
 Updated the Transportation Impact Fee (TIF) Nexus Study (CIP 000007)  Installed upgrades to the Iron Horse Trail crossings at Montevideo Drive and Pine Valley Road as part of the Citywide Bicycle Network Improvement and Enhancements (CIP 905613)  Installed lighted crosswalk systems at the intersections of San Ramon Valley Boulevard with the Safeway driveway and North Monarch Road with Japonica Way as part of the Pedestrian Enhancement Devices (CIP 975413)
 Oversaw/inspected the following improvements related to The Preserve (Faria): traffic signal at Faria Preserve Parkway and San Ramon Valley Boulevard and improvements at Deerwood Drive and San Ramon Valley Boulevard completed; and Sunrise Ridge Park (CIP 5619), Faria Preserve Pkwy Landscape, and Open Space Landscape, in progress
 Oversaw/inspected the following improvements related to Dougherty Valley: traffic signal at Old Dougherty Road at Bollinger Canyon Road, Old Dougherty Trail, Critter Crossroads Park, Rancho San Ramon Park Phase 2, and various subdivisions (in progress)  Completed design and began construction of PMP 2022 (CIP 000005)  Prepared the FY 2022/23 Capital Budget and Five-Year Capital Improvement Program (FY 2022/23 to FY 2026/27).
 Issued permits and began inspection of the following improvements related to the Twin Oaks Project (Promenade/ Faria 5) – grading, roadway, and utilities
 Issued permits and oversaw/inspected private and public improvements, including a new traffic signal related to the Costco fueling center on Fostoria Way (CIP 5622)  Issued permits and oversaw/inspected private and public improvements related to the City Village (Bishop Ranch 6) residential development project on Camino Ramon  Issued over 450 Encroachment Permits overall
 Issued over 80 Encroachment Permits to Comcast for their XNET project, which focuses on delivering upgraded, high-speed internet services to residents in San Ramon, and prioritizes upgrades in areas where demand is the highest
 Issued 150 Encroachment Permits to AT&T and MCI/Verizon for their on-going Underground Fiber Replacement Projects, which is necessary to maintain as well as upgrade their services for digital cable television, digital telephone, and high-speed internet
FY2022-23 PROPOSED BUDGET 163

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Packet Pg. 431 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Engineering Services Division
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities/
Goals

1. Funded by the COP, install buffered bike lanes on Bollinger Canyon Road from Canyon Lakes Drive to Dougherty Road (S) and other bike infrastructure improvements throughout the City (CIP 905613) SEP 2022 P1, P4

2. Complete construction of PMP 2022 (CIP 000005). Locations include Bollinger Canyon Road from Canyon Lakes to Dougherty Road, Dougherty Road from Crow Canyon Road to Bollinger Canyon Road, Harcourt Way and other streets in that area,streets in the upper Morgan Drive area, and streets around Albion Drive, other selected streets and dig outs in preparation of PMP 2023 DEC 2022 P1, P4

3. Complete initial phases of compliance activities for SB 1383 and begin implementation of single-use reduction campaign DEC 2022 P1, P2, P3,
P5

4. Prepare implementation plan to address requirements of MRP 3.0 with Contra Costa County Clean Water Program (CCCWP), and develop programming to address new regulations. DEC 2022 P1

5. Citywide Drainage Infrastructure Project (CIP 915548) – Complete construction of 36-inch culvert repair at Mills Creek, and design an access loop for the maintenance of South San Ramon Creek near San Ramon Golf Club DEC 2022 P1, P4

6. Install 4 new electric vehicle charging stations in the Dougherty valley area as part of the Citywide Electric Vehicle Charging Stations (CIP 200008) DEC 2022 P4

7. Complete design of the Crow Canyon Gardens Master Plan (CIP 955421 DEC 2022 P4

8. Hold a one-day recycling drop-off event to accept recyclables, organics, scrap metal, electronics, batteries, light bulbs, reusable items, and confidential documents (for shredding) from San Ramon residents and businesses APR 2023 P1, P2, P3,
P5

9. Prepare the FY 23/27 Capital Budget and Five-Year Capital Improvement Program (FY 2023/24 to FY 2027/28) MAY 2023
P1, P2, P3,
P4

10. Continue to oversee/inspect the following improvements related to The Preserve (Faria): Sunrise Ridge Park, Faria Preserve Pkwy Landscape, and Open Space Landscape JUN 2023
P1, P4

11. Complete construction of major elements of the Bollinger Canyon Road/Iron Horse Trail Bicycle and Pedestrian Overcrossing (CIP 905530) JUN 2023 P1/G2,
P3/G4, P4

12. Install Rectangular Rapid Flashing Beacons (RRFB) at the intersections of Bollinger Canyon Road with Dos Rios Drive and Marsh Drive through the Pedestrian Enhancement Devices (CIP 975413) JUN 2023 P1, P4 FY2022-23 PROPOSED BUDGET 164

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Packet Pg. 432 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Engineering Services Division
Major Action Plan Items for FY 2021-22:

Completion
By
Council
Priorities/
Goals

13. Review and approve private development plans including Wildflower Fields Townhomes (former Golden Skate site), Omega Hotel, City Center Hotel, and Belmont Village Senior Care (BR1A) JUN 2023
P1, P4, P6

14. Substantially complete construction of the Crow Canyon Widening Project (CIPs 905312 & 905328) from Alcosta Boulevard to St. George Road JUN 2023 P1, P4

15. Continue to oversee/inspect the following improvements related to Dougherty Valley: traffic signal at Old Dougherty Road at Bollinger Canyon Road, Old Dougherty Trail, Critter Crossroads Park, Rancho San Ramon Park Phase 2, and various subdivisions JUN 2023 P1, P2, P4

16. Complete construction of improvements to the San Ramon Transit Center including pavement rehabilitation, ADA upgrades, installation of bike fixit stations, additional monitors, green infrastructure and signage JUN 2023 P1, P3, P4

17. Participate in the Innovate 680 Program studies, with an emphasis on the Shared Mobility Hubs (SMH), Connected Arterial Ramp Metering (CARM), and Bus on Shoulder Projects JUN 2023 P1,P4
Division Budget Notes for FY 2022-23:
 Revenue from Developments and Encroachment Permits - $1.17M  Continue use of contract services and temporary staffing for Development Projects and COP-Funded Projects
 Continue use of GIS Fund for GIS Software Maintenance Charges FY2022-23 PROPOSED BUDGET 165

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Packet Pg. 433 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Public Services Division
Statement of Purpose:

The Public Services Division is responsible for the maintenance of the City’s parks, sports fields, roadway medians, roadway park strips and other open space; City fleet vehicles and equipment, Corporation Yards; City facilities, fountains, and pools; signals and street lights; roadways, signs, pavement markers, and sidewalks; street sweeping; catch basins, creeks and other drainage systems. Public Services is also responsible for the administration of the Landscape and Lighting District program in 20 zones, and the administration of maintenance contracts.

Significant Accomplishments for FY 2021-22:

Landscape and Irrigation Maintenance and Renovation
 Continued planned FY 2021/22 replacement and renovation of declining plant material throughout Landscape and Lighting District Assessment Zones and Dougherty Valley. Removal, replacement and renovation operations included: 100 tree removals, 153 tree replacements, 7,422 shrubs replacements, removal and replacement of 2,750 square feet of sod and installation of 1,369 cubic yards of mulch  Continued implementation of the Dougherty Valley Tree and Planting Strip Management Plan and began the FY 2021/22 Annual Work Plan (AWP). Included in the AWP were the removal of 82 trees, installation of 85 replacement trees, installation of 2,375 shrubs, removal of 26,730 square feet of sod (converted to drought tolerant, low water usage ground cover), installation of 165 cubic yards of mulch and conversion of turf overhead spray irrigation to 2,545 water efficient individual shrub and tree bubblers  Continued to implement water management strategies, proactively respond to water usage, and monitored the impact on City budget. The strategies included replacement of 60 remote control valves, 4 system Master Valves, 3 system Flow meters, 3 system gate / isolation valves and conversion of 345 pop-up spray irrigation heads to low usage, water efficient bubbler heads  Upon completion by developer, accepted approximately eight (8) acres of landscape for maintenance in Dougherty Valley
Parks Maintenance and Renovation
 Completed partial concrete replacement adjacent to the playground at Central Park  Completed tennis court resurfacing at California High School (CIP 955584)  Completed basketball court resurfacing at Limerick Park  Completed sports field maintenance Citywide, including annual field renovations  Continued parks amenities replacements including picnic tables, drinking fountains, benches, BBQs, tennis court windscreens, garbage cans, playground Fibar surfacing, and bleachers, through CIP 955584 Facilities & Aquatics Maintenance and Renovation
 Funded by the 2019 Certificate of Participation (COP), completed the renovation of the exterior components of the San Ramon Olympic Pool (CIP 200006). The renovations included the replacement of the Children’s Play Pool play equipment and the replaster of the pool surface, the FY2022-23 PROPOSED BUDGET 166

