San Ramon City Council
July 23, 2024

7/1/24 – 6/30/2027
balance, or sick leave if applicable, reduced by a corresponding amount of time for all hours missed on a training day. Employees will be responsible for documenting this reduction of accrued leave on their timecard in the same pay period the missed training occurred.

At termination or separation employees are required to pay back the City for any pay advanced, but not “made up” at time of separation. Employees who move between alternative schedules will also be required to pay back the City for time advanced but not made up at the end of the fiscal year.

7.2 FLSA Work Period and Statutory Overtime
Notwithstanding the contractual overtime provisions established by Section 7 of the MOU, for the purposes of determining FLSA overtime, the City declares, pursuant to the Fair Labor Standards Act, 29 U.S.C. section 207k, a regularly occurring work period comprised of twenty-eight (28) consecutive days, to begin on July 5, 2021. Each calendar year will consist of thirteen (13) work periods. The work period coincides with the City payroll period, which begins at 12:00 a.m. on Monday and ends at 11:59 p.m. on Sunday.

To the extent an employee actually works in excess of 171 hours within the 28 day FLSA work period defined above, exclusive of any leave hours, the employee will be paid for those excess hours at the rate of time and one-half the employee’s regular rate of pay, as defined under the FLSA.

7.3 Contract Overtime Policy
It is the policy of the City to avoid the necessity for overtime work. When overtime work is necessary, such overtime shall be authorized by the Police Chief or their designated representative, but shall be kept at a minimum.

For the purposes of contract overtime work for employees, except as otherwise provided, shall be defined as any time worked in excess of the employee’s regularly scheduled shift as set forth in Section 7.1. Training time shall not be eligible for contractual overtime for employees on the four-9.5-hour shift and the three-12.67-hour shift.

7.4 Contract Overtime Compensation and Computation Policy Employees working in excess of a normal thirty-eight (38) hour or forty (40) hour work week, depending on their assigned schedule, excluding owed training days shall be paid at an hourly rate of one and one-half (1.5) times the regular hourly rate (1/80th of the employee's biweekly pay).

In cases of less than thirty-eight (38) or forty (40) hours worked in a workweek, depending on assigned schedule, due to vacation, holidays, sick leave, or other paid or unpaid leave, employees who work approved additional hours shall be paid overtime compensation for those hours paid in excess of eight (8) hours per workday (or their regularly scheduled workday, whichever is longer); or thirty-eight (38) hours in a workweek. Such overtime shall be paid at an hourly rate of one and one-half (1.5) times the regular hourly rate, except that rate for contractual overtime will not include monies received for medical opt-out premiums.

As an alternative to receiving cash, employees may choose to be compensated for overtime work through compensatory time-off (comp time) at the rate of one and one­ half (1.5) hours comp time per overtime hour worked instead of receiving cash payment. The decision to

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receive overtime pay or compensatory time credit shall be made at the end of the pay period in which the overtime is worked. There is no provision for converting compensatory time to overtime pay except at termination. Compensatory time may be accrued up to a maximum of two hundred fifty-six (256) hours per employee.

If an employee has any unused accrued comp time at termination, the employee will be paid for such unused comp time at the higher of (1) the employee’s final regular rate of pay at termination, or (2) the employee’s average regular rate of pay during the last three (3) years of employment.

7.5 Overtime- Conditions of Civil Disaster or Local Peril In case of civil disaster, state of extreme emergency or local peril, the procedure for payment of overtime may be suspended temporarily by the City Manager for the period of the emergency. During such period, the City Manager shall determine the compensation procedure. However, such procedure shall not change the rate of overtime compensation.

7.6 Pay Periods
Payday shall be every other Friday (bi-weekly) for the two (2) week period ending two (2) Sundays prior to the payday.

7.7 Court Appearance Compensation
If a Police Services employee appears on a court subpoena in a matter regarding an event or transaction in the course of their City job duties (or, for a lateral employee, a transaction in the course of their job duties for their former employer) during their off-duty time, they will be compensated.
a. Employees shall be compensated for off-duty court appearances on work days as follows:

An employee shall be compensated with a three (3) hour overtime minimum or actual time in court, whichever is greater, for any court appearance that starts more than onehalf (.50) hour before an employee's shift or more than one-half hour after the conclusion of an employee's shift.

For court appearances which begin during an employee's shift or within a half­ hour of the start or conclusion of an employee's shift, the employee shall be compensated for the actual time worked.

An employee shall be entitled to only one (1), three (3) hour minimum each day. b. Employees shall be compensated for court appearances on scheduled days off as follows:

An employee shall be compensated with a four (4) hour overtime minimum or actual time in court, whichever is greater.

An employee shall be entitled to not more than two (2), four (4) hour minimums per day. c. When a court appearance, which has been scheduled to occur on the employee’s time off is canceled, the department has until 8:00 pm the day prior, to notify the employee

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of the cancellation or the employee shall be paid four (4) or three (3) hours at the employee’s applicable overtime rate as defined above.

7.8 Mandatory Event Cancellation Compensation
If an Officer, Corporal or Sergeant is mandated by a Lieutenant, Captain or the Chief of Police to attend a mandatory department authorized training or special event (e.g. Chevron Share Holder Meeting) during their off-duty time, they will be compensated under this section of the MOU.

Each event must be documented in writing as mandatory (email, memo, etc.) by a Lieutenant, Captain or the Chief of Police.

When a mandatory event, which has been scheduled to occur on the employee’s time off is canceled, the department has until 8:00 pm the day prior, to notify the employee of the cancellation or the employee shall be paid three (3) hours at time and one-half the employee’s base pay.

This section does not apply to department meetings or meetings or events associated with an employees’ assignment (e.g. K9 demonstrations, FTO and Supervisor’s meetings).

Section 8 STANDBY AND CALLBACK PAY

8.1 Standby Status and Standby Pay
When it is necessary to require an employee to leave word where they can be reached for emergency call out or other services during a specified period of time, other than scheduled hours of work, such employee shall be considered on standby status. (This provision does not apply to court ordered standby status issued by the District Attorney's Office or Judge.) The following provisions apply to standby status:

1. An employee on stand-by status shall be paid at the rate of fifteen percent (15%) of the employee's straight time rate of pay for all hours spent on standby.

2. If an employee is called out for an emergency while on standby status, and is required to report back to work, they will be compensated for a minimum of two (2) hours work at one and one-half (1.5) times the regular hourly pay rate. Any time worked in addition to the two-hour minimum will be compensated at one and one-half (1.5) times the normal hourly rate for each additional hour or fraction thereof. The fifteen percent 15%) standby pay will stop from the time the employee is called out to the time the employee returns to standby status. Work time shall commence from the time the employee is called to work until the time the employee returns home.

3. Employees called back to work after midnight may elect to arrive at work that same day an amount of time past the normal starting time equivalent to the time worked past midnight. If an employee elects to exercise this privilege, they must notify the supervisor in advance of the normally scheduled workday or within one-half hour (30 minutes) of normal start time. If it is deemed to be detrimental to the operation of the City to grant this time off, the supervisor may deny the request. Employees who use this option will

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be paid the regular hourly rate for hours actually worked that day.

4. The employee shall not use drugs, alcohol or prescription medication which may impair job performance during the entire period they are on stand-by status.

8.2 Call Back Pay
Employees may be called out during other than normal work hours to perform necessary work.

Any employee who is called back to duty shall be paid at one and one half times of the regular hourly rate for the actual time worked outside of the regularly scheduled work day, plus two (2) hours of call back pay on regularly scheduled work day.

Any employee who is called back to duty shall be paid at one and one half times of the regular hourly rate for the actual time worked, plus three (3) hours of call back pay at one and one half times of the regular hourly rate on a scheduled day off.

Such employees called back shall be paid a minimum of two (2) hours on scheduled work days, and three (3) hours on scheduled days off at the appropriate rate for each call back.

Call back time will be paid at a rate of one and one half times of the regularly hourly rate of the employee.

Section 9 HOLIDAYS
Effective the pay period in which City Council approves a successor MOU in 2024, regular and probationary employees will cease to receive paid holiday time off on City-recognized holidays and will instead receive holiday in lieu pay of seven and one-half percent (7.5%) base salary for time in paid status, in recognition of the fact that employees in the bargaining unit are normally required to work on an approved holidays because they work in positions that require scheduled staffing without regard to holidays. Regular part-time employees who work a minimum of twenty (20) hours per week on a continuous basis are entitled to receive holiday in lieu pay at their base salary rate for time in paid status in an amount proportionate to the ratio of scheduled hours of work per week as approved in the fiscal year budget.

Employees will not earn holiday in lieu and discretionary hour benefits while in unpaid regular pay status.

Employees received twenty-eight (28) hours of discretionary holiday hours on January 1, 2024.

Effective the pay period in which City Council approves a successor MOU in 2024, full time eligible employees will receive an additional twenty-four (24) hours of discretionary holiday hours. Effective January 1, 2025, regular and probationary employees will receive fifty-two (52) hours of paid discretionary holiday time. Discretionary holidays are granted on a calendar year basis and must be used during that year. Discretionary hours may be scheduled with seven (7) calendar days’ notice to the supervisor or Police Chief. Approval of the Police Chief or designee is required prior to taking a discretionary day off. There is no provision for accrual beyond the calendar year, and employees shall not be paid for unused discretionary holidays at the time of separation from the City service.

An employee who wishes to be excused from work in observance of a religious holiday (not listed as a "Regular Holiday for Pay Purposes") shall request approval of such absence from the Police Chief.

If approved, such time off shall be charged against the employee's accumulated compensatory time,

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discretionary holidays, or vacation leave.

Section 10 VACATION

10.1 Eligibility
Regular full-time and regular part-time employees shall be eligible to take accrued paid vacation at their current rate of pay. Vacation time off shall not exceed the amount of vacation time the employee has actually accrued.

10.2 Vacation Accrual
All vacation accruals are calculated based on an eight (8) hour working day. Each regular full time and probationary employee shall accrue vacation at the following rate for continuous service performed as follows:

1. 1st through 4th year of service
Twelve (12) working days of vacation during each complete year of service. (1 day per month or 8 hours per month)

2. 5th through 9th year of service
Fifteen (15) working days of vacation during each complete year of service. (1.25 days per month or 10 hours per month)

3. 10th through 14th year of service
Twenty (20) working days of vacation during each complete year of service. (1.66 days per month or 13.33 hours per month)

4. 15 or more years of service
Twenty-two (22) working days of vacation during each complete year of service. (1.83 days per month or 14.67 hours per month)
Regular part-time and probationary part-time employees shall accrue vacation in an amount proportionate to the ratio of scheduled hours of work per week to the standard work week but in no case shall the number of days of vacation accrued per year exceed those days allowed by the appropriate subsection above. Temporary employees are not eligible to accrue vacation leave. Vacation shall begin accrual with the date of employment and shall accrue bi-weekly for each employee based on their date of employment. As a recruitment incentive, and with City Manager approval, the City may provide a supplemental grant of vacation hours to be immediately available to a new hire, may frontload vacation for a new hire, and/or may recognize years of service as a Police Officer, Police Corporal, Police Sergeant or Deputy Sheriff with another agency in determining the employee’s vacation accrual rate, up to a maximum of five (5) years of service.

Employees will not accrue vacation while in unpaid regular pay status.

10.3 Use of Vacation
Vacation shall be scheduled as far in advance as possible with the employee's supervisor or

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Police Chief. An employee shall submit a request to their supervisor or Police Chief. Approval of the Police Chief or designee is required prior to taking vacation time off. The Police Chief or designee shall respond to the employee within seven (7) calendar days after submission of the request. Vacation leave shall not be used beyond the time accrued.

10.4 Maximum Accumulation
Employees shall be allowed to accumulate vacation up to but no more than twenty-four (24) working days or two (2) times their annual accrual, whichever is greater. Upon approval by the City Manager, an employee may be allowed to continue to accrue vacation beyond the maximum accumulation should the employee's vacation request be denied due to an emergency (natural disaster, etc.) which is beyond the employee's control. An employee allowed to continue to accrue vacation beyond the maximum accumulation will be given a specific time period by the City Manager to use vacation to reduce their accumulation to the allowable amount or the amount over the maximum accumulation will be forfeited.

10.5 Vacation at Termination
A regular full-time or regular part-time or new hire probationary employee whose employment with the City terminates shall be paid for that part of their vacation accumulation that remains unused at the time of termination. Payment for unused vacation shall be made at the rate of pay in effect for the employee at the time of termination.

When an employee retires from City service, they may extend their last day worked by using an amount of vacation leave as paid time off in an amount equal to their annual accrual prior to their CalPERS retirement date, if desired. For example, employees with more than 15 years of experience upon retirement may use up to 176 hours of vacation prior to their retirement date.

10.6 Designation of Beneficiary
When termination is caused by the death of the employee, pay for unused vacation shall be paid to the beneficiary the employee has designated. Such designation shall be in writing, signed by the employee and filed with Human Resources. If the employee is married and designates a beneficiary other than the spouse for more than fifty percent (50%) of the benefits payable, the signature of the spouse also shall be required on the designation. In the event an employee has not designated a beneficiary, the payment shall be made to the estate of the employee.

Section 11 SICK LEAVE

11.1 Statement of Policy
Paid sick leave is an employee benefit of time off granted to an employee in cases of personal illness or accident, medical or dental treatment, or as authorized in Section 11.6 of this Section.

The employee shall make notification by contacting the on-duty Supervisor as soon as possible after determining leave will be taken and prior to the time set for reporting to work on the first day of such leave and as often thereafter as directed by their Supervisor or the Police Chief. Notifications shall be made by telephone to the Supervisor's private office phone. If the Supervisor is out of the office the employee shall notify Dispatch of the sick

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call and provide a telephone number where the employee can be contacted. Dispatch will notify the on-duty Supervisor of the call.

With advance written notice from the Police Chief, an employee may be required to provide a written statement from the attending health care practitioner or dentist that the sick leave is for a qualifying reason if the City suspects that there is abuse of sick leave by the employee.

An employee may also be required to provide a written statement from the attending health care practitioner or dentist for use of sick leave that exceeds one-half of the employee’s annual sick leave accrual. The written notice shall state the reason that the employee is required to provide such a statement. All employees who use paid leave to address issues related to domestic violence, sexual assault, stalking, or other crimes and who cannot provide advance notice of their need for leave must provide certification of the need for leave within a reasonable time thereafter. The Police Chief also may require a health care practitioner or dentist's statement that the employee is capable of and released to return to all their duties.

Any employee who is absent from work due to sick leave shall not engage in any activity or work which would inhibit their ability to return to work at the earliest possible time.

11.2 Accrual
Sick leave shall be accrued at the rate of eight (8) hours per calendar month for each month that a regular full-time and probationary employee has worked. Regular and probationary part-time employees shall accrue sick leave in an amount proportionate to the ratio of scheduled hours of work per week to the standard workweek. As a recruitment incentive, and with City Manager approval, the City may provide a supplemental grant of sick leave hours to be immediately available to a new hire, and/or may frontload sick leave for a new hire.

Employees will not accrue sick leave while in unpaid regular pay status.

11.3 Accumulation
Accrued sick leave may be accumulated without limit for use purposes.

11.4 Use
Sick leave may be used by the employee for purposes contained in this Article. As stated in Section 11.1 of this Article, a written health care practitioner's statement may be required before approval of sick leave pay. In the event of continued, regular absence requested as sick leave, an employee may be further counseled by the Police Chief and required to see the City's physician at no cost to the employee. Pay for approved sick leave shall be authorized until the employee's accumulated total sick leave hours have been exhausted and at such time the employee shall receive no further pay for sick leave.

An employee shall be granted time off chargeable to sick leave for a visit to a health care practitioner or dentist.

An employee shall have their accumulated sick leave balance reduced by an amount equal to the number of sick leave hours for which pay is received.

Abuse of sick leave, i.e., used for unauthorized purposes, may result in disciplinary action.

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11.5 Depletion of Sick Leave
In the event of an employee's continued illness after depletion of their sick leave, such absence may, with the approval of the Police Chief, be charged to vacation time accrued. Upon depletion of leave benefits, a medical leave without pay shall be governed by the conditions contained in Section 12 of this Memorandum of Understanding.

