Agenda packet, regular meeting — San Ramon City Council, February 11, 2025 (part 2 of 2)

Governmental activities:

Charges for services:

General government 314,733 312,675 316,360 337,446 355,429 300,852 263,657 272,463 74,314 63,469Community development 2,125,370 2,595,640 3,069,601 4,446,488 4,212,283 3,558,078 3,279,128 4,755,260 5,044,630 5,875,945Redevelopment activities - - - - - - - - - -Housing 408,999 714,307 6,156 - - - - - - 1,014 Police services 477,577 634,611 476,105 486,757 386,697 50,021 213,727 226,934 232,097 256,938 Public Works 2,470,824 3,574,777 2,335,628 2,421,581 867,543 2,180,478 1,237,528 4,033,401 15,291,104 16,958,621Park and community service 4,581,702 5,143,497 5,010,269 5,422,408 4,335,516 1,510,031 1,634,570 4,098,277 2,728,177 2,832,367 Operating grants and contributions 8,375,452 33,628,638 35,947,470 33,704,789 36,641,421 37,278,533 37,147,892 41,551,345 37,514,694 29,634,767Capital grants and contributions 18,300,560 20,661,559 30,233,200 3,770,000 2,166,499 2,795,950 3,170,000 - - 4,518,856 Total governmental activities program revenues 39,416,216 64,904,705 77,394,789 50,589,469 48,965,388 47,673,943 46,946,502 54,937,680 60,885,016 60,141,977 Net revenues (expenses): (31,083,899) (26,757,659) (19,143,926) (55,891,097) (60,110,159) (67,416,034) (72,330,476) (39,569,954) (70,512,218) (75,163,159) Changes in Net Position:

Governmental activities:

Taxes:

Property tax, levied for general purpose 16,091,598 17,240,799 18,478,700 19,559,287 20,828,367 20,770,096 21,862,847 23,479,914 24,550,855 25,264,164Property tax, Redevelopment Agency tax increment - - - - - - - - - - Sales tax 9,142,892 10,484,639 9,328,801 9,371,941 10,926,081 10,606,225 10,773,143 12,124,019 14,329,831 13,960,107Transient occupancy tax 2,470,971 2,807,649 2,894,303 3,002,708 3,264,311 2,316,300 768,417 1,744,152 2,133,699 2,425,594Franchise tax 4,371,778 4,491,196 4,579,568 4,645,223 4,776,400 4,994,029 5,434,321 5,444,056 5,726,366 6,028,810Property transfer tax 624,548 845,912 915,674 793,167 817,951 659,048 1043996 1,213,062 709,268 721,356 Intergovernmental, unrestricted 249,649 100,286 47,706 66,084 39,669 750,784 946,649 827,008 163,789 104,493 Investment income 738,368 605,093 175,776 327,941 2,502,620 3,294,287 1,041,246 (2,943,042) 1,226,819 3,421,108 Special Items - - - 2,041,845 - - - - - -
Other general revenues 436,250 919,352 471,260 470,512 2,891,917 2,194,065 494,718 5,162,831 2,773,322 7,117,226 Total governmental activities 34,609,156 37,011,824 36,891,788 40,278,708 46,047,316 45,584,834 42,365,337 47,052,000 51,613,949 59,042,858 Extraordinary Gain - Successor Agency Trust for Assets
of Former Redevelopment Agency
Changes in net position 3,525,257 $ 10,254,165 $ 17,747,862 $ (15,612,389) $ (14,062,843) $ (21,831,200) $ (29,965,139) $ 7,482,046 $ (18,898,269) $ (16,120,301) $ Special item: Assets transferred from Successor Agency (Note 7)* The Redevelopment Agency was dissolved as of January 31, 2012. 183

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Packet Pg. 343 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY OF SAN RAMON
FUND BALANCES OF GOVERNMENTAL FUNDSLAST TEN FISCAL YEARS(modified accrual basis of accounting) 2015 * 2016 * 2017 * 2018 * 2019 * 2020 * 2021 * 2022 * 2023 * 2024 * General fund:

Nonspendable 4,959,508 $ 6,255,670 $ 510,137 $ 207,923 $ 161,958 $ 133,409 $ 139,854 $ 137,540 $ 152,790 $ 245,292 $ Restricted - - - - - - - - - -
Committed - - - - - - - - - -Unassigned 5,975,668 6,890,959 9,399,666 7,241,994 13,726,600 15,210,641 19,081,406 23,701,140 26,146,512 27,013,625 Total general fund 10,935,176 $ 13,146,629 $ 9,909,803 $ 7,449,917 $ 13,888,558 $ 15,344,050 $ 19,221,260 $ 23,838,680 $ 26,299,302 $ 27,258,917 $ All other governmental funds:

Nonspendable 26,481 $ 102,722 $ 9,444,363 $ 39,785 $ 12,944 $ 240 $ - $ - $ 29,573 $ 48,391 $ Restricted 70,645,724 70,466,220 66,210,405 75,726,288 72,785,759 93,671,572 77,360,940 76,976,246 74,194,817 73,225,544 Committed 1,032,813 1,119,129 1,010,791 1,027,527 1,115,964 577,704 517,034 265,801 877,351 1,210,663 Unassigned - - (1,025) - - - - (1,441,737) (12,494) (48,391) Total all other governmental funds 71,705,018 $ 71,688,071 $ 76,664,534 $ 76,793,600 $ 73,914,667 $ 94,249,516 $ 77,877,974 $ 75,800,310 $ 75,089,247 $ 74,436,207 $ GRAND TOTAL 82,640,194 $ 84,834,700 $ 86,574,337 $ 84,243,517 $ 87,803,225 $ 109,593,566 $ 97,099,234 $ 99,638,990 $ 101,388,549 $ 101,695,124 $ * GASB statement No. 54 was implemented in FY 10/11, which required all fund balances to be classified as Non-Spendable, Restricted, Committed, or Unassigned. 184

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Packet Pg. 344 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY OF SAN RAMON
CHANGES IN FUND BALANCES OF GOVERNMENTAL FUNDSLAST TEN FISCAL YEARS(modified accrual basis of accounting) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Revenues:

Taxes 32,968,914 35,880,275 36,202,806 37,372,331 40,613,107 39,345,698 39,882,724 44,005,203 47,450,017 48,400,035 Licenses and permits 1,371,771 1,712,228 2,005,548 2,687,739 2,761,198 2,060,875 1,930,271 2,714,502 3,318,430 3,523,247 Intergovernmental 18,892,429 22,302,225 19,101,812 20,527,587 22,913,610 26,842,765 25,232,056 33,112,117 29,561,470 29,132,304 Developer fees 2,552,619 3,472,736 2,611,460 3,475,588 2,136,662 1,676,360 2,615,718 2,438,238 6,666,097 8,508,397 Charges for services 6,390,025 7,872,024 6,694,011 7,836,829 8,361,139 6,911,332 4,931,783 7,033,048 8,068,623 8,190,545 Fines and forfeitures 342,759 424,930 429,625 458,940 489,238 303,509 193,641 140,752 205,992 235,012 Investment income 738,365 605,112 187,521 328,008 2,506,879 2,929,628 192,595 (2,220,071) 1,039,160 3,650,969 Special assessments 6,099,794 6,120,389 6,295,969 6,775,530 6,829,113 7,357,518 7,633,766 7,772,822 7,633,873 7,670,519 Miscellaneous 4,924,543 20,567,310 4,917,946 5,593,780 6,235,259 4,645,014 4,701,826 6,235,316 8,555,303 9,873,807 Total revenues 74,281,219 98,957,229 78,446,698 85,056,332 92,846,205 92,072,699 87,314,380 101,231,927 112,498,965 119,184,835 Expenditures
Current:

General government 4,807,260 $ 5,608,238 $ 5,943,627 $ 6,409,864 $ 6,665,651 $ 7,050,378 $ 7,593,531 $ 10,954,306 $ 8,721,226 $ 9,822,282 $ Community development 4,117,393 4,274,496 3,655,500 3,364,528 4,045,570 3,975,564 4,093,865 6,572,399 5,482,817 5,512,006 Housing 884,366 837,827 523,133 636,572 394,685 129,937 672,889 158,313 151,471 98,803 Police Services 17,890,922 18,883,227 19,959,904 20,999,778 21,601,936 22,679,118 23,814,077 30,916,058 22,783,029 27,925,458 Public works 24,119,320 26,008,729 29,365,159 31,736,113 29,850,996 43,185,607 45,005,415 47,150,262 34,207,394 37,214,567 Parks & community services 7,894,989 8,464,188 8,052,418 8,765,042 8,683,167 6,850,767 6,892,067 11,102,306 8,108,295 9,130,214 Redevelopment - - - - - - - - - -
Capital Outlay 6,923,944 29,635,480 9,695,432 10,554,185 13,932,569 4,918,235 6,842,004 10,724,351 25,137,860 22,966,376 Debt service:

Principal 1,820,102 1,934,176 2,033,848 2,144,142 2,015,080 2,447,941 2,832,583 1,877,841 3,398,739 3,760,300 Interest and fees 1,577,928 1,507,577 1,449,593 1,379,885 1,289,538 1,730,353 2,026,619 2,224,340 2,284,104 2,150,006 Cost of Issuance - - - - - 337,611 - - - -
Total expenditures 70,036,224 97,153,938 80,678,614 85,990,109 88,479,192 93,305,511 99,773,050 121,680,176 110,274,935 118,580,012 Excess (deficiency) of revenues over (under) expenditures 4,244,995 1,803,291 (2,231,916) (933,777) 4,367,013 (1,232,812) (12,458,670) (20,448,249) 2,224,030 604,823 Other financing sources (uses):

Proceeds (Loss) from sale of property - - 5,606,679 (636,459) - - - - - - Proceeds from long term debt - - - - - - - - - -
Transfers in 16,518,219 23,429,979 19,035,672 19,230,868 20,706,291 33,601,529 43,308,523 36,210,321 36,076,019 28,414,134 Transfers (out) (16,425,766) (23,038,763) (20,670,798) (19,991,452) (21,513,596) (34,926,761) (43,376,618) (36,567,316) (36,550,490) (28,712,382) Issuance of bonds - - - - - 20,990,000 - 23,345,000 -
- - - - - 3,358,385 - - -
Payment to bond escrow agent - - - - - - - - - -
Total other financing sources (uses) 92,453 391,216 3,971,553 (1,397,043) (807,305) 23,023,153 (68,095) 22,988,005 (474,471) (298,248) Extraordinary loss
Net change in fund balances 4,337,448 $ 2,194,507 $ 1,739,637 $ (2,330,820) $ 3,559,708 $ 21,790,341 $ (12,526,765) $ 2,539,756 $ 1,749,559 $ 306,575 $ Debt service as a percentage of noncapital expenditures 5% 5% 5% 5% 4% 5% 5% 4% 7% 6% Premium on bonds issues
185

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Packet Pg. 345 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY OF SAN RAMON

ASSESSED VALUE AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY

LAST TEN FISCAL YEARS
Fiscal Year Secured Unsecured
Taxable Assessed
Value
Total Direct Tax
Rate
2015 $ 421,617,203 16,562,364,762 $ 16,983,981,965 $ 0.07470 2016 17,932,287,779 386,528,547 18,318,816,326 0.06940
2017 18,989,294,954 422,241,773 19,411,536,727 0.05810
2018 20,287,909,650 375,570,677 20,663,480,327 0.07610
2019 21,326,489,207 383,728,161 21,710,217,368 0.09620
2020 22,239,569,802 409,923,340 22,649,493,142 0.09620
2021 23,142,334,289 391,139,999 23,533,474,288 0.09040
2022 24,670,201,640 389,017,895 25,059,219,535 0.09150
2023 26,182,565,945 387,360,522 26,569,926,467 0.07790
2024 27,240,641,646 422,280,845 27,662,922,491 0.07220
Source: Contra Costa County Auditor-Controller's Office - Certificate of Assessed Valuation The Taxable Assessed Value is the Total Gross Assessed Valuation less Homeowner's Exemptions Note:

In 1978 the voters of the State of California passed Proposition 13 which limited property taxes to a maximum rate of 1% based upon the assessed value of the property being taxed. Each year, the assessed value of property may be increased by an "inflation factor" (limited to a maximum increase of 2%). With few exceptions, property is only reassessed at the time that it is sold to a new owner. At that point, the new assessed value is reassessed at the purchase price of the property sold. The assessed valuation data shown above represents the only data currently available with respect to the actual market value of taxable property and is subject to the limitations described above. 0 5
10 15
20 25
30 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Billions
Secured Unsecured
186

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Packet Pg. 346 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY OF SAN RAMON

DIRECT AND OVERLAPPING PROPERTY TAX RATES

LAST TEN FISCAL YEARS
Overlapping Rates
Fiscal Year
City of San
Ramon Direct
Rate
Bay Area
Rapid Transit
East Bay
Regional Park
San Ramon
Unified School
District
Contra Costa
County
Community
Colleges
Subtotal
Overlapping
Rate TOTAL
2015 0.0747 0.0026 0.0067 0.0624 0.0220 0.0937 0.1684
2016 0.0694 0.0080 0.0032 0.0652 0.0120 0.0884 0.1578
2017 0.0581 0.0084 0.0021 0.0552 0.0114 0.0771 0.1352
2018 0.0761 0.0070 0.0021 0.0750 0.0110 0.0951 0.1712
2019 0.0962 0.0120 0.0094 0.0750 0.0188 0.1152 0.2114
2020 0.0874 0.0139 0.0014 0.0750 0.0161 0.1064 0.1938
2021 0.0904 0.0060 0.0020 0.0750 0.0176 0.1006 0.1910
2022 0.0915 0.0140 0.0058 0.0657 0.0162 0.1017 0.1932
2023 0.0779 0.0134 0.0057 0.0544 0.0146 0.0881 0.1660
2024 0.0722 0.0148 0.0012 0.0521 0.0142 0.0823 0.1545
Source: Contra Costa County Auditors Controller's Office -

0.0200

0.0400

0.0600

0.0800

0.1000

0.1200

0.1400
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
City of San Ramon Direct Rate Bay Area Rapid Transit
East Bay Regional Park San Ramon Unified School District Contra Costa County Community Colleges Subtotal Overlapping Rate 187

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Packet Pg. 347 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY OF SAN RAMON

PRINCIPAL SALES TAX PRODUCERS
FOR THE YEAR ENDED JUNE 30, 2024

FIRM BUSINESS DESCRIPTION

CANARY MARKETING PROMOTIONAL PRODUCTS SUPPLIER

CHEVRON FUEL & SERVICE STATIONS

CTI CONTROLTECH HEAVY INDUSTRIAL EQUIPMENT SUPPLIER

COSTCO GAS STATION FUEL & SERVICE STATIONS

DEVIL MOUNTAIN WHOLESALE NURSERY NURSERY

FUEL & MARINE MARKETING MARINE LUBRICANTS & RESIDUAL FUELS

HELLER JEWELERS JEWELRY STORE

HOME DEPOT BUILDING MATERIALS STORE

HOME GOODS DISCOUNT RETAIL STORE

IN N OUT BURGERS FAST FOOD RESTAURANT
LONGI SOLAR TECHNOLOGY US, INC. RENEWABLE ENERGY

MARTIN MARIETTA BUILDING MATERIALS WHOLESALE

OKONITE COMPANY INSULATED WIRE/CABLE MANUFACTURER

SAFEWAY FUEL FUEL & SERVICE STATIONS

SAFEWAY STORES SUPERMARKETS

SAN RAMON MARRIOTT HOTEL

SIEMENS ENERGY RENEWABLE ENERGY

TARGET DEPARTMENT STORES

TOTAL WINE & MORE LIQUOR STORE

WALMART NEIGHBORHOOD MARKET SUPERMARKETS
Source: Hdl Companies
188

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Packet Pg. 348 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual (This Page intentionally left blank.)

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Packet Pg. 349 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY OF SAN RAMON

PRINCIPAL PROPERTY TAXPAYERS

CURRENT FISCAL YEAR AND NINE YEARS AGO
2024
Taxpayer
Assessed
Valuation Rank
% of Total
Taxable
Assessed Value
Sunset Building Co. LLC/Sunset Land Co. LLC 463,468,582 $ 1 1.71% 2600 CR LLC 353,048,582 2 1.30%
Shapell Industries Inc. 334,690,869 3 1.23%
Essex Portfolio LP/Essex San Ramon Partners LP 304,484,277 4 1.12% BR6001 LLC 174,500,000 5 0.64%
SDC 7 157,312,730 6 0.58%
BRE Properties Inc. 141,424,197 7 0.52%
Summerhill City Village LLC 137,207,605 8 0.51%
Aeonian Partners LP 119,459,915 9 0.44%
Alexander Properties Co. 115,294,882 10 0.43%
Total 2,300,891,639 $
2023-2024 Assessed Valuation: 27,103,316,938 $
2014-2015 Assessed Valuation: 16,499,218,526 $
Source: California Municipal Statistics, Inc.

Sunset Building Co. LLC/Sunset Land Co. LLC
2600 CR LLC
Shapell Industries Inc.

Essex Portfolio LP/Essex San Ramon Partners LP
BR6001 LLC
SDC 7
BRE Properties Inc.

Summerhill City Village LLC
Aeonian Partners LP
Alexander Properties Co.
190

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Packet Pg. 350 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual 2015
Taxpayer
Assessed
Valuation Rank
% of Total
Taxable
Assessed Value
Sunset Building Co. LLC/Sunset Land Co. LLC 352,203,154 $ 1 2.13% Chevron USA Inc. 323,337,052 2 1.96%
Shapell Industries Inc. 308,996,392 3 1.87%
Essex Portfolio LP/ Essex S.R.Partners LP 217,062,944 4 1.32% SDC 7 163,101,428 5 0.99%
Annabel Investment Company 125,107,715 6 0.76%
Alexander Properties Company 97,818,646 7 0.59%
San Ramon Regional Medical Center 65,515,091 8 0.40%
FR Crow Canyon Fee Owner LLC 65,155,346 9 0.39%
BRE Properties Inc. 57,090,278 10 0.35%
$ 1,775,388,046
Sunset Building Co. LLC/Sunset Land Co. LLC
Chevron USA Inc.

Shapell Industries Inc.

Essex Portfolio LP/ Essex S.R.Partners LP
SDC 7
Annabel Investment Company
Alexander Properties Company
San Ramon Regional Medical Center
FR Crow Canyon Fee Owner LLC
BRE Properties Inc.
191

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Packet Pg. 351 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY OF SAN RAMON

PROPERTY TAX LEVIES & COLLECTIONS

LAST TEN FISCAL YEARS
Fiscal Year Total Tax Levy* Amount
Percentage of
Levy Amount
Percentage of
Levy
2015 $ 12,693,581 12,693,581 $ 100% 12,693,581 $ 100%
2016 13,638,715 13,638,715 100% 13,638,715 100%
2017 14,350,584 14,350,584 100% 14,350,584 100%
2018 15,077,288 15,077,288 100% 15,077,288 100%
2019 15,813,441 15,813,441 100% 15,813,441 100%
2020 16,428,794 16,428,794 100% 16,428,794 100%
2021 17,094,563 17,094,563 100% 17,094,563 100%
2022 17,781,628 17,781,628 100% 17,781,628 100%
2023 18,993,436 18,993,436 100% 18,993,436 100%
2024 19,737,973 19,737,973 100% 19,737,973 100%
Source: Contra Costa County Auditor-Controller's Office * Does not include Supplemental / Unitary & Operating Non-Unitary Collected within the Fiscal Year
of the Levy Total Collections to Date
0 5
10 15
20 25
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Millions
Total Tax Levy*
192

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Packet Pg. 352 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual Fiscal Year Certificates Pension Total Percent of Percent of Ended of Obligation Financed Premium on Oustanding Assessed Personal Per June 30 Participation Bonds Purchase Debt Debt Value Income Capita 2015 9,970,000 16,775,000 2,512,288 446,111 29,703,399 0.1749% 1.2664% 253 2016 8,535,000 16,520,000 2,294,415 401,500 27,750,915 0.1515% 1.1861% 243 2017 7,065,000 16,215,000 2,035,567 356,889 25,672,456 0.1323% 1.0674% 229 2018 5,550,000 15,860,000 1,761,425 312,278 23,483,703 0.1136% 0.9516% 216 2019 4,210,000 15,475,000 1,471,345 267,667 21,424,012 0.0987% 0.8545% 204 2020 23,395,000 15,070,000 1,233,404 3,532,194 43,230,598 0.1991% 1.7518% 204 2021 21,245,000 14,640,000 980,821 3,455,147 40,320,968 0.1713% 1.6100% 227 2022 20,090,000 37,530,000 712,980 3,337,159 61,670,139 0.2461% 2.4649% 496 2023 18,880,000 35,625,000 429,241 3,186,391 58,120,632 0.2187% 2.3488% 473 2024 17,610,000 33,435,000 128,941 3,000,747 54,174,688 0.1958% 2.1959% 443 Source: City of San Ramon Finance Department

CITY OF SAN RAMON

RATIOS OF DEBT OUTSTANDING

LAST TEN FISCAL YEARS
$-
$10
$20
$30
$40
$50
$60
$70
Millions
Total Outstanding Debt
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
193

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Packet Pg. 353 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual Fiscal Year Certificates Pension Total Total Percentage Percentage Debt Ended of Obligation Premium on Governmental Primary of Assessed of Personal Per June 30 Participation (1) Bonds (1) Financed Purchase (1) Debt (1) Activities Government Value of Property (2) Income (3) Capita (4) 2015 9,970,000 16,775,000 2,512,288 446,111 29,703,399 29,703,399 0.17% 1.27% 253 2016 8,535,000 16,520,000 2,294,415 401,500 27,750,915 27,750,915 0.15% 1.19% 243 2017 7,065,000 16,215,000 2,035,567 356,889 25,672,456 25,672,456 0.13% 1.07% 229 2018 5,550,000 15,860,000 1,761,425 312,278 23,483,703 23,483,703 0.11% 0.95% 216 2019 4,210,000 15,475,000 1,471,345 267,667 21,424,012 21,424,012 0.10% 0.85% 204 2020 23,395,000 15,070,000 1,233,404 3,532,194 43,230,598 43,230,598 0.20% 1.75% 240 2021 21,245,000 14,640,000 980,821 3,455,147 40,320,968 40,320,968 0.17% 1.61% 227 2022 20,090,000 37,530,000 712,980 3,337,159 61,670,139 61,670,139 0.25% 2.46% 496 2023 18,880,000 35,625,000 429,241 3,186,391 58,120,632 58,120,632 0.22% 2.35% 473 2024 17,610,000 33,435,000 128,941 3,000,747 54,174,688 54,174,688 0.20% 2.20% 443 Notes: Details regarding the City's outstanding debt can be found in the notes to the financial statements.