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Packet Pg. 434 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Public Services Division
Significant Accomplishments for FY 2021-22:
50 meter pool deck repairs, deck drainage repairs and replacements, replaster of the pool surface and replacement and renovation of the dive stands and diving boards  Funded by the COP, completed the design of the Dougherty Station Community Center (CIP 200004)  Funded by the COP, completed the design of the Dougherty Station Library (CIP 200004)  Completed HVAC duct cleaning at the San Ramon Library, City Hall, and San Ramon Service Center  Completed assessment of the City’s heating, ventilation and air conditioning equipment to schedule future programmed replacement
Traffic Safety, Lighting, Streets, and Drainage
 Continued long-term replacement plan of traffic signal hardware, software, and equipment to enhance and replace outdated traffic signal components that have reached their useful life cycle; this included the repainting of peeling and discolored signal poles at five intersections (CIP 975526)  Continued to replace overhead illuminated street name sign panels with green diamond grade reflective sheeting signs, which will eliminate and save energy consumption at each signalized intersection while reducing staff hours for on-going, routine maintenance activities  Assumed additional maintenance responsibilities of new Dougherty Valley civil improvements RA 1250, Subdivision 9297, Subdivision 9298 which include additional traffic signs, catch basins (67), streetlights (57), and roadways (6,348 LF)
 Upon completion by Faria developer, accepted Phase 1 of roadway and lighting on Faria Preserve Parkway; Participate in reviewing Phase 2
 Continued sidewalk maintenance in areas impacted by trees and other locations, as needed  Continued to upgrade street name signs in older neighborhoods in areas receiving pavement treatments including Alcosta Boulevard
 Completed crack sealing on residential and arterial roadways in support of annual Pavement Management Program and in preparation of slurry seal rehabilitation due to miscellaneous utility work  Coordinated with engineering to help complete capital improvement projects including signals system upgrades, pavement maintenance, and drainage improvements City Fleet Vehicles and Equipment/Corporation Yards
 Purchased replacements of 4 Public Works vehicles
 Purchased new utility body vehicle for incoming Maintenance Tech staff  Purchased replacement Crack Seal machine
 Purchased replacement of Toro Workman #8
 All retired vehicles/equipment sold at auction with proceeds returning to Fund (602)  Researched and received grant funding (20K) towards purchase of new Hybrid Aerial Boom vehicle  Researched and received quotes for proposed Gasboy Fuel Management System, providing staff the ability to track fair fuel pricing, deliveries, inventory, usage, etc. Presentation to Infrastructure Committee in April 2022
FY2022-23 PROPOSED BUDGET 167

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Packet Pg. 435 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Public Services Division
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities
/ Goals
Landscape and Irrigation Maintenance and Renovation

1. Complete reserve fund studies for Landscape and Lighting District 1984-1 and the Preserve Landscape and Lighting District May 2023 P2,P4

2. Continue implementation of the Dougherty Valley Tree and Planting Strip Management Plan and begin the FY 2022/23 Annual Work Plan JUN 2023 P4

3. Upon completion by The Preserve (Faria) developer, acceptance of Phase 1 and Phase 2 roadway landscape and irrigation on Faria Preserve Parkway for maintenance JUN 2023 P4

4. Continue planned FY 22/23 replacement and renovation of declining plant material throughout Landscape and Lighting District Special Assessment Zones and Dougherty Valley On-Going P4

5. Continue to implement water management strategies and proactively respond to water usage, and monitor impact on City budget On-Going P4 Parks Maintenance and Renovation

6. Complete annual sports field renovations Citywide MAR 2023 P1, P4

7. Installation of new booster pumps at Arlington and East Branch Parks JUN 2023 P1, P4

8. Assume maintenance responsibilities of Sunrise Ridge (Faria) Park, upon completion by developer and acceptance by City JUN 2023 P1, P4 Parks Maintenance and Renovation

9. Continued parks amenities replacements including picnic tables, drinking fountains, benches, BBQs, tennis court windscreens, garbage cans, playground fibar surfacing, concrete repair, and sport court surfacing through CIP 955584 JUN 2023 P1, P4

10. Complete the installation of shade structures at Six Pillars, Rancho, Red Willow, Piccadilly, and Creekside Parks funded by state grant (CIP 955566) JUN 2023 P1, P4

11. Trail amenities CIP - Create maintenance plan for trail amenities (example:
benches, signs, garbage cans, surfacing) JUN 2023 P1, P4/G3

12. Design new Cricket pitch at unidentified location CIP #500002 JUN 2023 P1,
P4/G3
FY2022-23 PROPOSED BUDGET 168

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Packet Pg. 436 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Public Services Division
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities /
Goals
Parks Maintenance and Renovation

13. Continue to implement water management strategies and proactively respond to water usage, and monitor impact on City budget On-Going P1, P4 Facilities & Aquatic Maintenance & Renovation

14. Replace Children’s Play Pool recirculation pump and motor and 50M Chemical Controller and dive stands at the San Ramon Olympic Pool and Aquatic Park DEC 2022 P1,P4

15. Complete Duct Cleaning at the Dougherty Valley Service Center, Dougherty Valley Aquatic Center and the San Ramon Olympic Pool and Aquatic Park DEC 2022 P1,P4

16. Begin maintenance of the completed San Ramon Public Safety Complex JAN 2023 P1,P4

17. Complete RFQ process to obtain historical architect to assist with design and cost estimate for the renovation of the Travis Boone House. Funding to be provided by Historical Foundation JAN 2023 P1,P4

18. Complete painting of Boone House at Forest Home Farms and recoat the dryvit on the exterior of the Alcosta Senior and Community Center JAN 2023 P4

19. Complete Renovation of the Dougherty Station Community Center and Library FEB 2023 P4, P5

20. Complete the interior renovation of the San Ramon Olympic Pool and Aquatic Park APR 2023 P4

21. Replace Mecco Shades at the Alcosta Senior and Community Center JUN 2023 P4 Roadway, Drainage, Streetlights, and Signals Maintenance

22. Continue long-term replacement plan of traffic signal hardware, software, and equipment to enhance and replace outdated traffic signal components that have reached their useful life cycle; this includes the repainting of peeling and discolored signal poles at five intersections (CIP 975526) JUN 2023 P1, P4

23. Continue to replace overhead illuminated street name sign panels with green diamond grade reflective sheeting signs, which will eliminate and save energy consumption at each signalized intersection while reducing staff hours for on-going, routine maintenance activities JUN 2023 P1, P4 FY2022-23 PROPOSED BUDGET 169

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Packet Pg. 437 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Public Works
Public Services Division
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities /
Goals
Roadway, Drainage, Streetlights, and Signals Maintenance

24. Assume additional maintenance responsibilities of new Dougherty Valley civil improvements including additional traffic signs, catch basins, streetlights, and roadways JUN 2023 P1, P4

25. Continue to crack seal pavement Citywide, in support of current (CIP 000003) and future Pavement Management Programs JUN 2023 P1, P4

26. Continue project management of sidewalk maintenance and concrete replacement in areas impacted by trees and other locations, as needed. (CIP 400001 and CIP 935564) JUN 2023 P1, P4

27. Perform sediment removal at various locations along Norris Creek, Oak Creek, South San Ramon Creek, and Water Quality Control Ponds/Detention Basins as needed JUN 2023 P1, P4

28. Continue to upgrade street name signs in older neighborhoods and in areas receiving pavement treatments (PMP) JUN 2023 P1, P4 Fleet/Shop

29. Take over the management of all vehicle maintenance and replacement operations for all departments (excluding Police Dept) JUL 2022 P4

30. Implement a new Citywide Fuel Management System for all City vehicles (excluding Police Dept). SEPT 2022 P4
Division Budget Notes for FY 2022-23:
 Includes new Maintenance Tech I for Roadway, Drainage, Streetlights, and Signals Maintenance and reclassification of Maintenance Tech II to Maintenance Coordinator approved at Mid-Year FY 2021/22
 Increase for gas & electricity – $201,897
 Increase for water – $168,854
 Increase for Solid Waste Recyclist software – $30,000 and consultant services – $150,000  Increase for annual tree maintenance – $69,556
 Increase for landscape maintenance – $47,597
 Increase for custodial services – $40,267
 Increase for fuel – $33,150
 Increase for pool chemicals – $27,800
 Increase for irrigation supplies – $26,275
 No new employee’s vehicle – ($50,000)
 All positions are fully funded
FY2022-23 PROPOSED BUDGET 170

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Packet Pg. 438 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21 21/22 22/23

