CITY COUNCIL AGENDA
April 23, 2024
WE PROVIDE EFFICIENT DELIVERY OF QUALITY PUBLIC SERVICES THAT ARE
ESSENTIAL TO THOSE WHO LIVE AND WORK IN SAN RAMON
David E. Hudson, Mayor • Scott Perkins, Vice Mayor
Mark Armstrong, Councilmember • Marisol Rubio, Councilmember • Sridhar Verose, Councilmember Council Chamber
7000 Bollinger Canyon Road
SPECIAL MEETING – 3:30 PM
Agenda Questions: Please contact the City Clerk (925) 973-2539 or [email protected] Please refer to the end of the agenda to review options for participation in the meeting.
Unless stated otherwise on the agenda, every item on the agenda is exempt from CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, 15378, 15301, 15323 and/or Public Resources Code Section 21065.
1. CALL TO ORDER/ROLL CALL
2. WORKSHOP
2.1 Review the FY 2024/25 Preliminary Budget and Budget Balancing Strategies Recommendation: Receive the report and give direction to staff regarding budget balancing strategies and which budget cuts, if any, to restore.
3. ADJOURNMENT
I hereby certify the agenda was posted 72 hours before the noted meeting. This agenda is posted in accordance with Government Code Section 54954.2(a).
Dated: April 19, 2024
2 City Council Special Meeting – April 23, 2024
HOW TO VIEW OR PARTICIPATE IN THE MEETING:
The public is invited to participate in the meeting using any of the following methods:
IN-PERSON
San Ramon City Hall, Council Chamber, 7000 Bollinger Canyon Road. Members of the public can provide in-person comments in the Council Chamber. To make a request for disability-related accommodation to participate in the meeting, please contact the City Clerk’s Office 48 hours in advance of the meeting.
WRITTEN COMMUNICATION BY EMAIL
Public comments may be submitted via e-mail to [email protected]. Any public comments received up until two (2) hours prior to the scheduled start time of the meeting will be distributed to the City Council via e-mail, provided at the meeting in the red binder, and posted online at https://www.sanramon.ca.gov/public_comment.
Written comments received after the cut-off time will be provided to the City Council the day following the meeting.
Please include “Public Comment” in the subject line. In the body of the email please include your name and the item you wish to comment on. Written public comment will not be read aloud during the meeting.
TO VIEW OR LISTEN ONLY
As a courtesy and technology permitting, the public will have the opportunity to view the meeting via one-way feed by the options below. However, the City cannot guarantee that the public’s remote access to any meeting will be uninterrupted, and technical difficulties may occur from time to time. In those instances, so long as the public may still attend the meeting in person, the meeting will continue. Members of the public desiring to provide comments as a part of the meeting are encouraged to either submit written comments prior to the meeting or to attend the meeting in person.
a. Zoom: https://cityofsanramon.zoom.us/j/94073084069
Webinar ID: 940 7308 4069
Zoom Phone Numbers: +1 (669) 900-6833
b. The City’s YouTube Channel: www.sanramon.ca.gov/YouTube
ATTENDEE CONDUCT
There will be zero tolerance for any person addressing the Council making profane, offensive and disruptive remarks, or engaging in loud, boisterous, or other disorderly conduct, that disrupts the orderly conduct of the public meeting.
Specifically, it is important for all speakers to adhere to the following guidelines for participation in this meeting:
a. No profanity or obscenity.
b. Refrain from personal threats or attacks.
c. Refrain from hateful epithets and demeaning language based on any person’s race, religion, sexual orientation, ethnicity, gender, or disability.
d. Respect all people that are present or watching.
At the discretion of the Mayor, a speaker may forfeit speaking time for any of the following reasons:
a. Exceeding the allotted time to speak;
b. Yelling, screaming, or other behavior that renders this Council unable to continue the meeting; c. Excessive profanity or slander;
d. Specific threats or “fighting words” that incite violence; or e. Speech that is outside the subject matter jurisdiction of the Council or the specific agenda item in which you are speaking.
While the City of San Ramon ensures the First Amendment rights of its citizens, we do not accept nor endorse any offensive or hateful comments made during our meetings. The City of San Ramon celebrates the diversity of our community, and we strive to be a welcoming and open community for all.
CITY COUNCIL STAFF REPORT
DATE: April 23, 2024
TO: City Council/City Manager
FROM: Kelly Sessions, Administrative Services Director
By: Kelly Sessions, Administrative Services Director
SUBJECT: Review the FY 2024/25 Preliminary Budget and Budget Balancing Strategies
RECOMMENDED ACTION
Receive the report and give direction to staff regarding budget balancing strategies and which budget cuts to restore, if any, to the FY 2024/25 Proposed Budget.
BACKGROUND/DISCUSSION
On February 27, 2024, staff presented the Mid-Year Review to City Council, at which time Council approved $1.5 million in new appropriations for FY 2023/24, all while maintaining compliance with the City’s Reserve Policy of 36%. Approximately three weeks later, staff compiled the FY 2024/25 departmental budget requests and reviewed them with the City Manager, at which time it was discovered that stated departmental budget needs exceeded projected revenues by approximately $14.1 million.
The $14.1 million deficit is comprised of: (1) a shortfall in projected revenues of $4.6 million when compared to expenditures; (2) a net loss of $8.0 million in General Fund Transfers In/Out; and (3) the FY 2023/24 Mid-Year Adjustments of $1.5 million. $14.1 Million Budget Deficit $$ M
Revenue to Expenditure Shortfall (4.6)
Net GF Transfers In/Out to Special Revenue Funds (8.0)
Mid-Year Adjustments (1.5)
TOTAL SHORTFALL (14.1)
Regarding the net loss of $8.0 million in General Fund Transfers In/Out, $6.1 million is attributable to a subsidy to the Dougherty Valley Fund, and another $1.5 million is attributable to a planned transfer to the Infrastructure Maintenance Fund. These two expenses account for $7.6 million of the $8.0 million subsidy.
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The revenue to expenditure shortfall of $4.6 million is due to an accelerated rate of inflation on the expenditure side against a slower pace of inflation on the revenue side: expenditures are up 11% ($7.5 million), while revenues are only up 5% ($3.5 million). Of this amount, $2.3 million is attributable to the return of the OPEB expense that was paid from the Retiree Medical Trust Fund last fiscal year. Additionally, net Transfers Out are increasing by another $0.6 million over last fiscal year, which taken together totals $4.6 million.
Revenue to Expenditure Shortfall $$ M
Revenues up 5% 3.5
Expenditures up 11% ($2.3M is OPEB) (7.5)
Net Transfers In/Out (0.6)
TOTAL (4.6)
This structural deficit is not a new phenomenon. The City’s cost to provide expected goods and services has outpaced its resources for at least the past five years. The following table from the FY 2023/24 Budget Workshop shows budget deficits the City has faced each year since FY 2020/21 and how the City has balanced its budget each year:
Five Years of Budget Gaps ($$ in millions) FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25* TOTAL DEFICIT BALANCED 7.8 5.9 7.5 7.9 14.1
Deferred Maintenance (e.g. did not fund IMF, Vehicle/Equipt Replacmt) 1.5 - 1.2 - - Fund annual pension expense from PARS Trust - - 3.2 - 1.6 Fund retiree medical from CERBT Trust - - 1.9 2.3 -
Reduce departmental budgets Citywide (cycles 1 & 2) - - 1.2 1.7 8.1 Fund debt service from DS Reserves 1.6 - - - -
Fund shortfall with General Fund Reserves - 1.8 - 3.4 - Unfund vacant positions 0.5 - - - 2.6
Transfer labor expense from GF to General Plan Fund 201 - - - - 0.3 Received one-time federal ARPA funding to offset effects of COVID 4.1 4.1 - - - Enhanced User Fee Revenue 0.1 - - 0.5 1.5
* Does not include Animal Control Contract (+ $300k) or cost of new POA contract The deficits range from a low of $5.9 million in FY 2021/22, a COVID year in which the federal ARPA (American Rescue Plan Act) funds of $4.05M helped tremendously, to the $14.1 million deficit projected for next fiscal year. In response to next year’s deficit, departments met with the City Manager and prepared budget cut lists in the 5%, 10% and 15% ranges. These cuts in conjunction with other planned budget strategies are as follows and correspond to the table above:
· Fund annual pension expense with remainder of funds in the trust: $1.6M · Cut departmental budgets where appropriate at the 10% level: 8.1M · Defund all vacate positions, including those approved at Mid-Year: 2.6M · Transfer labor expense for positions in the General Fund to Fund 201: 0.3M · Enhance user fee revenue to increase cost recovery to 100%: 1.5M
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TOTAL $14.1M
The stacked bar chart is a visual representation of the past five-year deficit history including the deficit projected for FY 2024/25:
DEPARTMENTAL TIER 1 AND TIER 2 CUTS
Departments made the following tiered cuts to their budgets:
GENERAL GOVERNMENT
The General Government Department encompasses the City Council, City Clerk, Human Resources, Risk Management, City Attorney, and City Manager’s Office. The General Government Department provides policy direction, local elections administration, personnel services, risk management, legal services, and city management.