The City is expressing total outstanding debt as a percentage of taxable assessed property values as provided by the Contra Costa County Auditor-Controller's Office.

The balance of Tax Allocation Bonds, Tax Revenue Bonds and HELP Loan was transferred to the Successor Agency as of February 1, 2012 Source: (1) City of San Ramon Finance Department
Source: (2) Contra Costa County Auditor-Controller's Office Source: (3) Bureau of Economic Analysis/State of California Franchise Tax Board Source: (4) Debt per Capita is calculated from total debt outstanding less reserves available Governmental Activities

CITY OF SAN RAMON

RATIOS OF OUTSTANDING DEBT BY TYPE

LAST TEN FISCAL YEARS
$0
$100
$200
$300
$400
$500
$600
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Outstanding Debt Per Capita
194

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Packet Pg. 354 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual 2023-24 Assessed Valuation: $ 27,518,430,867
Total Debt City’s Share of
OVERLAPPING TAX AND ASSESSMENT DEBT: 6/30/2024 % Applicable (1) Debt 6/30/24 Bay Area Rapid Transit District $ 2,445,575,000 2.725% 66,641,919 $ Chabot-Las Positas Community College District 947,675,000 0.423% 4,008,665 Contra Costa Community College District 618,770,000 10.029% 62,056,443 San Ramon Valley Unified School District 347,840,000 43.734% 152,124,346 East Bay Regional Park District 144,520,000 4.283% 6,189,792 ABAG Windemere Ranch Community Facilities District No. 2004-2 24,378,613 100.000% 24,378,613 ABAG Windemere Ranch 1915 Act Bonds 45,659,083 100.000% 45,659,083 TOTAL OVERLAPPING TAX AND ASSESSMENT DEBT 361,058,861
DIRECT AND OVERLAPPING GENERAL FUND DEBT:

Contra Costa County General Fund Obligations 171,495,000 $ 10.258% 17,591,957 San Ramon Valley Unified School District General Fund Obligations 13,171,586 43.734% 5,760,461 City of San Ramon Certificates of Participation (incl premiums) 20,610,747 100.000% 20,610,747 City of San Ramon Pension Obligation 33,435,000 100.000% 33,435,000 City of San Ramon Capital Leases 128,941 100.000% 128,941 San Ramon Valley Fire Protection District Certificates of Participation 50,484,000 43.972% 22,198,824 GROSS DIRECT OVERLAPPING GENERAL FUND DEBT 99,725,930
Less: Contra Costa County Obligations supported from revenue funds (5,337,906) NET DIRECT AND OVERLAPPING GENERAL FUND DEBT 94,388,024 OVERLAPPING TAX INCREMENT DEBT (Successor Agency): $ 100% 44,294,774 44,294,774 $ TOTAL DIRECT DEBT $ 54,174,688
TOTAL GROSS OVERLAPPING DEBT $ 450,904,877
TOTAL NET OVERLAPPING DEBT $ 446,736,301
GROSS COMBINED TOTAL DEBT $ (2) 505,079,565
NET COMBINED TOTAL DEBT $ 510,417,471
1) The percentage of overlapping debt applicable to the city is estimated using taxable assessed property value. Applicable percentages were estimated by determining the portion of the overlapping district's assessed value that is within the boundaries of the city divided by the district's total taxable assessed value.
2) Excludes tax and revenue anticipation notes, enterprise revenue, mortgage revenue and non-bonded capital lease obligations.

Ratios to 2023-24 Assessed Valuation:

Total Overlapping Tax and Assessment Debt………………………….. 1.31% Total Direct Debt ($51,045,000)……………………………………… 0.20%
Gross Combined Total Debt……………………………………………. 1.84%
Net Combined Total Debt………………………………………………. 1.85%
Ratios to Redevelopment Successor Agency Incremental Valuation ($1,499,848,639):

Total Overlapping Tax Incremental Debt……………………………….. 2.95% Source: California Municipal Statistics, Inc.

CITY OF SAN RAMON

DIRECT AND OVERLAPPING DEBT
FOR THE YEAR ENDED JUNE 30, 2024
195

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Packet Pg. 355 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015
Debt limit 1,021,524,062 $ 996,372,243 $ 939,720,733 $ 882,505,286 $ 814,133,151 $ 814,133,151 $ 774,880,512 $ 727,932,627 $ 686,955,612 $ 636,899,324 $ Total net debt applicable to limit 20,610,747 22,066,391 23,427,159 24,700,147 26,927,194 4,477,667 5,862,278 7,421,889 8,936,500 10,416,111 Legal debt margin 1,000,913,315 $ 974,305,852 $ 916,293,574 $ 857,805,139 $ 787,205,957 $ 809,655,484 $ 769,018,234 $ 720,510,738 $ 678,019,112 $ 626,483,213 $ Total net debt applicable to the limit
as a percentage of debt limit 2.0% 2.2% 2.5% 2.8% 3.3% 0.5% 0.8% 1.0% 1.3% 1.6% Legal Debt Margin Calculation:

Converted assessed value (at 25% of Taxable Value) 6,810,160,412 $ Debt limit (15% of assessed value) 1,021,524,062Debt applicable to limit: Certificates of Participation 20,610,747Legal debt margin 1,000,913,315The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. However, this provision was enacted when assessed valuation was based upon 25% of market value. Effective with the 1981-82 fiscal year, each parcelis now assessed at 100% of market value (as of the most recent change in ownershipfor that parcel). Although the statutory debt limit has not been amended by the State since this change, the percentages presented in the above computations have been proportionatelymodified to 3.75% (25% of 15%) for the purpose of this calculation in order to be consistent with the computational effect of the debt limit at the time of the state's establishment of the limit.

CITY OF SAN RAMONLEGAL DEBT MARGINLAST TEN FISCAL YEARSSource: City Finance Department 196

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CITY OF SAN RAMON

PLEDGED-REVENUE COVERAGE

LAST TEN FISCAL YEARS
Tax
Fiscal Year Increment Principal * Interest * Coverage
2015 $ - $ - $ - $ -
2016 - - - -
2017 - - - -
2018 - - - -
2019 - - - -
2020 - - - -
2021 - - - -
2022 - - - -
2023 - - - -
2024 - - - -
Note: Details regarding the city's outstanding debt can be found in the notes to the financial statements. * The balance of the Tax Allocation Bonds was transferred to the Successor Agency as of February 1, 2012.

Principal and interest payments are recorded through January 31, 2012.

Source: City Finance Department
Debt Service
Tax Allocation Bonds
197

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Packet Pg. 357 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY OF SAN RAMON

DEMOGRAPHICS STATISTICS

LAST TEN FISCAL YEARS
Fiscal Year
City of San Ramon
Population (1)
Percent Change
In Population
City of San Ramon
Personal Income (2)
**
City of San Ramon
Per Capita
Income(3)
2015 78,561 1.6% 2,345,546 $ 73,472 $
2016 78,363 -0.3% 2,339,682 73,291
2017 80,550 2.8% 2,405,193 75,343
2018 82,643 2.6% 2,467,728 77,302
2019 83,957 1.6% 2,507,212 78,539
2020 83,118 -1.0% 2,482,140 77,753
2021 83,863 0.9% 2,504,479 78,453
2022 83,820 -0.1% 2,501,975 78,375
2023 82,870 -1.1% 2,474,453 77,513
2024 82,525 -0.3% 2,467,030 77,280
Note: City of San Ramon personal income for years 2015-2024 and City of San Ramon per capita income for 2015-2024 are estimates based upon the percent of change in population as provided by the Department of Commerce, Bureau of Economic Analysis.

Source: (1) State of California Department of Finance
(2) State of California Franchise Tax Board
(3) State of California Employment Development Department (4) Bureau of Economic Analysis
** In Thousands
6%
7%
8%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
City Population as a Percentage of County Population
0 1,000,000
2,000,000
3,000,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Contra Costa County Population (1)
198

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Packet Pg. 358 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual City of San Ramon
Unemployment
Rates (3)
Contra Costa
County Population
(1)
Contra Costa County
Per Capita
Income (4)

3.30% 1,102,871 69,234 $

3.30% 1,123,429 72,698

2.80% 1,139,513 77,211

2.90% 1,149,363 81,442

2.30% 1,155,879 85,324

5.70% 1,153,561 Not Available

4.00% 1,153,854 Not Available

2.80% 1,156,555 Not Available

3.80% 1,147,653 Not Available

4.40% 1,146,626 Not Available
$0
$20,000
$40,000
$60,000
$80,000
$100,000
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
City of San Ramon Per Capita Income(3)

0.00%

2.50%

5.00%

7.50%

10.00%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
City of San Ramon Unemployment Rates (3)
199

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CITY OF SAN RAMON

ANNUAL AVERAGE EMPLOYMENT

AND UNEMPLOYMENT RATES

LAST TEN FISCAL YEARS
Fiscal Year
City of San Ramon
Labor Force City of San Ramon
County of Contra
Costa State of California
2015 39,700 3.3% 4.9% 6.2%
2016 39,800 3.3% 4.9% 5.7%
2017 39,900 2.8% 4.1% 4.9%
2018 40,100 2.9% 3.5% 4.5%
2019 39,900 2.3% 3.2% 3.7%
2020 38,400 5.7% 7.9% 9.0%
2021 37,400 5.3% 7.0% 7.6%
2022 42,600 2.4% 3.4% 4.0%
2023 42,800 4.2% 4.1% 4.9%
2024 42,500 4.4% 4.8% 5.3%
Source: State of California Employment Development Department Annual Average Unemployment Rates

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
City of San Ramon County of Contra Costa State of California 200

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CITY OF SAN RAMON

PRINCIPAL EMPLOYERSCURRENT FISCAL YEAR AND NINE YEARS AGO Employer
Number of
Employees
Percent of Total
Employment Employer
Number of
Employees
Percent of Total
Employment
PG&E 2,230 5.25% Chevron USA Inc 3,600 9.07%Chevron USA Inc 1,852 4.36% Bank of the West 1,600 4.03%Robert Half International Inc. 1,364 3.21% AT&T 1,227 3.09%BMO Bank N.A. 658 1.55% Robert Half International Inc. 1,000 2.52%San Ramon Regional Medical Center 650 1.53% Accenture LLP 750 1.89%Primed Management Consulting 453 1.07% San Ramon Regional Medical Center 706 1.78%Five9, Inc. 448 1.05% General Electric Company 600 1.51%United Parcel Service 385 0.91% Primed Management Consulting 450 1.13%Target Corporation 223 0.52% PG&E 427 1.08%Armanino LLP 206 0.48% IBM Corporation 401 1.01%Chevron USA IncSource: City of San Ramon Planning Department 2024 2015
201

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Packet Pg. 361 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual Function/Program 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 General Government
Management Services 17.00 10.00 10.00 9.00 10.00 10.00 9.00 9.00 9.00 9.00 Administrative Services 15.00 19.00 19.00 19.00 20.00 20.00 20.00 19.00 18.00 17.00 Total General Government 32.00 29.00 29.00 28.00 30.00 30.00 29.00 28.00 27.00 26.00 Community Development
Planning Services 9.00 9.00 9.00 9.00 8.00 8.00 8.00 8.00 8.00 8.00 Transportation Services* - - - - - - - - - 4.00
Building Services 12.00 13.00 12.00 10.00 9.00 9.00 9.00 9.00 9.00 9.00 Total Community Development 21.00 22.00 21.00 19.00 17.00 17.00 17.00 17.00 17.00 21.00 Public Works
Engineering Services 21.00 21.00 21.00 20.00 20.00 20.50 20.50 20.50 20.50 21.00 Transportation Services* 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 - Public Services 83.75 81.75 81.75 79.75 79.75 77.25 76.25 75.25 72.25 71.50 Total Public Works 108.75 106.75 106.75 103.75 103.75 101.75 100.75 99.75 96.75 92.50 Public Safety
Sworn 74.00 70.00 69.00 69.00 69.00 69.00 69.00 66.00 65.00 62.00 Non-Sworn 20.00 19.00 20.00 19.00 19.00 19.00 18.00 17.00 18.00 19.50 Total Public Safety 94.00 89.00 89.00 88.00 88.00 88.00 87.00 83.00 83.00 81.50 Parks and Community Services 29.00 34.00 34.00 34.00 34.00 33.00 33.00 33.00 35.00 31.80 Economic Development/Redevelopment - - - - - - - - - -
Grand Total 284.75 280.75 279.75 272.75 272.75 269.75 266.75 260.75 258.75 252.80 Source: Various City Departments
* In 2016 the Transportation Services Division was transferred from Community Development to Public Works Department.

CITY OF SAN RAMON

FULL-TIME EQUIVALENT (FTE) CITY GOVERNMENT EMPLOYEES BY FUNCTION

LAST TEN FISCAL YEARS
0 10
20 30
40 50
60 70
80 90
100
110
120
2024 2023 2022 2021 2020 2019 2018 2017 2016 2015

FTE COUNT
General Government Community Development Public Works
Public Safety Parks and Community Services Economic Development/Redevelopment 202

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Packet Pg. 362 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual Function/Program 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Police
Arrests 504 502 624 533 567 512 538 548 532 602
Warning/parking violations 534 748 857 472 458 689 726 1,022 1,841 1,694 Moving traffic violations 2,321 2,557 2,484 1,062 3,509 5,790 5,328 4,880 6,178 6,246 Patrol Activity 76,289 65,924 66,025 69,421 76,534 74,417 64,284 65,829 78,741 72,556 Public Services
Potholes repaired 30 45 59 28 93 163 110 114 107 125
Light/Signal repairs 163 65 249 590 234 271 138 162 121 149 USA inspections 1,491 2,994 3,900 3,100 2,852 2,657 14,141 3,240 3,178 4,284 Street light Repairs 208 238 359 199 134 166 128 134 158 201 Sign repair 95 223 166 108 118 173 183 173 114 242
Sidewalk repairs 1,760 395 583 654 1,485 257 145 187 135 244 Graffiti abatement 72 156 104 123 54 49 58 54 64 67
Trim notices 83 35 44 41 40 20 80 140 95 12
Vehicle lube, oil, filter 105 109 128 63 79 126 187 147 141 15 Irrigation repairs 2,418 1,762 5,179 7,961 6,618 10,137 24,988 10,111 17,390 15,387 Encroachment Permits 376 485 507 527 459 429 338 358 413 418 Parks and Community Services Swimming pool admissions 54,750 57,770 60,000 60,606 49,298 53,794 60,757 70,028 77,967 82,236 Leisure class participants 16,061 20,981 17,912 264 13,930 24,470 25,135 18,945 23,090 23,450 Library books circulated *** 377,837 401,519 416,408 290,489 445,140 635,104 586,189 470,861 464,054 688,104 Youth sport league participants * 4,679 645 2,693 15 5,467 6,165 6,982 6,555 6,140 5,836 Adult sport league teams ** 172 164 89 61 54 81 188 151 159 173 Senior center drop in participants 18,001 15,476 10,919 - 15,009 27,947 28,524 28,348 42,892 42,387 Community center facility rentals 1,752 1,451 1,025 44 356 788 789 774 659 513 Planning
Building permits 9,133 11,554 10,746 9,289 8,637 9,089 8,410 2,781 2,812 9,368 Home Occupation permits 167 102 139 183 134 172 159 193 191 180 Building applications processed 2,874 3,515 3,582 3,245 2,825 2,858 2,847 3,328 3,529 2,721 Planning applications processed 217 277 365 277 290 382 330 354 337 360 Code enforcement cases 318 290 430 510 213 398 520 685 495 598 Inspections 15,200 14,368 14,700 18,271 17,097 19,716 19,306 18,137 16,531 15,828

CITY OF SAN RAMONOPERATING INDICATORS BY FUNCTION/PROGRAMLAST TEN FISCAL YEARS Source: Various City Departments
* Does not include sports camps as in previous years; sports camps are included in leisure class participants.** Only includes PCS Adult sport league teams as of 2023-24*** 2016 and 2017 Library books circulated decrease is due to the closure of the Main Library for renovation. 203

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Packet Pg. 363 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual Function 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Police
Stations 2 2 22 2 2 2 2 2 2
Patrol units 81 81 80 80 80 81 81 66 64 62
Public Services
Streets (miles) 246 246 241 241 241 241 241 241 235 234 Catch basins 4580 4580 4559 4559 4535 4535 4535 4433 4319 4288Streetlights 7000 7000 7000 7000 6995 6995 6995 6971 6857 6833Traffic signals 101 101 101 100 100 100 100 99 99 97Landscape acreage 463 463 463 459 454 454 452 448 446 444Parks 64 64 64 64 63 63 63 63 63 62Parks acreage 375 375 375 375 374 374 374 372 372 365Open space/trails acreage 220 220 220 220 220 220 220 220 220 220Fountains 6666688888Pools 5555555555 Vehicles 101 101 90 90 81 81 74 75 69 71
Parks and Community Services
Swimming pools 2 2 2 2 222222
Tennis courts 25 26 26 26 26 26 26 26 26 26
Pickleball courts 4 0 00 0 0 0 0 0 0
Community centers 4 4 44 4 4 4 4 4 4
Community gymnasiums 2 2 22 2 2 2 2 2 2
Libraries 2 2 22 2 2 2 2 2 2
Historic properties 1 1 11 1 1 1 1 1 1
Skate parks 1 1 11 1 1 1 1 1 1
Theaters 2 2 22 2 2 2 2 2 2
CITY OF SAN RAMONCAPITAL ASSETS STATISTICS BY FUNCTIONLAST TEN FISCAL YEARSSource: Various City Departments 204

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Packet Pg. 364 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY OF SAN RAMON

MISCELLANEOUS STATISTICAL DATA
June 30, 2024
Date of Incorporation July 1, 1983
Form of Government Council/City Manager (Charter City)
Population (1/1/2023 State Finance Department) 82,525
Number of Authorized City Employees 284.75
Median Age 41.8
Median Household Income 190,829
Registered Voters (May 2024) 50,377
Area in Square Miles 18.56
Miles of Streets:

Lane miles 505
Center miles 242
Fire Protection:

San Ramon Valley Fire Protection District
Number of Stations 4
Police Protection:

Number of Stations 1
Number of Sworn Personnel 74
Education:

Elementary Schools 12
Middle Schools 4
High Schools 2
Community College 1
Libraries: (Contracted with Contra Costa County)
Number of Libraries 2
Number of Volumes 118,981
Recreation and Culture:

Park Sites 64
Park Acreage 375
Community Facilities:

San Ramon Community Center 2
Senior Center 1
Dougherty Station Arts Community Center 1
Performing Arts Theater 2
Hospital 1
Building Permits Issued: 9,133
Source: Various City of San Ramon Department Records
205

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Packet Pg. 366 Attachment: Annual Audit Report for the City of San Ramon for the Fiscal Year Ended June 30, 2024 (2025-8 : FY 2023-24 Annual

CITY COUNCIL STAFF REPORT
DATE: February 11, 2025
TO: City Council/City Manager
FROM: Debbie Chamberlain, Community Development Director By: Cindy Yee, Senior Planner
SUBJECT: Non-Retail Policy Discussion

RECOMMENDED ACTION
Receive the report and provide feedback to Staff.