11.6 Leave Chargeable to Sick Leave
An employee may be granted time off with pay for the following:

1. Absence due to the diagnosis, care, or treatment of an existing health condition of the employee or the diagnosis, care, or treatment of an existing health condition of a member of the employee's immediate family. Family member is defined as the employee’s child, parent, spouse, registered domestic partner, grandparent, grandchild, sibling, or designated person. A designated person means any individual related by blood or whose association with the employee is the equivalent of a family relationship. The designated person may be identified by the employee at the time when the employee requests paid sick leave with the approval of the City Manager or their designee, and the City may limit an employee to one (1) designated person per 12-month period for paid sick leave.

2. For an employee who is a victim of domestic violence, sexual assault, stalking, or other crime in order for the employee to engage in any of the following activities: (1) obtain or attempt to obtain a temporary restraining order or other court assistance to help ensure the health safety or welfare of the employee or their child; or (2) obtain medical attention or psychological counseling, services from a shelter, program or crisis center, or (3) participate in safety planning or other actions to increase safety.

3. Absence beyond five (5) days due to the death of a member of the employee's immediate family, as defined in Section 12.4.

4. Birth of child to employee's spouse while spouse is hospitalized. Such time off shall be considered as sick leave and shall be charged against the accumulated sick leave of the employee.

5. Absence due to child bonding in conjunction with CFRA leave, if the employee has exhausted all available accrued leaves (vacation, discretionary holidays, performance days, etc.).

Such time off shall be considered as sick leave and shall be charged against the accumulated sick leave of the employee.

11.7 Sick Leave Conversion
a. Annual Conversion
Annually, in the fall, regular full-time and regular part-time employees will be given the opportunity to elect if they want to convert a portion of unused sick leave at the end of the following calendar year. Employees will have the option to:

1. Convert up to eighty (80) hours of accrued sick leave to cash at a conversion

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ratio based on years of service. To be eligible, at time of payment, the employee must have a balance of two hundred and forty (240) hours of sick leave after the cash out occurs;

2. Convert forty (40) hours of accrued sick leave at their base hourly rate to their 457 Deferred Compensation Plan. In order to be eligible, at time of conversion, the employee must have a sick leave balance of one hundred sixty (160) hours after the conversion; or

3. Not participate in the conversion option.

Employees’ elections are irrevocable. If an employee does not meet the minimum balance requirements at time of cash out/conversion, their election will be cancelled.

Cash outs/conversions will occur the first pay check in December in the calendar year following election.

An employee’s failure to provide an election form will be deemed as a waiver to participate in plan for the following year.

Sick Leave Conversion to Cash Ratios
Service Requirement Conversion Ratio
Less than 5 years of uninterrupted service 25%
5 to 10 years of uninterrupted service 33%
More than 10 years of uninterrupted service 50%
Example: An employee with 8 years of service wants to convert eighty (80) hours of sick leave. Based on the employee’s years of service, their conversion ratio is 33%. As a result, eighty (80) hours of sick leave will be deducted from their sick leave bank, they will get paid out for 26.4 hours at their base hourly rate, and the remaining 53.6 hours will be forfeited.
b. Conversion at Retirement from Employment
Regular full-time employees who are retiring from the City or terminating their employment with the City and whose effective date of retirement is within four (4) months (120 days) of separation from the City, will receive the following benefit: 100% of their unused sick leave will be automatically applied to CalPERS service credit as provided under Government Code section 20965. There is no option to convert unused sick leave to cash, and thus, no tax liability.

11.8 Workers' Compensation Disability Payments
An employee receiving temporary disability payments under the Worker's Compensation Laws may use accumulated sick leave in order to continue to maintain their regular income.

Under such circumstances, the employee shall be paid the difference between their full salary

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and the disability payments received. Accumulated sick leave shall be charged in proportion to the amount of their full salary paid by the City during such period of disability.

Payments for permanent disability are to be retained by the employee, it being ruled by State Compensation Insurance Fund that such awards by the Commission are recompense for the permanent disability suffered by the employee.

11.9 On The Job Injury
An employee injured in the course of employment must report the accident to their supervisor.

The supervisor is responsible for submitting a statement signed by the employee and giving all details within twenty-four (24) hours of the accident.

When an employee is off work as the result of a valid on-the-job injury or illness sustained in the service of the City, the City shall continue their pay in the amount of their monthly rate for up to but no longer than one (1) year of compensated time off as dictated by California Government Code Section 4850. Such pay shall be considered as on-the-job injury leave and shall not be charged as sick leave.

During the time that an employee is off work as the result of a valid on-the job injury, the employee will retain their normal anniversary date.

11.10 Off the Job Injury
Any injury/illness occurring other than in the service of the City may be compensated for through the provisions of the long-term disability insurance plan provided by the City.

Section 12 OTHER LEAVES OF ABSENCE

12.1 Personal Leave of Absence without Pay
Upon recommendation of the Police Chief, the City Manager may grant an employee a leave of absence without pay in cases of emergency or where such absence would not be contrary to the best interests of the City. No such leave shall be granted except upon written request on the authorization form, and the approval must be in writing. Requests should be made as far in advance as practical. Such leave shall not exceed four (4) calendar months’ duration. Loss of service credit will occur for the duration of the leave; no benefit credit will be accrued toward vacation or sick leave unless required by law. During the personal leave of absence without pay approved under this section, City contributions to employee insurance benefits will remain in effect. Employees will be required to pay the employee share of benefit costs, including the cost of supplemental life insurance and other optional benefits, in a timely manner as determined by the City in order to maintain benefit coverage during the leave of absence. Performance review will be deferred if necessary or may be rescheduled upon return to work.

12.2 Family Care and Medical Leave
Employees may be eligible for leave under the Family Medical Leave Act (FMLA) and the California Family Rights Act (CFRA). The administration of any FMLA and CFRA leave provided for under this provision shall be in accordance with the provisions of the FMLA and the CFRA. Leave provided under this section may run concurrently with other leaves

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provided, as designated by Human Resources. Additional information regarding available leave benefits is set forth in City’s Family and Medical Leave Policy.

12.3 Pregnancy Disability Leave of Absence
Employees may be eligible for leave under the California Pregnancy Disability Leave Law (PDLL). The administration of any leave given under the PDLL shall be in accordance with the provisions of the PDLL. Leave provided under this provision may run concurrently with other leaves provided. Additional information regarding available leave benefits is set forth in the City’s Family and Medical Leave Policy.

12.4 Death in Immediate Family (Bereavement Leave)
Employees shall be granted up to five (5) working days leave with pay by the Police Chief in the event of death in the immediate family of the employee. For the purposes of bereavement leave, family is defined as a spouse, child, parent, sibling, grandparent, grandchild, domestic partner, parent-in-law, niece/nephew, sibling-in-law, or designated person.

Bereavement leave does not need to be taken concurrently but must be taken within three (3) months of the date of death.

Additional time off in excess of five (5) days may be taken by an employee with prior approval of their Police Chief and the City Manager. Such additional time off is to be charged in the following order:
a. Accumulated sick leave.
b. Accumulated vacation leave.
c. Accumulated compensatory time.
d. Management leave.
e. Performance leave.
f. Discretionary holidays.
g. Leave of absence without pay.

12.5 Military Leave of Absence
Military leave shall be granted in accordance with the provisions of State and Federal Law.

All employees entitled to military leave shall give the appointing authority an opportunity, within the limits of military regulations, to determine when such leave shall be taken.

Whenever possible, the employee involved shall notify their department of such leave requested at least ten (10) working days in advance of the beginning date of such leave.

Upon termination of military leave, the employee, in accordance with applicable law, may return to their classification without loss of seniority or other benefits.

12.6 Military Reserve Training
Employees attending the two (2) week Summer Camp Sessions or other required training held by branches of the military are paid the difference between their regular City base salary and military base salary received for up to 30 calendar days per fiscal year provided by the

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California Military and Veterans Code,. Employees should notify their Police Chief as soon as their dates of training are known and submit a copy of their military orders. These sessions do not constitute breaks in employment, and benefits accrue as usual.

12.7 Subpoena
Employees, who are subpoenaed to appear as witnesses on behalf of the Federal Government or any of its agencies, the State of California or any of its agencies, or the City of San Ramon or any of its agencies, shall be granted a leave of absence, upon presentation of the subpoena to the Police Chief. Said employees shall receive full pay for such appearances, provided the employee remits to the City all fees as soon as received by the employee for such appearances.

For appearances in Contra Costa County as a result of a subpoena from the District Attorney, Public Defender, Department of Motor Vehicles or any other Government Agency compensation in a matter regarding an event or transaction in the course of their City job duties (or, for a lateral employee, a transaction in the course of their job duties for their former employer) shall be as indicated in Section 7.7 of this Memorandum of Understanding.

Compensation for expenditures of the employee, for mileage or subsistence allowances, shall not be considered as a fee and shall be retained by the employee.

12.8 Jury Duty
Employees required to report for jury duty shall be granted leave for such purpose, upon presentation of jury notice to the Police Chief. Said employees shall receive full pay for the time served on a jury, provided the employee remits to the City all fees as soon as received by the employee for such duties. Compensation for mileage or subsistence allowances shall not be considered as a fee and shall be retained by the employee. The time spent on jury duty is not work time for purposes of calculating overtime compensation.

12.9 Medical Leave/Work Related
All employees are covered by Workers' Compensation as required by law. Employees shall be provided leave consistent with these laws.

12.10 Return from Leave
Upon expiration of an approved leave, an employee is entitled to be restored to the position of employment held when the leave commenced, or to an equivalent position, unless the employee’s position is subject to layoff.

12.11 Unauthorized Leave of Absence
Unauthorized leave of absence shall be considered as days, or portion of days, not worked in which the employee was scheduled to work. Unauthorized leave will be deducted from the employee's pay in an amount equivalent to the time absent. An unauthorized leave of absence will result in disciplinary action. Unauthorized leave of absence for more than three (3) days shall be cause for automatic termination of employment.

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Section 13 LAYOFFS

13.1 City Council Action
The City Council shall determine which position(s) shall be eliminated within the organization. Human Resources shall determine and notify the employee(s) to be laid off as a result of the eliminated position(s).

13.2 Order of Layoffs
To determine which employee is to be laid off as a result of an eliminated position, Human Resources shall use the following procedure:

1. Prepare a list of every employee in the affected classification.

A classification is defined as a position or group of positions sufficiently similar in duties and responsibilities in which the same title, qualifications, job duties, and salary range can be applied.

2. Determine which employee(s) within the classification will be laid off.

If there is only one (1) employee in the classification, that employee shall be given a layoff notice.

If there are two (2) or more employees within the same classification, Human Resources shall apply the following order in determining which employee shall be laid off:

First, temporary employees in the classification shall be laid off. The City Manager shall determine which temporary employee(s) shall be laid off.

Second, if there are no temporary employees in the classification, the order in which employees shall be laid off within each classification affected shall be based on seniority. Layoffs will occur within a classification in reverse seniority order.

3. Seniority shall be defined as follows:

As determined by official City payroll records, all service in the employ of the City shall be counted toward the establishment of an employee's City seniority service ranking including temporary, regular part-time, probationary and regular full time, as well as obligatory leaves for military service while an employee of the City. Loss of service credit will occur for the period of a leave of absence without pay. Less than full time service will be consolidated in equivalencies of full-time service for the purpose of establishing City seniority service ranking. Time off as a result of formal disciplinary action will be subtracted from the City seniority service score.

13.3 Displacement Rights
An employee designated to be laid off shall receive written correspondence with at least a minimum thirty-day layoff notification and displacement rights. An employee scheduled to be laid off may displace as follows:

1. An employee with a lower seniority score in the same department in a lower

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classification for which the laid off employee is qualified. In such a case, the affected employee shall displace the employee with the lowest seniority score (as determined in Section 13.2 (3) above) within said classification.

2. An employee with a lower rank seniority score (as determined in Section 13.2 (3) above) in any department in a lower classification in which the affected employee once held regular status. In such a case, the affected employee shall displace the employee with the lowest seniority score within said classification.

13.4 Notification of Displacement
An employee scheduled to be laid off must request displacement in writing to Human Resources within seven (7) working days of receipt of notice of layoff. An employee displacing to a lower or related classification shall be placed at the salary step representing the least loss of pay. In no case shall the salary be increased above the amount received in the classification from which the employee was laid off.

Employees assuming a lower or related classification shall serve a probationary period in the new classification unless they previously have completed a probationary period in the classification.

13.5 Reemployment
The names of employees laid off or displaced shall be entered on a reemployment list in the inverse order specified in Section 13.2 of this Section. As reemployment opportunities become available in the classification from which the employee was laid off: the employees on the list, commencing with the highest seniority score, shall be offered return to those positions. An employee’s name will remain on a reemployment lists for two (2) years from the date of the employee’s layoff.

Laid-off or displaced employees will be notified of reemployment opportunities by certified mail at the last official known address of the laid-off or displaced employee. It shall be the responsibility of the laid-off or displaced employee to inform the City in writing of any changes in their address.

The laid-off or displaced employee must notify Human Resources of their acceptance within three (3) work days of receipt of the mailing as reflected on the postal service certified return receipt. For the purpose of this section, a “Work Day” shall mean a day on which City Hall is open to the public for business.

The employee shall be notified of such time limit in the written reemployment offer. Failure to contact the designated City official within such period shall be deemed as rejection of the vacant position and will remove the employee from the reemployment list.

Section 14 EMPLOYEE BENEFITS

14.1 Retirement Plan
a. Tier 1: Employees hired before July 1, 2012, shall participate in the California Public Employees Retirement System (CalPERS), three percent (3%) at age 50 for sworn employees, calculated based on single highest year compensation. The plan includes

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the 4th Level 1959 Survivor's Benefit.
• Employer-Paid Member Contributions (“EPMC”): Effective November 14, 2006 the City shall pay the full cost of the employee’s nine percent (9%) normal member contribution towards CalPERS and shall report the same percentage (9%) to CalPERS in accordance with Government Code sections 20636(c)(4) and 20691.
• Cost-Sharing: Tier One Employees shall share in the City’s CalPERS costs by contributing nine percent (9%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f). • In addition, employees shall contribute an additional three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of twelve percent (12%), in accordance with Government Code section 20516(f).
b. Tier 2: Employees hired on or after July 1, 2012 and who are “classic members” (i.e. those employees not meeting the definition of “new member” under the California Public Employees’ Pension Reform Act of 2013 (“PEPRA”) shall participate CalPERS, three percent (3.0%) at age 55 formula, with final compensation earnable, calculated based on the average of the highest thirty-six (36) consecutive month. The plan includes the 4th Level 1959 Survivor Benefit.
• Employer-Paid Member Contributions (“EPMC”): Effective November 14, 2006, the City shall pay the full cost of the employee’s nine percent (9%) normal member contribution towards CalPERS and shall report the same percentage (9%) to CalPERS in accordance with Government Code sections 20636(c)(4) and 20691.
• Cost-Sharing: Tier Two Employees shall share in the City’s CalPERS costs by contributing nine percent (9%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f). • In addition, employees shall contribute an additional three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of twelve percent (12%), in accordance with Government Code section 20516(f).
c. For employees hired on or after January 1, 2013 and classified as a “new” member of CalPERS as defined by in PEPRA, are responsible for paying one-half of the normal cost of the retirement plan and subject to the reportable annual compensation limit per

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Government Code Section 7522.10.
d. Pursuant to IRS Code Section 414 (h) (2), these contribution payments shall be made on a pre-income tax basis.
e. The City does not participate in the Social Security Plan with the exception of the mandatory Medicare (FICA) deduction.

14.2 Disability Insurance
During the term of this agreement, the City shall provide major long-term disability insurance for employees. The cost for this insurance shall be paid for by the City. The current amount of the insured monthly salary shall be $9,500. All other provisions of the plan are set by the California Law Enforcement Association.

14.3 Health/Life Insurance Program
The City of San Ramon shall continue to contract with the California Public Employees Retirement System to make available to eligible City of San Ramon employees the CalPERS Medical Insurance Program, subject to the provisions below:
a. Core-Flex Benefit Cafeteria Plan – Active Employees
The City of San Ramon will establish and maintain a “core-flex” benefit plan. The “core” shall consist of the CalPERS Medical Plan (Bay Area Rates) and the existing dental plan.
b. Employer Minimum Share
Under CalPERS rules, the City will contribute the following amounts as the “employer minimum share” per employee per month toward the health plan:
2024 $157
Subsequent years As determined by CalPERS

c. City Monthly Contribution Amounts – Active Employees For full-time, active employees enrolled in City-provided medical insurance, the City will contribute up to 100% of the premium for the CalPERS Region One Kaiser plan for the employee’s elected level of coverage, or the actual premiums, whichever is less. This contribution includes the CalPERS Medical Plan “employer minimum share” (as noted in Section 14.3 (b)).