For context purposes, the General Government budget recognizes minimal revenues annually and allocates charges to three separate funds-the General Fund (Fund 101), Insurance (F610), and Street Smarts (F346). Street Smarts operates as a special fund whereby outside agencies
2.1 Packet Pg. 6
financially support program administration. San Ramon pays its portion of the program as a transfer out (subsidy) from the General Fund to the Street Smarts Fund annually and serves as the steward of all intergovernmental funds collected. The Insurance Fund (F610) is a second transfer out (subsidy) where each department pays its portion of annual insurance premiums so the City secures all necessary municipal insurance through a pooling authority.
The General Government Department in Fiscal Year 2024/25 allocates its costs as follows:
1. Salaries and benefits: 70%
2. Services: 22%
3. Supplies: 3.7%
4. Training/Development: 2.8%
5. Capital: 1.5%
The General Government Department’s Tier 1 cuts reduce contract services, supplies, and staff training/development funding. These cuts will alleviate pressure on the General Fund (Fund 101) that result in cuts to the department’s level of service and personnel development.
Examples include eliminating the services in support of the Council annual goal setting retreat and the annual Leadership Team retreat, consulting services in support of updating the municipal code and personnel rules and regulations, the production and distribution of the City Manager’s quarterly report, and planned user interface enhancements to the City’s website. Additionally, but not listed below, the department froze its Program Manager position slated to seek out and manage the City’s grant program as well as actively managing the City’s sustainability program.
Tier 1 Cuts Proposed
Proposed Tier 1 expenditure reductions by category break down as follows:
Tier 1 Cuts Amount Impact of Cuts
Service contracts
133,817
Eliminates consulting services for the Council goal
setting retreat, municipal code updates, personnel
rules and regulations updates/compliance, ERP
(Munis) workflow build meant to automate
antiquated internal processes, quarterly newsletter
design and production, economic development
market research/data, and city website (chatbot)
assistance for visitors.
Development &
Training
45,828 Impacts staff engagement and morale by reducing or eliminating training, development coursework;
reduces funding for regional, local meetings or
events. Also cuts funding for community promotion
materials and outreach for city/community events.
Materials and
supplies
45,365
Eliminates ergonomic equipment purchases;
eliminates passport services/postage; eliminates
quarterly newsletter postage
TOTAL
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REDUCTION 225,010
Tier 2 Cuts Proposed
The General Government Department’s Tier 2 cuts build on Tier 1 cuts by further reducing contract services, supplies, and staff training/development funding. These second level cuts eliminate the classification and compensation study, organizational audit, cut membership in regional groups related to economic development, eliminate subscriptions to regional news outlets, and reduce the amount of conferences, training, and memberships. Additionally, but not listed below, the department froze its Administrative Coordinator position assigned to oversee the contract development process for the City Attorney’s Office. This reduction in service delivery will increase workload on current staff, increase overtime to meet workload demands, and slow turnaround times for contract review and approval.
Proposed Tier 2 expenditure reductions listed below would be in addition to Tier 1. Those Tier 2 reductions break down as follows:
Tier 2 Cuts Amount Impact of Cuts
Service contracts
140,370
Cuts local economy data collection, pauses
municipal code update and personnel
rules/regulations; no Council or Exec Team retreats
Development &
Training
49,118 Cuts travel/conference budgets for CalCities events, including any East Bay specific events which
restricts Council and staff from staying current on
trends/new laws; cuts to training/development funds
will eventually impact staff morale
Materials and
supplies
34,411 Eliminates access to local/regional news outlets like East Bay Times; cuts annual report to digital release
only - no printed version; no Climate
Action/Sustainability program
TOTAL TIER 2
REDUCTION
223,899
General Government Unfunded Positions
· Administrative Coordinator - Contracts, City Attorney’s Office o Elongates approval timelines for contracts that will adversely impact project delivery timelines.
o Affects all timelines in the legal department, as legal staff will be taking time away from their regular duties to take on the tasks normally assigned to the Administrative Coordinator—Contracts.
· Program Manager - Grants Manager, City Manager’s Office o Maintains status quo decentralized grant application and management approach whereby staff selectively evaluate grant funding opportunities factoring in both bandwidth and feasibility.
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ADMINISTRATIVE SERVICES DEPARTMENT
The Administrative Services Department (ASD) is responsible for providing administrative support services to other departments, individual employees, and the public. The Department consists of two divisions: the Finance Division and the Information Technology Services Division. The Finance Division acts to ensure that the City maintains 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 Operating Budget. The primary mission of the Information Technology Division is to keep the city network secure while maintaining an infrastructure that provides the tools to allow staff to work in a productive manner.
The impact of Tier 1 cuts will be minimal. There are no Tier 2 cuts listed, because funding is nearly entirely in personnel, in network security systems and in network applications that support departmental operations. Additionally, there are no vacant positions to defund.
Tier 1 Cuts Amount Impact of Cuts
Reduce operating
expense (e.g. office
supplies,
publications, training,
memberships,
postage, etc.)
1,200
Finance staff would have fewer resources to manage
day-to-day operations and would have less
opportunity for education and training.
Eliminate the New
CRM System
38,000
Residents would need to continue to use the website
to report issues as there is not currently a working
mobile app.
Eliminate
Professional Services
10,000
Would not have a reserve to be used if an outside
consultant was required to assist in problem
resolution.
Eliminate
Professional Services
5,000 Would not have a reserve to be used if an outside consultant was required to assist with the city
website.
Eliminate Printer
Automation Software
4,345
Minimal impact making printer selection a manual
process.
TOTAL
REDUCTION
58,545
Unfunded Positions
There are no unfunded positions in the Administrative Services Department.
Future Staffing Needs
Currently, there are no additional future staffing needs identified.
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COMMUNITY DEVELOPMENT DEPARTMENT
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, and 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. The Department includes the Divisions of Planning Services and Building and Safety Services.
The Community Development Department’s Tier 1 cuts primarily relate to reallocation of resources/positions, and reductions in training, and other services. The use of General Plan 201 Funds will reduce staffing costs from the General Fund, with current staff assuming the Housing Program functions that had been anticipated to be addressed by funding a new Housing Program planner, resulting in Level of Service reductions to balance the Planning Services Division workload. Examples include slower turnaround times in processing development applications, responding to public inquiries, and reducing the number of Planning Commission meetings.
Additionally, the unfunded part-time Building Permit Tech position will be offset by shifting the balance of the Office Specialist duties from the Passport Program to the Building and Safety Services Division to support maintaining levels of service. Other reductions such as eliminating the SRVUSD increases and suspending Citizens Planning Academy, benefit savings, and revenue enhancement will help offset the cost increases and allow staff to focus on maintaining core service levels.
Tier 1 Cuts Amount Impact of Cuts
Reallocate 201 Funds
to support Planning
Staff (removes
expense from GF)
250,000
Will result in an offset of GF expense, but limits
future use of the fund for qualified projects and
GP support. Eliminates funding for Housing
Program planner for FY 24/25
Eliminate SRVUSD
Courier Services
27,500 City Staff would be responsible for interoffice
mail. This will take staff time from other services
to perform this service.