EXECUTIVE SUMMARY
San Ramon’s existing Zoning Ordinance policy that limits non-retail uses to a maximum of 25% within shopping centers was identified during the General Plan 2040 (GP 2040) update as a policy that needed review and amendment. Upon direction from the City Council on the policy, Staff will prepare the necessary Zoning Ordinance text amendments for review and adoption.

BACKGROUND/DISCUSSION
In December 2023, the City approved the GP 2040 Update and concurrent updates to various policy documents and standards that implement the Housing Element. With the adoption of the Housing Element and GP 2040, Staff is moving into the next project phase focused on Zoning Ordinance amendments associated with General Plan implementation. Tonight’s discussion focuses on the non-retail policy discussion and next steps. Based on direction received from the City Council, Staff will amend the Zoning Ordinance text for consideration and adoption.

Non-Retail General Plan and Zoning Ordinance Policy
As part of the GP 2040 Update process, the City’s consultant, The Natelson Dale Group, Inc. (TNDG) prepared a report entitled “San Ramon Retail Opportunities Analysis,” dated May 23, 2022, addresses market demand conditions and related policy/strategy recommendations to optimize future retail development opportunities in the City. The report provided the basis for updating several General Plan 2040 economic policies including addressing the evolution of retail and need for flexibility to maintain viable shopping centers.

Since the City’s incorporation, the Land Use Element of the General Plan has included a guiding policy that encourages a compatible mix of land uses that enhances the character of the City and an implementing policy that limits the percentage of non-retail uses within neighborhood and

9.2 Packet Pg. 367
community shopping centers. As part of the GP 2040 Update, the Planning Commission and City Council directed Staff to amend General Plan 2035 implementing policy (Policy 4.6-I-18) which limited non-retail uses to no more than 25 percent of the total Floor Area Ratio of a center. The updated policy allows the City to take a comprehensive approach in responding to the change in the retail landscape, while remaining consistent with current General Plan guidance.

GP 2040 Land Use Policy 4.6-I-21 (replaced GP 2035 Policy 4.6-I-18) was adopted in December 2023:

Non-Retail Use Policy Analysis
In Spring 2024, Staff began work on the implementation of Policy 4.6-I-21 to evaluate the nonretail limitations and update Zoning Ordinance Section D4-38 Non-Retail Uses, if needed.

Section D4-38 includes the development standards that set the maximum non-retail limits within shopping centers, which is currently set at 25%. Non-retail uses such as fitness studios, beauty salons, and banks are limited from occupying no more than 25% of the total shopping center square footage (note: this maximum only applies to non-retail, non-residentialland uses— residential uses are not permitted in Community Commercial zones and already allowed in Mixed-Use zones). If a shopping center or potential non-retail use tenant requests to exceed the maximum 25% limitation, Section D4-38 requires an applicant to file a Use Permit with approval granted only after the Planning Commission makes specific findings of consistency. To evaluate amending the maximum non-retail uses, the City is working with TNDG as the City’s consultant to assist in the analysis of the policy.

Staff first reviewed whether other cities have a policy to limit non-retail uses so we could compare our current standards to other jurisdictions. The City could not find other communities that have a similar policy that controlled the mix of retail and non-retail uses within shopping centers. TNDG then focused on the impact of raising the current maximum 25% non-retail use to 35% and to 45%. TNDG considered information received from the City on the condition of existing shopping centers (tenants, square footage, vacancies, etc.) and confidential sales tax data. TNDG also gathered data from Placer.ai to gain insights on the relationship of visits to and from retail and non-retail uses and conducted interviews with major shopping center owners/operators in San Ramon.

With the data and information gathered, TNDG was able to determine:
1) what the current sales tax generation rate is in shopping centers based on the existing 25% limitation;

9.2 Packet Pg. 368
2) what the projected sales tax generation would be if the limit was raised to 35%; and 3) what the projected sales tax generation would be if the limit was raised to 45%.

TNDG was also able to quantify that the shopping centers in San Ramon generate about 29% of the City’s total sales tax revenue. This percentage is relatively low with the majority of the City’s sales tax revenue coming from business-to-business transactions in non-retail settings and standalone retail tenants such as gas stations (71%). As such, increasing the non-retail use limit does not have a large impact in the San Ramon. The report includes information on the estimated taxable sales per square foot by use/tenant category and builds out scenarios of what sales tax revenues would look like if the percentage of use/tenants were to change in large and smaller shopping centers.

The report concluded that adjusting the policy to allow higher percentages of non-retail space (35- 45%) would have minimal impacts on City sales tax receipts (in fact, the model shows tax losses are slightly less when applying the higher 45% non-retail percentage). The 35% maximum limit model (Table 6) shows that the City’s sales tax revenue from shopping centers would be reduced by $353,292 which represents a net change in Citywide sales tax of 3.1%. The 45% maximum limit model (Table 7) shows that the City’s sales tax revenue from shopping centers would be reduced by $350,074 also represents a net change in Citywide sales tax of approximately 3.1%. The 45% maximum limit shows a slightly lesser impact on sales tax revenue due to factors that include some retail sales tax generation from non-retail tenants versus leaving the tenant space vacant. In conclusion, the analysis demonstrates that increasing the nonretail use limits has a relatively low impact on Citywide sales tax generation and a flexible policy can be beneficial in responding to the changing retail market and addressing shopping center vacancies.

Planning Commission Review
The conclusion of the City’s analysis was presented to the Planning Commission on April 16, 2024. After receiving public comments, reviewing TNDG’s report, and discussing how best to respond to market conditions, the majority of the Commission made a recommendation to the City Council to remove the non-retail limitation within shopping centers all together as it 1) has not proven to be effective in retaining retailers, 2) will allow centers the flexibility to respond to market demand 3) fill vacancies that can support existing tenants, and 4) help maintain the vibrancy of the centers.

TNDG will provide a PowerPoint presentation to go over the findings of their report. Staff requests that the City Council provide feedback on the maximum non-retail policy in advance of the update to the Zoning Ordinance.

FISCAL ANALYSIS
The City is preparing a City-initiated update to the Zoning Ordinance to implement the General Plan 2040 which will include an update to the non-retail policy. The fiscal impact will be Staff

9.2 Packet Pg. 369
time associated with processing the Zoning Ordinance amendment and updating the Municipal Code.

ATTACHMENT
A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements for Mixed Use and Commercial Zones B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 C. Natelson Dale Presentation to San Ramon City Council

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City of San Ramon, CA | Municipal Code 1

SAN RAMON, CALIFORNIA - MUNICIPAL CODE

TITLE D - ZONING
Division D4 Standards for Specific Land Uses
Chapter III - Standards for Specific Land Uses
D4-38 – Non-Retail Uses within Retail/Commercial Centers A. Non-retail uses. To ensure the ground floor of retail/commercial centers maintain an appropriate balance of non-retail and retail uses, non-retail uses exceeding 25% gross ground floor area shall be subject to review by a Minor Use Permit for retail/commercial centers with 50,000 or less gross ground floor square feet. A Use Permit is required for retail/commercial centers greater than 50,000 gross ground floor square feet. The following economic findings shall be considered as part of the Minor Use Permit or Use Permit review:

1. The proposed non-retail use would fill a space in a center with existing high (15-20 percent) overall vacancy rate.

2. The proposed non-retail use would generate a high volume (100+ trips per day) of potential customer traffic to the retail center when retailers are open.

3. The proposed non-retail use will generate sales taxes (such as artists’ studio, optometrist, or artisanal food or custom goods manufacturing).

4. The property owner can demonstrate and document they have made a good faith effort to market the space to retailers at a reasonable retail rental rate but nonetheless has experienced long-term vacancy of six-months or greater.

5. The proposed non-retail use will retain an active storefront display and support the flow of pedestrian traffic from one shop to another in the center.

6. The property owner can document that denial of a Minor Use Permit or Use Permit would result in material financial hardship.

Alternatively, a non-profit cultural or arts organization use may be authorized by a Minor Use Permit or Use Permit if the proposed use will generate traffic to the center (Ord. No. 496, § 2, 01/28/2020)
Effective on: 2/27/2020

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Packet Pg. 371 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements D2-13 - Mixed-Use Zone Land Uses and Permit Requirements TABLE 2-6
Allowed Land Uses and Permit
Requirements for Mixed-Use Zones
P
Permitted Use, Zoning Clearance may be required prior to operation
MUP Minor Use Permit required
UP Conditional Use Permit required
S Specific Use Regulations
ZC Zoning Clearance required
— Use not allowed
LAND USE (1) PERMIT REQUIRED Specific Use
MUX MUR DMU-N DMU-S CCMU Regulations

INDUSTRY, MANUFACTURING & PROCESSING, WHOLESALING
Media production ZC
3 ZC3 ZC3 ZC3 ZC3
Recycling facility — — — — —
Research and development, general MUP MUP MUP MUP MUP
Research and development, limited ZC
3 ZC3 ZC3 ZC3 ZC3
Laboratory, non-medical MUP MUP MUP MUP MUP

RECREATION, EDUCATION & PUBLIC ASSEMBLY USES
Commercial recreation facility - Indoor UP UP UP UP UP D4-30 Conference/convention facility UP UP UP UP UP
Fitness/health facility UP UP UP UP UP
Library, museum, gallery (non-retail gallery) P P P P P Meeting facility, public or private MUP MUP MUP MUP MUP Night Club MUP MUP MUP MUP MUP
Park and recreation facility - Site of 2 acres or less P P P P P School - Public or private UP UP UP UP UP
School - Specialized education or training MUP MUP MUP MUP MUP Sports and entertainment assembly facility UP UP UP UP UP Studio - Art, dance, martial arts, music, etc. (ground floor) ZC 3 ZC3 ZC3 ZC3 ZC3
Studio - Art, dance, martial arts, music, etc. (upper floors) P P P P P Theater, movies or performing arts UP UP UP UP UP

RESIDENTIAL USES
Animal - Wild or Exotic S S S S S
Municipal
Code DIVISION B2 -

ANIMALS
Animal - Domestic P P P P P
Emergency shelter P P P P P
Footnotes:

Allowable Land Uses and Permit Requirements. Table 2-6 identifies the uses of land allowed by this Zoning Ordinance in the Mixed-Use Zones, and the land use permit required to establish each use.

Specific Use Regulations. Where the last column in the table ("Specific Use Regulations") includes a section number, the regulations in the referenced section apply to the use. Provisions in other sections of the Zoning Ordinance may also apply.

1. See division D8 for land use definitions.

2. Use allowed only if it does not exceed 10% of the total office space on the site.

Use allowed with a Minor Use Permit or Zoning Clearance, as identified in the table above, on ground floor if non-retail uses occupy 25% or less of the gross ground floor area. Non-retail uses exceeding 25% gross ground floor area may be authorized by a Minor Use Permit when the economic findings in Section D4-38 Non-Retail Uses within Retail/Commercial Centers can be made.

3. 4. Limited to an auto rental agency accessory to a hotel or retail sales/showroom.

5. Allowed only as accessory to department store.

9.2.a
Packet Pg. 372 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements TABLE 2-6
Allowed Land Uses and Permit
Requirements for Mixed-Use Zones
P
Permitted Use, Zoning Clearance may be required prior to operation
MUP Minor Use Permit required
UP Conditional Use Permit required
S Specific Use Regulations
ZC Zoning Clearance required
— Use not allowed
LAND USE (1) PERMIT REQUIRED Specific Use
MUX MUR DMU-N DMU-S CCMU Regulations
Home occupation S S S S S
Live/work unit MUP MUP MUP MUP MUP
Mixed use project residential component P P P P P
Supportive housing UP UP UP UP UP
Transitional housing UP UP UP UP UP
Residential care, 6 or fewer P P P P P
Residential care, 7 or more MUP MUP MUP MUP MUP

RETAIL TRADE
Accessory retail and services P P P P P
Alcoholic Beverage Manufacturing, Micro-Brewery UP UP UP UP UP Auto and vehicle sales and rental MUP4 MUP4 MUP4 MUP4 MUP4 Building/landscape materials sales - Indoor showroom UP UP UP UP UP Convenience store P P P P P
Drive-through retail UP UP UP UP UP
Eating and drinking establishments P P P P P
With wine and beer P P P P P
With full alcoholic beverage service MUP MUP MUP MUP MUP Alcoholic Beverage Manufacturing, Brew Pub P P P P P
With drive-through service MUP MUP MUP MUP MUP
With live entertainment MUP MUP MUP MUP MUP D4-34
With up to 12 outdoor seats or stools P P P P P
With 13 or more outdoor seats or stools MUP MUP MUP MUP MUP Farmer's market – Ongoing MUP MUP MUP MUP MUP
Food and beverage sales - Chain grocery P P P P P
Food and beverage sales - Specialty food store P P P P P Furniture, furnishings, and appliance store P
5 P5 P5 P5 P5
Mobile home, boat, or RV sales — — — — —
Outdoor retail sales and activities MUP MUP MUP MUP MUP D4-35 Outdoor vendor MUP MUP MUP MUP MUP D4-35
Pharmacy, medical supplies P P P P P
Retail, general - 50,000 sf or less floor area P P P P P Retail, general - over 50,000 sf of floor area UP P P P P Second hand store MUP MUP MUP MUP MUP

SERVICES - BUSINESS, FINANCIAL, PROFESSIONAL

ATM P P P P P
Footnotes:

1. See division D8 for land use definitions.

2. Use allowed only if it does not exceed 10% of the total office space on the site.

3. 4. Limited to an auto rental agency accessory to a hotel or retail sales/showroom.

5. Allowed only as accessory to department store.

9.2.a
Packet Pg. 373 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements TABLE 2-6
Allowed Land Uses and Permit
Requirements for Mixed-Use Zones
P
Permitted Use, Zoning Clearance may be required prior to operation
MUP Minor Use Permit required
UP Conditional Use Permit required
S Specific Use Regulations
ZC Zoning Clearance required
— Use not allowed
LAND USE (1) PERMIT REQUIRED Specific Use
MUX MUR DMU-N DMU-S CCMU Regulations
Bank, financial services P P P P P
Business support service P P P P P
Medical services - Clinic, laboratory, urgent care (ground floor) MUP3 UP3 UP3 UP3 MUP3
Medical services - Clinic, laboratory, urgent care (upper floors) MUP MUP MUP MUP MUP
Medical services - Doctor office (ground floor) P
2 P2 P2 P2 P2
Medical services - Doctor office (upper floors) P
2 P2 P2 P2 P2
Medical services - Extended care UP UP UP UP UP
Office - Accessory P P P P P
Office - Business/service (ground floor) P P P P P
Office - Business/service (upper floors) P P P P P
Office - Government (ground floor) P P P P P
Office - Government (upper floors) P P P P P
Office - Processing (ground floor) MUP MUP MUP MUP MUP
Office - Processing (upper floors) MUP MUP MUP MUP MUP
Office - Professional/administrative (ground floor) P P P P P Office - Professional/administrative (upper floors) P P P P P

SERVICES - GENERAL
Adult day care UP UP UP UP UP
Animal services - Boarding/training MUP MUP MUP MUP MUP Animal services - Grooming ZC
3 ZC3 ZC3 ZC3 ZC3
Animal services - Veterinary clinic, animal hospital MUP MUP MUP MUP — Catering service MUP3 MUP3 MUP3 MUP3 MUP3
Child day care center UP UP UP UP UP
Child day care center - Accessory to on-site anchor tenant UP UP UP UP UP Child day care - Small family day care home P P P P —
Lodging - Bed & breakfast inn (B&B) UP UP UP UP UP D4-27 Lodging - Hotel or motel UP UP UP UP UP
Personal services ZC
3 ZC3 ZC3 ZC3 ZC3
Public safety facility P P P P P

TRANSPORTATION, COMMUNICATIONS & INFRASTRUCTURE
Broadcasting studio MUP MUP MUP MUP MUP
Cogeneration facilities UP UP UP UP UP
Footnotes:

1. See division D8 for land use definitions.

2. Use allowed only if it does not exceed 10% of the total office space on the site.

3. 4. Limited to an auto rental agency accessory to a hotel or retail sales/showroom.

5. Allowed only as accessory to department store.

9.2.a
Packet Pg. 374 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements TABLE 2-6
Allowed Land Uses and Permit
Requirements for Mixed-Use Zones
P
Permitted Use, Zoning Clearance may be required prior to operation
MUP Minor Use Permit required
UP Conditional Use Permit required
S Specific Use Regulations
ZC Zoning Clearance required
— Use not allowed
LAND USE (1) PERMIT REQUIRED Specific Use
MUX MUR DMU-N DMU-S CCMU Regulations
Heliport UP UP UP UP UP
Parking facility, public or commercial UP UP UP UP UP
Transit station P P P P P
Utility facility UP UP UP UP UP
Utility infrastructure P P P P P
Wireless telecommunications facility S S S S S
Footnotes:

Key to Zoning District Symbols
MUX Mixed-Use Commercial Emphasis MUR Mixed-Use Residential Emphasis DMU-N Downtown Mixed-Use - North DMU-S Downtown Mixed-Use - South CCMU City Center Mixed Use (Ord. No. 522, § 6, 12/12/2023)
Effective on: 1/11/2024
D2-19 - Commercial, Office and Industrial Land Uses and Permit Requirements Table 2-8 identifies the uses of land allowed by this Zoning Ordinance in the Commercial, Office and Industrial zones, and the land use permit required to establish each use, in compliance with Section D2-3 (Allowable Land Uses and Permit Requirements).

Note: Where the last column in the table ("Specific Use Regulations") includes a section number, the regulations in the referenced section apply to the use. Provisions in other sections of this Zoning Ordinance may also apply.

1. See division D8 for land use definitions.

2. Use allowed only if it does not exceed 10% of the total office space on the site.

3. 4. Limited to an auto rental agency accessory to a hotel or retail sales/showroom.

5. Allowed only as accessory to department store.

9.2.a
Packet Pg. 375 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements TABLE 2-8
Allowed Land Uses and Permit
Requirements for Commercial,
Office & Industrial Zones
P
Permitted Use, Zoning Clearance may be required prior to operation
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use Regulations
ZC Zoning Clearance required
— Use not allowed
LAND USE (1)

PERMIT REQUIRED BY DISTRICT
Specific
Use
OA OL CC C Regulations T CS CR MW MC

INDUSTRY, MANUFACTURING & PROCESSING, WHOLESALING
Alcoholic Beverage Manufacturing, Micro-Brewery — — UP UP MUP — MUP — Alcoholic Beverage Manufacturing, Distillery — — UP UP MUP — MUP — Construction contractor base - Indoor — — MUP(3) — P — MUP — Construction contractor base - Outdoor storage — — — — MUP — MUP — Industry, custom — — MUP(3) — UP — P —
Industry, general — — — — — — P —
Industry, limited — — — — UP — P —
Industry, limited, small-scale — — — — MUP — P —
Media production MUP MUP MUP(3) — — — UP ZC
3 Recycling facility — — S S S S S — D4-37
Research and development, general MUP MUP — — P — P MUP3 Research and development, limited ZC ZC — — P — P ZC
3 Laboratory, non-medical MUP MUP — — P — P MUP3
Storage - Outdoor — — MUP MUP MUP — MUP — D4-35
Storage - Personal storage facility (mini-storage) — — — — UP — UP — Storage - Warehouse, indoor storage, limited — — — — P — P — Wholesaling and distribution — — — — MUP — P —
Wholesaling and distribution - Small scale — — — — P — P —

RECREATION, EDUCATION & PUBLIC ASSEMBLY USES
Adult business — — — — — — UP — D4-I
Commercial recreation facility - Indoor — UP UP(3) MUP MUP P MUP UP D4-30 Commercial recreation facility - Outdoor — — — — — UP UP — D4-30 Conference/convention facility UP UP UP(3) UP — UP — UP Equestrian facility — — — — — MUP — —
Fitness/Health facility UP — UP(3) UP MUP(2) UP — UP
Golf course — — — — — UP — —
Library, museum, art gallery UP P UP(3) — — UP — P
Meeting facility, public or private MUP MUP UP UP UP — — MUP Night Club — — — — — — — MUP
Park and recreation facility - Site of 2 acres or less P — P — — P P P Notes:

1. See Division D8 for land use definitions.

2. Use allowed only on second or upper floors with a Minor Use Permit.

Use allowed with a Minor Use Permit or Zoning Clearance, as identified in the table above, on ground floor if non-retail uses occupy gross ground floor area. Non-retail uses exceeding 25% gross ground floor area may be authorized by a Minor Use Permit when the economic findings in Section D4-38 NonRetail Uses within Retail/Commercial Centers can be made

3. 4. Accessory use only, limited to 1,000 sf, or to 10% of the total gross floor area on site with a Minor Use Permit.