Employees electing enrollment in a CalPERS medical plan with premium rates greater than the Kaiser CalPERS premium rates shall contribute the difference between the above amounts and the actual premium cost of the medical plan selected.

14.4 Opt-Out of Medical and/or Dental Plan
Employees electing not to enroll in the “Core-Flex” plan (i.e., who wish to waive enrollment in the City-provided medical insurance plan) must attest annually to the satisfaction of the

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City their enrollment and the enrollment of all individuals in the employee’s tax family in another group medical plan that provides minimum essential coverage.

Employees electing not to enroll in the City dental plan and electing to receive cash in lieu of City-provided dental insurance coverage must annually demonstrate enrollment in another dental plan.

Employees who provide required attestation are eligible to receive opt-out payments as set forth in Section 14.5 below for opting out of the City medical and/or dental insurance plans.

In the event both spouses are employed by the City and are eligible for enrollment in the CoreFlex plan, one employee may elect not to enroll in the medical and dental plan and will receive the employee only opt-out rate if enrolled under the spouses medical and dental coverage.

14.5 Opt-Out Rates
Effective July 1, 2024 through June 30, 2027, the opt-out rates, based on the employee’s status and eligibility during the active benefit plan year, in accordance with the Internal Revenue Code timelines and qualifying events, will be as follows:

Eligibility Level Medical (by Calendar Year) Dental
Employee Only 50% Employee Only Kaiser Rate $50
Employee + 1 Dependent 50% Two-Party Kaiser Rate $75
Family 50% Family Kaiser Rate $100
Re-enrollment in the medical and/or dental plan shall only be allowed based on a qualifying event as defined by the IRS Codes or during an open enrollment period. Employees electing to opt-out of the medical or dental plan may do so only during an open enrollment period and must annually provide proof of alternative coverage which meets the ACA definition of minimally essential coverage to maintain their opt-out status.

14.6 Health Flexible Spending Account
The City shall make an annual contribution (first pay period of each calendar year) of $500 to a health flexible spending account for each employee. Any employee hired after January 1 shall have a prorated amount contributed into an account in the employee’s name.

14.7 Dental Care
The City shall provide employees and eligible dependents with a dental insurance plan with an annual benefit cap of $1,800. The City shall pay the full premium cost of the plan for the employee and eligible dependents.

14.8 Vision Plan
The City shall provide employees with a vision insurance plan. The City shall pay the full premium cost of this plan for the employee and eligible dependents.

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14.9 Life and AD&D Insurance
The City shall provide to each employee an employer-paid life and AD&D insurance policy with a maximum pay out of two (2) times the employee’s annual salary, up to five hundred thousand dollars ($500,000). Employees shall be eligible for coverage upon their first day of employment as a regular employee.

14.10 COBRA - Continuation of Health Coverage
As required by the Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA) the City's health insurance plans provide for continuation of group health coverage to employees and eligible family members, upon a qualifying event, at the employee or family member's expense according to the provisions set forth in COBRA.

14.11 Deferred Compensation
Employees may participate in the deferred compensation plan in accordance with the guidelines of that plan as long as such a plan is offered to any employees through the City.

14.12 Flexible Spending Program- Section 125
The City will contract for a flexible-spending program provided that there is a minimum 20% participation of all City employees.

14.13 Mileage Reimbursement/Allowance
Whenever an employee is required to use a private vehicle in the conduct of City business, such employee is entitled to reimbursement for actual mileage. Mileage is reimbursed at the rates prescribed by the IRS. Also, in the event of an accident while using a private vehicle on City business, the employee's insurance will be primary; however, the City will cover the employee's deductible cost.

14.14 Adoption Benefit
Adoption assistance benefits will be provided to all employees. An employee who adopts a child will be eligible to receive reimbursement for eligible expenses from the City for fifty percent (50%) of the costs related to the adoption up to a maximum reimbursement of five thousand dollars ($5,000), subject to the terms of the City’s Cafeteria Plan Document.

14.15 Retiree Medical
a. For employees hired on, or before July 1, 2007, medical, dental and vision premium payments shall be made on behalf of employees + spouse/domestic partner who retire from the City of San Ramon based on the following formula:
0 to 3 years of service No payment
4 to 7 years of service 50% of the cost of premiums
8 to 11 years of service 75% of the cost of premiums
12 years of more of service 100% of the cost of premiums

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For employees hired on, or before July 1, 2007, the City will grant vesting credit for service to be used in computing the years of service requirements for retiree health coverage to those with prior San Ramon experience under the Sheriffs Contract as follows:

Age of Officer as of July 1, 2007 Factor to apply to service years 45+ 1.0 per year of service
44 .9 per year of service
43 .8 per year of service
42 .7 per year of service
41 .6 per year of service
40 .5 per year of service
39 .4 per year of service
38 .3 per year of service
37 .2 per year of service
36 .1 per year of service
35 or less .0 per year of service
b. For employees hired after July 1, 2007 and before or on July 1, 2014, medical, dental and vision premium payments shall be made on behalf of employees only who retire from the City of San Ramon based on the following formula:

Upon completion of 5 years of service 25% of the cost of the premiums After 5 years Additional 5% for each year of service
so that at the end of 20 years of service
100% of the cost of premiums
c. For employees hired after July 1, 2014, the City will contribute an amount equal to 4% of the employee’s salary to a Retirement Health Savings Plan with MissionSquare while employed with the City to be used to purchase a medical, dental, and/or vision plan. This will replace participation in the defined benefit retiree health plan. Effective as soon as administratively feasible, the City will amend its contract with MissionSquare to allow for a uniform employee contribution. Once the uniform employee contribution is established, the City will match up to 1% of the employee contribution for employees hired after July 1, 2014.
d. Retiree Medical Insurance
Under CalPERS rules, the City will directly contribute the “employer minimum share” toward the cost of retiree medical coverage through CalPERS and make such payment on behalf of the retiree directly to CalPERS each month. Additional City contribution

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will be made to eligible retirees each month based on the applicable schedule provided in Section 14.15 (a) and 14.15 (b).
e. Medicare Eligible Retirees
CalPERS rules provide for the continued enrollment in the CalPERS medical insurance plan when a retiree reaches Medicare eligibility and requires the City to continue to pay the “employer minimum share” payment for the retiree who continues enrollment in a CalPERS Medical plan. Upon reaching Medicare eligibility, CalPERS rules require the retiree to enroll in a CalPERS Supplement/Managed Medicare Plan. San Ramon City Council Resolution 2007 – 189 provides that retirees may receive a reimbursement of up to $452.46 (2021 rate) per month adjusted annually by 2% (in some cases an additional $452.46 per month for a spouse) to purchase a Medicare supplemental insurance policy and to pay for dental and vision coverage.

Upon reaching Medicare eligibility, and contingent upon continued enrollment in the CalPERS Medical Insurance program, the City will reimburse the eligible retiree the difference between the amount the retiree is eligible to receive to purchase a Medicare Supplement and other available health benefits, pursuant to the San Ramon City Council Resolution 2007 -189, for the purchase of a Medicare supplement and the “employer minimum share.” For example, if the Medicare-eligible retiree receives $452.46 (2021 rate) per month (and meets the remaining eligibility requirements for receiving a City payment), the retiree will receive $452.46 per month less the “employer minimum share” (which will be paid by the City directly to CalPERS on behalf of the retiree) resulting in no net reduction in the payments made by the City of San Ramon, provided the retiree provides evidence of coverage for other benefits such as dental, vision, etc. f. Method of Payment for Coverage
The current system of retiree payment and any City reimbursement to the retiree shall be made through a Health Reimbursement Arrangement (HRA). Eligible retirees shall be required to provide the City of San Ramon with the appropriate authorization form upon retirement from the City and at other times after retirement if required to administer the retiree medical benefit.

Section 15 UNIFORMS
All uniformed Police employees will be responsible for the purchase of their own uniforms with the following exceptions:
• The City will purchase one (1) complete set of uniforms for any newly hired uniformed employee.
• The City will replace any uniform apparel damaged during the course of the employees’ duties; with the exception of normal wear and tear.

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• The City will continue to purchase specialty uniforms for Traffic Officers limited to the leather motorcycle jackets, motorcycle pants and motorcycle boots. • The City will purchase specialty uniforms for members of the Special Weapons and Tactics Team (SWAT).
• The City will continue to purchase the uniforms of all Police Volunteers, Police Chaplains, Reserve Police Officers and Police Explorers.

In lieu of City provided uniforms, uniformed Police Services employees will receive an annual allowance of one thousand fifty dollars ($1,050), along with a one hundred dollars ($100) boot allowance, to be disbursed during the month of December each year.

Beginning January 1, 2019, each employee’s annual uniform allowance will be paid to them in equal installments ($40.38 per pay period) over the twenty-six (26) biweekly pay periods.

Section 16 DISCIPLINARY PROCEEDINGS

16.1 Causes for Disciplinary Action
Employees may be disciplined for just cause including but not limited to the following:
a. Fraud in securing appointment or making a false statement on an application for employment.
b. Incompetence, inefficiency or neglect of duty.
c. Insubordination\willful disobedience.
d. Dishonesty or immorality.
e. Being under the influence of drugs or alcohol while on duty. f. Illegal possession, use, or addiction to the use of narcotics or controlled substances. g. Unauthorized leave of absence.
h. Conviction of a felony or conviction of a misdemeanor involving moral turpitude. i. Discourteous treatment of the public or other employees. j. Illegal political activity in violation of the California Government Code. k. Abuse or misuse, or appropriation for personal use, of City property. l. Violation of any of the provisions of the Personnel Rules and Regulations, Departmental Rules and Regulations, and/or this Memorandum of Understanding.

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m. Any willful act of conduct undertaken in bad faith, either during or outside of duty hours, which is of such a nature that it causes discredit to the agency, the employee's department or division.
n. Outside employment not specifically authorized by the appointing authority or their designee.
o. Abuse of power, including, but not limited to, intimidating witnesses, knowingly obtaining a false confession, and knowingly making a false arrest. p. Physical abuse, including, but not limited to, the excessive or unreasonable use of force. q. Sexual assault as described in subdivision (b) of Penal Code Section 832.7, and shall extend to acts committed amongst members of any law enforcement agency. r. Demonstrating bias on the basis of actual or perceived race, national origin, religion, gender identity or expression, housing status, sexual orientation, mental or physical disability, or other protected status in violation of law or department policy or inconsistent with a peace officer's obligation to carry out their duties in a fair and unbiased manner.
s. Acts that violate the law and are sufficiently egregious or repeated as to be inconsistent with a peace officer's obligation to uphold the law or respect the rights of members of the public.
t. Participation in a law enforcement gang.
u. Failure to cooperate with an investigation into potential police misconduct. v. Failure to intercede when present and observing another officer using force that is clearly beyond that which is necessary.

16.2 Types of Disciplinary Action
In addition to the definition of “punitive action” as set forth in California Government Code section 3303, types of disciplinary action, which may be taken, in order of severity, are:
dismissal, disciplinary demotion, disciplinary suspension, written reprimand, or an appropriate combination of these disciplinary actions. The aforementioned types of disciplinary action are defined as follows:
a. Dismissal – The discharge of an employee from City service. b. Disciplinary Demotion – A permanent change in classification of an employee to a position of lower responsibility and pay for unsatisfactory performance or disciplinary reasons.
c. Disciplinary Suspension – The temporary suspension of an employee from City service, without compensation, for a period not to exceed thirty (30) calendar days in any one

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(1) calendar year.
d. Written Reprimand – Notification in writing to the employee that there is a cause for dissatisfaction with the employee's services and/or misconduct and that further disciplinary measures may be taken if the cause is not corrected.

16.3 Persons by Whom Disciplinary Action May Be Taken
The City Manager, Police Chief or their designee may take disciplinary action against an employee under their control for one or more of the causes for discipline specified in Section

16.1. The employee shall be informed of the disciplinary action to be taken within two weeks after the completion of the City's investigation.

16.4 Informal Appeal Procedure for Punitive Action to Include Written Reprimands or Punitive Transfers, but Not Suspension, Reduction in Pay, Demotion or Termination a. The following informal procedure will apply written reprimands, disciplinary transfers, or non-voluntary, non-disciplinary transfers resulting in a loss of compensation (e.g., nondisciplinary transfer out of premium pay assignment). b. Employees will have the option to elect this informal appeal procedure for punitive action covered by this section, or the appeal procedure in 16.6 below.

1. A covered employee who receives notice of a punitive action covered by this section will be entitled to appeal the action to the Police Chief prior to the effective date of the punitive action. The appeal is an opportunity for the employee to present written material and arguments why a punitive action should not occur or offer alternatives to the action.

2. Notice of Appeal: Within ten (10) calendar days of receipt by an employee of notification of a punitive action, the employee will notify the Chief in writing that they intend to appeal the punitive action. The notice of appeal will specify the action being appealed and the substantive and procedural grounds for the appeal.

3. Nothing in this section will limit the right of the Department to institute disciplinary action, notwithstanding that an appeal may be pending.

4. Presiding Officer: In an informal procedure, the Chief or their designee will act as the presiding officer. The Chief or their designee shall conduct the informal procedure in accordance with these processes. The determination of the Chief shall be final and binding. If the Chief cannot serve as the presiding officer because of actual bias, prejudice or interest as defined by Government Code §11425.40, then the City Manager or their designee will serve as the presiding officer and, in that case, the City Manager or their designee’s determination shall be final and binding.

5. The Chief will have five (5) calendar days from receipt of the request to schedule the informal procedure. The informal procedure will take place within thirty (30) calendar days of the date the employee was notified about the punitive action.

6. Burden of Proof: The City will bear the burden of proof at the informal procedure.

A. If the action being appealed does not involve allegations of misconduct (i.e.,

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allegations that the employee has violated one or more federal, state, or local laws, and/or City or Department regulations, procedures, or rules) the limited purpose of the procedure will be to provide the employee the opportunity to establish a record of the circumstances surrounding the action. The Department’s burden will be satisfied if the Department establishes that the action was reasonable, even though reasonable persons might disagree about whether the action was the best one under the circumstances.

B. If the punitive action involves charges of misconduct, (i.e., allegations that the employee has violated one or more laws, regulations, procedures, or rules), the Department will have the burden of proving by a preponderance of the evidence the facts which form the basis for the charge of misconduct and the burden of persuasion that the punitive action was reasonable under the circumstances.

7. Conduct of Informal Procedure:

A. The formal rules of evidence do not apply, although the Chief will have discretion to exclude evidence which is incompetent, not relevant or cumulative, or the presentation of which will otherwise consume undue time.

B. The parties may present arguments through documents and statements.

C. If the punitive action being appealed is a written reprimand or does not involve a loss of compensation, the parties will not be entitled to confront and cross-examine witnesses.

D. Following the presentation of written material and statements, the involved parties may submit closing arguments orally or in writing for consideration by the presiding officer.

E. Representation: The employee may be represented by an association representative or attorney of their choice.

8. Decision:

After the informal procedure, a decision will be submitted in writing within five (5) calendar days. If, after the informal procedure, a decision is rendered which imposes the punitive action, the action will not be effective sooner than forty-eight (48) hours of issuance of the final notice of discipline.

16.5 Pre-Disciplinary Action Procedure
All disciplinary actions taken against a sworn police employee will be pursuant to and in compliance with the Peace Officer's Bill of Rights as specified in the Government Code.

1. Pre-Disciplinary Action Procedure
Disciplinary action, which would result in loss of employee salary, shall conform to the following procedural safeguards prior to imposition of disciplinary action:

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a. Notice
Written notice of the proposed disciplinary action shall be served upon the employee;
b. Reasons
Reasons shall be cited for the proposed disciplinary action; c. Charge and Material
A copy of the charges and access to material upon which the action is based shall be included;
d. Employee Response
The employee shall have the right to respond, either orally or in writing, to the authority initially imposing the disciplinary action.