ACTUAL ACTUAL ACTUAL AMENDED PROPOSED
DEPARTMENT EXPENDITURES BY CATEGORY
Salaries  $       9,869,183 $      9,852,657 $   10,204,801 $    11,068,332 $    11,554,909 Benefits          4,488,037          3,640,903         4,294,903          4,993,412          4,074,461 Department Internal Charges          1,447,327          2,303,930         2,639,307          3,182,449          3,718,471 Contract Services        13,111,931       13,555,450       13,711,389       16,971,224       16,609,570 Materials and Supplies          1,254,659          1,175,279         1,176,055          1,377,130          1,440,571 Other Costs             325,372             402,154            346,322             600,791             110,015 Capital Purchases                32,777                (5,262)               28,028               50,000 ‐ TOTAL $     30,529,286 $    30,925,111 $   32,400,805 $    38,243,338 $    37,507,997 FUNDING SOURCE
General Fund $     14,184,004 $    14,088,175 $   14,747,836 $    16,372,426 $    16,176,438 Geographic Information System                50,663               73,533               83,684               96,920             102,533 Citywide Landscaping          1,084,225          1,156,861         1,128,405          1,209,841          1,205,404 Citywide Lighting              532,810             510,374            505,492             632,403             671,746 Special Zones           1,255,354          1,125,694         1,163,050          1,362,156          1,388,762 Canyon Park                  6,839               13,557                 9,120               59,229               59,426 The Preserve  ‐ ‐                 4,684               49,275               63,101 Village Center Common Area                   2,750                  3,858                 4,887                  6,117                  6,294 Dougherty Valley         10,685,508       10,800,074       11,682,375       13,290,230       13,372,815 Solid Waste              680,550             857,512            850,657          2,012,273          1,406,472 Nonpoint Drainage /Stormwater          1,031,903          1,164,142         1,130,985          1,265,813          1,248,213 Street Smarts             142,308             136,552            114,236             211,400 ‐ TDM Programs             362,004             363,654            339,025             655,034             646,379 Traffix Program             123,303             145,247            140,102             179,140             139,759 Dougherty Valley GHAD              387,065             485,878            496,267             841,081          1,020,655 TOTAL $     30,529,286 $    30,925,111 $   32,400,805 $    38,243,338 $    37,507,997 CITY OF SAN RAMON
PUBLIC WORKS DEPARTMENT BUDGET
General Fund

43.1%
Dougherty Valley

35.7%
Special Zones

3.7%
Solid Waste

3.7%
Nonpoint Drainage
/Stormwater

3.3%
Citywide Landscaping

3.2%
Dougherty Valley GHAD

2.7%
TDM Programs

1.7%
Citywide Lighting

1.8% Traffix Program

0.4%
Canyon Park

0.2%
Geographic
Information System

0.3%
The Preserve

0.2%
Village Center Common
Area

0.02%
Public Works Department
FY 2022/23 Expenditures by Fund
FY2022-23 PROPOSED BUDGET 171

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Packet Pg. 439 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21 21/22 22/23

ACTUAL ACTUAL ACTUAL AMENDED PROPOSED
CITY OF SAN RAMON
PUBLIC WORKS DEPARTMENT BUDGET
DEPARTMENT STAFFING ALLOCATION
TRANSPORTATION SERVICES
Division Manager 1.00                     1.00                     1.00                    1.00                     1.00 Engineering Specialist 1.00                    1.00                   1.00                    1.00                    1.00 Office Specialist 1.00                    1.00                   1.00                    1.00                    1.00 Senior Administrative Analyst 1.00                    1.00                   1.00                    1.00                    1.00 DIVISION TOTAL 4.00                    4.00                   4.00                    4.00                    4.00 ENGINEERING SERVICES
Administrative Analyst                    1.00                    1.00                   1.00                    1.00                    1.00 Assistant Engineer ‐ ‐  ‐                    1.00                    1.00 Associate Engineer 5.00                    5.00                   5.00                    5.00                    5.00 Division Manager 2.00                    2.00                   2.00                    2.00                    2.00 Engineering Specialist  1.00                    1.00                   1.00                    1.00                    1.00 Inspector 2.00                    2.00                   2.00                    2.00                    2.00 Office Specialist 1.00                    1.00                   1.00                    2.00                    2.00 Public Works Director 0.50 ‐  ‐  ‐  ‐
Senior Administrative Analyst 2.00                    2.00                   2.00                    1.00                    1.00 Senior Engineer  3.00                    3.00                   3.00                    3.00                    3.00 Senior Inspector 2.00                    2.00                   2.00                    2.00                    2.00 Supervising Inspector 1.00                    1.00                   1.00                    1.00                    1.00 DIVISION TOTAL                  20.50                  20.00                 20.00                  21.00                  21.00 PUBLIC SERVICES
Administrative Coordinator 2.75                    2.75                   2.75                    2.75                    2.75 Director 0.50                    1.00                   1.00                    1.00                    1.00 Division Manager 1.00                    1.00                   1.00                    1.00                    1.00 Electrician I/II ‐ ‐  ‐                    1.00                    1.00 Maintenance Coordinator                   14.00                  14.00                 14.00                  15.00                  15.00 Maintenance Specialist                  14.00                  14.00                 14.00                  14.00                  14.00 Maintenance Supervisor  9.00                    9.00                   9.00                    9.00                    9.00 Maintenance Technician I/II                  29.00                  29.00                 29.00                  29.00                  29.00 Office Specialist ‐ ‐  ‐                    1.00                    1.00 Office Technician I/II 1.00                     2.00                   2.00                    1.00                    1.00 Program Manager 4.00                    5.00                   5.00                    5.00                    5.00 Senior Administrative Analyst 2.00                    2.00                   2.00                    2.00                    2.00 DIVISION TOTAL                  77.25                  79.75                 79.75                  81.75                  81.75 DEPARTMENT TOTAL                101.75               103.75               103.75               106.75               106.75 FY2022-23 PROPOSED BUDGET 172

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Packet Pg. 440 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21 21/22 22/23

ACTUAL ACTUAL ACTUAL AMENDED PROPOSED
CITY OF SAN RAMON
PUBLIC WORKS DEPARTMENT BUDGET
EXPENDITURES BY DIVISION
TRANSPORTATION SERVICES
Salaries  644,189 $           691,007 $           672,443 $          766,925 $           653,429 $ Benefits 280,419              241,335              277,565             313,420              216,359 Department Internal Charges 73,765                 133,668              134,821             150,490              163,274 Contract Services 264,921              237,898              256,108             571,522              484,552 Materials and Supplies 23,629                 17,282                13,740                26,673                19,970 Other Costs 10,811                 8,552                   1,652                  22,570                8,850 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $       1,297,734 $      1,329,742 $      1,356,329 $      1,851,600 $      1,546,434 ENGINEERING SERVICES
Salaries  $       2,464,210 $      2,429,119 $      2,536,284 $      2,582,343 $      2,733,533 Benefits             967,392             772,547            896,644             973,979             812,819 Department Internal Charges             283,771             478,031            531,353             574,056             677,555 Contract Services             619,083             800,806            638,417          1,275,710          1,494,630 Materials and Supplies                45,510               63,188               37,291               55,582               55,085 Other Costs                72,199               29,476                 2,790               52,499               16,650 Capital Purchases ‐ ‐  ‐  ‐  ‐
DIVISION TOTAL $       4,452,165 $      4,573,167 $      4,642,779 $      5,514,169 $      5,790,272 PUBLIC SERVICES
Salaries  $       6,760,784 $      6,732,531 $      6,996,074 $      7,719,064 $      8,167,947 Benefits          3,240,226          2,627,021         3,120,694          3,706,013          3,045,283 Department Internal Charges          1,089,791          1,692,231         1,973,133          2,457,903          2,877,642 Contract Services        12,227,927       12,516,746       12,816,864       15,123,992       14,630,388 Materials and Supplies          1,185,520          1,094,809         1,125,024          1,294,875          1,365,516 Other Costs             242,362             364,126            341,880             525,722               84,515 Capital Purchases                32,777                (5,262)               28,028               50,000 ‐ DIVISION TOTAL $     24,779,387 $    25,022,202 $   26,401,697 $    30,877,569 $    30,171,291 DEPARTMENT TOTAL $     30,529,286 $    30,925,111 $   32,400,805 $    38,243,338 $    37,507,997 FY2022-23 PROPOSED BUDGET 173

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Packet Pg. 441 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21 21/22 22/23

ACTUAL ACTUAL ACTUAL AMENDED PROPOSED
CITY OF SAN RAMON
PUBLIC WORKS DEPARTMENT BUDGET
DEPARMENT PROGRAM REVENUE
Transportation Services 738,798 $           725,330 $           708,387 $          1,099,374 $       820,318 $ Engineering Services 675,050              2,109,782           890,411             1,346,112           1,846,037 Public Services 1,829,458           1,664,970           1,498,813          1,886,278                    2,305,801 TOTAL $       3,243,306 $      4,500,082 $      3,097,611 $      4,331,764 $      4,972,156 FY2022‐23 EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROGRAM
REVENUE NET COST
TRANSPORTATION SERVICES
Transportation Administration $          365,040 $            34,180 $         330,860 Residential Traffic Calming             144,188 ‐  144,188 Traffic Safety                29,259 ‐  29,259
Transportation Planning             221,809 ‐  221,809
Transportation Demand Modal (TDM) 646,379                          646,379 ‐ Measure J Traffix             139,759             139,759 ‐ DIVISION TOTAL $       1,546,434 $          820,318 $         726,116 ENGINEERING SERVICES
Engineering Services Admin $          842,667 $            95,150 $         747,517 CIP Administration 915,524 ‐  915,524
Development  2,321,120 1,748,387                      572,733 GHAD 1,020,655 1,500                   1,019,155
Landscape/Drainage 690,306 1,000                              689,306 DIVISION TOTAL $       5,790,272 $      1,846,037 $      3,944,235 PUBLIC SERVICES
Public Services  Admin $       1,897,375 $            13,500 $      1,883,875 Solid Waste             804,595          1,412,215           (607,620) Aquatics Maintenance          2,021,712 ‐  2,          021,712 Facilities Maintenance          3,869,792                   3,867,842 1,950 Landscaping Maintenance          8,100,515               11,409         8,089,106 Parks Maintenance          8,471,952             853,221         7,618,731 Service Center           1,042,702 ‐  1,          042,702 Roadway Maintenance          3,253,582                   3,247,576 6,006 Flood Control             709,066                  7,500            701,566 DIVISION TOTAL $     30,171,291 $      2,305,801 $   27,865,490 DEPARTMENT TOTAL $     37,507,997 $      4,972,156 $   32,535,841 FY2022-23 PROPOSED BUDGET 174

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Packet Pg. 442 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Parks & Community Services
FY2022-23 PROPOSED BUDGET 175

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FY2022-23 PROPOSED BUDGET 176

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Packet Pg. 444 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Parks & Community Services
Department Statement of Purpose:

The Parks & Community Services Department provides a wide variety of cultural, sporting, and educational events and programming for all segments of the San Ramon community. The Department is responsible for partnering with Contra Costa County in managing the two San Ramon libraries.