5. Only allowed as ancillary use complimentary to adjacent CS uses, as determined by the Zoning Administrator

6. Use allowed on the ground floor if occupying 25% or less of the gross ground floor area. Not permitted on the upper floors.

7. Limited to an auto rental agency accessory to a hotel or retail sales/showroom.

8. Allowed only accessory to department store.

9. Use allowed only if it does not exceed 10% of the total office space on the site.

9.2.a
Packet Pg. 376 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements TABLE 2-8
Allowed Land Uses and Permit
Requirements for Commercial,
Office & Industrial Zones
P
Permitted Use, Zoning Clearance may be required prior to operation
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use Regulations
ZC Zoning Clearance required
— Use not allowed
LAND USE (1)

PERMIT REQUIRED BY DISTRICT
Specific
Use
OA OL CC C Regulations T CS CR MW MC
School - Public or private UP UP UP(3) — — — — UP3
School – Specialized education or training UP — UP(3) UP UP MUP — MUP3 Sports and entertainment assembly facility — — — UP — UP — UP Studio - Art, dance, martial arts, music, etc.
(ground floor) MUP MUP MUP(3) MUP(3) MUP MUP MUP ZC
3 Studio - Art, dance, martial arts, music, etc. (upper floors) MUP MUP P MUP MUP MUP MUP P
Theater, movies or performing arts UP — UP UP — UP — UP

RESIDENTIAL USES
Caretaker Quarters — — — — — — MUP —
Emergency shelter P P P P P P P P
Homeless shelter — — — P — — — — D4-55
Live/work unit — — — UP UP — — —
Residential care, 7 or more clients — — UP — — — — —
Supportive housing UP UP UP UP UP UP UP UP
Transitional housing UP UP UP UP UP UP UP UP
Residential care, 6 or fewer — — — — — — — P

RETAIL TRADE
Accessory retail and services P P P P P P P P
Alcoholic Beverage Manufacturing, Brew Pub — — P P — — — UP Auto and vehicle sales and rental — — MUP MUP MUP — MUP MUP7 Building/landscape materials sales - Indoor
showroom — — P — P — P UP
Building/landscape materials sales - Outdoor — — MUP — MUP — MUP — Construction and heavy equipment sales and
rental — — — — — — UP —
Convenience store — — MUP MUP — — — P
Drive-through retail — — MUP MUP — — — UP
Eating and drinking establishments ZC(6) ZC(6) P P ZC(5) MUP(4) MUP(4) P With wine and beer ZC(6) ZC(6) P P MUP — — P
With full alcoholic beverage service MUP(6) MUP(6) MUP MUP — — — MUP Alcoholic Beverage Manufacturing, Brew Pub — — — — — — — P Notes:

1. See Division D8 for land use definitions.

2. Use allowed only on second or upper floors with a Minor Use Permit.

3. 4. Accessory use only, limited to 1,000 sf, or to 10% of the total gross floor area on site with a Minor Use Permit.

5. Only allowed as ancillary use complimentary to adjacent CS uses, as determined by the Zoning Administrator

6. Use allowed on the ground floor if occupying 25% or less of the gross ground floor area. Not permitted on the upper floors.

7. Limited to an auto rental agency accessory to a hotel or retail sales/showroom.

8. Allowed only accessory to department store.

9. Use allowed only if it does not exceed 10% of the total office space on the site.

9.2.a
Packet Pg. 377 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements TABLE 2-8
Allowed Land Uses and Permit
Requirements for Commercial,
Office & Industrial Zones
P
Permitted Use, Zoning Clearance may be required prior to operation
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use Regulations
ZC Zoning Clearance required
— Use not allowed
LAND USE (1)

PERMIT REQUIRED BY DISTRICT
Specific
Use
OA OL CC C Regulations T CS CR MW MC
With drive-through service — — MUP MUP — — — MUP
With live entertainment MUP(6) MUP(6) MUP MUP — — — MUP D4-34 With up to 12 outdoor seats or stools ZC(6) ZC(6) P P P — — P With 13 or more outdoor seats or stools MUP(6) MUP(6) MUP MUP MUP — — MUP Farmer's market, Ongoing MUP MUP MUP — — — — MUP
Farm supply and feed store — — — — UP — UP —
Food and beverage sales - Chain grocery — — MUP MUP MUP — — P Food and beverage sales - Specialty food store — — P P P — — P Fuel dealer (propane for home and farm use, etc.) — — MUP MUP MUP — MUP — Furniture, furnishings, and appliance store — — P P — — — P 8 Mobile home, boat, or RV sales — — MUP UP P — UP —
Outdoor retail sales and activities — — MUP — — MUP — MUP D4-35 Outdoor vendor MUP MUP MUP MUP MUP MUP — MUP D4-35
Pharmacy, medical supplies MUP MUP P P — — — P
Plant nursery — — MUP — MUP — — —
Retail, general - 50,000 sf or less floor area — — P P — — — P Retail, general - over 50,000 sf of floor area — — UP UP UP — — P Second hand store — — P — — — — MUP

SERVICES - BUSINESS, FINANCIAL, PROFESSIONAL

ATM P P P P P P P P
Bank, financial services MUP MUP P P — — — P
Business support service P MUP P — MUP — — P
Medical services - Clinic, lab., urgent care (ground
floor) MUP MUP MUP(3) MUP(3) MUP — — MUP3
Medical services - Clinic, lab., urgent care (upper
floors) MUP MUP MUP MUP MUP — — MUP
Medical services - Doctor office (ground floor) P P MUP(3) — — — — P 9 Medical services - Doctor office (upper floors) P P P — — — — P 9 Medical services - Extended care UP UP — — — — — UP
Office – Accessory P(4) P(4) P(4) P(4) P(4) P(4) P(4) P Office - Business/service (ground floor) P P ZC(3) ZC(3) MUP(2) — — ZC 3 Notes:

1. See Division D8 for land use definitions.

2. Use allowed only on second or upper floors with a Minor Use Permit.

3. 4. Accessory use only, limited to 1,000 sf, or to 10% of the total gross floor area on site with a Minor Use Permit.

5. Only allowed as ancillary use complimentary to adjacent CS uses, as determined by the Zoning Administrator

6. Use allowed on the ground floor if occupying 25% or less of the gross ground floor area. Not permitted on the upper floors.

7. Limited to an auto rental agency accessory to a hotel or retail sales/showroom.

8. Allowed only accessory to department store.

9. Use allowed only if it does not exceed 10% of the total office space on the site.

9.2.a
Packet Pg. 378 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements TABLE 2-8
Allowed Land Uses and Permit
Requirements for Commercial,
Office & Industrial Zones
P
Permitted Use, Zoning Clearance may be required prior to operation
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use Regulations
ZC Zoning Clearance required
— Use not allowed
LAND USE (1)

PERMIT REQUIRED BY DISTRICT
Specific
Use
OA OL CC C Regulations T CS CR MW MC
Office - Business/service (upper floors) P P P P MUP(2) — — P Office - Government (ground floor) P P ZC(3) ZC(3) MUP(2) — — ZC 3 Office - Government (upper floors) P P P P MUP(2) — — P Office - Processing (ground floor) MUP MUP MUP MUP MUP — MUP MUP3 Office - Processing (upper floors) MUP MUP MUP MUP MUP — — MUP Office - Professional/administrative (ground floor) P P ZC(3) ZC(3) MUP — — ZC 3 Office - Professional/administrative (upper floors) P P P P MUP — — P SERVICES – GENERAL
Adult day care UP UP UP — UP — — UP
Animal services - Boarding/training — MUP MUP(3) — MUP — — MUP3 Animal services – Grooming — MUP P — P — — ZC
3 Animal services - Veterinary clinic, animal hospital — MUP MUP(3) — MUP — MUP ZC 3 Catering service MUP MUP P — P — P MUP3
Child day care center MUP MUP MUP(3) MUP(3) MUP — — UP3 Child day care center - Accessory to on-site
employer
MUP MUP MUP(3) MUP(3) MUP — MUP UP3
Drive-through service MUP MUP MUP(3) MUP(3) — — — —
Equipment rental - Indoor only — — P — P — — —
Equipment rental - With outdoor storage — — MUP(3) — MUP — — — Laundry, dry cleaning plant — — MUP(3) MUP(3) MUP — MUP — Lodging - Bed & breakfast inn (B&B) — — UP UP — — — —
Lodging - Hotel or motel — — UP UP — — — UP
Maintenance and repair service — — — — MUP — P —
Maintenance and repair service - No outdoor
storage — — P — P — P —
Maintenance and service facility — — — — P — P —
Mortuary, funeral home - Full service — — UP — UP — — — Mortuary, funeral home - Partial service — — MUP(3) — MUP — — — Personal services MUP MUP P P P — — ZC
3 Personal services – Restricted — — MUP(3) MUP(3) MUP — — — Notes:

1. See Division D8 for land use definitions.

2. Use allowed only on second or upper floors with a Minor Use Permit.

3. 4. Accessory use only, limited to 1,000 sf, or to 10% of the total gross floor area on site with a Minor Use Permit.

5. Only allowed as ancillary use complimentary to adjacent CS uses, as determined by the Zoning Administrator

6. Use allowed on the ground floor if occupying 25% or less of the gross ground floor area. Not permitted on the upper floors.

7. Limited to an auto rental agency accessory to a hotel or retail sales/showroom.

8. Allowed only accessory to department store.

9. Use allowed only if it does not exceed 10% of the total office space on the site.

9.2.a
Packet Pg. 379 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements TABLE 2-8
Allowed Land Uses and Permit
Requirements for Commercial,
Office & Industrial Zones
P
Permitted Use, Zoning Clearance may be required prior to operation
MUP Minor Use Permit required
UP Use Permit required
S Permit requirement set by Specific Use Regulations
ZC Zoning Clearance required
— Use not allowed
LAND USE (1)

PERMIT REQUIRED BY DISTRICT
Specific
Use
OA OL CC C Regulations T CS CR MW MC
Public safety facility P P P P P P P P
Printing and publishing — — — — UP — UP —
Repair Service - Equipment, large appliances, etc. — — — — P — P — Vehicle services - Major repair/body work — — — — P — P — Vehicle services - Minor maintenance/repair — — MUP(3) MUP(3) P — P — Vehicle services - Service station — — MUP MUP MUP — MUP — D4-40 Vehicle services - Towing and storage — — — — MUP — MUP — Vehicle services - Washing, attended — — MUP(3) MUP(3) P — — — D4-40 Vehicle services - Washing, unattended — — MUP(3) MUP(3) MUP — — — D4-40

TRANSPORTATION, COMMUNICATIONS & INFRASTRUCTURE
Broadcasting studio MUP MUP P — P — P MUP
Cogeneration facilities UP UP UP UP UP UP UP UP
Heliport UP — — — — — UP — D4-32
Parking facility, public or commercial MUP MUP MUP MUP MUP — — UP Solid waste transfer station — — — — — — UP —
Transit station UP — — — — — — P
Transportation service dispatch facility — — — — MUP — UP — Utility facility UP UP UP UP UP UP UP UP
Utility infrastructure P P P P P P P P
Wireless telecommunications facility S S S S S S S S D4 Chapter IV Notes:

Key to Zone Symbols
OA Administrative Office CS Service Commercial OL Limited Office CR Commercial Recreation CC Community Commercial MW Manufacturing/Warehousing CT Thoroughfare Commercial MC Mixed Commercial
(Ord. No. 522, § 6, 12/12/2023)
Effective on: 1/11/2024

1. See Division D8 for land use definitions.

2. Use allowed only on second or upper floors with a Minor Use Permit.

3. 4. Accessory use only, limited to 1,000 sf, or to 10% of the total gross floor area on site with a Minor Use Permit.

5. Only allowed as ancillary use complimentary to adjacent CS uses, as determined by the Zoning Administrator

6. Use allowed on the ground floor if occupying 25% or less of the gross ground floor area. Not permitted on the upper floors.

7. Limited to an auto rental agency accessory to a hotel or retail sales/showroom.

8. Allowed only accessory to department store.

9. Use allowed only if it does not exceed 10% of the total office space on the site.

9.2.a
Packet Pg. 380 Attachment: A: Zoning Ordinance Section D4-38, Non-Retail Uses and Land Use Table 2-6 and 2-8 Allowed Land Uses and Permit Requirements 1 M E M O R A N D U M
TO: Cindy M. Yee, AICP
Senior Planner
City of San Ramon
DATE: April 10, 2024
FROM: Roger Dale
Principal
The Natelson Dale Group, Inc. (TNDG)
FILE: #4149
SUBJECT: Analysis to Guide City of San Ramon’s Poten�al Modifica�on of Policy Restric�ng Non-Retail Uses in Shopping Centers

Study Objec�ves
Shopping centers na�onwide, and also in San Ramon, have been dealing with mul�ple challenges to their con�nuing viability, including but definitely not limited to the following:
• Compe��on from online sales, with deliveries going direct to customers. • Changes in shopping trends that can favor one type of center configura�on, or thema�c focus (such as entertainment, for example), over another, which tends to give newer centers an advantage.
• Consolida�ons, liquida�ons, or other changes involving retail chains. • Prac�cal and other economic considera�ons affec�ng the poten�al to channel investments toward maintaining a center’s visual and func�onal appeal.

One way that center owners and managers atempt to address these types of challenges is to diversify their tenant mix, which can include accep�ng non-retail establishments. From the point of view of the host city, this can result in reduced sales tax revenue, in addi�on to concerns about the compa�bility among different uses in terms of prac�cal considera�ons such as parking, hours of opera�on, etc. At the same �me, ci�es want centers to sustain healthy occupancy levels, for a number of obvious reasons.

In San Ramon, the City’s exis�ng policy is designed to limit non-retail occupancies in shopping centers to a maximum of 25%. In prac�ce, certain uses are exempt from this ceiling, and some centers have been allowed to exceed the limit through the use of discre�onary permits. In order to address these issues more comprehensively, the City requested TNDG to evaluate the impact of poten�ally raising the nonretail limit. Impacts were considered in terms of two issues:
• The poten�al impact to the City’s sales tax receipts from raising the percentage limit on nonretail tenants; and • The implica�ons of a policy change for maintaining economically viable shopping centers that are also atrac�ve to consumers and con�nue to fulfill their func�on as community nodes.

For purposes of this analysis, TNDG considered two scenarios for increasing the non-retail limit: 35% and 45%. (The modeling process developed for this also allows tes�ng at different percentages, if necessary.) The modeling process also incorporated the following considera�ons:

9.2.b
Packet Pg. 381 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 (DOC-2025-1 : Non-Retail Policy 2 • The poten�al for future loss of anchor tenants (again, in response to an�cipated market trends in the overall retail industry); and
• Poten�al realloca�ons of exis�ng and future vacant space, including vacancies by establishment category types, and caps on the various uses.

The model assump�ons and projec�ons for the two scenarios are summarized on Tables 1 through 7 atached to this memorandum.

Informa�on considered
TNDG applied a series of methods to this analysis, the results of which could then be coalesced into an overall set of findings and recommenda�ons. The four dis�nct steps applied were:

1. Gaining an understanding of the exis�ng shopping centers in San Ramon, including square footages, tenants and tenant types, vacancies, etc.), based on data provided by the City. See Tables 1A and 1B, and Table 3.

2. Rela�ng the data on exis�ng centers to confiden�al sales tax data supplied to the City that was compiled by HdL. (This informa�on is not included within this memo, but was used primarily to calibrate model assump�ons applied generally. See Table 2.)

3. Using Placer.ai data (showing origins/des�na�ons of visitors to and from each of the San Ramon shopping centers included in the analysis) to gain insights into the poten�al synergies between retail/restaurant tenants and various other uses, including typical non-retail uses such as services, recrea�on, offices, etc. (See Summary of Placer.ai analysis sec�on below.)

4. Interviewing owners (TRC, Federal Realty, and ROIC) of several major shopping centers in San Ramon.

Factors that limit the effec�ve impact of changing this policy Important “sensi�vity” factors influence the poten�al for changes in non-retail use policies to meaningfully impact the City’s fiscal posi�on. These include the following:
• Many centers in San Ramon already exceed the exis�ng 25% cap (see Table 1B) and therefore would essen�ally be unaffected by any policy change.
• Many centers have low vacancy rates (some of which is due to the presence of non-retail tenants), and therefore are less likely to experience “churning” of tenant types compared to centers with higher vacancy levels.
• San Ramon shopping centers currently generate only 29% of the City’s total sales tax revenue (the balance comes from business-to-business transac�ons in non-retail se�ngs and standalone retail tenants unrelated to shopping centers). • Non-retail tenants s�ll generate some sales tax (lower than retail on a per-square-foot basis, but not zero).
• If shopping center owners/managers were unable to allocate more space to non-retail tenants, vacancy rates in at least some centers would likely increase and persist, with vacant spaces

9.2.b
Packet Pg. 382 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 (DOC-2025-1 : Non-Retail Policy 3 yielding zero sales tax and poten�ally degrading centers overall (through an aesthe�cally less pleasing environment, reduced patronage discouraging new/re-leasing tenants, fewer tenants to share upkeep and other expenses, etc.).

Summary of Placer.ai analysis
A number of shopping centers, small and large, within San Ramon were analyzed by HVS (subcontractor to TNDG) using the Placer.ai cellphone tracking system. The visita�on tracking procedure records visitors either coming to a shopping center from some other iden�fiable place, such as a professional-services office, place of employment, or a recognizable residen�al se�ng such as an apartment complex, or going to that shopping center from such places. The area encompassed by the visita�ons that were recorded varied from center to center, but for larger centers could extend as far as 15 miles, within which most visita�on points were documented, with some extending beyond this. The visita�on data were supplied in very specific detail, by establishment, and were also summarized into 20 categories of ac�vity, shown below :

Apparel Industrial
Beauty & Spa Leisure
Dining Medical & Health
Educa�on Office Supplies
Electronics Residen�al
Fitness Shopping Centers
Government Shops & Services
Groceries Superstores
Home Improvements & Furnishings Travel
Hotels & Casinos Workplace
TNDG collapsed these categories into retail and non-retail segments, so that visita�ons could be viewed as coming from, or going to, either one or the other (and the coming and going numbers were added together for purposes of this analysis).

A variety of factors influenced the tracking data documenta�on, including:
• The size of the shopping center and composi�on of the establishments there. • The geographic/economic se�ng of the center, including the land uses surrounding, and the "trackability" of visitors to those uses, accessibility of the center from other uses and from the city in general, and alterna�ve retail and other ac�vi�es within the general market area of the shopping center.

Given these kinds of varia�ons, the detailed results of the tracking documenta�on exercises also varied considerably among the shopping centers analyzed. However, the overall, summarized results were largely consistent. Consequently, the analysis findings are perhaps most meaningful in a generalized form, as shown in the table below (represen�ng shopping centers for which sales tax data also are available).

The table shows that center visita�on to and from non-retail establishments represented about onethird of total visita�ons (32-36%) for all the centers. This ra�o held for larger and smaller centers and

9.2.b
Packet Pg. 383 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 (DOC-2025-1 : Non-Retail Policy 4 those with rela�vely high sales per square foot and those with lower sales figures. Generally speaking, visita�on ac�vity was more concentrated (comparing the propor�on of visita�on to the propor�on of geographic area from which people were coming/going) the closer that sending/receiving establishments were to the shopping center being analyzed. This principle seemed to be most evident up to approximately 1 mile distant from each center. The four centers shown on the table have rela�vely low levels of exis�ng area devoted to non-retail uses, ranging from 16% to 27%.

One observa�on that results from these findings is that shopping centers that internally have one-third of their total space devoted to non-retail uses would simply be mirroring what is now occurring in the way of shopping centers’ interac�ons with the community at large.

VISITATION DATA FOR SELECTED SHOPPING CENTERS IN SAN RAMON Total Visita�on
Center Name Center SF
(ground floor)
% NonRetail Area Non-Retail As % of
Total Retail As % of Total
Shops at Bishop Ranch 98,789 17.7% 644,928 35.7% 1,163,542 64.3% Crow Canyon Commons 243,129 27.0% 487,108 38.9% 765,897 61.1% The Marketplace 129,593 23.7% 283,207 35.3% 518,528 64.7% Magnolia Square 46,519 15.8% 144,608 32.3% 302,802 67.7% Another generalized finding from the analysis is that non-retail establishments dealing in fitness, leisure, travel, and educa�on tended to generate the most visits per establishment to the centers analyzed (based on a sample of centers).

Conclusions
TNDG’s analysis indicated that adjus�ng the policy to allow higher percentages of non-retail space (35- 45%) would have minimal impacts on City sales tax receipts (in fact, according to the modeling assump�ons, tax losses are actually slightly less when applying the higher non-retail percentage). For the 35% limit, see Tables 4A-C (modeling and space changes) and Table 6 (revenue changes), and for the 45% limit, see Tables 5A-C (modeling details) and Table 7 (revenues).