The above stated notice and charges shall be served upon the employee either personally or by certified mail. The charges shall be detailed so as to give the employee fair opportunity to review and respond to the charges.

Upon receipt of the notice and charges, the employee shall have not less than three (3) working days within which to respond in writing or to request an informal non-evidentiary hearing before the person by whom disciplinary action was taken and /or the Police Chief. The purpose of this hearing is to allow the employee's representative and/or the employee to make any representations believed relevant to the case. The hearing shall be held as expeditiously as possible but not more than three (3) working days after the request for hearing unless there is an agreement to extend by both parties. The hearing shall be subject to taping or transcription.

An employee may be relieved from duty and placed on paid leave pending the final decision of the proposed action if such leave is necessary to protect the public service or public interest.

2. Final Disciplinary Action Procedure
Disciplinary action causing loss of employee salary and any other form of discipline shall be imposed in accordance with the following procedure: A written notice shall be served on the employee and filed with the City Manager with a copy to Human Resources as soon as reasonably possible, but not later than five (5) working days after the date discipline is imposed. The notice shall be served on the employee either personally or by certified mail and shall include:
a. A statement of the nature of the disciplinary action; b. The effective date of the action;
c. A statement of the cause for the discipline and citing the rule(s) violated; and

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d. A copy of Section 16.5 of this Article.
e. Said notice may include conditions or future actions to be taken.

16.6 Right of Post-Disciplinary Appeal Procedure
An employee shall have the right of appeal from any disciplinary action taken under this article. Such appeal must be filed in writing with the Police Chief with a copy to Human Resources within ten (10) calendar days after receipt of written notice of such disciplinary action. The appeal must state specifically the issue(s) in controversy and the facts upon which the issue(s) is based. The Police Chief will respond within ten (10) days of receipt of the appeal. If the employee is not satisfied with the Police Chiefs review, the employee may appeal to the City Manager.

Such appeal must be filed in writing with the City Manager with a copy to Human Resources and the Police Chief within ten (10) calendar days of receipt of the Police Chiefs response. In the case of suspensions of three (3) days or more, the City Manager may conduct, upon the employee's request, an independent review of the discipline imposed for the purpose of affirming, modifying or reversing the discipline. The City Manager will respond within ten (10) calendar days of receipt of the appeal.

If the employee is not satisfied with the City Manager's review, the employee may appeal the matter to the City Council. The appeal shall be made in writing to Human Resources within fourteen (14) calendar days of receipt of the City Manager's decision. The City Council shall assign the appeal to an advisory arbitrator who shall be selected by mutual agreement between the City Manager and the employees.

The fees and expenses of the advisory arbitrator and of a court reporter shall be shared equally by employee and the City. Each party, however, shall bear the cost of its own presentation.

The advisory arbitrator shall conduct a hearing and identify the facts in the case. The advisory arbitrator shall present written findings and a recommended decision as to the discipline to employee and the City Council. The City Council shall review the written findings and recommended decision and make a final decision on the matter. The City Council may affirm, revoke or modify the findings, recommendations, or disciplinary action taken. The City Council shall take such action within thirty (30) days of receipt of the advisory arbitrator’s presentation. The decision of the City Council shall be final and binding upon both parties.

There is no process for reconsideration.

The City will mail a copy of the final written findings and decision, along with a proof of service of mailing that confirms that each of the parties and each of the parties’ representatives were mailed the final written findings and decision. It shall be the responsibility of the employee to inform the City of their address. A copy of the decision shall also be provided to the Human Resources Manager. Pursuant to Code of Civil Procedure section 1094.6, the parties have ninety (90) days from the date of the proof of service of mailing of the written findings and decision to appeal the agency’s decision on the appeal to the Superior Court.

16.7 Waivers/Withdrawal of Appeal
Notwithstanding any provisions in this article, any time limit or stage of procedure herein provided may be waived upon consent of both parties involved.

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At any time after an appeal has been filed, an employee shall have the right to withdraw their appeal by written notification to the City Manager.

Failure of the employee to file an appeal within the period specified constitutes a waiver of appeal.

Failure of the employee to appear at the hearing shall be deemed a withdrawal of their appeal and the action of the Police Chief shall be final.

16.8 Effect of Certain Disciplinary Action Interpretive a. Suspension
An employee suspended from the City service shall forfeit all rights, privileges and salary, except that the employee shall not forfeit their health plan, pension, long-term disability, or life insurance while on suspension.

Suspension without pay shall not exceed thirty (30) calendar days, nor shall any employee be penalized by suspension for disciplinary reasons for more than thirty (30) calendar days in any fiscal year.
a. Discharge
An employee who has been discharged from City service shall be paid salary accumulated to the effective date of termination, and any accrued compensatory time or vacation leave.
b. Demotion
An employee who has been demoted shall be reduced from a position in one classification to a position in a lower classification having lesser duties and responsibilities and a lower maximum rate of pay for disciplinary purposes. c. Official Reprimand
An employee who has been issued an official reprimand shall be given a written notice, and a copy shall be placed in the employee's personnel file. The employee shall sign an acknowledgment that they have received a copy of the written notice or note that they have refused to sign the official reprimand.

16.9 Informal Corrective Counseling

1. Purpose
The effective and efficient operation of the San Ramon Police Department requires employees to conform to San Ramon Police Department standards. The Chief of Police believes that positive correction is often more effective than punishment. Therefore, an informal system of training and counseling has been established to assist employees in improving behavior and performance without the negative effects of lasting disciplinary measures.

The corrective counseling system is designed to give the employee an opportunity to correct behavior by clearly identifying the problem and defining a course of action to

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correct the problem. This informal written counseling session will remain in the officer's personnel file for the duration of the annual evaluation period. Employees may be placed into the corrective counseling system by a supervisor of the rank of sergeant or above.

2. Interview
The initial step for placement into the corrective counseling system is a meeting between a supervisor and the employee. Prior to the meeting the supervisor should review available information and conduct any necessary investigation. This meeting allows the employee an opportunity to present an explanation of the incident or behavior and provides the supervisor an opportunity to remind the employee of any rules, policies or procedures that were violated.

At the conclusion of the interview, the supervisor may indicate the need for corrective action, additional training, or increased supervision or the supervisor may require further investigation into the behavior.

If at any time during this process the supervisor should determine that informal corrective counseling is not appropriate and disciplinary action may be recommended the supervisor should discontinue the informal corrective counseling procedure and request further investigation be conducted by an internal affairs investigation through the chain of command.

3. Corrective Action
Each incident requires timely corrective action which directly addresses the employee's behavior problem. Appropriate corrective action can be as simple as the counseling which is provided during the meeting with an employee. Other circumstances may require more stringent monitoring of employee behavior, a more structured work environment, increased supervision, specific training, counseling programs, and medical or psychological evaluation and intervention.

4. Documentation
The supervisor will prepare an informal corrective counseling memorandum to be forwarded through the chain of command and placed into the officer's personnel file, for the duration of the current annual evaluation period. This memorandum will be addressed to the employee and it will document the issues discussed during the interview and will clearly describe the course of action to be taken to correct the unacceptable behavior.

The employee will have the opportunity to read and sign the memorandum prior to its placement into the officer's personnel file. The signing of the document by the employee is not an admission of culpability. If the employee refuses to sign the memorandum, the supervisor will note the refusal on the memo. The employee will not be ordered to sign the memo. The employee will be given the original memorandum, and a copy will be forwarded through the officer's chain of command.

The officer may prepare a separate memorandum setting forth that officer's position on the situation. This written memo shall be submitted no later than thirty (30) days after the interview and forwarded through the same chain of command as the informal

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corrective counseling memorandum. The officer's memo shall remain with the informal corrective counseling memo in the officer's personnel file, until they are both purged at the time of the officer's annual evaluation.

The informal corrective counseling system is designed improve an officer's behavior and performance and is not disciplinary. Placement into the informal corrective counseling system is not subject to the grievance procedure.

Section 17 GRIEVANCE PROCEDURE

17.1 Definition
A grievance is a complaint or problem, which arises from the application and/or interpretation of this Memorandum of Understanding.

17.2 Procedural Steps
Any grievance arising from the application and/or interpretation of this Memorandum of Understanding, wherever possible, should be considered within the Department. Use of this procedure shall not reflect unfavorably on the employee, the supervisor (s), the Police Chief the general management of the City. Retaliatory or discriminatory action against an employee for using this procedure or discrimination in the application of a rule or policy shall be a violation of City policy.

17.3 Purpose of Rules
a. To promote full communication between the City and its employees by providing a reasonable method of resolving disputes regarding MOU's, wages, hours and other terms and conditions of employment between the City and the employee.

b. To assure the employee of a prompt and fair discussion of the issue involved. c. To provide that complaints shall be settled as near as possible to the point of origin. d. To encourage the prompt resolution of problems and complaints of any employee. e. To enable employees to make their complaints known by an orderly process. f. To provide that complaints shall be heard and settled informally.

17.4 Submission of a Complaint, Grievance or Problem
In the informal complaint procedure, the complainant (employee or representative) may present their complaint or problem verbally or in writing. If presented verbally, the complainant may, at any stage of the process or review, submit their complaint or problem in writing. The City Manager, the Police Chief or the supervisor may, at any stage of the process or review, request that the complaint or problem be put in writing and submitted.

17.5 Discussion of Complaint, Grievance or Problem
Any complaint or problem arising out of employment should, wherever possible, be

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considered within the department. When a complaint or problem, as defined in 16.1, arises, it shall be brought to the attention of the immediate supervisor by the employee involved or the employee’s representative as soon as possible. Should the employee fail to bring their complaint or problem to the attention of the supervisor within fourteen (14) calendar days of the date of the action or incident causing their complaint, it shall be considered as a waiver by the employee of their right to submit the complaint.

The supervisor must take action on the complaint and notify the complainant of their action or decision within fourteen (14) calendar days from the date the complaint was submitted.

If the matter is one which can be adjusted by the immediate supervisor to the satisfaction of the employee, this shall terminate the complaint.

If the matter cannot be adjusted or settled by the immediate supervisor within fourteen (14) calendar days from the date of submission, or if the complainant is still dissatisfied after the decision of the immediate supervisor, they may submit their complaint to the Police Chie£ The complaint must be submitted to the Police Chief within fourteen (14) calendar days from the date of the supervisor's decision or the complaint shall be terminated.

The Police Chief shall confer with the complainant, the supervisor and such other persons as may be necessary to gather all the facts and to find a solution. The Police Chief must take action and notify the complainant of their action or decision within ten (10) working days from the date the complaint was submitted to the Chief. For the purpose of the grievance procedure, a “Working Day” shall mean a day on which City Hall is open to the public for business.

17.6 City Manager Review of Complaint, Grievance or Problem If the complainant is not satisfied after informal discussions and the Police Chiefs decision, they may, within ten (10) calendar days of the date of the Police Chiefs decision, request in writing a meeting with the City Manager. Failure of the complainant to make such a request within the ten (I0) day period shall terminate the complaint.

Upon receiving the written request, the City Manager shall within seven (7) calendar days, discuss the complaint or problem with the complainant, their representative, if any, and all principals involved for the purpose of resolving the complaint or problem.

The City Manager may make or cause to be made any inquiry, investigation or compilation of facts he deems necessary to assist them in reaching a decision. The City Manager shall render a decision in writing to the complainant with a copy to the Police Chief within fourteen (14) calendar days of the date the complainant's written request was received.

The decision of the City Manager shall be final.

Section 18 SAFETY

18.1 Safety Committee Appointment
The Police Department may appoint one (1) employee representative to the Department Safety Committee.

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18.2 Injury and Illness Prevention Program
The City will provide a comprehensive Injury and Illness Prevention Program (IIPP) which is designed to prevent workplace accidents, injuries and illnesses.

Section 19 REOPENER
Changes in state or federal law that impact the terms of this Agreement shall be grounds for re-opening the specific sections(s) impacted.

Section 20 SEPARABILITY AND SAVINGS
If any provision of this Agreement is held invalid by a court of competent jurisdiction, such provision shall be inoperative but all other provisions shall not be affected thereby and shall continue in full force and effect.

Section 22 TERM AND EFFECT
This Memorandum of Understanding shall remain in full force and effect from July 1, 2024 to June 30, 2027.

Dated:

City of San Ramon San Ramon Police Officer’s Association

By: Steven Spedowfski, City Manager By: Mike Richardson, President ATTEST:
____________________________________
Christina Franco, City Clerk

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Packet Pg. 150 Attachment: A: POA MOU Contract 2024 - 2027 (2024-086 : Authorizing Execution of the MOU Between the City of San Ramon and the POA) City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on July 23, 2024 Effective July 15, 2024 Job Classification Job Class Code Group Code Work Week Effective Date Hourly Minimum Hourly Maximum Monthly Minimum Monthly Maximum Annual Minimum Annual Maximum ELECTED OFFICIALSCITY COUNCIL (Ordinance No. 365) E100 100 N/A 12/01/2022MAYOR (Ordinance No. 365) E105 100 N/A 12/01/2022APPOINTED EMPLOYEESCITY ATTORNEY (Reso 2022-141) A100 200 N/A 09/25/2023CITY MANAGER (Reso 2023-091) A105 200 N/A 06/19/2023UNREPRESENTED MISCELLANEOUS EMPLOYEESACCOUNTANT U210 600 37.5 07/01/2023 50.1946 $ 62.7433 $ 8,156.63 $ 10,195.79 $ 97,879.60 $ 122,349.50 $ ADMINISTRATIVE ANALYST U150 600 37.5 07/01/2023 52.7801 $ 70.3559 $ 8,576.77 $ 11,432.83 $ 102,921.26 $ 137,193.94 $ ADMINISTRATIVE COORDINATOR U130 600 37.5 07/01/2023 44.3471 $ 55.4356 $ 7,206.40 $ 9,008.29 $ 86,476.78 $ 108,099.42 $ ASSISTANT CITY ATTORNEY U316 600 37.5 07/01/2023 82.8508 $ 110.4676 $ 13,463.26 $ 17,950.99 $ 161,559.06 $ 215,411.82 $ ASSISTANT ENGINEER U515 600 37.5 07/01/2023 56.7418 $ 70.9211 $ 9,220.55 $ 11,524.67 $ 110,646.64 $ 138,296.08 $ ASSISTANT PLANNER U720 600 37.5 07/01/2023 53.6198 $ 67.0226 $ 8,713.23 $ 10,891.18 $ 104,558.74 $ 130,694.20 $ ASSOCIATE ENGINEER U516 600 37.5 07/01/2023 63.1649 $ 78.9560 $ 10,264.30 $ 12,830.35 $ 123,171.62 $ 153,964.20 $ ASSOCIATE PLANNER U721 600 37.5 07/01/2023 59.7143 $ 74.6365 $ 9,703.57 $ 12,128.44 $ 116,442.82 $ 145,541.24 $ CITY CLERK 1 U225 600 37.5 07/01/2023 67.3260 $ 89.5436 $ 10,940.48 $ 14,550.84 $ 131,285.70 $ 174,610.02 $ CITY/DISTRICT ENGINEER 1 U200 600 37.5 09/26/2023 78.8928 $ 105.1640 $ 12,820.08 $ 17,089.15 $ 153,840.96 $ 205,069.80 $ DEPARTMENT DIRECTOR 1 D100 300 37.5 07/01/2023 96.5525 $ 128.7044 $ 15,689.79 $ 20,914.47 $ 188,277.44 $ 250,973.58 $ DEPUTY CITY ATTORNEY U315 600 37.5 07/01/2023 75.3187 $ 100.4253 $ 12,239.28 $ 16,319.12 $ 146,871.40 $ 195,829.40 $ DEPUTY CITY CLERK U220 600 37.5 07/01/2023 47.4385 $ 63.2355 $ 7,708.76 $ 10,275.76 $ 92,505.14 $ 123,309.16 $ DEPUTY CITY MANAGER 1 U185 600 37.5 07/01/2023 84.7698 $ 112.9981 $ 13,775.10 $ 18,362.20 $ 165,301.24 $ 220,346.36 $ DIVISION MANAGER 1 U180 600 37.5 07/01/2023 75.1360 $ 100.1562 $ 12,209.60 $ 16,275.39 $ 146,515.20 $ 195,304.72 $ ENGINEERING SPECIALIST U510 600 37.5 07/01/2023 49.1502 $ 61.7907 $ 7,986.92 $ 10,040.98 $ 95,843.02 $ 120,491.80 $ EXECUTIVE ASSISTANT U140 600 37.5 07/01/2023 47.6124 $ 59.5132 $ 7,737.02 $ 9,670.90 $ 92,844.18 $ 116,050.74 $ INSPECTOR U610 600 37.5 07/01/2023 54.6662 $ 68.3201 $ 8,883.27 $ 11,102.02 $ 106,599.22 $ 133,224.26 $ IT NETWORK ANALYST U420 600 37.5 07/01/2023 57.9472 $ 77.2707 $ 9,416.42 $ 12,556.48 $ 112,997.04 $ 150,677.80 $ IT SPECIALIST U415 600 37.5 07/01/2023 49.2712 $ 61.5888 $ 8,006.57 $ 10,008.18 $ 96,078.84 $ 120,098.16 $ IT TECHNICIAN U410 600 37.5 07/01/2023 41.0627 $ 51.3219 $ 6,672.68 $ 8,339.80 $ 80,072.20 $ 100,077.64 $ MAINTENANCE SUPERVISOR U980 600 37.5 07/01/2023 58.9502 $ 73.6818 $ 9,579.42 $ 11,973.30 $ 114,953.02 $ 143,679.64 $ OFFICE SPECIALIST U120 600 37.5 07/01/2023 37.9083 $ 47.3872 $ 6,160.09 $ 7,700.42 $ 73,921.12 $ 92,405.04 $ OFFICE TECHNICIAN I U110 600 37.5 07/01/2023 28.4705 $ 35.5820 $ 4,626.46 $ 5,782.08 $ 55,517.54 $ 69,384.90 $ OFFICE TECHNICIAN II U111 600 37.5 07/01/2023 31.5641 $ 39.4593 $ 5,129.17 $ 6,412.14 $ 61,550.06 $ 76,945.70 $ $24,825.00
$286,200.20$297,900.00
$1,034.23$1,134.23
$12,410.80$13,610.76
$23,850.02
1 Eligible for Management Incentive Pay2 Program Managers in Parks and Community Services are eligible for Management Incentive Pay