Un-fund Temp
Permit Tech positions
50,000 This position fills in during vacations and
performs general support for permit processing.
The time to process, approve and issue permits
will increase. Permit processing is a fee for
service supported function and care should be
taken not to misuse funds that are charged for a
specific function.
Suspend Passports
and reallocate Office
Specialist full-time to
Building and Safety
(50,000) Eliminates a City subsidized program for the
convenience of residents and non-residents.
Revenue neutral with elimination of Temporary
Permit Tech. Maintains current staffing and
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Division to assist in
processing building
permits with freezing
Permanent Office
Specialist Position.
service levels for permit processing.
Tyler Tech
Conference (Permit
Systems)
6,400 The Technical Support-Tyler conference allows
staff to see improvements and fixes to the
development/permit processing system as well as
how others users are developed.
Training and
Conferences
5,100 Limits Planning Commission and Staff attendance
at conferences for training, legislative updates,
and professional growth.
Planning Revenue
Enhancements
10,500 5% increases to Plan Check and Zoning Recovery
Fees
Benefit savings from
CBO unused Benefits
36,000 Specific Unused benefits (known savings)
Suspend the Citizen's
Planning Academy
15,570 Hard costs plus Staffing resources for the
program/presentations
Reduce supplies,
Posting fees and
materials budget
6,500
Cut supply budget, eliminate Citywide Coffee,
tea, etc., and CEQA postings.
TOTAL TIER 1
REDUCTIONS
357,570
The Community Development Department’s Tier 2 cuts build on all the Tier 1 Reductions and include an increase in the use of the 201 Funds for salaries that would otherwise be funded from General Fund, and the removal of all non-required staff and Planning Commission training.
Additional reductions are associated with the un-funding of the Office Specialist position for Building and Safety Services Division, and reductions in contract plan check services, both of which will negatively impact the timing of services for plan check review and building permit issuance.
Tier 2 Cuts Amount Impact of Cuts
Eliminate all nonrequired conferences
and training.
10,600
Eliminates Planning Commission and Staff
attendance at conferences for training, legislative
updates, and professional growth.
Unfund Building
Office Specialist
(Permit Tech)
184,620 The time to process, approve and issue permits will increase. Permit processing is a fee for service
supported function and care should be taken not to
reallocate funds that are charged for a specific
function. Health and Safety Code Section 17951
states fees shall not be levied for general revenue
purposes.
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Reduction in Plan
Check Services (no
revenue reduction)
100,000 Reduced turn-around time for permit processing
and plan checking for larger projects.
Increase 201 Funds to
support Planning
Staff (removes
expense from GF)
25,000 Will result in additional offset of GP expense, but limits future use of the fund for qualified projects
and GP support. Eliminates funding for Housing
Program planner for FY 24/25
TOTAL TIER 2
REDUCTIONS
320,220
Unfunded Positions
· Office Specialist position (Permit Technician) for Building Services will delay the processing and issuance of building permits.
· Temporary Permit Tech position is proposed to be offset by the 100% reassignment of the Office Specialist who currently splits time between Passport Services and the Building and Safety Services Division. Passport Services will no longer be available to non-residents and residents.
Future Staffing Needs
Five-year development projections anticipate the construction of over 4,100 residential units, with an associated population increase of 12,000 residents, and 470,000 square feet of new commercial space. Staff projects the anticipated revenue to be as follows:
Five-year Development Impact Fee Revenue Projections
Affordable Housing In-lieu Fee $9.9M
Open Space Impact Fee 4.2M
Parks & Recreation Facility Impact Fee 0.6M
Child Care Impact Fee 2.8M
Quimby Park Fee 7.7M
Commercial Linkage Fee 1.5M
TOTAL $26.7M
To keep pace with the projected growth, a new Senior Inspector and Code Enforcement Officer, along with the conversion of the Limit-Term Plans Examiner to permanent position will be required. Without these new positions, the delay in completion of new homes and commercial projects, will not only delay the collection of Development Impact Fees (“DIF”) to support the City’s Capital Improvement Program, but also, property tax payments and sale tax revenue. It should be noted that DIF are dedicated fees for restrictive uses, and generally not available to offset General Fund expenses unless tied to the purpose of the fee. Additionally, revenue generated by plan check and the issuance of building permits is governed by Health and Safety Code, Section 17951(c) , which in part states, revenue generated “…shall not exceed the amount reasonably required to administer or process these permits, certificates, or other forms or documents, or to defray the costs of enforcement required by this part to be carried out by local enforcement agencies, and shall not be levied for general revenue purposes.”
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The freezing of the Housing Program Planner position will result in additional workload for current planning staff in responding to Housing Program requirements to maintain compliance with the City’s Certified Housing Element. Delays or failure to implement adopted Housing Programs could result in a warning letter of potential non-compliance from Housing Community Development (HCD), or ultimately revocation of the Certified Housing Element. While some of the recommended cuts are intended to lessen the competing demand for staffing resources, this additional workload will likely result in delays in review of development applications, permit processing, and other day-to-day planning and business license functions.
POLICE DEPARTMENT
The San Ramon Police Department is committed to providing a safe and secure environment for all San Ramon Community members to live, raise their families, operate their businesses, and go about their daily lives. Through a service-oriented and proactive approach to public safety, department members make it a top priority to serve the community with the highest level of law enforcement professionalism.
The Tier 1 Cuts described below will significantly impact internal employee workload, retention, morale, leadership development, and departmental succession planning. Budgetary cuts within this tier may not be seen or felt in great significance by San Ramon Community members. These Tier 1 cuts include unfunded administrative positions, deferring equipment replacement, continued reliance on outside agencies for assistance, and restrictions on employee training, development, and department technological advancements.
Tier 1 Cuts Amount Impact of Cuts
Police Lieutenant -
Operations Division
$341,716 Increased workload on the department’s
managerial team. Decreased managerial oversight
for the Traffic Division, special event planning,
and special project management.
Program Manager -
Records/Evidence
Division
$243,315
Additional workload on the department’s
managerial team. Oversight of the Records
Division and Property/Evidence Division will be
an additional collateral duty for a Police Captain.
Office Specialist –
Administration
$175,388 Increased workload within the administration
division, specifically associated with finance. Will
delay invoice processing, internal Cal Card
processing, and department purchasing.
Police Services
Technician - Patrol
Division
$165,756 Reduced workforce in the Patrol Division,
decreased parking enforcement, and increased
workload for Officers assigned to the Patrol
Division.
Deferred vehicle
replacements
$151,000 Delayed replacement of two (2) Police Service
Technician vehicles. This could result in increased
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maintenance costs.
Office Technician -
Records Division
$149,527 Reduced workforce in the Records Division.
Potential delays for community member/general
public requests for reports, PRA requests, etc.
Overtime reduction $50,000 Overtime reduction due to limitations placed on City-sponsored and departmental special events
Training and
employee
development
reductions
$50,000 Reduced opportunities for employee training,
limited management/leadership development, and
reduced equipment for training
Polis Solutions -
program eliminated
$21,000
Delayed implementation of automated A.I.
software, which would analyze all body-worn and
fleet camera footage for community satisfaction
purposes
Officer Start-Up Cost
reductions
$20,000 Reduced budget due to limited potential for hiring Peace Officers during FY 24/25.
Technology research
and development
$10,000 Limited capabilities to explore and research
advanced technologies to improve departmental
efficiency.
Drone supplies and
replacement
$10,000 Deferred maintenance and replacement of drones.
Scene lighting -
purchase eliminated
$8,650 The department will continue to rely on SRVFPD
for assistance in lighting crime/traffic collisions
during investigations.
SWAT Budget
Reduction
$5,500 Deferred equipment purchases.
TOTAL TIER 1
REDUCTIONS
$1,401,852
Cuts made at the Tier 2 level will have significant impacts on departmental operations, including employee workload, retention, training, morale, leadership development, succession planning, and local agency partnerships. In addition, these cuts will affect criminal investigations, traffic safety, community engagement, external communications, and equipment readiness. The cuts will be felt and seen throughout multiple facets of the San Ramon Community.