In TNDG’s opinion, considering all the elements of this analysis, a flexible policy with regard to allowing non-retail uses in retail centers would both respond to market needs and incen�vize re-investment in shopping centers that need it due to changes in tenants and also aging in general.

9.2.b
Packet Pg. 384 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 (DOC-2025-1 : Non-Retail Policy Table 1A
Occupancy and Tenant Mix Profiles
Existing San Ramon Shopping Centers
1st Floor 2nd Floor Total Grocery Other Majors (1) Juniors (2) Shops at Bishop Ranch 98,789 0 98,789 31,951 24,024 8,135 Plaza at Gale Ranch 105,123 0 105,123 64,525 0 0
Gateway Centre 112,633 0 112,633 50,185 0 14,000
Country Club Village 111,181 0 111,181 50,320 25,851 0
Diablo Plaza 178,646 0 178,646 61,829 25,920 12,015
City Center 180,209 117,431 297,640 0 66,474 47,184
The Marketplace 129,593 0 129,593 12,931 0 21,325
Crow Canyon Commons (4) 243,129 0 243,129 32,978 36,330 15,000 Subtotal, Large Centers 1,159,303 117,431 1,276,734 304,719 178,599 117,659 Country Faire Center 8,785 0 8,785 0 0 0
Alcosta Shopping Center 11,683 0 11,683 0 0 0
San Ramon Plaza (Kinkos) 13,928 0 13,928 0 0 0
Crow Canyon Shopping Place 15,504 0 15,504 0 0 0
Canyon Lakes Center (5) 28,396 0 28,396 0 0 0
Bollinger Crossing 30,711 0 30,711 0 0 0
Twin Canyons Shopping Plaza 58,810 0 58,810 14,010 0 13,751 San Ramon Square 33,285 0 33,285 0 0 0
Magnolia Square 46,519 0 46,519 0 0 10,281
Sports Basement Shopping Center 46,261 0 46,261 0 33,702 0 Point West Shopping Center 11,300 5,000 16,300 0 0 0
PS Business Park 26,440 25,445 51,885 0 0 0
Courtyard 43,269 25,873 69,142 0 0 0
Subtotal, Smaller Centers 374,891 56,318 431,209 14,010 33,702 24,032 GRAND TOTAL 1,534,194 173,749 1,707,943 318,729 212,301 141,691 (1) Major anchor tenants are defined as larger than 15,000 square feet. (2) Junior anchor tenants are defined as 7,500-15,000 square feet. (3) Includes 2nd floor space (if applicable).
(4) Incluces Crow Canyon Crest and Bank of America.
(5) Medical building (525 Bollinger Canyon Way) is not included in the data for this center.

Large Centers
Smaller Centers
Center
Leasable Square Feet (SF) Anchor Tenant Square Footages

9.2.b
Packet Pg. 385 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 1B
Occupancy and Tenant Mix Profiles
Existing San Ramon Shopping Centers
Total Non Retail %
Vacancy Rate 1st Floor Eating/Drinking Other Retail Non-Retail Vacant Shops at Bishop Ranch 2.6% 15.1% 14,637 66,693 14,877 2,582 Plaza at Gale Ranch 7.6% 15.6% 13,348 67,405 16,420 7,950 Gateway Centre 5.8% 22.0% 19,844 61,483 24,822 6,484
Country Club Village 2.1% 28.7% 9,960 66,986 31,890 2,345 Diablo Plaza 0.0% 25.6% 29,782 103,109 45,755 0
City Center 10.9% 6.0% 66,421 96,248 102,397 32,574
The Marketplace 36.1% 23.7% 21,618 30,445 30,716 46,814 Crow Canyon Commons (4) 17.7% 26.8% 44,922 89,875 65,270 43,062 Subtotal, Large Centers 11.1% 26.0% 220,532 582,244 332,147 141,811 Country Faire Center* 0.0% 41.3% 3,325 1,830 3,630 0
Alcosta Shopping Center* 0.0% 53.8% 2,035 3,358 6,290 0 San Ramon Plaza (Kinkos) No data 11.2% No data 12,368 1,560 No data Crow Canyon Shopping Place* 12.9% 63.4% 2,400 1,280 9,824 2,000 Canyon Lakes Center* (5) 12.7% 66.7% 4,670 1,200 18,926 3,600 Bollinger Crossing* 0.0% 53.9% 5,854 8,299 16,558 0
Twin Canyons Shopping Plaza 19.8% 5.8% 10,323 33,463 3,398 11,626 San Ramon Square 15.1% 32.3% 13,900 3,600 10,760 5,025
Magnolia Square 0.0% 15.8% 14,296 24,884 7,339 0
Sports Basement Shopping Center 1.4% 7.3% 3,798 38,419 3,393 651 Point West Shopping Center* 0.0% 44.0% 6,300 0 10,000 0 PS Business Park* No data 58.0% No data 11,105 40,780 No data Courtyard* No data 53.4% No data 20,163 48,979 No data
Subtotal, Smaller Centers 5.3% 42.1% 66,901 159,969 181,437 22,902 GRAND TOTAL 9.6% 30.1% 287,433 742,213 513,584 164,713
(1) Major anchor tenants are defined as larger than 15,000 square feet. (2) Junior anchor tenants are defined as 7,500-15,000 square feet. (3) Includes 2nd floor space (if applicable).
(4) Incluces Crow Canyon Crest and Bank of America.
(5) Medical building (525 Bollinger Canyon Way) is not included in the data for this center. * Centers with MUP or LUP that allows for non-retail occupancies exceeding City's 25% ceiling.

Smaller Centers
Center
Square Feet by Category (3)
Large Centers

9.2.b
Packet Pg. 386 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 2
Estimate of Existing Sales Tax Generation
San Ramon Shopping Centers
Estimated City Sales Tax Percent of
Existing Taxable Sales Estimated Revenue @ 1% Citywide Sales Square Feet Per Square Foot Taxable Sales of Taxable Sales Tax Revenue (1) Eating & Drinking 220,532 $420 $92,623,440 $926,234 N/A Other Retail 582,244 $270 $157,205,880 $1,572,059 N/A
Non-Retail 332,147 $20 $6,642,940 $66,429 N/A
Vacant 141,811 $0 $0 $0 N/A
Subtotal, Large Centers 1,276,734 $201 $256,472,260 $2,564,723 23% Eating & Drinking 66,901 $420 $28,098,420 $280,984 N/A
Other Retail 159,969 $270 $43,191,689 $431,917 N/A
Non-Retail 181,437 $20 $3,628,736 $36,287 N/A
Vacant 22,902 $0 $0 $0 N/A
Subtotal, Smaller Centers 431,209 $174 $74,918,845 $749,188 7% GRAND TOTAL 1,707,943 $194 $331,391,105 $3,313,911 29%
(1) Citywide sales tax revenue (from all sources) during Fiscal Year 2022-2023 estimated at $11,338,882 (HdL).

Large Centers
Smaller Centers
Use/Tenant Categoy

9.2.b
Packet Pg. 387 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 3
Baseline Conditions for Scenario Modeling
Existing San Ramon Shopping Centers
Total Vacant Non-Retail Eating/Drinking
Square Feet Square Feet Square Feet Square Feet Vacant Non-Retail Eating/Drinking Shops at Bishop Ranch 98,789 2,582 14,877 14,637 2.6% 15.1% 14.8% Plaza at Gale Ranch 105,123 7,950 16,420 13,348 7.6% 15.6% 12.7% Gateway Centre 112,633 6,484 24,822 19,844 5.8% 22.0% 17.6% Country Club Village 111,181 2,345 31,890 9,960 2.1% 28.7% 9.0% Diablo Plaza 178,646 0 45,755 29,782 0.0% 25.6% 16.7%
City Center (1st Floor) 180,209 17,728 10,746 57,148 9.8% 6.0% 31.7% City Center (2nd Floor) 117,431 14,846 91,651 9,273 12.6% 78.0% 7.9% The Marketplace 129,593 46,814 30,716 21,618 36.1% 23.7% 16.7% Crow Canyon Commons 243,129 43,062 65,270 44,922 17.7% 26.8% 18.5% Subtotal, Large Centers 1,276,734 141,811 332,147 220,532 11.1% 26.0% 17.3% Country Faire Center 8,785 0 3,630 3,325 0.0% 41.3% 37.8% Alcosta Shopping Center 11,683 0 6,290 2,035 0.0% 53.8% 17.4% San Ramon Plaza (Kinkos) 13,928 No data 1,560 No data No data 11.2% No data Crow Canyon Shopping Place 15,504 2,000 9,824 2,400 12.9% 63.4% 15.5% Canyon Lakes Center 28,396 3,600 18,926 4,670 12.7% 66.7% 16.4% Bollinger Crossing 30,711 0 16,558 5,854 0.0% 53.9% 19.1% Twin Canyons Shopping Plaza 58,810 11,626 3,398 10,323 19.8% 5.8% 17.6% San Ramon Square 33,285 5,025 10,760 13,900 15.1% 32.3% 41.8% Magnolia Square 46,519 0 7,339 14,296 0.0% 15.8% 30.7%
Sports Basement Shopping Center 46,261 651 3,393 3,798 1.4% 7.3% 8.2% Point West (1st Floor) 11,300 0 5,000 6,300 0.0% 44.2% 55.8% Point West (2nd Floor) 5,000 0 5,000 0 0.0% 100.0% 0.0% PS Business Park (1st Floor) 26,440 No data 15,335 No data No data 58.0% No data PS Business Park (2nd Floor) 25,445 No data 25,445 No data No data 100.0% No data Courtyard (1st Floor) 43,269 No data 23,106 No data No data 53.4% No data Courtyard (2nd Floor) 25,873 No data 25,873 No data No data 100.0% No data Subtotal, Smaller Centers 431,209 22,902 181,437 66,901 5.3% 42.1% 15.5% GRAND TOTAL 1,707,943 164,713 513,584 287,433 9.6% 30.1% 16.8% Center
Percentages of Total Space
Large Centers
Smaller Centers
Existing Space

9.2.b
Packet Pg. 388 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 4A
Scenario Parameters - SCENARIO 1
San Ramon Retail Space Analysis
Threshold Rate for "Excess" Vacancy (1) 5%
Anchor Tenant Loss Factor (2) 50% (applied to non-food anchors) Maximum Anchor Tenant Loss (3) 15,000 square feet (overrides % calculation) Marketplace tenant loss set at: 21,325 square feet (4)
Reallocation of Existing/Future Vacancies (default assumptions):

Occupied by Eating/Drinking 15%
Occupied by Other Retail 10%
Occupied by Non-Retail 50%
Remains Vacant 25%
Total 100%
Non-Retail Cap (overrides default
reuse assumptions above): 35%
Notes:
(1) A stabilized vacancy rate of 5% is assumed to represent market equilibrium for retail commercial space; vacancy levels higher than 5% are considered "excess" vacancies needing to be re-tenanted. (2) For purposes of projecting potential increases in vacancy levels, the analysis assumes that 50% of non-food anchor tenant space in each center would potentially become vacant (see also Note 3 below). (3) The maximum loss of anchor tenant occupancies for each center has been set at 15,000 square feet; where applicable, this factor overrides of the percentage calculation on the previous line. (4) For The Markeplace, the projection of vacated anchor space is not based on the assumptions/calculations above but has been manually set at 21,325 square feet based on the imminent closures of CVS and Firehouse No. 37.

Scenario 1 Parameters

9.2.b
Packet Pg. 389 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 4B
Modeled Change in Occupancy (UNCONSTRAINED)
SCENARIO 1
Existing Potential Future Total
"Excess" Loss of Major Vacant Space Resulting %
Vacant Space Tenants To be Absorbed Non-Retail Eating/Drinking Other Retail Stays Vacant Non-Retail (1) Shops at Bishop Ranch 0 15,000 15,000 7,500 2,250 1,500 3,750 22.7% Plaza at Gale Ranch 2,694 0 2,694 1,347 404 269 673 16.9% Gateway Centre 852 7,000 7,852 3,926 1,178 785 1,963 25.5% Country Club Village 0 12,926 12,926 6,463 1,939 1,293 3,231 34.5% Diablo Plaza 0 15,000 15,000 7,500 2,250 1,500 3,750 29.8% City Center (1st Floor) 8,718 15,000 23,718 11,859 3,558 2,372 5,929 12.5% City Center (2nd Floor) 8,974 10,663 19,637 9,818 2,946 1,964 4,909 86.4% The Marketplace 40,334 21,325 61,659 30,830 9,249 6,166 15,415 47.5% Crow Canyon Commons 30,906 15,000 45,906 22,953 6,886 4,591 11,476 36.3% Country Faire Center 0 0 0 0 0 0 0 35.0%
Alcosta Shopping Center 0 0 0 0 0 0 0 53.8%
San Ramon Plaza (Kinkos) N/A N/A N/A N/A N/A N/A N/A N/A Crow Canyon Shopping Place 1,225 0 1,225 612 184 122 306 67.3% Canyon Lakes Center 2,180 6,876 9,056 4,528 1,358 906 2,264 82.6% Bollinger Crossing 0 0 0 0 0 0 0 53.9%
Twin Canyons Shopping Plaza 8,686 5,141 13,826 6,913 2,074 1,383 3,457 17.5% San Ramon Square 3,361 15,000 18,361 9,180 2,754 1,836 4,590 59.9% Magnolia Square 0 0 0 0 0 0 0 15.8%
Sports Basement Shopping Center 0 0 0 0 0 0 0 7.3%
Point West (1st Floor) 0 0 0 0 0 0 0 44.2%
Point West (2nd Floor) 0 15,000 15,000 7,500 2,250 1,500 3,750 250.0% PS Business Park (1st Floor) N/A N/A N/A N/A N/A N/A N/A N/A PS Business Park (2nd Floor) N/A N/A N/A N/A N/A N/A N/A N/A Courtyard (1st Floor) N/A N/A N/A N/A N/A N/A N/A N/A
Courtyard (2nd Floor) N/A N/A N/A N/A N/A N/A N/A N/A
(1) Centers with existing non-retail percentage in excess of maxium cap are assumed to retain existing percentage of non-retail space.

Large Centers
Smaller Centers
Baseline Reallocation of Vacant Space
Center

9.2.b
Packet Pg. 390 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 4C
Modeled Change in Occupancy (ADJUSTED TO LIMIT NON-RETAIL TO MAXIMUM CAP) SCENARIO 1
Existing Potential Future Total
"Excess" Loss of Major Vacant Space Resulting %
Vacant Space Tenants To be Absorbed Non-Retail Eating/Drinking Other Retail Stays Vacant Non-Retail (1) Shops at Bishop Ranch 0 15,000 15,000 7,500 2,250 1,500 3,750 22.7% Plaza at Gale Ranch 2,694 0 2,694 1,347 404 269 673 16.9% Gateway Centre 852 7,000 7,852 3,926 1,178 785 1,963 25.5% Country Club Village 0 12,926 12,926 6,463 1,939 1,293 3,231 34.5% Diablo Plaza 0 15,000 15,000 7,500 2,250 1,500 3,750 29.8% City Center (1st Floor) 8,718 15,000 23,718 11,859 3,558 2,372 5,929 12.5% City Center (2nd Floor) 8,974 10,663 19,637 0 2,946 1,964 14,728 78.0% The Marketplace 40,334 21,325 61,659 14,642 9,249 6,166 31,603 35.0% Crow Canyon Commons 30,906 15,000 45,906 19,825 6,886 4,591 14,604 35.0% Country Faire Center 0 0 0 0 0 0 0 41.3%
Alcosta Shopping Center 0 0 0 0 0 0 0 53.8%
San Ramon Plaza (Kinkos) N/A N/A N/A N/A N/A N/A N/A
Crow Canyon Shopping Place 1,225 0 1,225 0 184 122 919 63.4% Canyon Lakes Center 2,180 6,876 9,056 0 1,358 906 6,792 66.7% Bollinger Crossing 0 0 0 0 0 0 0 53.9%
Twin Canyons Shopping Plaza 8,686 5,141 13,826 6,913 2,074 1,383 3,457 17.5% San Ramon Square 3,361 15,000 18,361 890 2,754 1,836 12,881 35.0% Magnolia Square 0 0 0 0 0 0 0 15.8%
Sports Basement Shopping Center 0 0 0 0 0 0 0 7.3%
Point West (1st Floor) 0 0 0 0 0 0 0 44.2%
Point West (2nd Floor) 0 15,000 15,000 0 2,250 1,500 11,250 100.0% PS Business Park (1st Floor) N/A N/A N/A N/A N/A N/A N/A PS Business Park (2nd Floor) N/A N/A N/A N/A N/A N/A N/A Courtyard (1st Floor) N/A N/A N/A N/A N/A N/A N/A
Courtyard (2nd Floor) N/A N/A N/A N/A N/A N/A N/A
(1) Centers with existing non-retail percentage in excess of maxium cap are assumed to retain existing percentage of non-retail space (which are permitted by current MUPs/LUPs.

Large Centers
Smaller Centers
Center
Baseline Reallocation of Vacant Space

9.2.b
Packet Pg. 391 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 5A
Scenario Parameters - SCENARIO 2
San Ramon Retail Space Analysis
Threshold Rate for "Excess" Vacancy (1) 5%
Anchor Tenant Loss Factor (2) 50% (applied to non-food anchors) Maximum Anchor Tenant Loss (3) 15,000 square feet (overrides % calculation) Marketplace tenant loss set at: 21,325 square feet (4)
Reallocation of Existing/Future Vacancies (default assumptions):

Occupied by Eating/Drinking 15%
Occupied by Other Retail 10%
Occupied by Non-Retail 50%
Remains Vacant 25%
Total 100%
Non-Retail Cap (overrides default
reuse assumptions above): 45%
Notes:
(1) A stabilized vacancy rate of 5% is assumed to represent market equilibrium for retail commercial space; vacancy levels higher than 5% are considered "excess" vacancies needing to be re-tenanted. (2) For purposes of projecting potential increases in vacancy levels, the analysis assumes that 50% of non-food anchor tenant space in each center would potentially become vacant (see also Note 3 below). (3) The maximum loss of anchor tenant occupancies for each center has been set at 15,000 square feet; where applicable, this factor overrides of the percentage calculation on the previous line. (4) For The Markeplace, the projection of vacated anchor space is not based on the assumptions/calculations above but has been manually set at 21,325 square feet based on the imminent closures of CVS and Firehouse No. 37.

Scenario 2 Parameters

9.2.b
Packet Pg. 392 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 5B
Modeled Change in Occupancy (UNCONSTRAINED)
SCENARIO 2
Existing Potential Future Total
"Excess" Loss of Major Vacant Space Resulting %
Vacant Space Tenants To be Absorbed Non-Retail Eating/Drinking Other Retail Stays Vacant Non-Retail (1) Shops at Bishop Ranch 0 15,000 15,000 7,500 2,250 1,500 3,750 22.7% Plaza at Gale Ranch 2,694 0 2,694 1,347 404 269 673 16.9% Gateway Centre 852 7,000 7,852 3,926 1,178 785 1,963 25.5% Country Club Village 0 12,926 12,926 6,463 1,939 1,293 3,231 34.5% Diablo Plaza 0 15,000 15,000 7,500 2,250 1,500 3,750 29.8% City Center (1st Floor) 8,718 15,000 23,718 11,859 3,558 2,372 5,929 12.5% City Center (2nd Floor) 8,974 10,663 19,637 9,818 2,946 1,964 4,909 86.4% The Marketplace 40,334 21,325 61,659 30,830 9,249 6,166 15,415 47.5% Crow Canyon Commons 30,906 15,000 45,906 22,953 6,886 4,591 11,476 36.3% Country Faire Center 0 0 0 0 0 0 0 35.0%
Alcosta Shopping Center 0 0 0 0 0 0 0 53.8%
San Ramon Plaza (Kinkos) N/A N/A N/A N/A N/A N/A N/A N/A Crow Canyon Shopping Place 1,225 0 1,225 612 184 122 306 67.3% Canyon Lakes Center 2,180 6,876 9,056 4,528 1,358 906 2,264 82.6% Bollinger Crossing 0 0 0 0 0 0 0 53.9%
Twin Canyons Shopping Plaza 8,686 5,141 13,826 6,913 2,074 1,383 3,457 17.5% San Ramon Square 3,361 15,000 18,361 9,180 2,754 1,836 4,590 59.9% Magnolia Square 0 0 0 0 0 0 0 15.8%
Sports Basement Shopping Center 0 0 0 0 0 0 0 7.3%
Point West (1st Floor) 0 0 0 0 0 0 0 44.2%
Point West (2nd Floor) 0 15,000 15,000 7,500 2,250 1,500 3,750 250.0% PS Business Park (1st Floor) N/A N/A N/A N/A N/A N/A N/A N/A PS Business Park (2nd Floor) N/A N/A N/A N/A N/A N/A N/A N/A Courtyard (1st Floor) N/A N/A N/A N/A N/A N/A N/A N/A
Courtyard (2nd Floor) N/A N/A N/A N/A N/A N/A N/A N/A
(1) Centers with existing non-retail percentage in excess of maxium cap are assumed to retain existing percentage of non-retail space.