Department Budget Highlighted for FY 2022-23:

Department Budget: $8,460,650 (decrease of $180,135 (-2%); partial employee benefits moved to the OPEB Trust)  Decrease in salary and benefits – ($209K)
 Removal of I/S replacement charges – ($65K)
 Decrease in library service costs – ($55K)
 Decrease in senior transportation costs – ($18K)
 Decrease in senior classes – ($13K)
 Decrease in rental/leases – ($12K)
 Decrease in office supplies – ($10K)
 Decrease in telephone services – ($9K)
 Decrease in marketing costs – ($5K)
 Increase for credit card fees – $65K
 Increase temporary staffing – $57K
 Increase in presenting series – $47K
 Increase in employee recognition – $7K
 Continue to unfund 2 Office Techs, 1 Office Specialist, 1 Recreation Coordinator, & 1 Program Manager  General Fund subsidy is 45% – Revenues from service charges, contributions, user fees, and rentals totaling $4.6 million, funding 55% of department expenditures.

FY2022-23 PROPOSED BUDGET 177

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FY2022-23 PROPOSED BUDGET 178

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Packet Pg. 446 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Parks & Community Services
Significant Accomplishment for FY 2021-22:
 Created and installed a new temporary public art exhibit, “Upcycle Your HeART Out,” displayed in Central Park and the Dougherty Station Community Center  Developed an initial plan to restore and preserve the Boone House at Forest Home Farms with feedback from the community and stakeholders
 Secured a corporate sponsor for the Scholarship Program to increase the availability of funds for residents requesting financial assistance
 Activated Crow Canyon Gardens by revamping the volunteer gardening program and developing a new youth Nature Camp
 Launched the Dog Park Initiative including a community-wide survey, recommendations for future dog park enhancements, development of a City dog park web pages, and a social media campaign  Developed and implemented a new walkthrough version of the Live Well Senior Resource Fair utilizing the indoor and outdoor spaces of the Alcosta Senior & Community Center  Activated parks and trails through a new youth BMX and road-cycling program including camps and classes
 Planned and implemented the 2022 Art & Wind Festival to include an expanded footprint and enhanced programs including a Memorial Program at Memorial Park and Veterans’ Art Exhibit at City Hall  Developed the new Teen Service and Leadership program, which provided the opportunity to build leadership skills and gain job experience for future employment opportunities with the City  Expanded the Dive-In Movie program to three events per year  Coordinated five trail clean-up days with Boy Scout troops and local teen groups  Conducted Bocce Court analysis and developed recommendations for improvements and future usage  Collaborated with the San Ramon Police Department to develop the Social Services webpages and pamphlet for inclusion on the City website and distribution at all City facilities  Collaborated with Public Services and the SRVUSD for the installation of nine badminton/Pickleball courts at the Iron Horse Community Gym
 Collaborated with the Community Development Department to complete and publish the San Ramon Walking District Master Plan
FY2022-23 PROPOSED BUDGET 179

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Packet Pg. 447 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Parks & Community Services
Major Action Plan Items for FY 2022-23:

Completion
By
Council
Priorities/
Goals

1. Implement new facility rental software utilizing iPads to improve renter experience by providing easy paperless access to contracts, room layouts, and policies and procedures AUG 2022
P4/G3,
P5/G1

2. Partner with Smart Outdoors to improve existing trailhead signage and trail markers utilizing corporate sponsorship as a funding mechanism. MPG

1.4C AUG 2022
P4/G3,
P6/G2,
P6/G3

3. Develop and propose a community parade in the Walking District area that celebrates San Ramon’s unique identity and provides opportunities for Community Connection. MPG 3.2A OCT 2022
P4/G3,
P5/G3

4. Partner with the San Ramon Historic Foundation to renovate the organic demonstration garden and develop plans to renovate the Boone House at Forest Home Farms. MPG 4.3D OCT 2022 P4/G3

5. Host an Arts Summit to provide community feedback on the delivery of arts programs and activities. MPG 3.1B DEC 2022 P4/G3,
P5/G3

6. Plan and implement a community tree lighting ceremony in Central Park that celebrates San Ramon’s diverse community and the winter holidays.

MPG 3.2A DEC 2022
P4/G3,
P5/G3

7. Research and develop options to enhance and improve San Ramon’s current dog parks with new surface material and amenities and launch a social media campaign aimed at educating and engaging dog owners. MPG

4.3C DEC 2022
P4/G3,
P5/G3

8. Research and develop potential locations and cost estimates for the addition of Pickleball courts to an existing park. MPG 3.1A-3 & 4.2B MAR 2023 P4/G3

9. Develop and implement a new temporary public art project in a park that increases Community Engagement and provides new opportunities for local artists. MPG 4.3B MAY 2023
P4/G3,
P5/G3

10. Enhance and improve Crow Canyon Gardens by developing a robust volunteer workforce and a nature themed day camp program to assist with maintaining the demonstration gardens and educating the community about nature and gardening. MPG 4.3E JUN 2023 P4/G3

11. Develop a Walk San Ramon program in the Walking District Area that encourages and promotes walking for improved health and increase opportunities for community connection. MPG 1.3A JUN 2023 P6/G3 FY2022-23 PROPOSED BUDGET 180

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Packet Pg. 448 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Parks & Community Services
Completion
By
Council
Priorities/
Goals

12. Rebrand the Dougherty Station Community Center as an Arts and Community Center through the development of new programs and a remodel of current space with a focus on visual and performing arts. MPG

4.3K JUN 2023 P4/G3
Major Action Plan Items for FY 2022-23:

Referenced San Ramon Parks, Trails, Open Space, & Recreation Master Plan Goals MPG 1.4C: Install trail directional signage (at trailheads and intersections) MPG 3.2A: Emphasize programming that responds to different cultural segments, focuses on multigenerational and intergenerational opportunities, and brings a geographically diverse community together (movie nights, food trucks and cafes, etc.) MPG 4.3D: Forest Home Farms Historic Park enhancements (parking, walking loop, group facilities, and increased programming and renovations of historic building) MPG 3.1B: Address programming opportunities
MPG 4.3C: Enhance dog parks with shade and seating to accommodate both human and canine user comfort needs
MPG 3.1-3: 3.1: Reflect and meet the needs of an aging and diverse population

3.2: Develop park amenities and events that promote wellness and community connectedness to reduce social isolation and relieve stress

3.3: Utilize partnerships to increase use of park facilities MPG 4.2B: Incorporate sports courts to parks in western and southcentral San Ramon MPG 4.3B: Incorporate art, nature, education, and culture into parks to create distinction between facilities and enhance place-making
MPG 4.3E: Crow Canyon Gardens enhancements (parking, restrooms, improved creek access, safety and lighting, nature-based play, self-guided interpretation signage, increased number of rentable garden plots, renovation of demonstration garden) MPG 1.3A: Develop a plan that defines conceptual walking route locations and guidelines for the aesthetics and function of the routes
MPG 4.3K: Dougherty Station Community Center Programming and Reuse Plan FY2022-23 PROPOSED BUDGET 181

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FY2022-23 PROPOSED BUDGET 182

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Packet Pg. 450 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
DEPARTMENT EXPENDITURES BY CATEGORY
Salaries  $        3,761,323 $     3,497,265 $     3,684,746 $     4,432,326 $     4,602,248 Benefits           1,158,935        1,010,721        1,315,567        1,379,691           918,366 Department Internal Charges              356,333           644,680           713,783           894,394        1,033,345 Contract Services           3,025,963        1,360,258        1,060,040        1,615,343        1,636,072 Materials and Supplies              242,696           226,596           117,707           233,161           244,690 Other Costs              137,917           111,239                   211              85,870              25,929 Capital Purchases ‐ ‐ ‐ ‐ ‐
TOTAL $        8,683,167 $     6,850,759 $     6,892,054 $     8,640,785 $     8,460,650 FUNDING SOURCE
General Fund $        8,683,167 $     6,850,759 $     6,892,054 $     8,640,785 $     8,460,650 TOTAL $        8,683,167 $     6,850,759 $     6,892,054 $     8,640,785 $     8,460,650 DEPARTMENT STAFFING ALLOCATION
Administrative Analyst 2.00                  2.00                  2.00                  2.00                  1.00 Administrative Coordinator 1.00                  1.00                  1.00                  1.00                  1.00 Director 1.00                  1.00                  1.00                  1.00                  1.00 Division Manager 1.00                  1.00                  1.00                  1.00                  1.00 Office Specialist 2.00                  2.00                  2.00                  2.00                  2.00 Office Technician I/II 5.00                  5.00                  5.00                  5.00                  5.00 Program Manager 3.00                  3.00                  3.00                  3.00                  3.00 Recreation Coordinator                   10.00                10.00                10.00                10.00                11.00 Recreation Supervisor 5.00                  6.00                  6.00                  6.00                  6.00 Recreation Technician 3.00                  3.00                  3.00                  3.00                  3.00 TOTAL                   33.00                34.00                34.00                34.00                34.00 CITY OF SAN RAMON
PARKS & COMMUNITY SERVICES DEPARTMENT BUDGET
General Fund
100%
Parks & Community Services
FY 2022/23 Expenditures By Fund
FY2022-23 PROPOSED BUDGET 183