Tier 2 Cuts Amount Impact of Cuts
Police Sergeant -
Traffic Division
$303,743 Reduced supervision within the Traffic Division, additional burden on the department’s managerial
team, reduced traffic enforcement and collision
investigative capabilities. Increased burden on
Patrol Division.
Police Officer -
Community Resource
$272,119 Expiring cost-sharing position with Contra Costa County Mental Health Evaluation Team.
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and Crime Prevention
Division
Decreased community engagement, crime
prevention outreach, public-facing events, and
community educational programs.
Police Officer -
Investigations
Division
$272,119
Reduced capabilities for criminal investigations
and special operations for focused crime
prevention.
Police Officer -
Traffic Division
$272,119 Reduced traffic enforcement and collision
investigation capabilities. Increased burden on
Patrol Division.
Police Officer -
School Resources
$272,119 This will result in only one school resource officer citywide. Decreased safety on high school and
middle school campuses. Increased burden on the
Patrol Division to cover calls for service at the two
high schools and four middle schools.
Police Officer -
Community Resource
and Crime Prevention
Division
$272,119 Decreased community engagement, community
outreach, community messaging, crime prevention
programs, unhoused support programs, and quality
of life issues through proactive compliance
enforcement.
Deferred vehicle
replacement
$180,000 Delaying the replacement of two (2) marked patrol vehicles. This could result in increased
maintenance costs.
Canine Program $86,000 Elimination of the canine program. This would increase reliance on outside agencies for
assistance.
Firearm replacements $45,000 Delayed replacement of department-issued rifles and handguns. This could lead to increased
equipment malfunctions and increased
maintenance/repair costs.
Explorer
Program/Youth
Academy
$10,100 Eliminating both programs will decrease
engagement with San Ramon youth and restrict
mentorship opportunities for community members.
Community
Academy
$9,000 Elimination of one Community Academy during
FY 24/25. We would only hold one course instead
of offering the course twice.
Employee awards and
recognition
$6,500 Reduced recognition for paid staff, department
volunteers, and chaplains.
TOTAL TIER 2
REDUCTIONS
$2,000,938
Unfunded Positions
Positions under consideration by the Council to be unfunded are listed below, with a brief description of their impact on departmental services.
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Sworn Peace Officer Positions
· Police Lieutenant - Operations Division
o Increased workload on the police department’s managerial team. Decreased managerial oversight for the Traffic Division, special event planning, and special project management. Reduced staffing levels for critical incident response. · Police Sergeant - Traffic Division
o Reduced supervision within the Traffic Division, additional supervisory burden on the police department’s managerial team, reduced traffic enforcement and collision investigative capabilities. Reduced staffing levels for critical incident response. Increased workload for Patrol Division personnel. · Police Officer - Community Resource and Crime Prevention Division o Expiring cost-sharing position with Contra Costa County Mental Health Evaluation Team. Decreased community engagement, crime prevention outreach, public-facing event participation, and community educational programs. Reduced staffing levels for critical incident response.
· Police Officer - Investigations Division
o Reduced capabilities for criminal investigations and special operations for focused crime prevention. Reduced staffing levels for critical incident response. · Police Officer - School Resources
o This will result in only one school resource officer citywide. Decreased safety on high school and middle school campuses. Reduced staffing levels for critical incident response. Increased burden on the Patrol Division to cover calls for service at the two high schools and four middle schools. Decreased engagement with San Ramon youth and decreased opportunities for youth mentorship by department members.
· Police Officer - Community Resource and Crime Prevention Division o Decreased community engagement, community outreach, community messaging, crime prevention programs, unhoused support programs, and quality of life issues through proactive compliance enforcement. Reduced staffing levels for critical incident response.
· Police Officer - Traffic Division
o Reduced traffic enforcement and collision investigation capabilities. Reduced staffing levels for critical incident response. Increased workload on Patrol Division personnel.
Administrative Positions
· Program Manager - Records, Property and Evidence Divisions o Additional supervisory and managerial workload on the department’s management team. Oversight of the Records Division and Property/Evidence Division will be an additional collateral duty for a Police Captain. · Office Specialist - Administration Division
o Increased workload within the Administration Division, specifically associated with finance specific duties. Will delay invoice processing, internal Cal Card processing, and the department’s purchasing processes.
· Police Services Technician - Patrol Division
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o Reduced workforce in the Patrol Division, decreased parking enforcement, field evidence processing, and increased workload for Officers assigned to the Patrol Division.
· Office Technician - Records Division
o Reduced workforce in the Records Division. Potential delays for community member/general public requests for reports, PRA requests, fingerprint processing, etc.
Future Staffing Needs
With the projected growths in both population and businesses within the City of San Ramon, the following staffing needs have been identified to maintain and enhance our efforts toward a safe and secure environment through service-based police services. All the staffing needs listed below have been deferred and were not included in the Police Department’s proposed budget for FY24/25.
· Two (2) Police Officers
o One Officer within the School Resources Division
§ Assigned to City of San Ramon Middle Schools to increase campus security.
o One Officer within the Community Resource and Crime Prevention Division § Assigned to this division to enhance community outreach, engagement, and quality of life issues while also assisting in the development of highdensity housing-related support programs · Two (2) Police Services Technicians
o Both positions would be assigned to the Patrol Division to assist patrol personnel and aid in the re-opening of a fully staffed (during normal business hours) Police Department sub-station located within the Dougherty Station Community Center. · One (1) Office Technician
o Would be assigned to the Records Division and assist in staffing the previously mentioned Police Department sub-station within the Dougherty Station Community Center.
PUBLIC WORKS DEPARTMENT
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 Transportation Services, Engineering Services, and Public Services.
Transportation Services Division
The Transportation 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.
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TIER 1 REDUCTIONS - Some staffing allocations were shifted from the General Fund to TDM resulting in a reduction. The budgetary cuts within this tier total $34,527. This has no impact at this time. The TDM funding needs to be reviewed annually to determine if it can sustain this increased funding allocation to the Program.
Tier 1 Cuts Amount Impact of Cuts
Shift Personnel cost 34,527 Shifting of general funded allocation of Division Manager to TDM funding resulting in savings of
General Fund
TOTAL TIER 1
REDUCTIONS
34,527
TIER 2 REDUCTIONS - As part of FY 23/2024 Midyear adjustments, the Senior Transportation Analyst position was eliminated, and the Transportation Planner position was created. However, for FY 2024/25, the new position has now been frozen. The budgetary cuts within this tier total $136,979.
Tier 2 Cuts Amount Impact of Cuts
Freeze Associate
Transportation
Planner position
136,979 Recent retirement of Senior Analyst and
reclassification to Associate Planner approved at
Mid-Year; with the freeze of the position, creates
greater impact to other staff and delay in completion
of work
TOTAL TEIR 2
REDUCTIONS
136,979
Engineering Services Division
The Engineering Division is responsible for the administration and implementation of the Capital Improvement Program (CIP) and Capital Budget; Assessment Districts engineering; Geologic Hazard Abatement Districts (GHAD); Environmental Services - Stormwater Management Program; 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.
TIER 1 REDUCTIONS - GIS temporary staffing is proposed to be funded fully by GIS Fund 202. Revenue increases due to latest anticipated projections for FY 2024/25. All revenue is subject to the timing and approvals of developments and encroachment permits. The budgetary cuts within this tier total $498,370.
Tier 1 Cuts Amount Impact of Cuts
Shift GIS Personnel 68,964 With unfunded position of GIS Specialist, shift the expense and hire temporary staff to assist with the needs
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of GIS and fully funded by GIS Fund (202)
Increase in Encroachment
Permits
25,000 Increase in revenue based on latest anticipated
encroachment permits issued in FY 2024/25 (less
conservative estimate)
Increase in Plan Check Fees 159,000 Increase in revenue based on latest anticipated development projections for FY 2024/25 (less
conservative estimate)
Increase in Inspection Fees 245,406 Increase in revenue based on latest anticipated development projections for FY 2024/25 (less
conservative estimate)
TOTAL TIER 1
REDUCTIONS
498,370
TIER 2 REDUCTIONS - Reduction in consultant professional services may delay reviews and will shift workload to staff. Reduction of trainings impacts staff growth and succession planning.