Center
Baseline Reallocation of Vacant Space
Large Centers
Smaller Centers

9.2.b
Packet Pg. 393 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 5C
Modeled Change in Occupancy (ADJUSTED TO LIMIT NON-RETAIL TO MAXIMUM CAP) SCENARIO 2
Existing Potential Future Total
"Excess" Loss of Major Vacant Space Resulting %
Vacant Space Tenants To be Absorbed Non-Retail Eating/Drinking Other Retail Stays Vacant Non-Retail (1) Shops at Bishop Ranch 0 15,000 15,000 7,500 2,250 1,500 3,750 22.7% Plaza at Gale Ranch 2,694 0 2,694 1,347 404 269 673 16.9% Gateway Centre 852 7,000 7,852 3,926 1,178 785 1,963 25.5% Country Club Village 0 12,926 12,926 6,463 1,939 1,293 3,231 34.5% Diablo Plaza 0 15,000 15,000 7,500 2,250 1,500 3,750 29.8% City Center (1st Floor) 8,718 15,000 23,718 11,859 3,558 2,372 5,929 12.5% City Center (2nd Floor) 8,974 10,663 19,637 0 2,946 1,964 14,728 78.0% The Marketplace 40,334 21,325 61,659 27,601 9,249 6,166 18,644 45.0% Crow Canyon Commons 30,906 15,000 45,906 22,953 6,886 4,591 11,476 36.3% Country Faire Center 0 0 0 0 0 0 0 41.3%
Alcosta Shopping Center 0 0 0 0 0 0 0 53.8%
San Ramon Plaza (Kinkos) N/A N/A N/A N/A N/A N/A N/A
Crow Canyon Shopping Place 1,225 0 1,225 0 184 122 919 63.4% Canyon Lakes Center 2,180 6,876 9,056 0 1,358 906 6,792 66.7% Bollinger Crossing 0 0 0 0 0 0 0 53.9%
Twin Canyons Shopping Plaza 8,686 5,141 13,826 6,913 2,074 1,383 3,457 17.5% San Ramon Square 3,361 15,000 18,361 4,218 2,754 1,836 9,552 45.0% Magnolia Square 0 0 0 0 0 0 0 15.8%
Sports Basement Shopping Center 0 0 0 0 0 0 0 7.3%
Point West (1st Floor) 0 0 0 0 0 0 0 44.2%
Point West (2nd Floor) 0 15,000 15,000 0 2,250 1,500 11,250 100.0% PS Business Park (1st Floor) N/A N/A N/A N/A N/A N/A N/A PS Business Park (2nd Floor) N/A N/A N/A N/A N/A N/A N/A Courtyard (1st Floor) N/A N/A N/A N/A N/A N/A N/A
Courtyard (2nd Floor) N/A N/A N/A N/A N/A N/A N/A
(1) Centers with existing non-retail percentage in excess of maxium cap are assumed to retain existing percentage of non-retail space.

Center
Baseline Reallocation of Vacant Space
Large Centers
Smaller Centers

9.2.b
Packet Pg. 394 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 6
Projection of Change in Sales Tax Revenue - SCENARIO 1 (35% Ceiling on non-retail tenants) San Ramon Shopping Centers
Future Estimated City Sales Tax
Existing Projected Allocation of Taxable Sales Estimated Revenue @ 1% Square Feet Net Change Total Space Per Square Foot Taxable Sales of Taxable Sales Eating & Drinking 220,532 30,659 251,191 $420 $105,500,079 $1,055,001 Other Retail 582,244 -183,952 398,292 $270 $107,538,843 $1,075,388 Non-Retail 332,147 73,061 405,208 $20 $8,104,167 $81,042 Vacant 141,811 80,232 222,043 $0 $0 $0
Subtotal, Large Centers 1,276,734 0 1,276,734 $173 $221,143,089 $2,211,431 Eating & Drinking 66,901 8,620 75,521 $420 $28,098,420 $280,984 Other Retail 159,969 -51,721 108,249 $270 $43,191,689 $431,917 Non-Retail 181,437 7,803 189,240 $20 $3,628,736 $36,287 Vacant 22,902 35,298 58,200 $0 $0 $0
Subtotal, Smaller Centers 431,209 0 431,209 $174 $74,918,845 $749,188 GRAND TOTAL 1,707,943 0 1,707,943 $173 $296,061,933 $2,960,619 $3,313,911
-$353,292
-10.7%
-3.1%

16.6%

16.4%

9.6%
Percentage change in sales tax generated by evaluated shopping centers Percentage change in CITYWIDE sales tax (from all sources) Loss in sales tax would be avoided if sales PSF for remaining retail/restaurant space in large centers increased by:

Projected Vacancy Rate
Existing (2024) Vacancy Rate
Use/Tenant Categoy
Large Centers
Smaller Centers
Existing (FY 2033-23) Sales Tax
Projected change from FY 2022-23

9.2.b
Packet Pg. 395 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Table 7
Projection of Change in Sales Tax Revenue - SCENARIO 2 (45% Ceiling on non-retail tenants) San Ramon Shopping Centers
Future Estimated City Sales Tax
Existing Projected Allocation of Taxable Sales Estimated Revenue @ 1% Square Feet Net Change Total Space Per Square Foot Taxable Sales of Taxable Sales Eating & Drinking 220,532 30,659 251,191 $420 $105,500,079 $1,055,001 Other Retail 582,244 -183,952 398,292 $270 $107,538,843 $1,075,388 Non-Retail 332,147 89,148 421,295 $20 $8,425,905 $84,259 Vacant 141,811 64,145 205,956 $0 $0 $0
Subtotal, Large Centers 1,276,734 0 1,276,734 $173 $221,464,827 $2,214,648 Eating & Drinking 66,901 8,620 75,521 $420 $28,098,420 $280,984 Other Retail 159,969 -51,721 108,249 $270 $43,191,689 $431,917 Non-Retail 181,437 11,131 192,568 $20 $3,628,736 $36,287 Vacant 22,902 31,969 54,871 $0 $0 $0
Subtotal, Smaller Centers 431,209 0 431,209 $174 $74,918,845 $749,188 GRAND TOTAL 1,707,943 0 1,707,943 $174 $296,383,672 $2,963,837 $3,313,911
-$350,074
-10.6%
-3.1%

16.5%

15.3%

9.6%
Percentage change in CITYWIDE sales tax (from all sources) Loss in sales tax would be avoided if sales PSF for remaining retail/restaurant space in large centers increased by:

Projected Vacancy Rate
Existing (2024) Vacancy Rate
Use/Tenant Categoy
Large Centers
Smaller Centers
Existing (FY 2033-23) Sales Tax
Projected change from FY 2022-23
Percentage change in sales tax generated by evaluated shopping centers

9.2.b
Packet Pg. 396 Attachment: B: The Natelson Dale Group Non-Retail Uses Analysis Memorandum, dated April 10, 2024 Analysis to Guide City of San Ramon’s Potential Modification of Policy Restricting Non-Retail Uses in Shopping Centers
The Natelson Dale Group, Inc. (TNDG) | February 11, 2025 Presentation to San Ramon City Council

9.2.c
Packet Pg. 397 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non- PROJECT OBJECTIVES (STUDY COMPLETED APRIL 2024)
The Natelson Dale Group, Inc. 2
For shopping center owners/managers, diversifying their tenant mix helps overcome:
• Loss of tenants or tenant downsizing due to competition from online sales • Changes in shopping trends, which tend to give newer centers an advantage • Consolidations, liquidations, or other changes involving retail chains • Practical and other economic considerations affecting centers’ viability One way to diversify tenant mix is to accept non-retail establishments. City concerns with non-retail establishments include:
• The potential for reduced sales tax revenue, and
• Effects on compatibility among different uses, such as parking, hours of operation, etc.

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Packet Pg. 398 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non-

CURRENT CITY POLICY
The Natelson Dale Group, Inc. 3
Existing City policy limits “non-retail” occupancies in shopping centers to a maximum of 25% of ground floor area.

In practice, certain uses are exempt from this ceiling, and some centers have been allowed to exceed the limit through discretionary permits.

9.2.c
Packet Pg. 399 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non- SPRING 2024 CONDITIONS – SAN RAMON SHOPPING CENTERS
The Natelson Dale Group, Inc. 4
Large Centers Vacancy Rate
Non-retail %
First Floor
Shops at Bishop Ranch 2.6% 15.1%
Plaza at Gale Ranch 7.6% 15.6%
Gateway Centre 5.8% 22.0%
Country Club Village 2.1% 28.7%
Diablo Plaza 0.0% 25.6%
City Center 10.9% 6.0%
The Marketplace (1) 36.1% 23.7%
Crow Canyon Commons 17.7% 26.8%
Subtotal, Large Centers 11.1% 26.0%
(1) Vacancy rate does not reflect subsequent closures of CVS and Firehouse No. 37

9.2.c
Packet Pg. 400 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non- SPRING 2024 CONDITIONS – SAN RAMON SHOPPING CENTERS
The Natelson Dale Group, Inc. 5
Smaller Centers Vacancy Rate
Non-retail %
First Floor
Country Faire Center* 0.0% 41.3%
Alcosta Shopping Center* 0.0% 53.8%
San Ramon Plaza (Kinkos) No data 11.2%
Crow Canyon Shopping Place* 12.9% 63.4%
Canyon Lakes Center* 12.7% 66.7%
Bollinger Crossing* 0.0% 53.9%
Twin Canyons Shopping Plaza 19.8% 5.8%
San Ramon Square 15.1% 32.3%
Magnolia Square 0.0% 15.8%
Sports Basement Shopping Center 1.4% 7.3%
Point West Shopping Center* 0.0% 44.0%
PS Business Park* No data 58.0%
Courtyard* No data 53.4%
Subtotal, Smaller Centers 5.3% 42.1%
GRAND TOTAL (large and small centers) 9.6% 30.1%
* Centers with MUP or LUP to exceed the 25% non-retail limit.

9.2.c
Packet Pg. 401 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non- TNDG STUDY EXAMINED TWO ISSUES:

The Natelson Dale Group, Inc. 6

1. Potential impact to the City’s sales tax receipts from raising the percentage limit on non-retail tenants; and

2. The implications of a policy change on the goal of maintaining economically viable shopping centers that are also attractive to consumers and continue to serve as community nodes.

TNDG considered two scenarios for increasing non-retail limit: to 35% and 45%.

9.2.c
Packet Pg. 402 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non- THE MODELING PROCESS ALSO INCLUDED:

The Natelson Dale Group, Inc. 7
• Data from Placer.ai to better understand the relationship of visits to and from retail and non-retail activities, in San Ramon
• Insights gained from interviews conducted with major shopping center owners/operators • Acknowledging the potential for future loss of anchor tenants in response to anticipated market trends in the overall retail industry
• Potential reallocations of existing and future vacant space with policy changes

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Packet Pg. 403 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non- EFFECTIVE IMPACT OF CHANGING THIS POLICY IS LIMITED*
The Natelson Dale Group, Inc. 8
• Many centers already exceed the existing 25% cap and therefore would essentially be unaffected by any policy change
• Many centers have low vacancy rates, and therefore are less likely to experience “churning” of tenant types compared to centers with higher vacancy levels • Shopping centers currently generate only 29% of the City’s total sales tax revenue (71% is from business-to-business transactions in non-retail settings and stand-alone retail tenants such as gas stations)
• Many centers with less than 50,000 square feet
• Non-retail tenants generate some sales tax
*The above conditions/findings have not materially changed since Spring 2024 “Sensitivity” factors that limit the effective impact of changing this policy include the following:

9.2.c
Packet Pg. 404 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non- POSSIBLE DOWNSIDES TO NON-RETAIL USE RESTRICTIONS:

The Natelson Dale Group, Inc. 9
Vacancy rates in at least some centers would likely increase and persist, with vacant spaces yielding zero sales tax and potentially degrading centers overall, due to:
• Aesthetically less pleasing environments
• Reduced patronage that then discourages new/re-leasing tenants • Fewer tenants to share upkeep and other expenses, etc.

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Packet Pg. 405 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non-

CONCLUSIONS
The Natelson Dale Group, Inc. 10
 Non-retail tenants in shopping centers can generate significant “foot traffic” and thereby enhance sales performance of nearby retail/restaurant space  Adjusting the policy to allow higher percentages of non-retail space (35-45%) would have minimal impacts on Citywide sales tax receipts  A flexible policy for allowing non-retail uses in retail centers would:
• Respond to market needs
• Incentivize needed re-investment in shopping centers

9.2.c
Packet Pg. 406 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non-

SALES TAX AND VACANCY RATE IMPACTS BY SCENARIO
The Natelson Dale Group, Inc. 11
Existing City Sales Tax Revenue (FY 2022-23) by Source
Shopping Centers $3,314,000
Other (freestanding retail, business-to-business) $8,025,000 Total $11,339,000
Projected Change in Sales Tax by Scenario SCENARIO 1 (35%) SCENARIO 2 (45%) Dollar change in Citywide sales tax revenue -$335,000 -$332,000 Percentage loss in sales tax generated by evaluated shopping centers -10.1% -10.0% Percentage change in CITYWIDE sales tax (from all sources) -3.0% -2.9% Projected Shopping Center Vacancy (currently 9.6%) SCENARIO 1 (35%) SCENARIO 2 (45%) Projected Vacancy Rate by Scenario
(based on assumptions about additional losses of anchor tenants) 16.0% 14.8%

9.2.c
Packet Pg. 407 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non- Questions?

9.2.c
Packet Pg. 408 Attachment: C. Natelson Dale Presentation to San Ramon City Council (DOC-2025-1 : Non-

CITY COUNCIL STAFF REPORT
DATE: February 11, 2025
TO: City Council/City Manager
FROM: Scott Koll, Deputy City Manager
By: Candace Daniels, Finance Division Manager
SUBJECT: RESOLUTION NO. 2025-017 - Authorizing Mid-Year Financial Review 2024/25 Budget Adjustments

RECOMMENDED ACTION
Staff recommends approval of this Resolution authorizing Mid-Year 2024-25 budget adjustments as identified in the Mid-Year 2024-25 Financial Report along with any additional proposed changes from tonight’s City Council meeting.

BACKGROUND/DISCUSSION
The City conducts an annual Mid-Year Financial Review to assess the financial condition of the City budget. The review includes a comparison of the budget to a projection of full-year financial outcomes, as well as the identification of requests for mid-year budget adjustments.

The Mid-Year Financial Report included the identification of several key items as follows:
• Current Fiscal Year beginning reserves were $27.3 million. Year-end reserves are projected at $25.2 million, a decrease of $2.1 million.
• General Fund revenue collections for the six months ending December 31, 2024, were $28.2 million, which was $2.6 million more than the $25.6 million collected during the same period in the prior year.
• General Fund revenue for FY 2024-25 is projected to end the year at $65.4 million, $0.8 million below budgeted levels.
• Year-end revenues for the combined General Fund and Dougherty Valley Fund are estimated at $86.3 million against a budget of $87.6 million, or $1.3 million below budget. • General Fund expenditures for the six months ending December 31, 2024, were $27.1 million, which was $0.1 million more than the $26.2 million expended during the same period in the prior year.
• General Fund year-end expenditures are projected at $64.0 million, $0.6 million below the budgeted amount.
• Year-end expenditures for the combined General Fund and Dougherty Valley Fund are estimated at $88.8 million against a budget of $87.8 million, or $1.0 million more than budget. • The projected net decrease of the General Fund fund balance is $1.1 million. • There are appropriation actions that are recommended for consideration related to the

9.3 Packet Pg. 409
upcoming budget year.

Proposed Mid-Year Adjustments
A number of proposed mid-year adjustments were identified in the report as follows:

General Fund Adjustments Totaling $3,095,316:
• City Manager’s Office - Funding requested for outside legal services for employment investigations - $40,000.
• City Manager’s Office - Requesting funding for consulting services from Municipal Resource Group for a City department assessment and staffing analysis - $99,600. • Community Development (Building Division) - Requesting funding for a Permit Center Supervisor to assist with the permit center operations, over the counter plan checks and minor permit approvals - $275,895.
• Community Development (Building Division) - Requesting additional funding for credit card convenience fees for online applications - $140,000. • Community Development (Planning Division) - Requesting funding to reinstate an Assistant Planner position that was previously removed during the FY 24-25 budget process, which will allow for partial reorganization of existing staff functions - $185,458. • Police - Requesting funding for an Electronic Citation System (E-Citation) to improve efficiency for both officers and records staff - $55,000. • Police - Requesting funding to upgrade a Communications Coordinator position to an Analyst - $12,163.
• Police - Requesting funding to reinstate the Traffic Division Sergeant to enhance supervision in the division, improve efficiency, reduce liability, and deliver the best possible service to the San Ramon community - $57,667.
• Police - Requesting funding to cover additional salary and benefit costs associated with the approval of the new MOU for the Police Officers Association - 1,423,668. • Police - Requesting funding to cover the increase in animal control costs - $145,348. • Public Works/Public Services Division - Requesting funding to replace the fuel system in truck #81 - $25,000.
• Public Works/Public Services Division - Requesting funding for auto accident and vandalism repairs - $34,227.
• Public Works/Public Services Division - Requesting funding to increase janitorial services at both the San Ramon and Dougherty Station libraries - $12,138. • Public Works/Public Services Division - Requesting additional funding to cover increases in gas and electricity costs - $394,383:
o Public Safety Complex - $284,901

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o Dougherty Station Community Center - $35,227
o Rancho San Ramon - $6,949
o San Ramon Sports Park - $10,710
o Street Lighting - $56,596
• Public Works/Public Services Division - Requesting additional funding for water costs at various City locations -$43,224:
o Public Safety Complex - $35,434
o Athan Downs - $7,790
• Parks and Community Services - Requesting funding to restore 10 additional hours at the San Ramon library - $85,295.
• Parks and Community Services - Requesting funding to reinstate a previously unfunded Program Manager position to allow for reorganization of existing management functions, guide special projects, negotiate MOU’s, contracts, and use agreements, develop partnerships, supervise daily operations, and help achieve the goals stated in the Parks, Trails, Open Space & Recreation Master Plan - $66,250.

Proposed changes of $410,396 impacting other operating funds include:
• Police (Equipment Replacement fund) - Requesting funding for vehicle replacement due to engine failure in one of the patrol vehicles - $89,000. Fund balance at FYE is projected to be $479,787.
• Public Works/Public Services Division (Citywide lighting fund) - Requesting funding for auto accident and vandalism repairs - $67,074. Fund balance at FYE is projected to be $636,887. • Public Works/Public Services Division - Requesting additional funding for water costs at various City locations - $9,180:
o Old Ranch Estates Arterial (Citywide Landscape fund) - $399 Fund balance at FYE is projected to be $63,367
o El Nido Arterial (Citywide Landscape fund) - $1,025 Fund balance at FYE is projected to be $63,367
o Old Ranch Estates Interior (Old Ranch Estates fund) - $933 Fund balance at FYE is projected to be $12,225
o Old Rach Estates Arterial (Old Ranch Estates fund) - $4,432 Fund balance at FYE is projected to be $12,225
o El Nido Arterial (El Nido fund) - $2,391 Fund balance at FYE is projected to be $30,149
• Public Works/Engineering (GIS fund) - Requesting funding for ERSI GIS software, AutoCAD Design software and City-wide imagery - $10,000. Fund balance at FYE is projected to be $391,461
• Public Works/CIP 955584 Citywide Parks Amenities Replacement and Improvements.

Increasing the project budget to replace the pencil lights throughout Central Park - $160,142:
o City Beautification fund - $89,384 Fund balance at FYE is projected to be $4,641,726.
o Park Development fund - $70,758 Fund balance at FYE is projected to be $280,686. • Public Works/CIP 925425 - HVAC Duct Cleaning & Equipment Replacement. Increasing the project budget to cover additional duct cleaning and unforeseen repairs through the end of the fiscal year - $75,000:
o Infrastructure Maintenance fund - $75,000. Fund balance at FYE is projected to be

9.3 Packet Pg. 411
$157,756.

A resolution has been prepared which authorizes funding for the proposed Mid-Year Budget adjustments, and other fund transfers.

FISCAL ANALYSIS
The proposed action would appropriate $3,095,316 of General Fund reserves to the respective budgets and $410,396 from fund balances of other non-General Fund sources to their respective budgets. There are sufficient reserves in all funding sources to fund the additional appropriations. The General Fund Reserves are currently projected at 41% of the General Reserve Policy. Making this appropriation in full would reduce General Fund Reserves to a level of approximately 36%.