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Packet Pg. 451 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
CITY OF SAN RAMON
PARKS & COMMUNITY SERVICES DEPARTMENT BUDGET
DEPARMENT PROGRAM REVENUE
TOTAL 5,858,563 $         $     2,706,450 $     1,689,594 $     4,410,813 $     4,611,638 FY2022‐23 EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROGRAM
REVENUE NET COST
Administration $        1,761,285 $          68,650 $     1,692,635 Adult & Senior Enrichment              456,948           131,941           325,007 Adult & Youth Sports              747,630        1,023,072          (275,442) Aquatics           1,131,784           882,729           249,055 Cultural Arts           1,220,421           457,710           762,711 Facilities           1,416,340        1,140,153           276,187 Special Programs & Events              900,528           217,215           683,313 Youth/Teen Services              825,714           690,168           135,546 TOTAL $        8,460,650 $     4,611,638 $     3,849,012 FY2022-23 PROPOSED BUDGET 184

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Packet Pg. 452 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Department Budgets | Non-Departmental
The non-departmental budget summary includes items related to the City as a whole that cannot be easily allocated to various departments for equipment replacement, healthcare, insurance liability premiums, cablevision, and contingency appropriation.

FY2022-23 PROPOSED BUDGET 185

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FY2022-23 PROPOSED BUDGET 186

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Packet Pg. 454 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) 18/19 19/20 20/21

ACTUAL ACTUAL ACTUAL
21/22 22/23

AMENDED PROPOSED
EXPENDITURES BY CATEGORY
Salaries  $    1,532,474 $       439,867 $            850,789 $        631,232 $ ‐ Benefits          463,893       2,007,202           1,534,383        1,581,960 ‐ Contract Services          119,183             14,778 ‐  350,000                      475,000 Other Costs       9,391,919     10,088,486         11,393,291     12,624,742     12,898,238 Capital Outlay       1,012,971           804,283           1,152,287        1,081,934       1,723,496 TOTAL $ 12,520,440 $  13,354,616 $      14,930,750 $  16,269,868 $  15,096,734 FUNDING SOURCE
General Fund $         13,548 $              (869) $              10,000 $          50,000 $          50,000 Public Education & Government (PEG)                   ‐               6,873                 20,293           250,000           335,000 Internal Service Fund/Equipment Replacement  1,539,060              1,426,006           1,969,897           818,654       1,307,500 Internal Service Fund/Info Svcs Replacement           159,648           282,201               209,379           263,280           415,996 Internal Service Fund/Insurance Liability       4,982,260       5,633,937           6,028,791        6,273,009       4,440,150 Internal Service Fund/Healthcare       5,825,925       6,006,468           6,692,390        8,614,925       8,548,088 TOTAL $ 12,520,440 $  13,354,616 $      14,930,750 $  16,269,868 $  15,096,734 FY2022‐23 EXPENDITURES BY PROGRAM EXPENDITURE REVENUE NET COST Contingency  Reserve $         50,000 $   50,000 ‐ $
Public Education & Government          335,000           195,000 140,000 Equipment Replacement       1,307,500 ‐           1,307,500 Info Svcs Replacement          415,996             90,000               325,996 Insurance Liability 4,440,150 6,        108,021 (1,667,871) Healthcare 8,548,088 6,292,668             2,255,420.00 TOTAL $ 15,096,734 $  12,685,689 $        2,411,045
CITY OF SAN RAMON
NON‐DEPARTMENTAL BUDGET
Internal Service
Fund/Healthcare

56.6%
Internal Service
Fund/Insurance
Liability

29.4%
Internal Service
Fund/Equipment
Replacement

8.7%
Internal Service
Fund/Info Svcs
Replacement

2.8%
Public Education &
Government (PEG)

2.2%
General Fund

0.3%
Non‐Departmental
FY 2022/23 Expenditures By Fund
FY2022-23 PROPOSED BUDGET 187

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FY2022-23 PROPOSED BUDGET 188

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Packet Pg. 456 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials
FY2022-23 PROPOSED BUDGET 189

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Packet Pg. 457 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) This page intentionally left blank
FY2022-23 PROPOSED BUDGET 190

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Packet Pg. 458 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Glossary of Terms
Account Balance: Total dollars remaining in an account after current expenditures for operations and capital improvements are subtracted.

Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent.

Activity: Departmental efforts which contribute to the achievement of a specific set of program objectives.

Actual: Actual level of expenditures approved for fiscal year noted.

Adjusted Budget: Adjustment to the adopted budget made during the current fiscal year.

Adopted Budget: A budget that has been legally approved by the governing body.

Adoption: Formal action by the City Council, which sets the spending limits for the fiscal year. The City’s budget is adopted by Council Resolution.

Appropriation: An authorization by the City Council to make expenditures and to incur obligations for a specific purpose.

Appropriations Limit: Article XIIIB, of the California Constitution, was amended by Proposition 4, “The Gann Initiative”, in 1979. This Article limits growth in government spending to changes in population and inflation, by multiplying the limit for the prior year, by the percentage change in the cost of living (or per capita personal income, whichever is lower); then multiplying the figure resulting from the first step, by the percentage change in population. The base year limit (FY 1978-79) amount consists of all tax proceeds appropriated in that year. The Appropriations Limit calculation worksheet can be found in the Budget Summaries section.

Assessed Valuation: The valuation is established upon real estate and certain personal property by the Assessor as a basis for levying property taxes.

Assessment: Revenue collected for City services, which benefit properties in specific areas or districts.

Assets: Property owned by the City for which monetary value has been established.

Audit: Prepared by an independent Certified Public Accountant (CPA), the primary objective of an audit is to determine if the City’s Financial Statements present fairly the City’s financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the adequacy of the City’s internal controls, as well as recommending improvements to the City’s financial management practices.

Authorized Positions: These are employee positions, which are authorized in the adopted budget, to be filled during the year.

Beginning Fund Balance: This is the balance that is available in a fund, from the end of the prior year, for the use in the following year.

FY2022-23 PROPOSED BUDGET 191

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Packet Pg. 459 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Glossary of Terms
Bonds: A bond is a written promise to pay a specified sum of money (called the face value or principle amount) at a specified date or dates in the future (called the maturity date) together with period interest at a specified rate.

Budget: A plan of financial activity for a specified period of time (fiscal year end) indicating all planned revenue and expenses for the budget period.

Budget Amendment: The City Council has the sole responsibility for adopting the City’s budget, and may amend or supplement the budget at any time after adoption. The City Manager has the authority to approve administrative adjustments to the budget as outlined in the Financial and Administrative Policies set by Council.

Budget Calendar: The schedule of key dates which a government follows in the preparation and adoption of the budget.

Budget Document: The instrument used by the budget-making authority to present a comprehensive financial program to the appropriating body.

Budget Message: A general outline of the budget which includes comments regarding the City’s financial status at the time of the message, and recommendations regarding the financial policies for the coming period.

Capital Budget: The appropriation of funds for improvement to facilities, and other infrastructure.

Capital Improvement Program (CIP): The program or schedule of expenditures for major construction of roads, sidewalks, City facilities and/or park improvements and for the purchase of equipment. San Ramon’s CIP follows a five-year schedule and includes projects which cost $25,000 or more to complete. The City adopts the CIP budget in a process which is an ongoing plan of single and multiple year capital expenditures, and is updated annually.

Capital Outlay: Fixed assets, which have a value of $5,000 or more and have a useful economic life of more than one (1) year.

Capital Project: Major construction, acquisition, or renovation activities which add value to a government’s physical assets or significantly increase their useful life; also called capital improvements.

Contingency: An appropriation of funds to cover unforeseen events that occur during the fiscal year such as federal mandates, shortfalls in revenue, and similar eventualities.

Contract Services: This is an agreement for a specific term in professional or contractual service.

Debt Service: The cost of paying principal and interest on borrowed money according to the predetermined payment schedule.

Defer: The means to delay expenditure until a future budget year.

FY2022-23 PROPOSED BUDGET 192

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Packet Pg. 460 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Glossary of Terms
Department: A major organizational unit of the City with overall management responsibility for an operation or a group of related operations within a functional area. In San Ramon, Department Heads are the chief administrators within a department. Program Managers typically report to either the Department Head or a Division Manager.

Division: An organization sub-unit of a department, which encompasses a substantial portion of the duties assigned to a department.

Encumbrance: The commitment of appropriated funds for future expenditures.

Expenditure: The outflow of funds paid or to be paid for an asset obtained or goods and services obtained. Note:

An encumbrance is not an expenditure an encumbrance reserves funds to be expended.

Fiscal Year: The period designated by the City for the beginning and ending of financial transactions. In San Ramon, this period of time is July 1 through June 30.