Although there is some reallocation of staff time from General Fund to CIP, the actual savings is dependent on the timing, project cost at completion, and staff hours spent on CIP project. The budgetary cuts within this tier total $132,824.
Tier 2 Cuts Amount Impact of Cuts
Reduce consultant
professional services
10,000 Delay or shifting of work to staff to do reviews, approvals and possible delay timing of revenue received from the developments due to delay in review/approval
Reduce Training, education
and meetings and
conferences
4,400 Defer some training and/or attendance at conferences and meetings and only fewer staff to attend the trainings
within Engineering Services Division programs.
Reallocation of staff FTE to
CIP Fund 401
118,424 Shifting the staff FTE costs from General Fund and charging the various CIP projects directly, reduces
impact to GF operating budget
TOTAL TIER 2
REDUCTIONS
132,824
Public Services Division
The Public Services Division is responsible for the maintenance of the City’s parks, sports fields, and other open space; City landscape and trees; City non-safety fleet vehicles and equipment, Corporation Yards; City facilities, fountains, and pools; signals and streetlights; roadways, signs, pavement markers, and sidewalks; street sweeping; and catch basins, creeks, and other drainage systems. Public Services is also responsible for the administration of two Landscaping and Lighting Districts, maintenance contracts, and the Solid Waste Franchise Agreement.
TIER 1 REDUCTIONS - The Tier 1 reductions described below will impact short-term and long-term infrastructure maintenance and aesthetics, internal employee workload, retention, morale, leadership development, and departmental succession planning. The budgetary cuts
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within this tier total $1,361,357 and may not be seen or felt in great significance by the San Ramon Community. These cuts include temporary employee reductions, vehicle replacement deferrals, supply reductions, miscellaneous maintenance service reductions or eliminations, and restrictions on employee training and development.
Tier 1 Cuts Amount Impact of Cuts
Carpet Cleaning -
Facilities
69,032 50% Reduction - Reduced cleaning frequency would likely result in increased carpet wear and potentially impact
replacement timelines. Public areas will be prioritized, and staff redeployment for carpet maintenance may be necessary.
Employee
Appreciation &
Outreach
11,700 100% Reduction - Removal of coffee service and public works week appreciation may potentially impact morale.
Outreach giveaways and supplies would reduce PW
marketing and education to the community.
Fertilizer - Parks 5,000 29% Reduction - Reduction would likely result in declined turf appearance and would require staff to shift to target applications.
Fleet Replacement
Charge
100,000 50% Reduction - Reduction in the fleet replacement charge ensures short-term solvency. However, uncertainty regarding zero emissions vehicles replacement and infrastructure costs necessitates further evaluation. Will likely need to defer slated replacements in FY 2024/25 to ensure solvency.
Floor Refinishing -
Facilities
35,000 100% Reduction - Elimination would have minimal impact.
Floor conditions will need to be evaluated next fiscal year.
Hazardous Tree
Removal
Replacements (New
Trees)
15,000 100% Reduction - Reduction would result in the inability to replace any trees removed due to being hazardous.
Irrigation Supplies -
Landscape
10,000 Approximately 12% Reduction - Reduction would have minimal impact.
Irrigation Supplies -
Parks
4,500 Approximately 13% Reduction - Reduction would have minimal impact.
Janitorial Services -
Facilities
280,626 50% Reduction - Reduced cleaning frequency would likely result in increased building cleanliness issues and a decline in occupant satisfaction. Public areas will be prioritized, and staff redeployment for janitorial services may be necessary.
Janitorial Services -
Parks
25,000 25% Reduction - Reduced cleaning frequency would likely result in increased park restroom cleanliness issues and a decline in resident satisfaction. Staff redeployment for janitorial services will be necessary.
Landscape
Maintenance & Weed
Abatement -
Dougherty Valley
20,000 50% Reduction - Reduction would likely result in increased weed visibility and staff redeployment to complete annual renovations.
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Trails
Monthly Parking Lot
Leaf Clean-Up -
Police Department
10,202 100% Reduction - Impact on aesthetics; impacts to vehicles in lot; likely need for staff deployment to address.
Mulch - Parks 5,325 100% Reduction - Elimination would likely result in a decline in aesthetics and increased weed visibility.
Pest Control -
Facilities
9,222 50% Reduction - Reduced pest control frequency would likely result in increased bug/rodent issues and a decline in occupant satisfaction.
Repair Services -
Facilities (HVAC,
Fire Services, etc.) &
Landscape (Pumps,
Backflows, etc.)
15,273 50% Reduction - Reduction would likely result in prioritization of repairs based on safety.
Revenue - Sports
Field Rental
543,000 Increase in revenue to reflect Parks and Community Services estimate
Safety and Training 27,000 49% Reduction - Elimination of safety consultant should temporarily have minimal impact. Reduction in discretionary training and elimination of safety training day may result in potential morale impact, staff development, and succession planning.
Safety Equipment -
Roadway
Maintenance
2,000 40% Reduction - Reduction would likely not have an impact, provided the remaining inventory remains in usable
condition.
Striping - Roadway
Maintenance
15,000 50% Reduction - Reduction would likely not have an immediate impact and services can be deferred for one year.
Supplies - Facilities 1,500 100% Reduction - Elimination of mulch and paint supplies would likely not have an impact.
Supplies - Parks 43,975 100% Reduction - Elimination of Fibar and plant material will not have an impact as these supplies have been
reallocated to CIP 955584 - Citywide Park Amenities
Replacement and Improvements.
Temporary Employee
- Administration
5,000 25% Reduction - Reduction in budget (approx. 225 hours) would likely require prioritization of tasks for full-time staff.
Temporary Employee
- Parks
20,000 33% Reduction - Reduction would likely result in staff redeployment to work weekends and would likely require
prioritization of tasks.
Temporary Employee
- Roadway
Maintenance
10,000 25% Reduction - Reduction would likely result in prioritization of tasks for full-time staff.
Tiffany Roberts
Synthetic Soccer
Field Annual
7,500 100% Reduction - Reduction would likely result in staff redeployment to absorb this task.
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Maintenance
Window Cleaning
(2X/Year) - Facilities
70,502 100% Reduction - Elimination would likely result in a decline in aesthetics and reduced energy efficiency.
TOTAL TIER 1
REDUCTIONS
1,361,357
TIER 2 REDUCTIONS - The Tier 2 reductions described below will have significant impacts on departmental operations, including short-term and long-term infrastructure maintenance and aesthetics, employee workload, retention, training, morale, leadership development, and succession planning. The budgetary cuts within this tier total $2,075,627 and will be felt and seen throughout multiple facets of the San Ramon Community. These cuts include streetscape and park landscape maintenance reductions, tree maintenance reductions, concrete repair reductions, fountain schedule adjustment, and staff personnel reallocations.
Description of Tier 2 Cuts Amount Impact of Cuts
Concrete Repairs - Central
Park
5,000 50% Reduction - Reduction would reduce the number of repairs staff could complete. Safety issues would be
prioritized.
Gas and Electricity -
Bollinger Fountain Usage
27,074 Approximately 25% Reduction - Operational hours will be reduced to weekday evenings, weekends, and holidays
only resulting in a visible service level reduction.
Landscape Maintenance -
Parks (Non-School)
143,781 25% Reduction - Reduced frequencies in passive turf mowing and pruning would likely result in declined turf appearance, a more natural landscape appearance, lineof-sight clearance and right-of-way obstructions may arise between prunings, and increased weed visibility.
Landscape Maintenance -
Parks (School)
181,455 25% Reduction - Reduced frequencies in baseball field maintenance, irrigation repairs, turf mowing, and pruning would likely result in declined turf appearance, a more natural landscape appearance, staff redeployment for
routine park maintenance, and increased weed visibility.