STEPS FOLLOWING APPROVAL

1. Incorporate any changes from tonight’s meeting.

2. Amend the 2024-25 Adopted Budget.

ATTACHMENT
A: Mid-Year Finacial Report FY 2024/25

9.3 Packet Pg. 412
RESOLUTION NO. 2025-017

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAMON AUTHORIZING MID-YEAR FINANCIAL REVIEW 2024/25 BUDGET ADJUSTMENTS WHEREAS, the City Council has reviewed the Mid-Year 2024-25 Financial Report along with the list of proposed mid-year adjustments to the FY 2024-25 budget.

NOW, THEREFORE BE IT RESOLVED, as follows:

Section 1. The City Council approves additional appropriations of $3,095,316 in the General Fund and Dougherty Valley Fund as follows:
$40,000 - City Manager’s Office - Funding requested for outside legal services for employment investigations.
$99,600 - City Manager’s Office - Requesting funding for consulting services from Municipal Resource Group for a City department assessment and staffing analysis. $275,895 - Community Development (Building Division) - Requesting funding for a Permit Center Supervisor to assist with the permit center operations, over the counter plan checks and minor permit approvals.
$140,000 - Community Development (Building Division) - Requesting additional funding for credit card convenience fees for online applications. $185,458 - Community Development (Planning Division) - Requesting funding to reinstate an Assistant Planner position that was previously removed during the FY 24-25 budget process, which will allow for partial reorganization of existing staff functions. $55,000 - Police - Requesting funding for an Electronic Citation System (E- Citation) to improve efficiency for both officers and records staff. $12,163 - Police - Requesting funding to upgrade a Communications Coordinator position to an Analyst.
$57,667 - Police - Requesting funding to reinstate the Traffic Division Sergeant to enhance supervision in the division, improve efficiency, reduce liability, and deliver the best possible service to the San Ramon community.
$1,423,668 - Police - Requesting funding to cover additional salary and benefit costs associated with the approval of the new MOU for the Police Officers Association. $145,348 - Police - Requesting funding to cover the increase in animal control costs. $25,000 - Public Works/Public Services Division - Requesting funding to replace the fuel system in truck #81 - $25,000.
$34,227 - Public Works/Public Services Division - Requesting funding for auto accident and vandalism repairs.
$12,138 - Public Works/Public Services Division - Requesting funding to increase janitorial

9.3 Packet Pg. 413
services at both the San Ramon and Dougherty Station libraries. $394,383 - Public Works/Public Services Division - Requesting additional funding to cover increases in gas and electricity costs.
$43,224 - Public Works/Public Services Division - Requesting additional funding for water costs at various City locations.
$85,295 - Parks and Community Services - Requesting funding to restore 10 additional hours at the San Ramon library.
$66,250 - Parks and Community Services - Requesting funding to reinstate a previously unfunded Program Manager position to allow for reorganization of existing management functions, guide special projects, negotiate MOU’s, contracts, and use agreements, develop partnerships, supervise daily operations, and help achieve the goals stated in the Parks, Trails, Open Space & Recreation Master Plan.

Section 2. The City Council approves additional appropriations of $410,396 in the following operating and special revenue funds:
$89,000 - Police (Equipment Replacement fund) - Requesting funding for vehicle replacement due to engine failure in one of the patrol vehicles.
$67,074 - Public Works/Public Services Division (Citywide lighting fund) - Requesting funding for auto accident and vandalism repairs.
$9,180 - Public Works/Public Services Division - Requesting additional funding for water costs at various City locations.
$10,00 - Public Works/Engineering (GIS fund) - Requesting funding for ERSI GIS software, AutoCAD Design software and City-wide imagery.
$160,142 - Public Works/CIP 955584 - Citywide Parks Amenities Replacement and Improvements. Increasing the project budget to replace the pencil lights throughout Central Park.
$75,000 - Public Works/CIP 925425 - HVAC Duct Cleaning & Equipment Replacement.

Increasing the project budget to cover additional duct cleaning and unforeseen repairs through the end of the fiscal year.

PASSED, APPROVED AND ADOPTED at the meeting of February 11, 2025, by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________
Mark Armstrong, Mayor
ATTEST:

9.3 Packet Pg. 414
Christina Franco, City Clerk

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CITY OF SAN RAMON
MID-YEAR 2024-25

FINANCIAL REVIEW
FEBRUARY 2025

9.3.a
Packet Pg. 416 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Mid-Year Financial Review 2024-25
Key Highlights:
▪ Current Fiscal Year beginning reserves were $27.3 million. Year-end reserves are projected at $25.2 million, a decrease of $2.1 million. ▪ General Fund revenue collections for the six months ending December 31, 2024 were $28.2 million, which was $2.6 million more than the $25.6 million collected during the same period in the prior year. ▪ General Fund revenue for FY 2024-25 is projected to end the year at $65.4 million, $0.8 million below budgeted levels.
▪ Year-end revenues for the combined General Fund and Dougherty Valley Fund are estimated at $86.3 million against a budget of $87.6 million, or $1.3 million below budget.
▪ General Fund expenditures for the six months ending December 31, 2024 were $27.1 million, which was $0.1 million more than the $26.2 million expended during the same period in the prior year. ▪ General Fund year-end expenditures are projected at $64.0 million, $0.6 million below the budgeted amount.
▪ Year-end expenditures for the combined General Fund and Dougherty Valley Fund are estimated at $88.8 million against a budget of $87.8 million, or $1.0 million more than budgeted.
▪ The projected net decrease of the General Fund balance is $1.1 million.
▪ There are appropriation actions that are recommended for consideration related to the upcoming budget year.

City of San Ramon

9.3.a
Packet Pg. 417 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Overview
This mid-year report provides information pertaining to the financial performance of the City to date, along with estimates for the full 2024-25 fiscal year. Actual financial results through December 31, 2024, have been analyzed, and updated revenue and expenditure projections for the current fiscal year are included in this report.

The 2024-25 Fiscal Year Budget was prepared based on the City’s best assumptions, projections, and estimates of financial impacts as the City continues to recover from the global pandemic, which affected, in one way or another, every government service and related budget provided by the City.

At mid-year, last year’s $67.6 million General Fund revenue budget had received $25.6 million and ended the fiscal year with $63.4 million in actual receipts. This fiscal year’s $66.2 million General Fund revenue budget had received $28.2 million through the first half of the year with year-end receipts projected at $65.4 million. Mostly all General Fund revenue sources are projected to come in at budget except for charges for services and miscellaneous revenue. Charges for is projected to end the year $0.6 million under budget and miscellaneous revenue is projected to end $0.7 million under budget. Intergovernmental revenue is projected to come in $0.4 million above budget.

Although General Fund revenues are projected to end below budget by $0.8 million, expenditures are projected to end under budget by $0.6 million. The City’s General Fund Reserve Policy of 36% is getting more and more difficult to maintain; despite these challenges, the City is still projected to end this fiscal year at 41%, not including any Mid-Year General Fund budget adjustments.

California began 2025 in a stronger fiscal position with a balanced budget. The total General Fund budget is $229 billion, which is $3.0 million more than the previous year’s budget. Priorities include K-12 education, higher education, healthcare, and public safety. The Governor’s budget will be updated in May when the May Revision comes out.

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Packet Pg. 418 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Economic Outlook
While the City continues its recovery from the severe revenue losses at the height of the COVID-19 global pandemic, National and State levels have seen recovery as well. Below are some indicators of improvement:
▪ The Bureau of Economic Analysis reported the US economy—as measured by changes in Gross Domestic Product (GDP)—increased 3.0% in the second quarter of 2024 and 3.1% in the third quarter. The increase in GDP reflects consumer spending increases, exports, nonresidential fixed investment and federal government spending.
▪ The Bureau of Labor Statistics (BLS) reported employment—as measured by nonfarm payroll—was up by 256,000 jobs in December 2024 from the previous month. Employment in professional and business services saw increases of 28,000 jobs in December, which was higher than December of 2023. Gains were also seen in healthcare, the scientific sector and the tech industry. ▪ BLS estimates the national unemployment rate at 4.1, which has been consistent for the past seven months at 4.1% or 4.2%. While California is showing an unemployment rate of 5.4%, Contra Costa County maintains a lower unemployment rate of 4.8%. San Ramon had an even lower rate of

4.3%.
▪ U.S. housing starts declined 1.8% from October 2024 to November 2024; however, the year over year comparison shows a decrease of 14.1% from November 2024. Experts are predicting mortgage rates to continue to stay elevated between 6% to 6.5% during 2025.

Growth in the local economy continues to affect revenue that is closely tied to economic trends and development projects within the City. The most significantly impacted revenue sources have been development fees, transient occupancy tax, and recreation program revenue, which fall under the charges for services and miscellaneous revenue categories.

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Packet Pg. 419 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Financial Results – General Fund
General Fund Revenue by Source (000’s)
December
2024-2025
To Date
December
2023-2024
To Date Difference
Annual
2024-2025
Estimate
Annual
2024-2025
Budget
Annual
2023-2024
Actuals
Property Tax $ 11,478 $ 11,264 $ 214 $ 26,258 $ 26,258 $ 25,264 Sales and Use Tax 4,217 4,461 (244) 13,173 13,173 13,960 Property Transfer Tax 284 207 77 1,028 1,028 721
Transient Occupancy Taxes (TOT) 883 823 60 2,333 2,333 2,496 Franchise Fees 1,860 1,426 434 5,928 5,928 5,961
Licenses and Permits 1,971 1,993 (22) 3,516 3,516 3,518 Intergovernmental 2,353 265 2,088 2,400 1,916 1,010
Charges for Services 2,975 3,308 (334) 6,204 6,812 5,944 Fines and Forfeitures 73 70 3 305 305 177
Investment Income 166 270 (104) 418 418 1,108
Miscellaneous Revenue 1,971 1,529 442 3,817 4,511 3,572 Total $ 28,230 $ 25,616 $ 2,614 $ 65,380 $ 66,198 $ 63,731 Revenue Results:

Based on six months’ worth of financial data, General Fund revenue exceeds last year’s amount by $2.6 million or 10.2%.

Revenue Estimates:

After analysis of year-to-date revenue and consideration of the projected economic environment, 2024-25 General Fund revenue estimates for the year have been decreased to $65.4 million, or $0.8 million (1.2%) below the adopted budget amount.

This decrease is due primarily to a decrease in charges for services and miscellaneous revenue, and offset by an increase in intergovernmental revenue.

Property Tax – (at budget) – Revenue during the first half of the year is $11.5 million or $0.2 million (1.9%) above last year during the same period. The full-year estimate is $26.3 million, which is $0.1 million more than actuals from the previous fiscal year.

San Ramon’s assessed property values increased 2.9% during FY 2024-25, the third increase in the County, which experienced increases in assessed value of 4.2%.

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Packet Pg. 420 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Property Tax Revenue Estimates (in 000’s)
Sales Tax – (at budget) – Revenue during the first half of the year is $4.2 million or $0.2 million (5.5%) below last year during the same period. The full-year estimate of $13.2 million is $0.8 million (5.6%) lower than actuals from the previous fiscal year.

Receipts and reporting of sales tax revenue lags by several months. As a result, the most recent actual sales tax results reported to the City by the CDTFA was for the period ending September 30, 2024. In this report, the City uses the sales tax projection produced by the City’s sales tax consultant who has much more sophisticated tools at hand. In mid-March, the City will receive actual results for the quarter ending December 31, 2024. When this information is available, staff will again review the full-year sales tax estimate to ensure the projection tracks with actuals.

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Packet Pg. 421 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Sales Tax Revenue Estimate (in 000's)
Property Transfer Tax – (at budget) – Revenue during the first half of the year is $.03 million or $0.08 million (37.0%) more than last year during the same period. The full-year estimate of $1.0 million is $0.3 million (43.0%) more than last year’s actual collections. Higher mortgage interest rates and fewer homes on the market are hampering home sales, leading to an overall decline in real estate transactions.

Transient Occupancy Taxes – (at budget) – Revenue during the first half of the year is $0.9 million, slightly above last year during the same period. The full-year revenue is projected at $2.3 million or $0.2 million (-5%) below last year’s actual collections. The hotel industry in San Ramon is experiencing gradual but steady progress as it continues to recover from the devastating impacts of the COVID-19 pandemic.

Franchise Fees – (at budget) – During the first half of the year, the City received revenues $1.9 million (30.0%) above last year’s levels during the same period. The full-year estimate is $5.9 million, which is slightly below last year’s actual collections.

Growth of this revenue source is impacted by annexations, in-fill redevelopment, and rates.

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Packet Pg. 422 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Licenses and Permits – (at budget) – Revenue during the first half of the year is $2.0 million, slightly above last year’s receipts during the same period. The full-year estimate is $3.5 million, which is the same as last year’s actual total. This revenue source is subject to the timing of development projects. The departments performing the services estimated the revenue in this category.

Intergovernmental – ($ 0.5 million above) – Revenue during the first half of the year is $2.4 million above last year during the same period. The full-year estimate is $2.4 million, which is $1.3 million above last year’s actual total. This revenue source comes from grants provided through Federal, State, and local government agencies.

Charges for Services – ($0.6 million below budget) – Revenue during the first half of the year is slightly below last year’s receipts during the same period. The full-year estimate is $6.2 million, which is $0.6 million above last year’s actual total. This revenue source is subject to the timing of development projects and recreation offerings. The departments providing the services estimated the revenue in this category.

Fines and Forfeitures – (at budget) – Revenue during the first half of the year is slightly above last year during the same period. The full-year estimate is $0.3 million, which is $0.1 million above last year’s actual total.

Investment Income – (at budget) – Revenue during the first half of the year is $0.1 million above last year during the same period. The full-year estimate for this revenue source is $0.4 million. This revenue source is subject to market value fluctuations.

Miscellaneous Revenue – ($0.7 million below budget) – Revenue during the first half of the year is $0.4 million above last year during the same period. The full year estimate is $3.8 million, which is $0.2 million above actuals from last fiscal year. The departments receiving fees for facility rentals and cell site leases estimated the revenue in this category.

General Fund Expenditures
Expenditure Results:

Year-to-date General Fund expenditures are $2.8 million (12.1%) higher than the previous year during the same period. The increase in expenditures reflects higher costs for salaries, general benefits, the reinstatement of pension expenditures, and service contracts offset by savings due to vacant positions, and reductions to the General Fund in ongoing retiree medical costs, which were expensed to their “rainy day” reserve fund as approved in the FY 2023-24 Adopted Budget.

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Packet Pg. 423 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Expenditure Estimate:

General Fund full-year expenditures are projected to be $64.0 million, which is $0.6 million below budget, and represents an increase of $0.01 million above the prior year’s total.

General Fund Expenditures by Department (in 000’s)
December
2024-2025
To Date
December
2024-2025
To Date Difference
Annual
2024-2025
Estimate
Annual
2024-2025
Budget*
Annual
2023-2024
Actuals
City Administration $ 3,837 $ 3,883 $ (46) $ 8,633 $ 8,702 $ 7,580 Finance 885 878 7 2,121 2,121 2,023
Community Development 2,306 2,111 195 5,891 5,795 4,702 Police Services 8,820 7,909 911 20,627 19,606 18,027
Public Works 7,337 7,426 (89) 17,889 18,320 16,978
Parks & Community Services 3,890 3,994 (104) 8,802 8,818 9,130 Non-Departmental - 0 - 50 50 -
Total Expenditures $ 27,076 $ 26,202 $ 873 $ 64,012 $ 63,413 $ 58,440 * Includes carry-over encumbrances
The current year estimate includes actual expenditures over the first six months, which were higher than the same period last year by $0.8 million (3.3%). The expenditure estimate is projected to be $0.8 million under budget and reflects higher costs for salaries, general benefits, pension expenditures and service contracts, offset by vacancy savings and reductions to the General Fund in ongoing retiree medical costs, which were expensed to their respective reserve funds. Each department has estimated expenditures through the balance of the year.

City Administration – ($0.1 million under budget) – The full-year expenditure estimate is $8.6 million against a budget of $8.7 million. This category includes the City Council, City Manager, City Clerk, City Attorney, Human Resources, and Information Technology budgets. Spending over the first half of the year was 44% of the budget and projection.

Finance – (at budget) – The full-year expenditure estimate is $0.9 million. During fiscal year 2024-25, Finance was reorganized as its own separate department.

Spending over the first half of the year was 42% of budget and the projection.

Community Development – ($0.1 million over budget) – The full-year expenditure estimate is $5.9 million and encompasses division budgets for Planning and Building.

Spending over the first half of the year was 39% of budget and the projection.

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Packet Pg. 424 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) General Fund Expenditures Citywide (in 000’s)
Police Services – ($1.0 over budget) – The full-year expenditure estimate is $20.6 million (General Fund only). Spending over the first half of the year was 43% of budget and 44% of the current projection. It should be noted that the remainder of the Police Department expenditures are part of the Dougherty Valley Fund. The salary and benefit increases in the new Police Officer’s Association MOU have caused the Police department to go significantly overbudget.

Public Works – ($0.4 million below budget) – The full-year expenditure estimate is $17.9 million (General Fund only), and includes the Engineering, Transportation and Public Services divisional budgets. Spending over the first half of the year was 41% of budget and 40% of the current projection. It should be noted that the remainder of the Public Works Department expenditures are part of the Dougherty Valley and other Special Revenue funds.

Parks and Community Services – ($0.01 million under budget) – The full-year expenditure estimate is $8.8 million. Spending over the first half of the year was 44% of budget and the current projection.

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Packet Pg. 425 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Non-Departmental – (at budget) – The full-year expenditure estimate is $0.05 million. The non-department area is used to cover expenditures for the City Manager’s contingency reserve.

Policy Reserves
Estimate (in 000’s)
Actual Policy Reserves - June 30, 2023
2024-25
Estimate
2024-25
Budget**
General Fund Unreserved $ 27,259 $ 27,259
Dougherty Valley Fund - -
Total $ 27,259 $ 27,259
General Fund & Dougherty Fund Financial Summary:

Revenues 86,302 87,604
Expenditures (88,784) (87,783)
Net Transfers in 471 (9,098)
Net Increase/(Decrease) in Fund Balance (2,011) (9,277) General Fund Unreserved $ 25,248 $ 17,982
Estimated Policy Reserves - June 30, 2024 $ 25,248 $ 17,982 **Budget as adjusted during the year plus carry-over encumbrances Policy reserves are projected to finish the year at $25.2 million. This represents 41% of the prior fiscal year’s audited actual General Fund expenditures and the transfer to the Dougherty Valley Fund.

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Packet Pg. 426 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Other City Funds:

The Other City Funds include:
• Special Revenue funds that primarily fund CIP projects, GHAD, and Stormwater Management
• Assessment District funds that fund lighting and landscaping, and special zones maintenance
• Dougherty Valley Fund which pays for services covered by the CSA assessment • San Ramon Housing Fund, which is used to fund housing projects and programs • Debt Service funds which account for the accumulation of resources for payment of principal and interest on general long-term debt obligations • Internal Service funds which accumulate funds for equipment replacement, insurance costs, healthcare and building maintenance
The timing of revenue received by these funds varies depending on the funding source. Other City funds that are currently projected to have financial results that are significantly different from the budget are discussed below.

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Packet Pg. 427 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) All City Expenditures by Category
As shown on the table below, the total of all City expenditures by category is $1.3 million above last year’s spending during the first six months of the year. The biggest decrease is in contract services at $1.9 million, offset by increases in Personnel Services at $2.9 million.

All City Expenditures by Category (in 000’s)
(All City Funds)
December
2024-2025
To Date
December
2024-2025
To Date Difference
Annual
2024-2025
Estimate
Annual
2024-2025
Budget* Difference
Personnel Services $ 31,503 $ 28,539 $ 2,964 $ 67,709 67,376 $ 333 Contract Services 9,337 11,283 (1,946) 26,707 26,296 411 Material & Supplies 1,077 986 91 2,628 2,647 (19)
Other Costs 9,978 9,461 517 18,648 18,595 54
Capital Outlay 233 301 (68) 1,081 1,081 (0)
Capital Improvement Program (CIP) 7,843 8,097 (253) 10,031 8,825 1,206 Debt Service 2,003 2,041 (39) 5,224 5,224 -
Total $ 61,974 $ 60,708 $ 1,265 $ 132,027 $130,043 $ 1,984 *Includes City Council approved budget adjustments and carry-over encumbrances

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Packet Pg. 428 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Mid-Year Budget Adjustments
There are a number of budgetary needs that have been identified since the budget was adopted last June. These proposed adjustments total $3,095,316 in the General Fund and the Dougherty Valley fund combined; other funds totaled $410,396. The recommended adjustments are as follows:

Proposed changes impacting the General Fund:
• City Manager’s Office – Funding requested for outside legal services for employment investigations - $40,000.
• City Manager’s Office – Requesting funding for consulting services from Municipal Resource Group for a City department assessment and staffing analysis - $99,600.
• Community Development (Building Division) – Requesting funding for a Permit Center Supervisor to assist with the permit center operations, over the counter plan checks and minor permit approvals - $275,895. • Community Development (Building Division) – Requesting additional funding for credit card convenience fees for online applications - $140,000.
• Community Development (Planning Division) – Requesting funding to reinstate an Assistant Planner position that was previously removed during the FY 24-25 budget process, which will allow for partial reorganization of existing staff functions - $185,458.
• Police – Requesting funding for an Electronic Citation System (E- Citation) to improve efficiency for both officers and records staff - $55,000. • Police – Requesting funding to upgrade a Communications Coordinator position to an Analyst - $12,163.
• Police – Requesting funding to reinstate the Traffic Division Sergeant to enhance supervision in the division, improve efficiency, reduce liability, and deliver the best possible service to the San Ramon community - $57,667. • Police – Requesting funding to cover additional salary and benefit costs associated with the approval of the new MOU for the Police Officers Association – 1,423,668.
• Police – Requesting funding to cover the increase in animal control costs - $145,348.