Fixed Assets: These are non-consumable assets of a long-term nature such as land, buildings, machinery, furniture, and other equipment. The City has defined such assets as those with an expected life in excess of one (1) year and an acquisition cost in excess of $5,000.

Full-Time Equivalent (FTE): The decimal equivalent of a position converted to a full-time basis. For example, one person working half time would count as 0.50 FTE; one person working full-time would count as 1.0 FTE. Elected positions are budgeted however; they are not included in net FTE totals.

Fund: Municipal governments organize and operate their accounting systems on a fund basis. The formal definition of the fund is an independent financial and accounting entity with a self-balancing set of accounts in which cities record financial transactions relating to revenue, expenditures, assets, and liabilities. Each fund has a budget with exception of the General Fund (which accounts for general-purpose actions and has unrestricted revenue sources). Each remaining fund typically has a unique funding source and purpose. Establishing funds enables the City to account for the use of restricted revenue sources and carry on specific activities or pursue specific objectives.

Fund Balance: The fund balance is the excess of the assets of a fund over its liabilities, reserves, and carryover.

Generally Accepted Accounting Principles (GAAP): Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP encompass the conventions, rules and procedures necessary to define accepted accounting practice at a particular time. The primary authoritative body on the application of GAAP to State and local governments is the Government Accounting Standards Board (GASB).

General Fund: The City’s principal operating fund, all revenue that is not allocated by law or contractual agreement to a specific fund, which is supported by general taxes and fees and which can be used for any legal purpose.

FY2022-23 PROPOSED BUDGET 193

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Packet Pg. 461 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Glossary of Terms
Goal: A statement of broad direction, purpose or intent. In San Ramon’s budget, goals are synonymous with mission statements.

Grant: A transfer or awarding of funds from either the Federal or State government to the City in order to finance a specific activity or program. The City receiving the grant funds is not required to repay the awarding entity the amount in the future.

General Obligation (GO) Bonds: A type of municipal bond in which the bond repayments (principal and interest) are guaranteed by the total revenue generated by the government entity. In other words, the repayment is guaranteed by both tax revenue and operating revenue generated by various projects. GO bonds are primarily used to subsidize the development of public projects. No assets are used as collateral.

Indirect Costs: Those elements of cost necessary in the performance of a service, which cannot be accurately or readily allocated to the unit of service. Usually, they relate to those expenditures, which are not an integral part of the service.

Infrastructure: The physical assets of government (e.g., streets, parks and public buildings).

Interest: Income earned on the investment of available cash balances.

Internal Service: Accounts for capital equipment purchases, insurance and benefit liability, and investment management.

Materials and Supplies: Expendable materials and operating supplies necessary to conduct departmental orientation.

Non-Departmental: Program costs that do not relate to any one particular department, but represent costs of a general Citywide nature.

Objective: Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific timeframe.

Operating Budget: The operating budget provides a plan for current expenditures and the proposed means of financing them. In a broader sense, the annual operating budget is a statement of what services the municipality will deliver to its citizens.

Other Costs: Expenditure category which includes employee training and development, insurance and subsidies.

Personnel Services: An expenditure category which generally accounts for the salaries of full-time, part-time and temporary employees, overtime expenses, all employee benefits for City employees, such as medical, dental and retirement.

Program: Represents major areas or support functions; they are defined as a service provided to citizens, other departments, or other agencies.

Program Revenue (Income): This is revenue earned by a program, including fees for services, license and permit FY2022-23 PROPOSED BUDGET 194

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Packet Pg. 462 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Glossary of Terms
fees, and fines.

Proposed Budget: Proposed level of expenditures/revenue/FTEs as outlined in the proposed budget document.

This is the City Manager’s recommended budget, which will be considered by the City Council for approval.

Reprogram: The re-appropriation of funds that were previously earmarked for another use.

Reserve: An account which the City uses to either set aside revenue that it does not need to spend in the current fiscal year or to earmark revenue for a specific future purpose. Reserves are typically established and budgeted through City Council policy action.

Resolution: A special order by the City Council requiring less legal formality than an Ordinance in terms of public notice prior to approval.

Resources: Total amount available for appropriation, including estimated revenue, beginning fund balances, and fund transfers.

Revenue: Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year.

Special Revenue Fund: A fund used to account for revenue sources that are restricted by law or administrative action to expenditures for special purposes.

Structural Deficit: The permanent financial gap that results when, discounting economic cycles, ongoing revenue does not match or keep pace with ongoing expenditures.

Surplus: An excess of total current resources over total current requirements.

Transfers In/Out: Amounts transferred from one fund to another to assist in financing the services for the recipient fund.

FY2022-23 PROPOSED BUDGET 195

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FY2022-23 PROPOSED BUDGET 196

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Packet Pg. 464 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Acronyms
AB Assembly Bill
ADA American Disabilities Act
ARPA American Rescue Plan Act of 2021
AT&T American Telephone & Telegraph (Formerly Pacific Bell) BAAQMD Bay Area Air Quality Management District
BMX Bicycle Motocross
CAFR Comprehensive Annual Financial Report
CalPERS California Public Employees’ Retirement System
CIP Capital Improvement Program
COP Certificates of Participation
CRM Citizen Request Management
CSA County Service Area
CSMFO California Society of Municipal Finance Officers
DOT Department of Transportation
DRFA Dougherty Regional Fire Authority
DVDougherty Valley
DVOC Dougherty Valley Oversight Committee
EBMUD East Bay Municipal Utility District
EBRCS East Bay Regional Communication System
EBTR Employer Based Trip Reduction
EDAC Economic Development Advisory Committee
EDSP Economic Development Strategic Plan
EIR Environmental Impact Report
EMS Energy Management System
ERP Enterprise Resource Planning
EPA Environmental Protection Agency
FPPC Fair Political Practice and Commission
F/T Full Time
FTE Full-Time Equivalent
FY Fiscal Year
FY2022-23 PROPOSED BUDGET 197

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Packet Pg. 465 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Acronyms
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
GHAD Geologic Hazard Abatement District
GIS Geographic Information System
HOA Homeowners Association
HVAC Heating, Ventilation, and Air Conditioning
IT Information Technology
I/S Information Services
ISF Internal Service Fund
L & L Landscaping and Lighting District
LED Light Emitting Diode
LLC Limited Liability Company
LLP Limited Liability Partnership
LOCC League of California Cities
LUCA Local Update of Census Addresses
MOU Memorandum of Understanding
MPA Municipal Pooling Authority
MRP Municipal Regional Permit
MVLF Motor Vehicle License Fees
NPDES National Pollutant Discharge Elimination System
NWSP Northwest Specific Plan
NWSR Northwest San Ramon
OBAG One Bay Area Grant
OPEB Other Post-Employment Benefits
PCI Pavement Condition Index
PD Police Department
PCS Parks & Community Services
PEG Public Education & Government
PEPRA Public Employees’ Pension Reform Act
FY2022-23 PROPOSED BUDGET 198

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Packet Pg. 466 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Acronyms
PERS Public Employees’ Retirement System
PDA Priority Development Area
PG&E Pacific Gas & Electric
POB Pension Obligation Bond
RDA Redevelopment Agency
RFP Request for Proposal
RHNA Regional Housing Needs Allocation
SCCJEPA South Contra Costa Joint Exercise Powers Agreement SB Senate Bill
SRPD San Ramon Police Department
SRVB San Ramon Valley Blvd
SRVFPD San Ramon Valley Fire Protection District
SRVUSD San Ramon Valley Unified School District
SWAT Southwest Area Transportation
TA Tax Allocation
TAC Transportation Advisory Committee
TDM Transportation Demand Management
TOT Transient Occupancy Tax
TRAFFIX Congestion relief program aimed at school-related traffic. The program is funded by Measure J, the ½ cent sales tax approved by Contra Costa voters in 2004 TVTC Tri-Valley Transportation Council
UCLA University of California Los Angeles
WAN Wide Area Network
FY2022-23 PROPOSED BUDGET 199

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FY2022-23 PROPOSED BUDGET 200

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Packet Pg. 468 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Listing of Funds
*Development Mitigation Funds
**Special Landscaping and Lighting Zones
101 General Fund 307 Bent Creek**
201 Planning Cost Recovery 308 Deerwood**
202 Geographic information System 309 Country View**
203 Child Care* 310 Old Ranch Estates**
204 City Beautification* 311 Village Parkway**
205 Conditions of Approval* 312 El Nido**
206 Creek Study & Mitigation* 313 Crown Ridge**
207 Drainage Mitigation* 314 Four Oaks**
208 Gas Tax 315 Circle E Ranch**
209 Park Development 316 Thomas Ranch**
211 Crow Canyon Project 317 Henry Ranch**
212 South Contra Costa Joint Exercise Powers
Agreement (SCCJEPA)
318 Old Ranch Summit**
213 Street Maintenance and Improvement 319 Glass House** 214 Traffic Improvement 330 The Preserve Lighting & Landscaping 215 Tri-Valley Transportation 341 Canyon Park
216 Public Education & Government (PEG) 342 Village Center Common Area 217 Vehicle Refuse Impact 343 Dougherty Valley CSA
218 Open Space Development 344 Solid Waste
219 American Rescue Plan Act of 2021 345 Non-Point Drainage / Stormwater 251 Community Facilities District 2014-1 (Acres) 346 Street Smarts 252 Community Facilities District 2014-1 (Faria) 347 TDM Programs 301 Citywide Landscaping 348 Local Law Enforcement Block Grant 302 Citywide Lighting 349 Police Special Revenue
303 Canyon Lakes** 350 Narcotic Asset Forfeiture
304 Vista San Ramon** 351 TRAFFIX Program
305 Summerwood Loop** 361 Dougherty Valley GHAD
306 West Branch** 362 Northwest San Ramon GHAD
FY2022-23 PROPOSED BUDGET 201