Landscape Maintenance -
Dougherty Valley Landscape
442,125 25% Reduction - Reduced frequencies in mowing,
fertilization, and pruning would likely result in declined turf appearance, a more natural landscape appearance,
especially in areas beyond 25 feet from sidewalks, lineof-sight clearance and right-of-way obstructions may arise between prunings, and increased weed visibility.
Landscape Maintenance
(Non-Routine) - Crow
Canyon Garden
15,000 100% Reduction - Budgeted for one-time clean up.
Sports Field Renovations -
Parks (School)
40,000 50% Reduction - Reduction would likely result in prioritization of sport field renovations, poor field
conditions, and staff redeployment.
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Staff Personnel Reallocation
Transfer to Gas Tax
600,000 Reduction would likely result in PCI reduction of 1.5 over five years.
Tree Maintenance – Parks 49,521 25% Reduction - Reduction would likely result in transitioning from routine structural pruning to
prioritizing clearances and hazard mitigation. This
reduction will necessitate adjustments to pruning cycles with long-term impacts. Increased city staff oversight is anticipated. Reduction would likely result in reoccurring tree health issues.
Tree Maintenance -
Dougherty Valley Landscape
253,898 50% Reduction - Reduction would likely result in transitioning from routine structural pruning to
prioritizing clearances and hazard mitigation. This
reduction will necessitate adjustments to pruning cycles with long-term impacts. Increased city staff oversight is anticipated. Reduction would likely result in recurring tree health issues. Sidewalk pressure washing to remove honeydew (sticky aphid excrement) is a potential
additional workload, creating a nuisance rather than a
safety hazard. Resident complaints regarding sap on
vehicles have been reported.
Water - Parks and Landscape 317,773 10% Reduction - Reduction would likely result in impact on landscape will likely be visually negligible for
established plants, trees, and turf. However, younger
plantings may show signs of stress like wilting or drying.
This necessitates prioritizing irrigation between new and mature landscapes. Implementing this reduction presents a logistical challenge. With over 37 field staff,
significant supervisor oversight will be required to
effectively manage the adjusted watering schedules.
TOTAL TIER 2
REDUCTIONS
2,075,627
Public Works Department overall reduction equates to approximately 12% reduction of the originally proposed FY 2024/25 budget. A summary of Tier 1 and Tier 2 is as follows:
DIVISION TIER 1 TIER 2 TOTAL
Transportation 34,527 136,979 171,506
Engineering 498,370 132,824 631,194
Public Services 1,361,357 2,075,627 3,436,984
TOTAL 1,894,254 2,345,430 4,239,684
Unfunded Positions
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Positions under consideration by the Council to be unfunded are listed below, with a brief description of their impact on departmental services.
1. Parks Maintenance Supervisor (PCN 50110) - vacant, frozen, and unfunded This supervisor position was originally approved at Midyear FY 2023/24 to provide the necessary resources for the acceptance of the Sunrise Ridge Park in The Preserve Development. Due to the budget constraints, this has been unfunded. The Park is anticipated to come online for City acceptance, maintenance, and operation this summer 2024. The requested Maintenance Supervisor position has been included in the 5-Year Forecast for the past several years, but delayed until the park acceptance schedule was more solidified. Many of the City’s existing parks are in need of repair and renovation due to aging infrastructure and increased usage; therefore, additional resources are required to ensure the appropriate repairs and replacements are completed. Without the authorization of this position, maintenance service levels for the City’s existing and new parks will be impacted.
2. Parks Maintenance Technician I/II (PCN 50109) - vacant, frozen, and unfunded This position was originally approved at Midyear FY 2023/24 to provide the necessary resources for the acceptance of the Sunrise Ridge Park in The Preserve Development.
Due to the budget constraints, this has been unfunded. The Park is anticipated to come online for City acceptance, maintenance, and operation this summer 2024. The requested Maintenance Technician position has been included in the 5-Year Forecast for the past several years, but delayed until the park acceptance schedule was more solidified. Many of the City’s existing parks need repair and renovation due to aging infrastructure and increased usage; therefore, additional resources are required to ensure the appropriate repairs and replacements are completed. Without the authorization of this position, maintenance service levels for the City’s existing and new parks will be impacted.
3. Parks Maintenance Coordinator (PCN 50014) - vacant and frozen Due to internal promotions as a result of staff retirement, a vacancy occurred for the Parks Maintenance Coordinator. Following internal promotions, a Landscape Coordinator made a lateral move into the Parks Program to coordinate sports field maintenance activities. The Landscape Program is now operating with one (1) Maintenance Coordinator. Not filling this position would require the current Maintenance Coordinator to coordinate activities throughout the entire City (DV, Citywide, L&L 1984-1, and The Preserve L&L) for all nine (9) Maintenance Technicians. The single Coordinator would have to provide oversight of 310 irrigation controllers the Landscape Program maintains and operates. This oversight would limit response times to assist Technicians with high priority, skilled tasks. 7 of the 9 Maintenance Technicians have been hired since 2020 (with two new hires in in 2024), and this position provides essential mentorship and onboard training. Not filling this position will limit the training time provided to the Technicians to meet City standards. Filling this position would split the duties of the
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Landscape Program between the 2 Coordinators while enhancing efficiency, aid in mentorship and training, and increase coverage and response times.
4. Signals Maintenance Specialist (PCN 50053) - vacant and frozen There is currently a vacancy in the Signals Maintenance Program due to the signal specialist resigning with the City to take a promotion in the private sector. This position is one of only three doing this work in the City and is critical to the timely responsiveness to problems that arise. Not filling this position will result in reduced response times and reduced preventative maintenance and reliability of the signals and lighting systems.
Work assignments of the signals and lighting crew will need to be prioritized. Response to signals operations issues will be the highest priority together with the most critical preventative maintenance operations and responding to Underground Service Alert (USA) requests, as legally required. Repair of streetlights in residential areas will be the lowest priority. It will not be possible to have the remaining staff cover all the on-call after-hours needs. Some of this overtime work will be handled by the City’s contractor at an estimated cost of $5,000 - $10,000. Full substitution of this position using contract staff is estimated at $330,000 - $360,000, which is estimated to exceed the cost of filling the position by $130,000 - $160,000. It should be noted that this vacancy occurred after initial preparation of the budget and is not currently reflected in budget savings.
5. GIS Specialist (PCN 50106) - vacant and unfunded
This position provides support for GIS operations including completing maps, entering data, linking documents, preparing presentations and public facing maps. Leaving this position vacant will reduce the quality of products, erode the ability of staff to access information and reduce the quality of communication with the public. This can be partially made up with the temporary position described above although lack of long-term continuity in this position will reduce quality and responsiveness.
6. Transportation Office Specialist (PCN 50101) - vacant and frozen Recent internal transfer of Transportation Office Specialist to the City Clerk’s office has created a vacancy in this position. Presently, the Transportation Division is without any administrative staff. The workload is currently being distributed to the Engineering Administrative Coordinator, as well as other Transportation staff. These Transportation Administrative duties include Transportation Advisory Committee meeting minutes, facilitation, coordination with committee members; CRMs and calls/e-mails; and staff report and document processing. This position was also covering responsibilities associated with the TDM Program, originally performed by the Senior TDM analyst including the administration of the Southwest Area Transportation committee (SWAT).
These tasks are also being distributed amongst the Engineering Administrative Coordinator and Transportation staff.
Future Staffing Needs
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With the projected growths in both population and businesses within the City of San Ramon, the following staffing needs have been identified to maintain and enhance our efforts toward effectively and efficiently maintaining City infrastructure. All the staffing needs listed below have been deferred and were not included in the Public Works Department’s proposed budget for FY 2024/25. However, there are impacts associated with not funding and not filling these positions.
1. Maintenance Technician I/II Position (Roadways & Flood Control) Impact: Staffing levels in the streets, drainage and lighting area have remained essentially constant since the before the construction of the Dougherty Valley and other developments in San Ramon over the last 20 years. The infrastructure in these areas is now aging to the point that increased maintenance activities are required. Repairs in streets and drainage may need to be prioritized and/ or fall behind schedule. As a result infrastructure will degrade faster. Work will be prioritized based on safety and highest value work first. When possible, staff will focus on work where contractor costs exceed those of completing the work with in-house staff.