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Attachment: B: Salary Range Schedule Effective 7.15.2024 (2024-086 : Authorizing Execution of the MOU City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on July 23, 2024 Effective July 15, 2024 Job Classification Job Class Code Group Code Work Week Effective Date Hourly Minimum Hourly Maximum Monthly Minimum Monthly Maximum Annual Minimum Annual Maximum UNREPRESENTED MISCELLANEOUS EMPLOYEES (Continued)PARALEGAL U310 600 37.5 07/01/2023 45.1251 $ 56.4083 $ 7,332.82 $ 9,166.34 $ 87,993.88 $ 109,996.12 $ PLANNING SPECIALIST U710 600 37.5 07/01/2023 37.9083 $ 47.3872 $ 6,160.09 $ 7,700.42 $ 73,921.12 $ 92,405.04 $ PLANS EXAMINER U715 600 37.5 07/01/2023 58.0735 $ 72.5874 $ 9,436.94 $ 11,795.46 $ 113,243.26 $ 141,545.56 $ POLICE CAPTAIN 1 U825 610 40.0 07/01/2023 86.3034 $ 115.0424 $ 14,959.25 $ 19,940.68 $ 179,511.02 $ 239,288.14 $ POLICE CHIEF 1 D105 300 40.0 07/01/2023 90.5180 $ 120.6605 $ 15,689.79 $ 20,914.49 $ 188,277.44 $ 250,973.84 $ POLICE LIEUTENANT 1 U820 610 40.0 07/15/2024 80.3301 $ 110.7666 $ 13,923.89 $ 19,199.55 $ 167,086.66 $ 230,394.58 $ POLICE RECORDS SUPERVISOR U815 600 37.5 07/01/2023 54.7582 $ 68.4436 $ 8,898.22 $ 11,122.09 $ 106,778.62 $ 133,465.02 $ POLICE SERVICES TECHNICIAN I U810 600 37.5 07/01/2023 34.1731 $ 42.7018 $ 5,553.12 $ 6,939.05 $ 66,637.48 $ 83,268.64 $ POLICE SERVICES TECHNICIAN II U811 600 37.5 07/01/2023 38.1223 $ 47.6547 $ 6,194.87 $ 7,743.88 $ 74,338.42 $ 92,926.60 $ PROGRAM MANAGER 2 U170 600 37.5 07/01/2023 62.9174 $ 83.8901 $ 10,224.09 $ 13,632.15 $ 122,689.06 $ 163,585.76 $ RECREATION COORDINATOR U915 600 37.5 07/01/2023 44.3471 $ 55.4356 $ 7,206.40 $ 9,008.29 $ 86,476.78 $ 108,099.42 $ RECREATION SUPERVISOR U920 600 37.5 07/01/2023 55.1837 $ 68.9736 $ 8,967.36 $ 11,208.21 $ 107,608.28 $ 134,498.52 $ RECREATION TECHNICIAN U910 600 37.5 07/01/2023 33.3448 $ 41.6729 $ 5,418.53 $ 6,771.85 $ 65,022.36 $ 81,262.22 $ SENIOR ADMINISTRATIVE ANALYST U160 600 37.5 07/01/2023 61.9198 $ 77.3889 $ 10,061.98 $ 12,575.70 $ 120,743.74 $ 150,908.42 $ SENIOR CIVIL ENGINEER U520 600 37.5 07/01/2023 75.3353 $ 94.1692 $ 12,241.99 $ 15,302.50 $ 146,903.90 $ 183,629.94 $ SENIOR INSPECTOR U615 600 37.5 07/01/2023 60.8750 $ 76.0826 $ 9,892.20 $ 12,363.43 $ 118,706.38 $ 148,361.20 $ SENIOR PLANNER U725 600 37.5 07/01/2023 61.7931 $ 82.3909 $ 10,041.37 $ 13,388.53 $ 120,496.48 $ 160,662.32 $ SUPERVISING INSPECTOR U620 600 37.5 07/01/2023 63.5026 $ 84.6787 $ 10,319.18 $ 13,760.28 $ 123,830.20 $ 165,123.40 $ SEIU LOCAL 1021ELECTRICIAN I M200 500 37.5 07/01/2023 40.0392 $ 50.0488 $ 6,506.37 $ 8,132.93 $ 78,076.44 $ 97,595.16 $ ELECTRICIAN II M201 500 37.5 07/01/2023 44.0431 $ 55.0537 $ 7,157.00 $ 8,946.23 $ 85,883.98 $ 107,354.78 $ MAINTENANCE ASSISTANT M105 500 37.5 07/01/2023 29.4676 $ 36.8277 $ 4,788.49 $ 5,984.51 $ 57,461.82 $ 71,814.08 $ MAINTENANCE COORDINATOR M120 500 37.5 07/01/2023 45.8276 $ 57.2864 $ 7,446.99 $ 9,309.04 $ 89,363.82 $ 111,708.48 $ MAINTENANCE TECHNICIAN I M110 500 37.5 07/01/2023 32.9889 $ 41.2403 $ 5,360.70 $ 6,701.54 $ 64,328.42 $ 80,418.52 $ MAINTENANCE TECHNICIAN II M111 500 37.5 07/01/2023 36.8346 $ 46.0343 $ 5,985.63 $ 7,480.57 $ 71,827.60 $ 89,766.82 $ MAINTENANCE SPECIALIST M115 500 37.5 07/01/2023 41.1025 $ 51.3717 $ 6,679.16 $ 8,347.91 $ 80,149.94 $ 100,174.88 $ 1 Eligible for Management Incentive Pay2 Program Managers in Parks and Community Services are eligible for Management Incentive Pay

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Attachment: B: Salary Range Schedule Effective 7.15.2024 (2024-086 : Authorizing Execution of the MOU City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on July 23, 2024 Effective July 15, 2024 Job Classification Job Class Code Group Code Work Week Effective Date Hourly Minimum Hourly Maximum Monthly Minimum Monthly Maximum Annual Minimum Annual Maximum SAN RAMON POLICE OFFICERS ASSOCIATION Hourly Rate Monthly Rate Annual Rate POLICE OFFICER P105 400 40.0 07/15/2024 Step 1 62.7604 $ Step 1 10,878.47 $ Step 1 130,541.58 $ Step 2 65.8984 $ Step 2 11,422.39 $ Step 2 137,068.62 $ Step 3 $ 69.1933 Step 3 $ 11,993.50 Step 3 $ 143,921.96Step 4 $ 72.6530 Step 4 $ 12,593.19 Step 4 $ 151,118.24Step 5 $ 76.2856 Step 5 $ 13,222.84 Step 5 $ 158,674.10 POLICE CORPORAL P110 400 40.0 07/15/2024 Step 1 69.0364 $ Step 1 11,966.31 $ Step 1 143,595.66 $ Step 2 72.4882 $ Step 2 12,564.63 $ Step 2 150,775.56 $ Step 3 76.1126 $ Step 3 13,192.86 $ Step 3 158,314.26 $ Step 4 79.9183 $ Step 4 13,852.50 $ Step 4 166,229.96 $ Step 5 83.9142 $ Step 5 14,545.14 $ Step 5 174,541.64 $ POLICE SERGEANT P115 400 40.0 07/15/2024 Step 1 75.9400 $ Step 1 13,162.93 $ Step 1 157,955.20 $ Step 2 79.7370 $ Step 2 13,821.08 $ Step 2 165,852.96 $ Step 3 $ 83.7239 Step 3 $ 14,512.14 Step 3 $ 174,145.66Step 4 $ 87.9100 Step 4 $ 15,237.73 Step 4 $ 182,852.80 Step 5 $ 92.3055 Step 5 $ 15,999.62 Step 5 $ 191,995.44 1 Eligible for Management Incentive Pay2 Program Managers in Parks and Community Services are eligible for Management Incentive Pay

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Attachment: B: Salary Range Schedule Effective 7.15.2024 (2024-086 : Authorizing Execution of the MOU City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on July 23, 2024 Effective July 15, 2024 Job Classification Job Class Code Group Code Work Week Effective Date Hourly Minimum Hourly Maximum MISCELLANEOUS TEMPORARY CLASSIFICATIONSACTIVITY MANAGER X316 700 Varies 01/01/2024 21.0000 $ 25.2000 $ ASSIST ACTIVITY MANAGER X315 700 Varies 01/01/2024 18.9000 $ 22.6800 $ ASSISTANT POOL MANAGER X355 700 Varies 01/01/2024 19.8000 $ 23.7600 $ BUILDING ATTENDANT I X320 700 Varies 01/01/2024 18.0000 $ 21.6000 $ BUILDING ATTENDANT II X321 700 Varies 01/01/2024 20.0000 $ 24.0000 $ CASHIER X330 700 Varies 01/01/2024 16.0000 $ 19.2000 $
INTERN X150 700 Varies 01/01/2024 16.0000 $ 16.0000 $
LIFEGUARD I X335 700 Varies 01/01/2024 16.5000 $ 19.8000 $ LIFEGUARD II X336 700 Varies 01/01/2024 18.1500 $ 21.7800 $ NUTRITION PROGRAM ASSIST X325 700 Varies 01/01/2024 18.9000 $ 22.6800 $ OFFICE ASSISTANT X331 700 Varies 01/01/2024 20.0000 $ 24.0000 $ POLICE RECRUIT X100 700 Varies 03/12/2019 - $ 32.5800 $ POOL MANAGER X356 700 Varies 01/01/2024 22.0000 $ 26.4000 $ PROGRAM SPECIALIST X360 700 Varies 01/01/2024 23.5000 $ 28.2000 $ RECREATION LEADER I X310 700 Varies 01/01/2024 16.0000 $ 19.2000 $ RECREATION LEADER II X311 700 Varies 01/01/2024 17.6000 $ 21.1200 $ SEASONAL MAINTENANCE WORKER X200 700 Varies 03/12/2019 16.2200 $ 20.3400 $ SENIOR LIFEGUARD X340 700 Varies 01/01/2024 18.7000 $ 22.4400 $ SWIM INSTRUCTOR X345 700 Varies 01/01/2024 18.1500 $ 21.7800 $ 1 Eligible for Management Incentive Pay2 Program Managers in Parks and Community Services are eligible for Management Incentive Pay

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Attachment: B: Salary Range Schedule Effective 7.15.2024 (2024-086 : Authorizing Execution of the MOU

CITY COUNCIL STAFF REPORT
DATE: July 23, 2024
TO: City Council/City Manager
FROM: Steven Spedowfski, City Manager
By: Scott Koll, Deputy City Manager
SUBJECT: RESOLUTION NO. 2024-087 - Consideration of a Resolution Establishing November 5, 2024 as the Election Date to Consider an Ordinance Imposing a One Cent Per Dollar (1%) Transactions and Use (“Sales”) Tax for a Period of 10 Years; Ordering the Submittal of the Ordinance to the Voters at the Election; Requesting that the Contra Costa County Board of Supervisors Consent to the Consolidation of This Election with the Statewide General Election to be Held on the Same Date, Directing the City Attorney to Prepare an Impartial Analysis; and Specifying Procedures Related to Submission of Ballot Arguments

RECOMMENDED ACTION
Consider adopting the resolution establishing November 5, 2024 as the election date for the voters to consider an ordinance imposing a one cent per dollar (1%) transaction and use (“sales”) tax for a period of ten years; ordering the submittal of the ordinance to the voters at the election; requesting that the Board of Supervisors consent to consolidation of this election with the statewide general election on the same date; directing the City Attorney to prepare an impartial analysis; and specifying procedures and processes related to ballot arguments.

BACKGROUND/DISCUSSION
The City faces a $17.6 million structural budget shortfall in Fiscal Year 2024-25 whereby ongoing expenditures outpace revenues. In recent budget development presentations to Council, the five-year forecast showed a widening gap that reaches $52.3 million in Fiscal Year 2028-29 if no further action is taken and $109.9 million if all unfunded capital improvement projects are included.

In Fiscal Year 2024-25, the City has taken the necessary steps to cut the initial budget proposal across all departments and service areas. Council approved a reduced, balanced budget at its June 25, 2024 meeting.

In February 2024, City Council held its annual strategic goal-setting session. The significant outcome was that Council reaffirmed their commitment to six goals:

1. Maintain a safe and secure environment;

2. Maintain a secure financial base;

8.1 Packet Pg. 155

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 the business community; and

6. Balance land use planning for housing, retail, jobs, and open space.

The City has faced recurring structural deficits spanning almost 20 years and addressed these challenges through various mechanisms, such as freezing positions or the use of City reserves.

During the last five years, the City has experienced a range of $5-8 million in unmet operational funding needs each fiscal year. Council Goals #2 and #3 became the primary focus for City staff in early March 2024 after learning the budget shortfall exceeded the City’s historical deficit pattern with an initial deficit of $14.1 million. During multiple sessions between April and June, Council evaluated various budget balancing options, and the City opted for a combination of service delivery cuts and revenue enhancements, as well as authorizing the use of one-time reserves to fund its operations through June 30, 2025.

City Council and staff proactively addressed this challenge in three ways:

1. Cut services to reduce operating costs;

2. Evaluated program costs and any opportunities for full cost recovery; and

3. Considered options to enhance revenues.

Starting in late February 2024, Council and staff began the difficult process of evaluating and ultimately proposing expenditure reductions to remedy the budget imbalance. Those reductions included cuts to personnel and service delivery. The Council directed staff to cut six (6) positions, removing them from the budget entirely, to lower personnel costs. Personnel costs represent the largest operating expenditure which links directly to the level of service the City provides its residents.

In March 2023, the City Council authorized staff to begin exploring revenue enhancements. The City had two aspects to analyze: 1) current cost recovery through its adopted fee schedule; and 2) potential increases to existing revenues or new sources of revenue. Regarding the first task, the City Council approved project funding to conduct a comprehensive fee study to analyze the current rate of recovery versus actual program costs. The City enlisted the services of Matrix Consulting Group, who employed a cost allocation methodology wherein each fee is individually evaluated based on level of effort (“time assumption by position”) multiplied by the fullyburdened hourly rate to generate that fee’s (and corresponding program’s) total cost.