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Packet Pg. 469 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Listing of Funds
371 San Ramon Housing – Unrestricted
401 Capital Improvement Projects– Capital Project Fund
501 Pension Obligation Bonds (2010)– Debt Service Fund
512 COP #12 (2011)– Debt Service Fund
513 COP #13 (2019)– Debt Service Fund
514 Pension Obligation Bonds (2021)– Debt Service Fund
521 LED Lights (2012)– Debt Service Fund
601 Investments – Internal Service Fund
602 Vehicle/Equipment Replacement- Internal Service Fund 603 Info Services Equipment Replacement- Internal Service Fund 610 Insurance Liability- Internal Service Fund
611 Healthcare- Internal Service Fund
618 Infrastructure Maintenance- Internal Service Fund
FY2022-23 PROPOSED BUDGET 202

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Packet Pg. 470 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Budget Resolution & Appropriation Limit FY2022-23 PROPOSED BUDGET 203

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FY2022-23 PROPOSED BUDGET 204

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Packet Pg. 472 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) RESOLUTION NO. 2022-xxx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN
RAMON ADOPTING THE FISCAL YEAR 2022-2023 OPERATING AND

CAPITAL BUDGET, ESTABLISHING AN APPROPRIATION LIMIT, AND

AUTHORIZING CARRYOVER PROJECT APPROPRIATIONS
WHEREAS, in a budget workshops held on April 12, 2022, the City Council reviewed the Proposed Fiscal Year 2022-2023 Operating and Capital Budget; and WHEREAS, in a second budget workshop held on May 10, 2022 the City Council has reviewed the Proposed Fiscal Year 2022-2023 Operating Budget and Capital Improvement Program; and
WHEREAS, the Planning Commission in a meeting held on May 3, 2022 found the Capital Improvement Program consistent with the General Plan; and WHEREAS, the Capital Improvement Program, referred to as the Capital Budget requires annual appropriation approval by the City Council; and WHEREAS, Article XIIB of the State of California Constitution requires local government agencies to annually adopt an appropriation limit; and NOW, THEREFORE BE IT RESOLVED, as follows:

Section 1. The City Council approves the Fiscal Year 2022-2023 Proposed Operating and Capital Budget totaling $122,082,918 as summarized on Exhibit 1 and a carryover of unspent Capital Budget appropriations from Fiscal Year 2021-2022.

Section 2. The City Council approves the Fiscal Year 2022-2023 Appropriation Limits as required by Article XIIIB of the State Constitution as shown on Exhibit 2.

Section 3. Upon finalizing the budget document for publication, a copy of the budget document will be made available for public review at City Hall and other convenient public places.

Signatures on following page
FY2022-23 PROPOSED BUDGET 205

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Packet Pg. 473 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) PASSED, APPROVED AND ADOPTED on this 24th day of May 2022 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________
Dave Hudson, Mayor
ATTEST:

Christina Franco, City Clerk
Exhibit 1: Statement of Revenues, Expenditures and Changes in Fund Balance Exhibit 2: City of San Ramon Appropriate Limit Calculation FY2022-23 PROPOSED BUDGET 206

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Packet Pg. 474 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) EXHIBIT 1
CITY OF SAN RAMON
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GOVERNMENTAL FUND PROPRIETARY
General Fund
Special Rev ‐
Operating
Special Rev ‐
Non‐Operating
Special Rev ‐
GHADs
Special Rev ‐
Housing
Successor Debt Service
Capital
Projects Total
Internal
Service Funds Grand Total
FUND BALANCE ‐ 07/01/22 $       21,157,615 $      8,441,059 $       7,255,155 $   12,949,388 $      9,726,553 $      1,004,244 $   11,621,451 $     72,155,465 $   11,996,316 $     84,151,781

REVENUES
Property Tax           24,376,859 ‐                                          ‐ ‐                     ‐                     ‐                     ‐                            24,376,859                          24, ‐         376,859 Special Assessments                         5, ‐          530,596                       2, ‐          629,733 ‐                     ‐                     ‐                              8,160,329                          8, ‐           160,329 Sales and Use Tax           11,298,342 ‐                                          ‐ ‐                     ‐                     ‐                     ‐                            11,298,342                          11, ‐         298,342 Property Transfer Tax             1,054,696 ‐                                          ‐ ‐                     ‐                     ‐                     ‐                              1,054,696                          1, ‐           054,696 Transient Occupancy Taxes (TOT)             2,317,261 ‐                                          ‐ ‐                     ‐                     ‐                     ‐                              2,317,261                          2, ‐           317,261 Franchise Fees              5,737,096 ‐                                          ‐                     ‐                     ‐ ‐                     ‐                              5,737,096                          5, ‐           737,096 Licenses and Permits             2,748,250 ‐                                          ‐                 1,500 ‐                     ‐                     ‐                              2,749,750                          2, ‐           749,750 Intergovernmental                498,484       21,441,177           5,460,959 ‐                     ‐                                          3, ‐          339,313        30,739,933            820,203        31,560,136 Charges for Services             6,251,004         1,616,870              312,157 ‐                     ‐                     ‐                     ‐                              8,180,031            102,000          8,282,031 Fines and Forfeitures                289,000 ‐                                          ‐ ‐                     ‐                     ‐                     ‐                                  289,000                         ‐              289,000 Investment Income                105,000 ‐                                          ‐            135,274 ‐                                          300, ‐             000              540,274              65,731              606,005 Development Fees                        ‐            404,179           7,579,878                      1, ‐          893,320 ‐                     ‐                              9,877,377                          9, ‐           877,377 Miscellaneous Revenue             3,176,466         1,420,721                      ‐              36,988            500,000         3,287,450         1,000,000          9,421,625       11,580,486        21,002,111 TOTAL REVENUES           57,852,458       30,413,543        13,352,994         2,803,495         2,393,320         3,287,450         4,639,313      114,742,573       12,568,420      127,310,993

EXPENDITURES
General Government             3,255,182            123,923                           ‐                         ‐                         ‐                         ‐                         ‐          3,379,105                          3, ‐           379,105 Administrative Services             5,581,725                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐          5,581,725              65,731          5,647,456 Community Development             4,578,615                         ‐              164,422                         ‐                         ‐                         ‐                         ‐          4,743,037                          4, ‐           743,037 Police Services           14,922,602         8,870,328                           ‐                         ‐                         ‐                         ‐                         ‐        23,792,930                          23, ‐         792,930 Public Works           16,176,438       20,205,242              102,533         1,020,655                         ‐                         ‐                         ‐        37,504,868                         ‐        37,504,868 Parks & Community Services             8,460,650                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐          8,460,650                          8, ‐           460,650 Non‐Departmental                  50,000            335,000                           ‐                         ‐                         ‐                         ‐                         ‐              385,000                         ‐              385,000 Housing Programs                             ‐                         ‐                           ‐                         ‐            146,477                         ‐                         ‐              146,477                         ‐              146,477 Debt Service                             ‐                         ‐                           ‐                         ‐                          5, ‐          687,972                         ‐          5,687,972                          5, ‐           687,972 Capital Improvement Program (CIP)                             ‐                         ‐                           ‐                         ‐                         ‐                          17, ‐        623,689        17,623,689                          17, ‐         623,689 Vehicle/IS Replacement                             ‐                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐                           1, ‐          723,496          1,723,496 Insurance                             ‐                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐                           4, ‐          440,150          4,440,150 Healthcare                             ‐                         ‐                           ‐                         ‐                         ‐                         ‐                         ‐                           8, ‐          548,088          8,548,088 TOTAL EXPENDITURES           53,025,212       29,534,493              266,955         1,020,655            146,477         5,687,972       17,623,689      107,305,453       14,777,465      122,082,918 OTHER FINANCING SOURCES (USES)
Operating Transfers In             4,781,633         2,782,337                           ‐                         ‐                          5, ‐          687,972       13,284,376        26,536,318         1,805,989        28,342,307 Operating Transfers Out            (9,623,337)        (3,486,466)         (9,696,171)             (87,714)                          (3, ‐         937,450)           (364,000)       (27,195,138)       (1,116,169)       (28,311,307) TOTAL OTHER FINANCING SOURCES (USES)           (4,841,704)           (704,129)         (9,696,171)             (87,714)                          1, ‐          750,522       12,920,376            (658,820)            689,820                31,000 NET INCREASE (DECREASE)                 (14,458)            174,921           3,389,868         1,695,126         2,246,843           (650,000)             (64,000)          6,778,300       (1,519,225)          5,259,075 FUND BALANCE ‐ 06/30/23 $       21,143,157 $      8,615,980 $     10,645,023 $   14,644,514 $   11,973,396 $         354,244 $   11,557,451 $     78,933,765 $   10,477,091 $     89,410,856 FY2022-23 PROPOSED BUDGET 207

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Packet Pg. 475 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) EXHIBIT 2
A. FY 2021‐22 APPROPRIATIONS LIMIT $ 89,211,219
B. ADJUSTMENT FACTORS