2. Maintenance Coordinator Reclassification (Parks & Trails): reclassify Maintenance Specialist to Maintenance Coordinator
Impact: In December 2020, a limited-term Administrative Coordinator position was eliminated due to budget constraints. The limited-term Administrative Coordinator and a Maintenance Specialist were responsible for the oversight of maintenance at all 17 school parks and the school maintenance contractor, Frank and Grossman (F & G). The limitedterm Administrative Coordinator was responsible for contractor oversight, which includes contract compliance, creating CRMs, attending on-site and monthly evaluation meetings, and completing weekly field/site inspections. The Maintenance Specialist’s responsibilities include irrigation controller programming and scheduling, major irrigation repairs such as mainline and lateral line repairs, remote control valve installation, and installation and repairs of park amenities, such as benches, tables, drinking fountains, and garbage cans. The elimination of the limited-term Administrative Coordinator position resulted in a current Maintenance Coordinator in the Parks Program Area absorbing the F & G contract oversight portion of the workload.
In an effort to streamline workflow and create efficiencies in program operations, staff recommend reclassifying a Maintenance Specialist position to a Maintenance Coordinator position. This reclassification would allow the Maintenance Coordinator currently assigned to school parks to return to specific oversight of non-school park / City parks maintenance only.
This will streamline workflow and will eliminate redundancies in place due to Maintenance Specialist position classification limitations. In addition, the City will be accepting three new parks, Sunrise Ridge in FY 2023/24 and Critter Crossroads and Rancho San Ramon Phase 2 in FY 2024/25. Realigning the Maintenance Coordinator back to non-school parks will assist in the oversight of these new City parks.
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PARKS & COMMUNITY SERVICES
The Parks and Community Services Department creates community through people, parks, partnerships, and programs. The Department oversees the operation and rental of the City’s four Community Centers, two gymnasiums, two theaters, two Aquatic complexes, Forest Home Farm and all the Sports Fields and group picnic areas. The department provides classes, activities, drop-in programs and events for toddlers, youth, teens, adults and seniors and partners with the Contra Costa County to provide senior meals and Library services.
The Tier 1 Cuts described below will have a big impact on the department staff as many of the cuts will require full-time staff to pick up more work that has been handled by part-time staff and or contractors. It will limit and reduce access to facilities by the community and result in a lower level of overall customer service as we will be decreasing available staff hours to assist the public.
Tier 1 Reductions Amount Impact of Cuts
Close SRCC/ASCC counters for lunch
and during internal staff meetings.
22,560 Customers would have to wait an hour for service or utilize online resources to register for programs
or have questions answered.
Reduce Membership & Training Budget 8,848 Less access to professional development through memberships in state and national organizations
and less training opportunities for staff.
Reduce office supplies, & printing 4,500 Prioritization of requested supplies and elimination of color copies.
Reduce Volunteer Recognition program 2,000 Reduce /eliminate the annual recognition gift given to City Lights volunteers.
Eliminate the holiday décor including
Wreaths, Street Banners, and City Hall
interior decorations. Reduce Art and
Wind festival street banners.
8,680 No holiday décor on the streets except the lit
displays in the downtown core. Limited holiday
décor inside the City Hall Rotunda.
Reduce graphic design services, printed
materials, and local advertising.
32,749 Less opportunity for outreach and marketing to the Community. Full time staff would need to pick up
more graphic design and utilize more social media
and free advertising to communicate with the
public which would reduce the number of higherlevel tasks they can accomplish.
Reduce preventative maintenance and
professional cleaning
5,010 If equipment in rental areas breaks, we will not
have any funds allocated to fix the equipment. Full
time staff would have to deep clean the kitchens
which would reduce the number of higher-level
tasks they can accomplish.
Reduce Staff & Commission clothing
allowance
1,385 No new staff sweatshirt for full time staff and
eliminate providing jackets for new Parks
Commissioners
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Reduce San Ramon Main Library hours
by 4 hours weekly
51,000 SRL would still be open Mon-Sat. 2 less hours on Wed and Thurs evenings.
Reduce Facilities Operating
equipment/supply line items used for
equipment replacement by 50%.
10,000 The quality of furniture and equipment would be
less than desirable in our rental facilities. Unable
to replace broken or worn furniture and
equipment.
Downsize the mobile modular restroom
unit from two restrooms to an ADA
compliant porta potty
7,670 Reduction in service level as park goers are used to a high-quality temporary restroom. Adjacent
businesses may complain about a porta-pottie on
the site.
Eliminate Trails challenge t-shirts,
printing of trail maps and subscription to
outer spatial the trail map app
7,850 Reduction in level of service for trail programs
and participants
Reduce VenueTech Theater Management
Contract
25,557 VenueTech offered to keep the increase the same
per the current contract if we agree to a contract
amendment with a 6 month notice if we are going
to cancel
Eliminate Professional artist workshops
series, and Arts activity manager for arts
events
3,261 Arts Foundation may potentially assist with
funding and volunteer support. Full time staff
would need to be diverted from higher level tasks
to a manage the arts events.
Reduce Historic Collection staff hours by
20%
2,110 Full Time staff would need to realign work plan to cover loss of Activity Manager to log historic
objects and manage the historic and art collections.
Reduce entertainment and supplies for
senior events
500 Seniors enjoy celebrating holidays and special
occasions at the lunch program. This reduction
will result in fewer decorations, supplies, and
entertainment.
Reduce Youth Sports temp staffing by
25%
1,022 Reduce Youth Sports temp salaries for gym
monitor hours by 25% reorganize gym schedule to
maximize use of temp staff and increase rentals
Reduce temp staffing at the aquatic
center front counters from 3 staff to 2
staff
3,456 Services reduction as kids and families will
potentially have to wait in a longer line to enter the
facilities.
End Fall Rec swim on Labor Day instead
of Late September and Shorten offseason mid-day lap swim from 11a-2p to 11a-130p.
4,026 Eliminates 3 Saturdays of fall recreation swim,
reduce the length of time mid-day lap swimming is
available which will reduce community access to
the community pools.
Reduce Camp Central temp staff, supply
budget and professional service budget
and eliminate the Party in the Park event
4,245 Reducing available extended care hours and
reducing marketing for the program which may
affect attendance
Total Tier 1 Reductions 206,429
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The Tier 2 cuts will have a significant impact on the community in addition to staff as they will see elimination of several community events, reduction in hours and services at multiple facilities, increased wait times for service and increased workload on existing staff which will result in lower overall quality and customer service.
Tier 2 Reductions Amount Impact of Cuts
Unfund vacant Office Tech position 110,800 Decrease in SRCC, ASCC, SROP & DVAC front counter open hours. Workload split among 2 FT
Office technicians. Longer wait times at
community center counters, delays in responses to
emails and voicemails, and delays in processing
times for refunds, class transfers, and customer
waitlists. Loss of support for Advisory
Committees. Quality of customer service will be
impacted due to reliance on PT staff to fill the
void.
Eliminate all additional library hours 330,615 No additional hours at SRL or DSL. Libraries would still be open the county standard 40 hours
per library.
Eliminate Dive in Movies* 2,990 services level reduction - Reduces community exposure to the pools for a discounted cost ($1
entry) and removes proposed new teen offering of
the movie in the park.
Reduce Summer Concert series from 5
to 4 concerts*
4,171 Eliminate summer concert immediately following
4th of July Concert due to close scheduling
proximity. Revenue loss is from parking.
Average attendance at the first concert is about
2,000 people. Unknown penalty for cancelling at
this late date
Eliminate Tree Lighting Event 4,478 Services level reduction by eliminating the Tree Lighting event. Bishop Ranch conducts one
annually inside City Center. Additional costs to
decorate the tree and assist night of the event are
incurred by Public Services
Change Culture in the Community to an
indoor event at DSCAC
2,000 Move the event indoors to DSCAC which will
result in a smaller event.
Eliminate 1 presenting series show from
3 to 2*
17,860 Presenting series shows often generate enough
ticket sales to offset most or all the costs. The
Presenting series helps promote the arts in San
Ramon and the theater for rental opportunities and
local tourism.