Matrix informed the Council that, based on its analysis, the City’s Fiscal Year 2023-24 fee schedule as adopted was under-recovering by approximately $1.5 million, or only recovering 79% of its costs. On April 9, 2024, the City Council received the report and provided direction to staff. On April 23, 2024, the City Council reconsidered its cost recovery rate and subsequently adopted a revised fee schedule by Resolution No. 2024-051.

COMMUNITY OUTREACH
The City Council directed staff to engage a community survey consultant to help determine

8.1 Packet Pg. 156
interest in moving forward with a sales tax revenue measure and to better understand the community’s interest, priorities and vision for the future of San Ramon. Staff enlisted the expertise of EMC Research to conduct these polls, the first of which was conducted in September 2023.

The consultant interviewed 500 residents offering the survey in English or Chinese, as well as across multiple media options: email, text link to a web survey, or over the telephone with a trained professional. The survey explored local support for a sales tax measure. Staff focused on sales tax given it represents the second largest revenue generator (at $13.3 million, or 21% of all General Fund revenues) behind property tax in the City of San Ramon.

Surveying the community was an important first phase in determining community sentiment, overall satisfaction of quality of life, and the viability of a revenue measure. Based on the survey results, the City Council chose to continue pursuing a revenue measure and continue with public engagement and outreach.

Since March 2023, public outreach consisted of stakeholder meetings, a mailed survey to more than 30,000 San Ramon residents and an online survey to better understand the community’s quality of life needs and priorities for the future. The purpose of the engagement was to learn and understand the community’s perspective and for the City to offer objective, educational information about the future needs of San Ramon.

City Council members and staff met with more than 20 community groups to share the City’s financial outlook. The City hosted three town hall forums to engage with the public on the City’s financial outlook, including two in-person forums and one virtual. The City recorded the virtual town hall and published it on the City’s website at the following location:
www.sanramon.ca.gov/funding The City solicited feedback through both mailed (tear-off style) and online survey options, which yielded approximately 3,500 responses. Residents said their top priorities were:

1. Public Safety

2. Parks

3. Streets and Roads
In May 2024, EMC Research conducted a second survey to assess community sentiment toward a revenue measure. The results of that survey were presented to Council on June 25, 2024.

Information from the survey showed that the San Ramon community values and enjoys a high quality of life. This feedback from residents helped inform the proposed ballot measure question that is before the City Council. Attachment A provides more information about the proposed ballot measure.

PROPOSED BALLOT QUESTION
Attached to this staff report is a resolution placing the measure before the voters on November 5, 2024 as well as an ordinance that would be adopted as part of the measure. The ballot question reads as follows:

8.1 Packet Pg. 157
“To provide local funding to maintain City of San Ramon programs, services and facilities, including: public safety and police services; neighborhood crime prevention; traffic enforcement and road safety; street and road improvements and maintenance; library and recreation services; park maintenance; youth, senior, and cultural programs; and other city services and facilities; shall the City of San Ramon levy a one cent sales tax, providing approximately $16,000,000 annually for 10 years, subject to public review, annual audits, and all funds benefitting San Ramon?”
If the measure is approved by the voters, the City would develop a process for independent audits to be made available to the public, staff reports concerning the audits to the City Council, a public City Council meeting to discuss the audits and reports, and Citizen Oversight to ensure all funds are spent responsibly on general services consistent with community priorities.

BALLOT MEASURE PROCESS
The following steps will outline the process for placing a sales tax measure on the ballot:

1. July 23, 2024: City Council passes resolution, formally placing the measure on the November 5, 2024 ballot; this action should include direction regarding the authority to submit a ballot argument in support of the measure and a potential rebuttal argument.

2. August 9, 2024: Filing deadline to submit ballot measure to Contra Costa County Board of Supervisors and the Elections Division of Contra Costa County Registrar of Voters

3. August 12, 2024: Local measure letter assigned

4. August 16, 2024: City Attorney to prepare and submit an impartial analysis

5. August 21, 2024: Filing deadline for Primary arguments. Primary arguments must be filed with the Contra Costa County Elections Department through submission to the City Clerk.

6. August 26, 2024: Filing deadline for Rebuttal arguments. Rebuttal arguments must be filed with the Contra Costa County Elections Department through submission to the City Clerk.

7. November 5, 2024: Election Day
There is an order of appearance for the various elements outlined above. The Elections Division of Contra Costa County provides that the information appears in the following order:

1. Measure Wording

2. Impartial Analysis

3. Fiscal Analysis or Tax Rate Statement (if applicable)

4. Argument In Favor

5. Argument Against

6. Rebuttal to Argument In Favor

7. Rebuttal to Argument Against

8. Full Text (optional)

NEXT STEPS

8.1 Packet Pg. 158
If the City Council chooses to place the proposed ballot measure on the November 5, 2024 ballot, staff would submit the resolution and draft ordinance to the County. The City Attorney would prepare an impartial analysis up to 500 words to be included with the ballot measure.

ALTERNATIVE ACTION
Do not adopt the resolution and do not put a one cent per dollar (1%) sales tax measure on the ballot for the November 2024 election.

FINANCIAL IMPACTS
Staff previously included $110,000 in the FY2024-25 budget to cover the estimated elections costs. The City Clerk’s Office will request to increase appropriations during the FY2024-25 midyear budget update process to cover any additional ballot measure costs. The County typically invoices the City for associated costs in the fourth quarter (late April) following an election.

Passage of a local one cent per dollar (1%) transactions and use (“sales”) tax would generate approximately $15.6 million in additional revenue per year and, after meeting the City’s funding reserves policy requirement of 36%, would leave approximately $10 million available to address the City’s $17.6 million structural deficit.

Failure to pass a local one cent per dollar (1%) transactions and use (“sales”) tax would require additional personnel and service cuts to balance the structural deficit outside the use of one-time available funding. The City Council adopted the cuts outlined in Attachment E of this staff report and would be presented a similar list for consideration when balancing the budget.

ATTACHMENT
A: Draft Ordinance
B: Sales Tax Measure FAQ
C: Ballot Question
D: 2024-25 Budget Reductions Tiers 1 & 2

8.1 Packet Pg. 159
RESOLUTION NO. 2024-087

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAMON CONSIDERATION OF A RESOLUTION ESTABLISHING NOVEMBER 5, 2024 AS

THE ELECTION DATE TO CONSIDER AN ORDINANCE IMPOSING A ONE CENT PER DOLLAR (1%) TRANSACTIONS AND USE (“SALES”) TAX FOR A PERIOD OF 10 YEARS; ORDERING THE SUBMITTAL OF THE ORDINANCE TO THE VOTERS AT THE ELECTION; REQUESTING THAT THE CONTRA COSTA COUNTY BOARD

OF SUPERVISORS CONSENT TO THE CONSOLIDATION OF THIS ELECTION

WITH THE STATEWIDE GENERAL ELECTION TO BE HELD ON THE SAME

DATE, DIRECTING THE CITY ATTORNEY TO PREPARE AN IMPARTIAL ANALYSIS; AND SPECIFYING PROCEDURES RELATED TO SUBMISSION OF

BALLOT ARGUMENTS
WHEREAS, the City of San Ramon (“City”) offers outstanding quality of life services for approximately 87,000 residents and its businesses community; and WHEREAS, the City is a regional center for economic vitality with a variety of offices, restaurants, shopping centers, and parks and open spaces; and WHEREAS, the City provides vital services to ensure that its residents and business community enjoy safe neighborhoods, quality public facilities, streets, parks, open spaces, and recreation venues, and vibrant arts and cultural opportunities; and WHEREAS, inflationary pressures in the economy over time have eroded the purchasing power and ability for the City to reinforce its financial reserves to endure societal and economic disruptions like the Great Recession or a global pandemic; and WHEREAS, the City has experienced more frequent budget shortfalls which required deeper cuts to city operating budgets to maintain its parks, public infrastructure, and public safety operations; and
WHEREAS, the City has taken substantial steps this fiscal year to reduce costs and protect services, deploying a combination of strategies that included reducing personnel costs by cutting staffing levels (6 full time positions), enhancing revenues by updating its fee schedule to fully recover costs associated with city services, and focusing on strategic long-term growth to ensure future development pays its costs for city services; and WHEREAS, the City has experienced structural deficits ranging from $5 million to $8 million dollars over the last 5 fiscal years; and
WHEREAS, the City has deferred maintenance including necessary work on neighborhood streets, roads, and infrastructure due to lack of funding so that other services could be maintained; and

8.1 Packet Pg. 160
WHEREAS, the City has carefully evaluated how to balance this reduction of service levels to the community, while continuing to provide the quality of life that residents rely upon; and
WHEREAS, the City engaged the community in a variety of outreach efforts to determine what services are important to the community; and WHEREAS, the San Ramon community desires to maintain the quality of life and services they currently enjoy. In particular, the community emphasized public safety, parks and open space preservation, and maintaining our streets and roads; and WHEREAS, after reviewing the results of community surveys and listening sessions, Council directed staff to present a 1% Transactions and Use (“Sales”) Tax increase ballot measure to voters in November to establish a dependable source of local funding for crucial City services and infrastructure; and
WHEREAS, the levying of a transactions and use (“Sales”) tax of one cent per dollar (1%) will ensure that all money raised will be controlled locally for local services, and cannot be redirected by the State of California; and
WHEREAS, passage of a transaction and use tax would continue to include annual audits and oversight to ensure the additional funds are spent and accounted for properly; and WHEREAS, the San Ramon City Council is authorized by California Elections Code Section 9222 to place measures before the voters; and
WHEREAS, California Elections Code Sections 9281 through 9287 set forth the procedures for arguments in favor of and in opposition to any City measure and for rebuttal arguments; and
WHEREAS, it is desirable that the election be consolidated with the statewide election to be held on the same date, and that within the City, the precincts, polling places and election officers of the two elections be the same, and that the Registrar of Voters of the County of Contra Costa canvass the returns of the General Election, and that the election be held in all respects as if there were only one election; and
WHEREAS, to increase revenues that fund valued services, programs, and facilities to enhance the quality of life the community desires, the City Council desire to ask the voters to adopt an ordinance that would impose a one cent per dollar (1%) transactions and use tax for a period of ten (10) years.

NOW, THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SAN RAMON THAT:

1. Recitals. The foregoing recitals are true and correct and are hereby incorporated by reference.

8.1 Packet Pg. 161

2. Call Election; Placement of Measure on the Ballot. Pursuant to California Constitution Article XIIIC, Section 2, Government Code Section 53724, and Elections Code Section 9222, the City Council of the City of San Ramon hereby calls an election at which it shall submit to the qualified voters of the City a measure that, if approved, would adopt a one cent per dollar (1%) general transactions and use (sales) tax, as authorized by Revenue and Taxation Code section 7285.9. This measure shall be designated by letter by the Contra Costa County Registrar of Voters. Pursuant to Elections Code Section 10400 et seq., the election for this measure shall be consolidated with the established election to be conducted on November 5, 2024.

3. Ballot Language. The question to be presented to the voters shall be as follows:

To provide local funding to maintain City of San Ramon programs, services and facilities, including: public safety and police services; neighborhood crime prevention; traffic enforcement and road safety; street and road improvements and maintenance; library and recreation services; park maintenance; youth, senior, and cultural programs; and other city services and facilities; shall the City of San Ramon levy a one cent sales tax, providing approximately $16,000,000 annually for 10 years, subject to public review, annual audits, and all funds benefitting San Ramon?
YES
NO

4. Proposed Ordinance. The ordinance authorizing the general tax to be approved by the voters under Sections 2 and 3 of this Resolution is as set forth in Attachment A hereto.

The City Council approved, by a two-thirds vote of all members of the City Council, the ordinance, the form thereof, and its submission to the voters of the City of San Ramon at the November 5, 2024 election as required by Revenue and Taxation Code section 7285.9, subject to the approval of a majority of the voters voting on the measure at the election called by the adoption of this resolution. The entire text of the ordinance attached hereto shall be made available to the public upon request. The ordinance specifies that the rate of the transactions and use tax shall be one cent per dollar (1%) of the gross receipts of any retailer from the sale of all tangible personal property sold at retail in the City; it specifies that the rate of the use tax shall be one cent per dollar (1%) of the sales price of tangible personal property stored, used, or otherwise consumed in the City and that the tax shall be in effect for ten (10) years. The California Department of Tax and Fee Administration shall collect the tax from retailers subject to the tax and remit the funds to the City.

5. Publication of Measure. The City Clerk is hereby directed to cause notice of the measure to be published once in the official newspaper of the City of San Ramon in accordance with Section 12111 of the Elections Code and Section 6061 of the Government Code.

6. Request to Consolidate and Conduct Election and Canvass Returns. (a) Pursuant to the requirements of Section 10403 of the Elections Code, the Board of

8.1 Packet Pg. 162
Supervisors of the County of Contra Costa is hereby requested to consent and agree to the consolidation of a General Municipal Election with the Statewide Election on Tuesday, November 5, 2024, for the purpose of placing the measure set forth in Sections 2 and 3 on the ballot.
(b) The County of Contra Costa Registrar of Voters is authorized to canvass the returns of the General Municipal Election. The election shall be held in all respects as if there were only one election and only one form of ballot shall be used. (c) The Board of Supervisors is requested to issue instructions to the County of Contra Costa Registrar of Voters to take any and all steps necessary for the holding of the consolidated election.
(d) The City of San Ramon recognizes that additional costs will be incurred by the County of Contra Costa by reason of this consolidation and agrees to reimburse the County for any costs.

7. Submission of Impartial Analysis.
(a) The City Attorney shall prepare an impartial analysis of the measure. (b) Pursuant to California Elections Code Section 9285, when the City Clerk has selected the arguments for and against the measure, which will be printed and distributed to the voters, the City Clerk shall send copies of the argument in favor of the measure to the authors of the argument against and copies of the argument against to the authors of the argument in favor. Rebuttal arguments shall be printed in the same manner as the direct arguments. Each rebuttal argument shall immediately follow the direct argument which it seeks to rebut.

8. Effective Date. This Resolution shall become effective immediately upon its passage and adoption, and the City Clerk is directed to send certified copies of this Resolution to the Contra Costa County Board of Supervisors and the Contra Costa County Registrar of Voters.

9. CEQA. The approval of this Resolution is exempt from the California Environmental Quality Act (Public Resources Code 21000 et. seq. "CEQA" and 14 Cal. Code Reg.

Section 15000 et. seq. "CEQA Guidelines"). The transactions and use tax to be submitted to the voters is a general tax that can be used for any legitimate governmental purpose; it is not a commitment to any particular action. As such, under CEQA Guidelines section 15378(b)(4), the tax is not a project within the meaning of CEQA because it creates a government funding mechanism that does not involve any commitment to any specific project that may result in a potentially significant physical impact on the environment. If revenue from the tax were used for a purpose that would have either such effect, the City would undertake the required CEQA review for that particular project. Therefore, under CEQA Guidelines section 15060, review under CEQA is not required.

PASSED, APPROVED, AND ADOPTED, at the meeting of July 23, 2024 by the

8.1 Packet Pg. 163
following votes:

AYES:

NOES:

ABSENT:

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

8.1 Packet Pg. 164

ORDINANCE XXX

AN ORDINANCE OF THE CITY OF SAN RAMON

IMPOSING A TRANSACTIONS AND USE TAX TO BE ADMINISTERED BY THE

CALIFORNIA DEPARTMENT OF TAX AND FEE ADMINISTRATION
THE PEOPLE OF THE CITY OF SAN RAMON DO HEREBY ORDAIN AS FOLLOWS:

SECTION 1. CHAPTER III (Transactions and Use Tax) is hereby added to TITLE A, DIVISION A9 (Revenue and Finance) of the Municipal Code of the City of San Ramon and shall read as follows:

CHAPTER III. TRANSACTIONS AND USE TAX
A9-35. Title.

This chapter shall be known as the San Ramon Transactions and Use Tax Ordinance. The City of San Ramon hereinafter shall be called "City." This chapter shall be applicable in the incorporated territory of the City.

A9-36. Operative Date.
"Operative date" means the first day of the first calendar quarter commencing more than one hundred ten (110) days after the date of adoption of this ordinance.

A9-37. Purpose.

This chapter is adopted to achieve the following, among other purposes, and directs that the provisions hereof be interpreted in order to accomplish those purposes:

A. To impose a retail transactions and use tax in accordance with the provisions of Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code and Section 7285.9 of Part 1.7 of Division 2, which authorizes the City to adopt this tax ordinance, which shall be operative if a majority of the electors voting on the measure vote to approve the imposition of the tax at an election called for that purpose.