1. City Population Growth 0.9952

2. California Per Capita Income 1.0755
Total Adjustment % 1.0703
C. ANNUAL ADJUSTMENT 6,274,903
D. OTHER ADJUSTMENTS ‐
E. TOTAL ADJUSTMENTS 6,274,903
F. FY 2022‐23 APPROPRIATIONS LIMIT $ 95,486,122
A. PROCEEDS OF TAXES:

Property Tax $ 24,376,859
Sales & Use Tax 11,298,342
Property Transfer Tax 1,054,696
Transient Occupancy Tax 2,317,261
Motor Vehicle In Lieu ‐
Off‐Highway Vehicles ‐
Interest Earned on Proceeds of Taxes 70,869
Total Proceeds of Taxes $ 39,118,027
B. EXCLUSIONS:

Debt Service (5,396,500)
Qualified Capital Outlays ‐
Total Exclusions (5,396,500)
C. APPROPRIATIONS SUBJECT TO LIMITATION $ 33,721,527
D. CURRENT YEAR LIMIT $ 95,486,122
E. OVER (UNDER) LIMIT $  (61,764,595)
CITY OF SAN RAMON
FISCAL YEAR 2022‐23 APPROPRIATIONS LIMIT
FISCAL YEAR 2022‐23 APPROPRIATIONS SUBJECT TO LIMITATION APPROPRIATION LIMIT CALCULATION
FY2022-23 PROPOSED BUDGET 208

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Packet Pg. 476 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | General Fund Reserve Policy
FY2022-23 PROPOSED BUDGET 209

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FY2022-23 PROPOSED BUDGET 210

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Packet Pg. 478 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) FY2022-23 PROPOSED BUDGET 211

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Packet Pg. 479 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) FY2022-23 PROPOSED BUDGET 212

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Packet Pg. 482 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) FY2022-23 PROPOSED BUDGET 215

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FY2022-23 PROPOSED BUDGET 216

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Packet Pg. 484 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) Reference Materials | Debt Management & Disclosure Policy FY2022-23 PROPOSED BUDGET 217

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FY2022-23 PROPOSED BUDGET 218

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Packet Pg. 486 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) RESOLUTION NO. 2020-111

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAMON

APPROVING THE STATEMENT OF

DEBT MANAGEMENT AND DISCLOSURE POLICY
WHEREAS, the City Council adopted Resolution 2014-092 to establish formal written debt management policy; and
WHEREAS, the City Council adopted Resolution 2017-026 amending the Statement of Debt Management and Disclosure Policy to comply with Government Code Section 8855(i); and WHEREAS, per the Debt Management Policy, the Administrative Services Director shall conduct a review of the policy and bring forward to the City Council any amendments deemed necessary and appropriate; and
WHEREAS a Statement of the Debt Management and Disclosure Policy was submitted and reviewed with the Finance Committee on November 9, 2020; and WHEREAS, the Finance Committee directed staff to forward the Statement of Debt Management and Disclosure Policy to the City Council for consideration of approval.

NOW, THEREFORE BE IT RESOLVED, that the City Council approves the Statement of Debt Management and Disclosure Policy that is attached as Exhibit 1.

PASSED, APPROVED AND ADOPTED at the meeting of November 24, 2020 by the following votes:

AYES: Cm. Hudson, O’Loane, Perkins, Zafar, and Mayor Clarkson NOES:

ABSENT:

ABSTAIN:
______________________
Bill Clarkson, Mayor
ATTEST:
________________________
Christina Franco, City Clerk
Exhibit 1: Statement of Debt Management and Disclosure Policy 2020 FY2022-23 PROPOSED BUDGET 219

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FY2022-23 PROPOSED BUDGET 220

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Packet Pg. 488 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program)

CITY OF SAN RAMON

STATEMENT OF DEBT MANAGEMENT AND DISCLOSURE POLICY

POLICY PURPOSE
This Debt Management Policy (the “Debt Policy”) establishes the parameters within which debt may be issued and administered by the City of San Ramon (the “City”), San Ramon Public Financing Authority, and the San Ramon Successor Agency (collectively, the “Covered Entities”). This Debt Policy is intended to comply with Government Code Section 8855(i), effective on January 1, 2017.

POLICY STATEMENT
While the Covered Entities prefer to finance projects on pay-as-you-go basis, in the event debt is necessary, the Policy confirms the commitment of the Council, Boards, management, staff, advisors, and other decision makers to adhere to sound financial management practices, including full and timely repayment of borrowings, achieving the lowest possible cost of capital within prudent risk parameters.

Priorities of the Debt Policy are:

1. Achieve the lowest cost of capital by balancing the City’s service, infrastructure, and liability obligations;

2. Maintain a prudent level of financial risk;

3. Preserve future financial flexibility;

4. Maintain full and complete financial disclosure and reporting;

5. Obtain highest practical credit ratings and good investor relations; and

6. Ensure compliance with state and federal laws and regulations.

The Debt Policy shall govern, except as otherwise covered by the Investment Policy, the issuance and management of all debt and lease financings funded from the capital markets (including private placement and bank loans), including the selection and management of related financial services and products and investment of bond and lease proceeds. While adherence to this policy is required in applicable circumstances, it is recognized that changes in the capital markets, FY2022-23 PROPOSED BUDGET 221

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Packet Pg. 489 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) agency programs and other unforeseen circumstances may from time to time produce situations that are not covered by this policy and will require modifications or exceptions to achieve policy goals. In these cases, management flexibility is appropriate, provided specific authorization from the City Manager, City Council and other authorizing Boards is obtained.

This Debt Policy may be amended by the City Council as it deems appropriate from time to time in the prudent management of the debt of the City and its Covered Entities. Any approval of debt by the City Council that is not consistent with this Debt Policy shall constitute a waiver of this Debt Policy.

RESPONSIBILITIES
The debt program for all City funds shall be operated in conformance with applicable federal, state and other legal requirements, including the Municipal Code.

Responsibility for managing and coordinating all activities related to the structure, issuance, and administration of all long- and short-term debt obligations shall rest with the Administrative Services Director.

No debt obligations shall be presented to the City Council, San Ramon Public Financing Authority Board or San Ramon Successor Agency Board for their authorization without the joint assessment and recommendation of the City Manager and City Attorney. Departments planning debt-financed capital programs or equipment acquisitions shall work closely with the City Manager and Administrative Services Director to provide information and otherwise to facilitate the issuance and on-going administration of debt.

The Administrative Services Director shall be responsible for maintaining good communication with rating agencies, investors, and other debt related service providers about the City’s financial condition and will follow a policy of full disclosure as required by the Securities Exchange Commission’s Rule 15c2-12 and in accordance with the specific disclosure reporting requirements detailed in each respective bond transcript.

The Administrative Services Director shall conduct an annual review of this Debt Policy and bring forward to the City Council any amendments deemed necessary and appropriate.

TYPES OF DEBT
For purposes of this Debt Policy, “debt” shall be interpreted broadly to mean bonds, notes, certificates of participation, financing leases, or other financing obligations, but the use of such term in this Debt Policy shall be solely for convenience and shall not be interpreted to FY2022-23 PROPOSED BUDGET 222

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Packet Pg. 490 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) characterize any such obligation as an indebtedness or debt within the meaning of any statutory or constitutional debt limitation where the substance and terms of the obligation comport with exceptions thereto.

The following types of debt are allowable under this Debt Policy:
x General obligation bonds
x Bond or grant anticipation notes
x Lease revenue bonds, certificates of participation and lease-purchase transactions x Other revenue bonds and certificates of participation x Tax and revenue anticipation notes
x Land-secured financings, such as special tax revenue bonds issued under the Mello-Roos Community Facilities Act of 1982, as amended, and limited obligation bonds issued under applicable assessment statutes
x Tax increment financing to the extent permitted under state law x Conduit financings, such as financings for affordable rental housing and qualified 501c3 organizations
x Pension Obligation Bonds
The Covered Entities may from time to time find that other forms of debt would be beneficial to further its public purposes and may approve such debt without an amendment of this Debt Policy.

DEBT CONSIDERATIONS
General:

The Covered Entities will evaluate the need for debt financing of a project compared to a pay-asyou-go financing methodology. The Covered Entities prefers to fund projects on a pay-as-you-go basis.

1. Factors favoring a pay-as-you-go methodology include:

FY2022-23 PROPOSED BUDGET 223

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Packet Pg. 491 Attachment: FY2022-23 Proposed Operating Budget 05.17.22 (2022-079 : FY 2022-2023 Budget and Capital Improvement Program) a. Current projected revenues, fund balances available are sufficient to fund the project and fund liabilities are manageable.
b. Long-term total costs are lower due to the avoidance of interest expense. c. Existing debt levels adversely affect the City’s credit rating. d. Market conditions are unfavorable or present difficulties in marketing.

2. Factors favoring debt financing include:
a. Current and projected revenues available for debt service are sufficient and reliable so that financings can be marketed with investment grade credit ratings. b. Market conditions present favorable interest rates leading to efficient financial resource allocation and demand for the City financings. c. A project is mandated by state or federal requirements, and current resources are insufficient or unavailable to fully fund the project.
d. The project is immediately required to meet or relieve capacity needs or emergency conditions and current resources are insufficient or unavailable.