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Packet Pg. 429 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) • Public Works/Public Services Division – Requesting funding to replace the fuel system in truck #81 – $25,000.
• Public Works/Public Services Division – Requesting funding for auto accident and vandalism repairs - $34,227.
• Public Works/Public Services Division – Requesting funding to increase janitorial services at both the San Ramon and Dougherty Station libraries - $12,138.
• Public Works/Public Services Division – Requesting additional funding to cover increases in gas and electricity costs - $394,383:
o Public Safety Complex - $284,901
o Dougherty Station Community Center - $35,227
o Rancho San Ramon - $6,949
o San Ramon Sports Park - $10,710
o Street Lighting - $56,596
• Public Works/Public Services Division – Requesting additional funding for water costs at various City locations -$43,224:
o Public Safety Complex - $35,434
o Athan Downs - $7,790
• Parks and Community Services – Requesting funding to restore 10 additional hours at the San Ramon library - $85,295.
• Parks and Community Services – Requesting funding to reinstate a Program Manager position to allow for reorganization of existing management functions, guide special projects, negotiate MOU’s, contracts, and use agreements, develop partnerships, supervise daily operations, and help achieve the goals stated in the Parks, Trails, Open Space & Recreation Master Plan - $66,250.

Proposed changes impacting other operating funds include:
• Police (Equipment Replacement fund) – Requesting funding for vehicle replacement due to engine failure in one of the patrol vehicles - $89,000. Fund balance at FYE is projected to be $479,787.

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Packet Pg. 430 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) • Public Works/Public Services Division (Citywide lighting fund) – Requesting funding for auto accident and vandalism repairs - $67,074. Fund balance at FYE is projected to be $636,887.
• Public Works/Public Services Division – Requesting additional funding for water costs at various City locations - $9,180:
o Old Ranch Estates Arterial (Citywide Landscape fund) - $399 Fund balance at FYE is projected to be $633,367
o El Nido Arterial (Citywide Landscape fund) - $1,025 Fund balance at FYE is projected to be $633,367
o Old Ranch Estates Interior (Old Ranch Estates fund) - $933 Fund balance at FYE is projected to be $12,225
o Old Ranch Estates Arterial (Old Ranch Estates fund) - $4,432 Fund balance at FYE is projected to be $12,225
o El Nido Arterial (El Nido fund) - $2,391 Fund balance at FYE is projected to be $30,149
• Public Works/Engineering (GIS fund) – Requesting funding for ERSI GIS software, AutoCAD Design software and City-wide imagery - $10,000. Fund balance at FYE is projected to be $391,461
• Public Works/CIP 955584 Citywide Parks Amenities Replacement and Improvements. Increasing the project budget to replace the pencil lights throughout Central Park - $160,142:
o City Beautification fund - $89,384 Fund balance at FYE is projected to be $4,641,726.
o Park Development fund - $70,758 Fund balance at FYE is projected to be $280,686.
• Public Works/CIP 925425 – HVAC Duct Cleaning & Equipment Replacement.

Increasing the project budget to cover additional duct cleaning and unforeseen repairs through the end of the fiscal year – $75,000:
o Infrastructure Maintenance fund - $75,000. Fund balance at FYE is projected to be $157,756.

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Packet Pg. 431 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Looking Forward to FY 2025-26:

The budget development process for fiscal year 2025-26 is underway. The foundation of that budget will depend on year-end outcomes of the FY 2024-25 budget. The return of sales tax to pre-pandemic levels is a good start, but other major sources, such as transient occupancy tax resulting from business travel, may never fully recover. The FY 2024-25 budget is projected to end the fiscal year at 41% in General Fund reserves; if additional General Fund appropriations of $3.1 million are made, General Fund reserves will drop to approximately 36%.

Other key issues in developing the budget include:
❖ Strategic cost reduction
❖ Rising costs of employee benefits and inflationary costs ❖ Maintaining service levels with resource constraints

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Packet Pg. 432 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) Conclusion:

Projections indicate that the General Fund will end fiscal year 2024-25 with a net decrease to fund balance of approximately $1.1 million. Although the General Fund had savings due to position vacancies, expenditures still exceeded revenues when including transfers in and out.

General Fund revenue is estimated to be $0.8 million below budget, and expenditures are projected to be $0.6 million under budget, excluding transfers in and out. The projected ending policy reserves before mid-year adjustments are $25.2 million or 41% of the prior fiscal year’s audited General Fund expenditures, plus the General Fund transfer to the Dougherty Valley Fund. If Council approves the $3.1 million of General Fund and Dougherty Valley mid-year requests, the projected ending reserves would be at $22.0 million or 36% of the prior fiscal year’s audited General Fund expenditures, plus the General Fund transfer to the Dougherty Valley Fund. The remaining $0.4 million of mid-year requests will be funded by other dedicated sources.

Staff will continue to monitor revenue receipts and will update the estimates as part of the upcoming budget process for 2024-25.

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Packet Pg. 433 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) FY 2024-25 Mid Year Requests
Department Description GF DV Other funds Total
Community Development Credit Card Fees 140,000.00 140,000.00 Community Development Permit Center Supervisor 275,895.00 275,895.00 Community Development Assistant Planner 185,458.00 185,458.00 Community Development 601,353.00
Police Electronic Citation System (E- Citation) 34,650.00 20,350.00 55,000.00 Police Upgrade Communications Coordinator to Analyst 7,662.69 4,500.31 12,163.00 Police Traffic Division Sergeant 36,330.21 21,336.79 57,667.00 Police Personnell Costs 896,910.84 526,757.16 1,423,668.00 Police Vehicle replacement 89,000.00 89,000.00
Police Animal Control 91,569.24 53,778.76 145,348.00
Police 1,782,846.00
City Admin MRG- Police Dept Assessment/Staffing Analysis 62,748.00 36,852.00 99,600.00 City Admin Legal Services 40,000.00 40,000.00
City Admin 139,600.00
PW-CIP CIP 925425 - HVAC 75,000.00 75,000.00
PW-CIP
CIP 955584 - CW Parks Amenities Replacement &
Improvements 160,142.00 160,142.00
PW-ENG ESRI GIS software 10,000.00 10,000.00
PW-Pub Svcs Vehicle repair - Truck #81 fuel system replacement 25,000.00 25,000.00 PW-Pub Svcs Auto accident repairs 2,342.00 31,885.00 67,074.00 101,301.00 PW-Pub Svcs Janitorial services 7,950.00 4,188.00 12,138.00 PW-Pub Svcs Gas & Electricity 284,901.00 109,482.00 394,383.00 PW-Pub Svcs Water 43,224.00 9,180.00 52,404.00
Public Works 830,368.00
P&CS Restoring library hours 85,295.00 85,295.00
P&CS Program Manager position 66,250.00 66,250.00
P&CS 151,545.00
Grand Total 2,286,185.98 809,130.02 410,396.00 3,505,712.00

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Packet Pg. 434 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) DESCRIPTION 12/31/2024 12/31/2023 DIFFERENCE ESTIMATE BUDGET DIFFERENCE FUND BALANCE, JULY 1 $ 27,258,917 $ 27,258,917 $ -

REVENUES
Property Tax $ 11,478,304 $ 11,263,875 $ 214,429 $ 26,258,005 $ 26,258,005 $ - Sales and Use Tax 4,217,080 4,460,599 (243,519) 13,172,719 13,172,719 - Property Transfer Tax 283,505 206,629 76,875 1,028,326 1,028,326 - Transient Occupancy Taxes (TOT) 883,270 823,464 59,806 2,332,685 2,332,685 - Franchise Fees 1,860,178 1,425,916 434,262 5,928,458 5,928,458 - Licenses and Permits 1,970,711 1,992,752 (22,041) 3,515,750 3,515,750 - Intergovernmental 2,352,894 264,538 2,088,356 2,400,000 1,915,750 484,250 Charges for Services 2,974,724 3,308,368 (333,644) 6,203,836 6,812,435 (608,599) Fines and Forfeitures 72,708 70,156 2,552 305,000 305,000 - Investment Income 165,793 270,269 (104,477) 418,005 418,005 - Miscellaneous Revenue 1,970,976 1,529,409 441,567 3,817,276 4,510,733 (693,457) Total Revenues 28,230,143 25,615,975 2,614,168 65,380,060 66,197,866 (817,806)

EXPENDITURES
City Administration 3,837,180 3,883,445 (46,265) 8,632,517 8,702,257 (69,740) Finance 884,758 877,863 6,895 2,120,658 2,120,658 -
Community Development 2,306,028 2,111,306 194,722 5,891,025 5,795,365 95,660 Police Services 8,820,182 7,909,317 910,865 20,626,789 19,606,385 1,020,404 Public Works 7,337,330 7,426,171 (88,841) 17,889,143 18,320,296 (431,153) Parks & Community Services 3,890,065 3,994,358 (104,293) 8,801,574 8,818,064 (16,490) Non-Departmental - - - 50,000 50,000 -
Total Expenditures 27,075,542 26,202,460 873,083 64,011,706 63,413,026 598,681

OTHER FINANCING SOURCES (USES)
Operating Transfers In 6,978,172 6,978,172 -
Operating Transfers Out (9,471,283) (9,471,283) -
Total Other Financing Sources (2,493,111) (2,493,111) - Net Increase (Decrease) in Fund Balance $ (1,124,757) $ 291,729 $ (1,416,487) FUND BALANCE:

Unreserved Fund Balance in General Fund $ 26,134,160 $ 27,550,646 TOTAL FUND BALANCE, JUNE 30 $ 26,134,160 $ 27,550,646

GENERAL FUND

REVENUE - EXPENDITURE - FUND BALANCE
6 MONTHS ENDING FULL YEAR 24/25

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Packet Pg. 435 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) DESCRIPTION 12/31/2024 12/31/2023 DIFFERENCE ESTIMATE BUDGET DIFFERENCE FUND BALANCE, JULY 1 $ 27,258,917 $ 27,258,917 $ -

REVENUES
Property Tax $ 11,478,304 $ 11,263,875 $ 214,429 $ 26,258,005 $ 26,258,005 $ - Sales and Use Tax 4,217,080 4,460,599 (243,519) 13,172,719 13,172,719 - Property Transfer Tax 283,505 206,629 76,875 1,028,326 1,028,326 - Transient Occupancy Taxes (TOT) 883,270 823,464 59,806 2,332,685 2,332,685 - Franchise Fees 1,860,178 1,425,916 434,262 5,928,458 5,928,458 - Licenses and Permits 1,970,711 1,992,752 (22,041) 3,515,750 3,515,750 - Intergovernmental 9,807,233 264,538 9,542,695 23,321,655 23,321,655 - Charges for Services 2,977,253 3,308,712 (331,458) 6,204,486 6,813,085 (608,599) Fines and Forfeitures 72,708 70,156 2,552 305,000 305,000 - Investment Income 217,287 287,597 (70,309) 418,005 418,005 - Miscellaneous Revenue 1,998,536 1,529,409 469,127 3,817,276 4,510,733 (693,457) Total Revenues 35,766,066 25,633,646 10,132,420 86,302,365 87,604,421 (1,302,056)

EXPENDITURES
City Administration 3,837,180 3,883,445 (46,265) 8,632,517 8,702,257 (69,740) Administrative Services 884,758 877,863 6,895 2,120,658 2,120,658 - Community Development 2,306,028 2,111,306 194,722 5,891,025 5,795,365 95,660 Police Services 13,472,914 12,434,605 1,038,309 31,815,069 30,246,054 1,569,015 Public Works 13,378,750 13,609,357 (230,607) 31,522,939 32,050,921 (527,982) Parks & Community Services 3,890,065 3,994,358 (104,293) 8,801,574 8,818,064 (16,490) Non-Departmental - - - - 50,000 (50,000)
Total Expenditures 37,769,694 36,910,934 858,760 88,783,782 87,783,319 1,000,463

OTHER FINANCING SOURCES (USES)
Operating Transfers In 10,039,183 10,039,183 -
Operating Transfers Out (9,568,556) (9,568,556) -
Total Other Financing Sources 470,627 (9,097,929) -
Net Increase (Decrease) in Fund Balance $ (2,010,790) $ (9,276,827) $ (2,302,519) TOTAL FUND BALANCE, JUNE 30 $ 25,248,127 $ 17,982,090

GENERAL FUND AND DOUGHERTY VALLEY FUND

REVENUE - EXPENDITURE - FUND BALANCE
6 MONTHS ENDING FULL YEAR 24/25

9.3.a
Packet Pg. 436 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) FUND # FUND DESCRIPTION 12/31/2024 12/31/2023 DIFF ESTIMATE BUDGET * DIFF 101 General Fund $ 26,932,249 $ 26,202,460 $ 729,789 $ 64,011,706 $ 63,413,026 $ 598,680 201 Planning Cost Recovery 112,884 66,200 46,685 279,287 377,267 (97,980) 202 Geographic Information Systems 93,980 35,485 58,495 121,625 121,625 - 216 Public Education & Government - 1,572 (1,572) 250,000 250,000 - 221 Microfilm Laserfiche Fee - 5,000 5,000
301 Citywide Landscaping 562,284 530,252 32,032 1,313,780 1,318,403 (4,623) 302 Citywide Lighting 327,335 347,267 (19,931) 787,200 864,460 (77,260) 303-319 Landscaping & Lighting Special Districts 545,429 514,235 31,193 1,380,899 1,380,899 - 330 The Preserve Faria 37,926 24,768 13,158 116,171 116,171 - 341 Canyon Park 1,787 16,871 (15,084) 59,299 60,224 (925) 342 Village Center Common Area 2,001 1,924 77 6,604 6,604 - 343 Dougherty Valley 10,652,386 10,708,474 (56,088) 24,822,076 24,370,294 451,782 344 Solid Waste 539,799 521,105 18,694 1,447,642 1,447,642 - 345 Non Point Drainage 265,021 407,004 (141,983) 1,286,360 1,293,806 (7,446) 346 Street Smarts Program 102,024 91,028 10,995 318,098 318,098 - 347 TDM Programs 90,690 132,857 (42,167) 613,060 649,424 (36,364) 350 Narcotics Asset Forfeiture - - - -
351 TRAFFIX Program 87,413 80,377 7,036 194,316 194,316 - 361 GHAD - Dougherty Valley 216,409 881,787 (665,378) 1,069,421 1,099,020 (29,599) 362 GHAD - NWSR 13,460 (2,605) 16,065 154,593 163,839 (9,246) 371 San Ramon Housing - 98,801 (98,801) - -
401 Capital Projects 8,446,613 7,934,014 512,599 10,031,262 8,825,420 1,205,842 501-521 Debt Service Funds 2,001,030 2,041,498 (40,468) 5,223,926 5,223,926 - 601-611 Internal Service Funds 10,943,021 10,073,015 870,006 18,534,772 18,543,635 (8,863) Total Expenditures Excluding Transfers $ 61,973,742 $ 60,708,390 $ 1,265,352 $ 132,027,097 $ 130,043,099 $ 1,983,998 * Includes Council approved budget adjustments and carry-over encumbrances All City Expenditures by Fund
6 MONTHS ENDING FULL YEAR 24/25

9.3.a
Packet Pg. 437 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25) FUND # FUND DESCRIPTION 12/31/2024 12/31/2023 DIFF ESTIMATE BUDGET * DIFF 101 General Fund $ 26,932,249 $ 26,202,460 $ 729,789 $ 64,011,706 $ 63,413,026 $ 598,680 201 Planning Cost Recovery 112,884 66,200 46,685 279,287 377,267 (97,980) 202 Geographic Information Systems 93,980 35,485 58,495 121,625 121,625 - 216 Public Education & Government - 1,572 (1,572) 250,000 250,000 - 221 Microfilm Laserfiche Fee - 5,000 5,000
301 Citywide Landscaping 562,284 530,252 32,032 1,313,780 1,318,403 (4,623) 302 Citywide Lighting 327,335 347,267 (19,931) 787,200 864,460 (77,260) 303-319 Landscaping & Lighting Special Districts 545,429 514,235 31,193 1,380,899 1,380,899 - 330 The Preserve Faria 37,926 24,768 13,158 116,171 116,171 - 341 Canyon Park 1,787 16,871 (15,084) 59,299 60,224 (925) 342 Village Center Common Area 2,001 1,924 77 6,604 6,604 - 343 Dougherty Valley 10,652,386 10,708,474 (56,088) 24,822,076 24,370,294 451,782 344 Solid Waste 539,799 521,105 18,694 1,447,642 1,447,642 - 345 Non Point Drainage 265,021 407,004 (141,983) 1,286,360 1,293,806 (7,446) 346 Street Smarts Program 102,024 91,028 10,995 318,098 318,098 - 347 TDM Programs 90,690 132,857 (42,167) 613,060 649,424 (36,364) 350 Narcotics Asset Forfeiture - - - -
351 TRAFFIX Program 87,413 80,377 7,036 194,316 194,316 - 361 GHAD - Dougherty Valley 216,409 881,787 (665,378) 1,069,421 1,099,020 (29,599) 362 GHAD - NWSR 13,460 (2,605) 16,065 154,593 163,839 (9,246) 371 San Ramon Housing - 98,801 (98,801) - -
401 Capital Projects 8,446,613 7,934,014 512,599 10,031,262 8,825,420 1,205,842 501-521 Debt Service Funds 2,001,030 2,041,498 (40,468) 5,223,926 5,223,926 - 601-611 Internal Service Funds 10,943,021 10,073,015 870,006 18,534,772 18,543,635 (8,863) Total Expenditures Excluding Transfers $ 61,973,742 $ 60,708,390 $ 1,265,352 $ 132,027,097 $ 130,043,099 $ 1,983,998 * Includes Council approved budget adjustments and carry-over encumbrances All City Expenditures by Fund
6 MONTHS ENDING FULL YEAR 24/25

9.3.a
Packet Pg. 438 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25)

DEPARTMENT AUTHORIZED FUNDED
ACTUAL
12/31/24
VACANT
(Funded)
City Administration 23.00 22.00 19.00 3.00
Finance 9.00 9.00 7.00 2.00
Community Development 21.00 21.00 20.00 1.00
Police Services 94.00 85.00 83.00 2.00
Public Works 109.75 105.75 98.75 7.00
Parks and Community Services 29.00 29.00 28.00 1.00
Total FTE Personnel 285.75 271.75 255.75 16.00
Vacancy Rate: 6%

FULL-TIME EQUIVALENTS (FTE) BY DEPARTMENT

STAFFING LEVELS

9.3.a
Packet Pg. 439 Attachment: A: Mid-Year Finacial Report FY 2024/25 (2025-017 : Mid-Year Financial Review 2024-25)

CITY COUNCIL STAFF REPORT
DATE: February 11, 2025
TO: City Council/City Manager
FROM: Christina Franco, City Clerk
By: Christina Franco, City Clerk
SUBJECT: Consideration Of, and Direction to Staff of the Candidate Selection to Invite to a Formal Interview to Fill the Vacancy on the Planning Commission

RECOMMENDED ACTION
Staff recommends that the City Council discuss and provide direction to staff regarding the process to fill a pending vacancy on the Planning Commission.

BACKGROUND/DISCUSSION
The Planning Commission consists of five regular members with staggered terms. The City Clerk's Office was notified on October 5, 2024 that S. Ashar Ahmed was resigning from the Commission effective Tuesday, December 10, 2024. As a result, there is a vacant Commission seat with a term to expire June 30, 2027.

The City Clerk listed the vacancy on the City's website and social media accounts soliciting applications on December 12, 2024. A total of nine applications were received by the January 5, 2025 deadline. Applications were received from Betty Avila, Sarah Gao, Jim Hansen, Chirag Kathrani, Srinivasa Kottakota, Richad Lieblich, Sajeev Sidher, Yohannes Tilahun, and Donald Yakulis.

Staff is requesting direction from the City Council regarding the process to fill the vacancy. Staff has tentatively scheduled Wednesday, February 19 at 4:00 PM for 20-minute interviews per candidate.

FISCAL ANALYSIS
None.

STEPS FOLLOWING APPROVAL
Staff will proceed with the council’s decision.

9.4 Packet Pg. 440

San Ramon City CouncilFebruary 11, 2025

San Ramon City Council
February 11, 2025