Eliminate Holiday on the Farm 5,010 Possible SRHF sponsorship to continue the event.
This event draws up to 1,400 people, attendance is
impacted by the weather.
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Eliminate Fun on the Farm events
during the Winter Months
1,980 Attendance at Sat fun on the farm has been
steadily growing increasing engagement with the
city's historic property. Attendance is historically
lower in the winter however eliminating winter
months may cause a decrease in overall attendance
as people find different activities.
Eliminate one day of Senior Van
service*
6,887 A one-day reduction impacts approximately 6-8
people per day who rely on the van service to
access services at the ASCC. Some of the people,
if not all, could be eligible for County Connection
LINK service.
Reduction in part time temp staffing to
provided support and facility monitoring
at Rancho and DSCAC
33,368 Service level reduction as rental clients could only visit Rancho by appointment and open hours at the
arts center would be reduced resulting in less
availability for community use.
Eliminate Teen Centers at Gale Ranch
and Windemere
10,015 Service level reduction as parents will have to find other care. Eliminate low-enrollment teen centers
which are in the Dougherty valley. Both sites
together serve 20 students total. Most days each
site only has 4-6 students attend. May cause a
perception that there is not equity at the four
middle schools; however, City subsidizes the
centers in the Dougherty valley due to low
enrollment.
Reduce Dougherty Valley Aquatic
Center services and hours including
limited use of the Splash & Dash,
reduction in play pool hours and
elimination of two weekday time slots
and one weekday evening.
13,474 Limits community access to the Dougherty Valley
Aquatic Center by eliminating daytime recreation
swim and one evening rec swim and decreasing
available use of the splash and dash and play pool.
With the service level reduction DVAC would still
be open for lap swim six days a week and rec
swim three weekday evenings as well as on
Sundays.
Total Tier 2 Reductions 543,648
The revenue enhancements will have a major impact on the community and local nonprofit groups with increased rates to rent facilities, sports fields and utilize the community pools.
Revenue Enhancement Amount Impact of the increase
Increase all Group and Aquatic Picnic
rates 3%.
2,970 Higher cost for all renter groups which may cause a reduction in facility rentals.
Identify two new Group Picnic areas
and bring online 7/1/24.
5,500 Work with Public Services staff to identify and
prepare group picnic areas that are being used
currently without permits and equip locations with
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signage, table numbering and make reservable.
Increase all indoor facility rental hourly
rates 3%.
27,000 Higher cost for all rental groups which may cause a reduction in facility rentals.
Introduce a room set up fee for Grande
and Large Rooms. Grande Room Set Up
- $75.00, Large Room Set up - $50.00.
32,500 May give renters a negative view of our facility rental as it can be perceived as an add-on fee. The
intention is to offset the temporary salaries and the
need for multiple staff to assist with set up/take
down.
Increase synthetic and grass sports fields
an additional $1.00/hr. on 1/1/25 on top
of currently proposed $1 fee increase on
7/1/24
26,000 There is a current 8-year agreement to increase
field fees by $1 each year in July. By increasing by
$2 this year the nonprofit sports user groups may
not have time to increase the participant fees to
cover the increased cost of the fields.
Increase Rec Swim Fees by a $1
effective 1/1/25
22,000 Increased fee to all customer types. Which would result in our rec swim fee increasing to $8 and
would be one of the highest rec swim fees in the tri
valley
Adjust tennis contract instructors’
(Arora and Bonasera) contract split to
50/50.
123,200 The proposed change may result in a diminished
level of service including higher coach to player
ratio and less qualified coaches instructing the
programs. The instructors may not agree to the
proposed change, which could result in significant
revenue loss and the need for staff to identify and
secure new tennis instructors.
Reduce Little Dribblers program to
provide additional rental hours during
basketball season.
10,753 Maximum number of participants will have to be
capped and there will be a waiting list to enroll in
the program
Total New Revenue 249,923
Unfunded Positions
Office Tech II position (frozen due to the budget shortfall) Postponing hiring the OTII position will result in decrease in SRCC, ASCC, SROP & DVAC front counter open hours, longer wait times at community center counters, delays in responses to emails and voicemails, and delays in processing times for refunds, class transfers, and customer waitlists.
Future Staffing Needs
The Parks and Community Services Department currently has five unfunded positions (Program Manager, Recreation Coordinator, Office Specialist, and two Technician Positions). Over the years, the Department has continued to work with fewer resources while still providing a high level of customer service however with the growth in the community and the increased use of all the facilities more staffing is needed to maintain the existing level of service.
The Department has identified the need to fill all five unfunded positions over the next 5 years.
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The Program Manager position is needed as soon as possible to balance the department workload and supervision of full-time staff. The department was reorganized with the hope that the position could be eliminated however, administrative staff are stretched too thin and are unable to assist with special projects, park development, grant writing and initiatives brought forward by Council, Commission, and the Community.
The two Technician position are needed to help with the increased demand for building/field/picnic rentals, the opening of the newly remodeled Dougherty Station Community Arts Center and to address the need to initiate a park ranger program on the weekends to address issues with picnic rentals, fields rentals, tennis court rental and off leash dogs.
The Recreation Coordinator position is needed to help support the increase in demand for private rental special events being hosted by the community in City Parks and facilities and assist with in-house special events that are continuing to grow.
The Office Specialist position will be needed in the future to help support the growing demands of a growing Community and will be focused on customer service and customer engagement.
The reduction in part-time staff has resulted in full-time staff being asked to do a much higher volume of work. Part time temp positions have been reduced in all areas Aquatics, Facilities, Front line, Sports, Seniors, Historic Properties, Arts, Youth and Teens. The impact of the cuts vary in each program area however universally lower level tasks that could be done by a part time staff are being added to the full time staff workload which decreases the ability of the staff to complete primary tasks and goals and ultimately results in lower quality, quantity of work and lower level of Customer service.
FISCAL ANALYSIS
The City faces a $14.1 million General Fund budget deficit in preparing its FY 2024/25 budget.
There are many ways to approach this problem, but experience shows that closing a deficit of this size requires a multipronged approach. The proposed solution funds the annual pension expense using one-time monies with funds in the pension trust ($1.6 million); reduces departmental budgets ($8.6 million in expenditure reductions and $1.2 million in revenue enhancements); eliminates funding for vacant positions, including those approved at Mid-Year ($2.6 million); transfers the expense for positions currently funded in the General Fund to General Plan Fund 201 ($0.3 million); and increases the revenue budget in the General Fund by increasing user fees ($1.5 million). The proposed budget leaves the Infrastructure Maintenance Fund intact at $1.5 million and does not use funding from the CERBT Trust Fund (for retiree medical expense) or any other one-time sources other than the pension trust described above.
Moreover, the proposed budget maintains the City’s Reserve Policy funded at the 36% level.
Total budget reductions exceed the $8.1 million target. Approximately $0.5 million is available to restore to departmental budgets if the City Council so chooses. Any increases beyond the $0.5 million would need to come from either General Fund Reserves, which would drop the reserve level to less than 36%, or from some other source, such as the $1.5 million contribution to the Infrastructure Maintenance Fund.
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Due to the time sensitive nature of Summer Parks and Community Services programs that have either been advertised in the Summer Activity Guide or will be promoted in the month of May for summer, direction regarding the following proposed cuts in particular is requested to adequately inform the public regarding the cancellations and service level changes to the following programs:
Cancellation of the July 7th Summer Concert $4,171
Cancellation of the Dive in Movie Program $2,990
Reduction in Dougherty Valley Aquatic Center Rec and Lap Swim Hours $13,474 Reduction in Camp Central Extended Care Hours $1,549
STEPS FOLLOWING APPROVAL
1. Staff will incorporate City Council input into the preliminary budget and begin preparation of the FY 2024/25 Proposed Budget with a target delivery date of May 17, 2024 to City Council.
2. Staff will present the Proposed Operating and Capital Improvement Program Budgets to City Council at the Study Session slated for May 28, 2024.
3. Staff will present the final FY 2024/25 Budget to City Council on June 11, 2024 for adoption by resolution.
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