B. To adopt a retail transactions and use tax ordinance that incorporates provisions identical to those of the Sales and Use Tax Law of the State of California insofar as those provisions are not inconsistent with the requirements and limitations contained in Part 1.6 of Division 2 of the Revenue and Taxation Code.

C. To adopt a retail transactions and use tax ordinance that imposes a tax and provides a measure therefor that can be administered and collected by the California Department of Tax and Fee Administration in a manner that adapts itself as fully as practicable to, and requires the least possible deviation from, the existing statutory and administrative procedures followed by the California Department of Tax and Fee Administration in administering and collecting the California State Sales and Use Taxes.

8.1.a
Packet Pg. 165 Attachment: A: Draft Ordinance [Revision 1] (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 D. To adopt a retail transactions and use tax ordinance that can be administered in a manner that will be, to the greatest degree possible, consistent with the provisions of Part 1.6 of Division 2 of the Revenue and Taxation Code, minimize the cost of collecting the transactions and use taxes and, at the same time, minimize the burden of record keeping upon persons subject to taxation under the provisions of this chapter.

A9-38. Contract with State.

Prior to the operative date, the City shall contract with the California Department of Tax and Fee Administration to perform all functions incident to the administration and operation of this transactions and use tax chapter; provided, that if the City shall not have contracted with the California Department of Tax and Fee Administration prior to the operative date, it shall nevertheless so contract and in such a case the operative date shall be the first day of the first calendar quarter following the execution of such a contract.

A9-39. Transactions Tax Rate.

For the privilege of selling tangible personal property at retail, a tax is hereby imposed upon all retailers in the incorporated territory of the City at the rate of one percent (1%) of the gross receipts of any retailer from the sale of all tangible personal property sold at retail in said territory on and after the operative date of this ordinance.

A9-40. Place of Sale.

For the purposes of this chapter, all retail sales are consummated at the place of business of the retailer unless the tangible personal property sold is delivered by the retailer or his agent to an out-of-state destination or to a common carrier for delivery to an out-of-state destination. The gross receipts from such sales shall include delivery charges, when such charges are subject to the State sales and use tax, regardless of the place to which delivery is made. In the event a retailer has no permanent place of business in the State or has more than one (1) place of business, the place or places at which the retail sales are consummated shall be determined under rules and regulations to be prescribed and adopted by the California Department of Tax and Fee Administration.

A9-41. Use Tax Rate.

An excise tax is hereby imposed on the storage, use or other consumption in the City of tangible personal property purchased from any retailer on and after the operative date of this ordinance for storage, use, or other consumption in said territory at the rate of one percent (1%) of the sales price of the property. The sales price shall include delivery charges when such charges are subject to State sales or use tax regardless of the place to which delivery is made.

A9-42. Adoption of Provisions of State Law.

Except as otherwise provided in this chapter and except insofar as they are inconsistent with the provisions of Part 1.6 of Division 2 of the Revenue and Taxation Code, all of the provisions of

8.1.a
Packet Pg. 166 Attachment: A: Draft Ordinance [Revision 1] (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 Part 1 (commencing with Section 6001) of Division 2 of the Revenue and Taxation Code are hereby adopted and made a part of this chapter as though fully set forth herein.

A9-43. Limitations on Adoption of State Law and Collection of Use Taxes.

In adopting the provisions of Part 1 of Division 2 of the Revenue and Taxation Code:

A. Wherever the State of California is named or referred to as the taxing agency, the name of this City shall be substituted therefor. However, the substitution shall not be made when:

1. The word "State" is used as a part of the title of the State Controller, State Treasurer, State Treasury, or the Constitution of the State of California.

2. The result of that substitution would require action to be taken by or against this City or any agency, officer, or employee thereof rather than by or against the California Department of Tax and Fee Administration, in performing the functions incident to the administration or operation of this chapter.

3. In those sections, including, but not necessarily limited to, sections referring to the exterior boundaries of the State of California, where the result of the substitution would be to:
a. Provide an exemption from this tax with respect to certain sales, storage, use or other consumption of tangible personal property which would not otherwise be exempt from this tax while such sales, storage, use or other consumption remain subject to tax by the State under the provisions of Part 1 of Division 2 of the Revenue and Taxation Code; or
b. Impose this tax with respect to certain sales, storage, use or other consumption of tangible personal property which would not be subject to tax by the State under the said provision of that code.

4. In Sections 6701, 6702 (except in the last sentence thereof), 6711, 6715, 6737, 6797 or 6828 of the Revenue and Taxation Code.

B. The word "City" shall be substituted for the word "State" in the phrase "retailer engaged in business in this State" in Section 6203 and in the definition of that phrase in Section 6203.

1. "A retailer engaged in business in the District" shall also include any retailer that, in the preceding calendar year or the current calendar year, has total combined sales of tangible personal property in this State or for delivery in the State by the retailer and all persons related to the retailer that exceeds five hundred thousand dollars ($500,000.00).

For purposes of this section, a person is related to another person if both persons are related to each other pursuant to Section 267(b) of Title 26 of the United States Code and the regulations thereunder.

A9-44. Permit Not Required.

8.1.a
Packet Pg. 167 Attachment: A: Draft Ordinance [Revision 1] (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 If a seller's permit has been issued to a retailer under Section 6067 of the Revenue and Taxation Code, an additional transactor's permit shall not be required by this chapter.

A9-45. Exemptions and Exclusions.

A. There shall be excluded from the measure of the transactions tax and the use tax the amount of any sales tax or use tax imposed by the State of California or by any city, city and county, or county pursuant to the Bradley-Burns Uniform Local Sales and Use Tax Law or the amount of any State-administered transactions or use tax.

B. There are exempted from the computation of the amount of transactions tax the gross receipts from:

1. Sales of tangible personal property, other than fuel or petroleum products, to operators of aircraft to be used or consumed principally outside the county in which the sale is made and directly and exclusively in the use of such aircraft as common carriers of persons or property under the authority of the laws of this State, the United States, or any foreign government.

2. Sales of property to be used outside the City which is shipped to a point outside the City, pursuant to the contract of sale, by delivery to such point by the retailer or his agent, or by delivery by the retailer to a carrier for shipment to a consignee at such point. For the purposes of this subsection, delivery to a point outside the City shall be satisfied:
a. With respect to vehicles (other than commercial vehicles) subject to registration pursuant to Chapter 1 (commencing with Section 4000) of Division 3 of the Vehicle Code, aircraft licensed in compliance with Section 21411 of the Public Utilities Code, and undocumented vessels registered under Division 3.5 (commencing with Section 9840) of the Vehicle Code by registration to an out-ofCity address and by a declaration under penalty of perjury, signed by the buyer, stating that such address is, in fact, his or her principal place of residence; and b. With respect to commercial vehicles, by registration to a place of business outof-City and declaration under penalty of perjury, signed by the buyer, that the vehicle will be operated from that address.

3. The sale of tangible personal property if the seller is obligated to furnish the property for a fixed price pursuant to a contract entered into prior to the operative date of this ordinance.

4. A lease of tangible personal property which is a continuing sale of such property, for any period of time for which the lessor is obligated to lease the property for an amount fixed by the lease prior to the operative date of this ordinance.

5. For the purposes of subsections (B)(3) and (4) of this section, the sale or lease of tangible personal property shall be deemed not to be obligated pursuant to a contract or lease for any period of time for which any party to the contract or lease has the

8.1.a
Packet Pg. 168 Attachment: A: Draft Ordinance [Revision 1] (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 unconditional right to terminate the contract or lease upon notice, whether or not such right is exercised.

C. There are exempted from the use tax imposed by this chapter the storage, use or other consumption in this City of tangible personal property:

1. The gross receipts from the sale of which have been subject to a transactions tax under any state-administered transactions and use tax ordinance.

2. Other than fuel or petroleum products purchased by operators of aircraft and used or consumed by such operators directly and exclusively in the use of such aircraft as common carriers of persons or property for hire or compensation under a certificate of public convenience and necessity issued pursuant to the laws of this State, the United States, or any foreign government. This exemption is in addition to the exemptions provided in Sections 6366 and 6366.1 of the Revenue and Taxation Code of the State of California.

3. If the purchaser is obligated to purchase the property for a fixed price pursuant to a contract entered into prior to the operative date of this ordinance.

4. If the possession of, or the exercise of any right or power over, the tangible personal property arises under a lease which is a continuing purchase of such property for any period of time for which the lessee is obligated to lease the property for an amount fixed by a lease prior to the operative date of this ordinance.

5. For the purposes of subsections (C)(3) and (4) of this section, storage, use, or other consumption, or possession of, or exercise of any right or power over, tangible personal property shall be deemed not to be obligated pursuant to a contract or lease for any period of time for which any party to the contract or lease has the unconditional right to terminate the contract or lease upon notice, whether or not such right is exercised.

6. Except as provided in subsection (C)(7) of this section, a retailer engaged in business in the City shall not be required to collect use tax from the purchaser of tangible personal property, unless the retailer ships or delivers the property into the City or participates within the City in making the sale of the property, including, but not limited to, soliciting or receiving the order, either directly or indirectly, at a place of business of the retailer in the City or through any representative, agent, canvasser, solicitor, subsidiary, or person in the City under the authority of the retailer.

7. "A retailer engaged in business in the City" shall also include any retailer of any of the following: vehicles subject to registration pursuant to Chapter 1 (commencing with Section 4000) of Division 3 of the Vehicle Code, aircraft licensed in compliance with Section 21411 of the Public Utilities Code, or undocumented vessels registered under Division 3.5 (commencing with Section 9840) of the Vehicle Code. That retailer shall be required to collect use tax from any purchaser who registers or licenses the vehicle, vessel, or aircraft at an address in the City.

8.1.a
Packet Pg. 169 Attachment: A: Draft Ordinance [Revision 1] (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 D. Any person subject to use tax under this chapter may credit against that tax any transactions tax or reimbursement for transactions tax paid to a district imposing, or retailer liable for, a transactions tax pursuant to Part 1.6 of Division 2 of the Revenue and Taxation Code with respect to the sale to the person of the property the storage, use or other consumption of which is subject to the use tax.

A9-46. Amendments to State Law.

All amendments subsequent to the effective date of this ordinance to Part 1 of Division 2 of the Revenue and Taxation Code relating to sales and use taxes and which are not inconsistent with Parts 1.6 and 1.7 of Division 2 of the Revenue and Taxation Code, and all amendments to Parts

1.6 and 1.7 of Division 2 of the Revenue and Taxation Code, shall automatically become a part of this chapter; provided, however, that no such amendment shall operate so as to affect the rate of tax imposed by this chapter.

A9-47. Enjoining Collection Forbidden.

No injunction or writ of mandate or other legal or equitable process shall issue in any suit, action or proceeding in any court against the State or the City, or against any officer of the State or the City, to prevent or enjoin the collection under this chapter, or Part 1.6 of Division 2 of the Revenue and Taxation Code, of any tax or any amount of tax required to be collected.

A9-48. Annual Audit; Citizens' Oversight.

A. Beginning with the fiscal year that ends June 30, 2025, the City's independent auditors shall, as part of their annual audit of the City's financial statements, review the collection and expenditure of revenue from the tax authorized by this chapter. The auditors' review shall be a public document, and the City Clerk shall post the review on the City website.

B. The Finance Director shall annually review the auditors' findings and report to the City Council in a noticed public meeting regarding the accuracy of the auditors' findings regarding the revenues and expenditures. The Council may, at its discretion, direct the Finance Director to present the report to and solicit input from a Council subcommittee before making the presentation to the full Council.

C. To facilitate citizen oversight, the City Clerk shall create and maintain a registry of members of the public that elect to receive notice by email of the publication of the annual audit report.

The email notice shall be sent to all emails listed in the registry at least seven (7) days before the public meeting on the audit report and shall include the following:

1. A link to the audit report;

2. A link for submittal of comments on the audit report;

3. Notice of the Council meeting and any Council subcommittee meetings on the audit report, including the location, date, and time of each meeting; and

8.1.a
Packet Pg. 170 Attachment: A: Draft Ordinance [Revision 1] (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024

4. A note advising the recipient of the email that all comments received shall be made a part of the record and considered by the Council in any decision it makes pertaining to the audit report.

A9-49. Termination Date.

The authority to levy the tax imposed by this chapter shall expire on the 10th anniversary of the operative date.

SECTION 2. Adjustment of Appropriations Limit.

Pursuant to Article XIIIB of the Constitution of the State of California and applicable laws, the appropriations limit for the City is hereby increased by the aggregate sum authorized to be levied by this tax for fiscal year 2024-25 and each year thereafter.

SECTION 3. CEQA.

The approval of this ordinance is exempt from the California Environmental Quality Act (Public Resources Code §§ 21000 et. seq., “CEQA,” and 14 Cal. Code Reg. §§ 15000 et. seq., “CEQA Guidelines”). The transactions and use tax imposed by the adoption of this ordinance is a general tax that can be used for any legitimate governmental purpose; it is not a commitment to any particular action. Accordingly, under CEQA Guidelines Section 15378(b)(4), the tax is not a project within the meaning of CEQA because it creates a government funding mechanism that does not involve any commitment to any specific project that may result in a potentially significant physical impact on the environment. If revenue from the tax were used for a purpose that would have either such effect, the City would undertake the required CEQA review for that particular project. Therefore, pursuant to CEQA Guidelines Section 15060 CEQA analysis is not required.

SECTION 4. Severability.

If any part of this Ordinance is held invalid for any reason by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portion of this Ordinance, and the City Council hereby declares that it would have passed the remainder of the Ordinance if such invalid portion thereof had been deleted.

SECTION 5. Effective Date.

This ordinance relates to the levying and collecting of the City transactions and use taxes and shall take effect immediately upon approval by the voters.

APPROVED at a regular meeting of the City Council of the City of San Ramon on the 23rd day of July, 2024 and
PASSED AND ADOPTED by the voters of the City of San Ramon, State of California, at the General Municipal Election held on November 5, 2024. _______________________

8.1.a
Packet Pg. 171 Attachment: A: Draft Ordinance [Revision 1] (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 David E. Hudson, Mayor
ATTEST:
________________________
Christina Franco, City Clerk
APPROVED AS TO FORM:
________________________
Martin Lysons, City Attorney

8.1.a
Packet Pg. 172 Attachment: A: Draft Ordinance [Revision 1] (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 What is this project all about?
It is the City of San Ramon’s responsibility to provide the essential public services and facilities that maintain and protect our community’s high quality of life. City employees continue to work hard every day to provide the services that residents tell us they value most —vibrant neighborhoods; public safety; safe streets and roads; quality parks and open spaces, recreation venues, and programs; abundant arts and cultural opportunities; needed social services; and more. Our goal is to keep pace with these service needs while also being fiscally responsible. The City’s General Fund Budget provides funding for both City services and facilities. The City’s operation and budget are fiscally sound; however, recent assessments have shown that San Ramon’s needs are significant and growing. The City is now considering funding options to address its needs responsibly and holding a discussion with input from the public to ensure residents have their say in important decisions.

What are the City’s greatest needs?
• PUBLIC SAFETY: Maintaining neighborhood patrols and public safety staffing levels, crime prevention programs, traffic enforcement, increasing pedestrian safety, and emergency/disaster preparedness (reminder: fire services provided by San Ramon Valley Fire District).
• STREETS AND ROADS: The City’s current pavement condition index (“PCI”) sits at 77, well ahead of the Bay Area average of 68. The City heard from residents the importance of maintaining our streets and roads; however, the impacts of inflation on construction costs has negatively impacted the City’s maintenance schedule and available funding, which results in deferring maintenance and repair to future budgets. The City seeks to maintain its current PCI level with a goal of improving that condition if the funding needed were available. The City actively pursues external funding opportunities—like federal and state grants—to pay for roadway improvements. • PARKS AND OPEN SPACE: Residents of San Ramon have reason to celebrate its 58 parks, trails, and open space.

What is the City doing to manage its finances responsibly? The City has been long recognized for our fiscal prudence. The City is in solid financial condition and makes every effort to use resources wisely. The City fully funded its pension obligation and seeks out ways to attract top talent by focusing on its culture, inspiring staff to bring their best to work each day. The City has proactively set aside funds in a reserve for worker pensions.

When significant expenditures beyond our regular budget arise, a plan for funding them is developed. That is particularly important for major facility replacement needsthat will continue to enhance San Ramon’s quality of life. The City haslittle General Fund debt and sets aside 36% of General Fund expenditures as emergency reserves each year.

Why does the City need more funding?
The City’s General Fund Budget provides funding for both City services and City facilities. In particular, the City’s Fiscal Year 2024-25 budget required implementing a number of strategies to balance a $17 million shortfall. Those strategies included cuts to library hours, staffing cuts across the City to include Police Services, and deferring maintenance projects to the City’s facilities, streets, and roads. The City explored revenue enhancement options that included a comprehensive fee schedule analysis that resulted in increasing cost recovery of city services of $1.5 million annually. The City prides itself on fully funding its obligations that include critical infrastructure maintenance funding, roadway improvements, and quality parks and sports field annual maintenance.

How has the City involved the community in this effort? To help protect San Ramon’s quality of life now and in the future, City leaders have been evaluating all possible options for generating additional revenues to address identified City needs. This process has been going on since the Great Recession, but it has ramped up over the past two years. This includes working with leaders and stakeholders across the community, prioritizing replacement projects and identifying responsible funding strategies through a thorough public engagement effort. While many ideas and suggestions have been shared, no decisions have been made yet. The City has been engaging with residents about the best ways to move forward in a sustainable, responsible way.

City of San Ramon
2024 Local Revenue Measure Feasibility Project

FREQUENTLY ASKED QUESTIONS

8.1.b
Packet Pg. 173 Attachment: B: Sales Tax Measure FAQ (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 Ballot) What solution is being considered?
City leaders have been evaluating possible funding options for generating additional revenues with the least impact possible to San Ramon residents. One option currently being discussed is a one-cent sales tax increase, a step that would require local voter support in order to go into effect. This particular option would ensure that visitors pay their fair share for use of San Ramon services while not impacting certain essential purchases or expenses like rent, mortgage payments, utilities, groceries, prescription medication, and medical insurance or appointments. Local governments rely on sales tax revenue to fund essential local public services. Sales tax funds would give the City the flexibility needed to both fund important community services and maintain facilities that support these programs.

What would funds raised by a possible sales tax measure go towards? These funds would go directly into the City’s General Fund to help fund essential city services, including:
• Public Safety: retail theft suppression, local police patrols, and crime/youth violence prevention services. • Keeping city parks, open spaces, paths, and sports fields in good working condition. • Protecting services forsenior citizens and youth, including after-school programs. • Investing in supporting small business and attracting new businesses, jobs, and economic activity. • Restoring and then maintaining library hours,services, and programs. • Repairing and maintaining aging facilities.

How much would a new measure cost?
The measure currently being explored by City leaders is a one-cent sales tax increase. Approximately 32% of sales tax revenues are paid by visitors to San Ramon. This measure would require a vote of the people and a 50%+ 1 voter (simple majority) threshold for approval. If approved by city voters, it would add $1 dollar to a $100 purchase made in San Ramon.

How much additional funding would a one cent sales tax generate for the City? A one cent sales tax would raise about $15.7 million per year for City services, depending on the economy and the amount ofsales tax generated in San Ramon. All funds generated by the local sales tax would be locally controlled and would stay in San Ramon to provide essential city services, programming, and facility improvements. By law, the State could not take this funding away.

What would a sales tax apply to? What’s taxed and what isn’t? A local sales tax would apply to the same goods and services and be subject to the existing state sales tax on tangible personal property. For example: furniture, cars, giftware, toys, antiques, clothing and gasoline would be subject to the tax. Items that are exempt from sales tax include sales of certain food products for human consumption (groceries), sales to the U.S. government, sales of prescription medicine and certain medical devices, sales of items paid for with food stamps, rent, mortgage payments, and utilities.

Who pays the City’s current sales tax?
Everyone who purchases any items (other than those exempted) in San Ramon will pay the tax, including visitors. Approximately 30% of the sales tax revenue generated annually by the City of San Ramon comes from non-residents.

How does San Ramon compare with nearby cities on sales tax rates? San Ramon’s current sales tax rate is 8.75% - currently the lowest of all cities in Contra Costa County. If a one cent sales tax measure goes to the ballot and voters approve it, San Ramon will join seven other cities in the County with a 9.75% sales tax rate.

8.1.b
Packet Pg. 174 Attachment: B: Sales Tax Measure FAQ (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 Ballot) Contra Costa County Sales Tax Rates by City
(in alphabetical order, by tax rate)
City Sales Tax Rate
El Cerrito 10.25%
Antioch 9.75%
Concord 9.75%
Martinez 9.75%
Moraga 9.75%
Orinda 9.75%
Pinole 9.75%
Richmond 9.75%
Hercules 9.25%
Pittsburg 9.25%
Pleasant Hill 9.25%
Walnut Creek 9.25%
San Pablo 9.25%
Brentwood 8.75%
Clayton 8.75%
Danville 8.75%
Lafayette 8.75%
Oakley 8.75%
San Ramon 8.75%
How much of the revenue generated by the sales tax goes to the State? NONE. By law, every penny generated by the proposed sales tax increase must stay in San Ramon to fund essential city services and facility improvements for San Ramon. None of these funds can be taken by the State or diverted to other communities. By comparison, the City of San Ramon receives 1% of the existing 8.75% sales tax that it collects.

When would this proposal be placed on the ballot?
No decisions have been made yet. If the City Council decides to place a measure on the November 2024 ballot, it must file the measure with the County Registrar of Voters by August 09, 2024.

What happens if we don’t pass a revenue measure for the City? While no decisions have been made yet, it is likely that some City programs and services would be discontinued and others reduced even further. As far as facilities, if no new funding were to become available, the facilities we have now will continue to age and deteriorate, and at some point they will become obsolete and unusable for the community.

8.1.b
Packet Pg. 175 Attachment: B: Sales Tax Measure FAQ (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 Ballot) City of San Ramon
November 2024 Sales Tax Measure
75-word Ballot Question
“To provide local funding to maintain City of San Ramon programs, services and facilities, including: public safety and police services; neighborhood crime prevention; traffic enforcement and road safety; street and road improvements and maintenance; library and recreation services; park maintenance; youth, senior, and cultural programs; and other city services and facilities; shall the City of San Ramon levy a one cent sales tax, providing approximately $16,000,000 annually for 10 years, subject to public review, annual audits, and all funds benefitting San Ramon?” __________________
Word Count Version
“To provide local funding to maintain CityofSanRamon programs, services and facilities, including:
public safety and police services; neighborhood crime prevention; traffic enforcement and road safety; street and road improvements and maintenance; library and recreation services; park maintenance; youth, senior, and cultural programs; and other city services and facilities; shall the CityofSanRamon levy a one cent sales tax, providing approximately $16,000,000 annually for 10 years, subject to public review, annual audits, and all funds benefitting SanRamon?” Word count: 75 words EXACTLY, with “City of San Ramon” and “San Ramon” counting as ONE word each.

8.1.c
Packet Pg. 176 Attachment: C: Ballot Question (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 2024 Ballot) 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 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 PRESENTED TO CITY COUNCIL 4/23/2024 8.1.d
Packet Pg. 177 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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%
training/development funding. These cuts will alleviate pressure on the General Fund (Fund 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 but not listed below, the department froze its Program Manager position slated to seek out and 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

8.1.d
Packet Pg. 178 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov REDUCTION 225,010
Tier 2 Cuts Proposed
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 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 -
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 -
o Maintains status quo decentralized grant application and management approach whereby staff selectively evaluate grant funding opportunities factoring in both bandwidth and feasibility.

8.1.d
Packet Pg. 179 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov

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 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.

8.1.d
Packet Pg. 180 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov

COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department coordinates and regulates the orderly growth of the 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.
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

8.1.d
Packet Pg. 181 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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
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.

8.1.d
Packet Pg. 182 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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 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 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

8.1.d
Packet Pg. 183 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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 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
managerial team. Decreased managerial oversight
for the Traffic Division, special event planning,
and special project management.

Program Manager -
Records/Evidence
Division
$243,315 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

8.1.d
Packet Pg. 184 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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, 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.

8.1.d
Packet Pg. 185 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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.

8.1.d
Packet Pg. 186 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov Sworn Peace Officer Positions
· Police Lieutenant - Operations Division
o
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 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
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 · Police Services Technician - Patrol Division

8.1.d
Packet Pg. 187 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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 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 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 transportation planning goals with the direction outlined in the General Plan and coordinating the

8.1.d
Packet Pg. 188 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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 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

8.1.d
Packet Pg. 189 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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
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

8.1.d
Packet Pg. 190 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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.

8.1.d
Packet Pg. 191 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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.

8.1.d
Packet Pg. 192 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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.

8.1.d
Packet Pg. 193 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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

8.1.d
Packet Pg. 194 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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 due to aging infrastructure and increased usage; therefore, additional resources are required to ensure the appropriate repairs and replacements are completed. Without the 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 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,

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

8.1.d
Packet Pg. 195 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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 afteran 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 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

8.1.d
Packet Pg. 196 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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 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, 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.

8.1.d
Packet Pg. 197 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov

PARKS & COMMUNITY SERVICES
The Parks and Community Services Department creates community through people, parks, 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

8.1.d
Packet Pg. 198 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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

8.1.d
Packet Pg. 199 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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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Packet Pg. 200 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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

8.1.d
Packet Pg. 201 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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
(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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Packet Pg. 202 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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.

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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Packet Pg. 203 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov 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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Packet Pg. 204 Attachment: D: 2024-25 Budget Reductions Tiers 1 & 2 (2024-087 : Staff Report to Adopt a Resolution to Place a Sales Tax Measure on the Nov

CITY COUNCIL STAFF REPORT
DATE: July 23, 2024
TO: City Council/City Manager
FROM: Debbie Chamberlain, Community Development Director By: Vance Phillips, Chief Building Official
SUBJECT: RESOLUTION NO. 2024-088 - Confirming Building and Safety Services Division Statement of Expenses for Unpaid Fees and Fines and Directing the City Clerk to Forward a Certified Copy of This Resolution to the Office of the Auditor-Controller of Contra Costa County

RECOMMENDED ACTION
Staff recommends the City Council receive the staff report, conduct the hearing, consider any protest or objections, make any revisions or corrections as necessary, and adopt the Resolution levying special assessments for unpaid fees and fines.

BACKGROUND/DISCUSSION
The Building and Safety Services Division abates property maintenance violations and assessed fees and fines on several properties. Several property owners, after appropriate notification, failed to correct violations within time specified. Consequently, these property owners were fined. Each property owner was issued the appropriate legal notices and afforded the opportunity to appeal the nuisance or violation and the opportunity to appeal each fine.

Pursuant to Municipal Code Title B, Division B6, Chapter VI, Article 3--Abatement of Nuisances by City-Special Assessment, Building and Safety Services staff began the process to collect abatement costs, and unpaid fees and fines.

On June 5, 2024, property owners were notified of the intent to levy a special assessment on their property. The notice included the property address, assessor parcel number, the case number, the amount due, the due date, and the intent to hold a public hearing.

Exhibit 1 to the Resolution is the Report, specifies for each subject property the itemized and total cost of the abatement, a description of the property that accrued the abatement costs, and the names and addresses of the persons entitled to notice.

On July 9, 2024, the City Council passed Resolution No. 2024-082 accepting the Building and Safety Services Division Report for consideration and setting a public hearing on the Statement

9.1 Packet Pg. 205
of Expenses for July 23, 2024, at the regular City Council Meeting.

On July 12, 2024, certified letters were mailed to each person identified in the Building and Safety Services Division Report attached to Resolution No. 2024-082 (“Hearing Notice”). Each person was notified of the day, hour and place when the City Council would hear and pass on the statement of expenses and the procedure to object or protest the statement of expenses.

The Administrative Services Department, Finance Services Division keeps cost accounting records of the unpaid fees and fines. The proposed Resolution authorizes the appropriate special assessments be added to the regular property tax bills of an identified property owner for the unpaid fees and fines incurred to their property.

The Resolution will direct the Office of the Auditor-Controller Contra Costa County to assess the properties for the amounts that remain unpaid ten days after the City Council adopts said Resolution. The administrative procedure will result in the City being reimbursed by the County, negating the City to recover costs through further legal action.

FISCAL ANALYSIS
The Building and Safety Services Division has listed the cost of fees and fines due for each property in Exhibit 1. The costs are fees or fines listed in the City Council Fees Resolution adopted each year.

Without property tax assessments, these costs are unlikely to be recovered voluntarily. Failure to pass the Resolution would result in the city being unable to recover the incurred costs. Further, without property tax assessments for unpaid abatement costs, and unpaid fees and fines, the effectiveness of the administrative citations and fines as an enforcement tool would be diminished.

STEPS FOLLOWING APPROVAL
If the property owner does not pay the fees or fines within ten (10) days after the City Council confirms the statement of expenses, the cost shall constitute a special assessment against the real property whereon the nuisance has been maintained.

The City Clerk shall forward a certified copy of the Resolution to the Office of the AuditorController Contra Costa County who shall cause the appropriate assessments to be added to the next regular tax bill levied against the subject real properties.

ATTACHMENT
Exhibit 1: 2024 Special Assessment List and Itemized Abatement Costs

9.1 Packet Pg. 206
RESOLUTION NO. 2024-088

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

CONFIRMING BUILDING AND SAFETY SERVICES DIVISION STATEMENT OF

EXPENSES FOR UNPAID FEES AND FINES AND DIRECTING THE CITY CLERK

TO FORWARD A CERTIFIED COPY OF THIS RESOLUTION TO THE OFFICE OF

THE AUDITOR-CONTROLLER OF CONTRA COSTA COUNTY
WHEREAS, on July 9, 2024, the City Council accepted Building and Safety Services’ Report for consideration and set the date, time and place for a hearing on the statement of expenses; and
WHEREAS, on or before July 12, 2024, the City Clerk notified specific property owners of the intent to levy a special assessment on their property by way of City Council Resolution; and
WHEREAS, on July 23, 2024, the City Council, after giving all public notices as required by law, held a public hearing to consider the statement of expenses which detailed assessments and penalties against properties in the City of San Ramon for unpaid fees and fines (“Exhibit 1”); and
WHEREAS, the City Council heard any and all protests and objections to the statement of expenses; and
WHEREAS, the City Council made any such revisions, corrections or modifications to the statement of expenses as it saw fit.

NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of San Ramon does hereby confirm Building and Safety Services Division Statement of Expenses detailing unpaid fees and fines in the amounts listed for each property and reflected in the attached Exhibit 1 to this Resolution.

NOW, THEREFORE BE IT FURTHER RESOLVED, that any amount on the Statement of Expenses that remain unpaid ten days after July 23, 2024, hearing shall constitute a special assessment against the real property which incurred those costs.

NOW, THEREFORE BE IT FURTHER RESOLVED, that the City Council hereby directs the City Clerk to forward a certified copy of this Resolution to the Office of the AuditorController of Contra Costa County who shall cause the appropriate assessments to be added to the next regular tax bill levied against the appropriate real property for municipal purposes.

PASSED, APPROVED AND ADOPTED at the meeting of July 23, 2024, by the following votes:

AYES:

9.1 Packet Pg. 207
NOES:

ABSENT:

ABSTAIN:
________________________
David E. Hudson, Mayor
ATTEST:
__________________________
Christina Franco, City Clerk
Exhibit 1: Assessment Report - List and Itemized Abatement Costs

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Building and Safety Services’ Report of Abatement Cost

NAME OF PROPERTY OWNER APN ADDRESS OF PROPERTY BALANCE
Ajay Z Singh 212252037 941 Renada Place $814.00
Dhillon Goyal Hotel Group, LLC 208451024 2231 Omega Road $2,056.00 George M Forney 209432002 2514 Marsh Drive $1,314.00
Christina Wong Vonpingel 217220155 3083 Tahoe Place $414.00 Hazel Ann Moore, Trustee 210441023 26 Yale Court 94583- 3717 $914.00 Rajasekhar and Anupama Raju 201821038 81 Elmwood Drive $414.00

9.1.a
Packet Pg. 209 Attachment: Exhibit 1: 2024 Special Assessment List and Itemized Abatement Costs (2024-088 : Confirming Building and Safety Services'