Agenda packet — San Ramon City Council, May 27, 2025 (part 2 of 3)

5.4.b
Packet Pg. 116
Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Landscaping and Lighting Assessment District Fund (LL)
Capital Improvement Program 2025/26 - 2029/30
No Pr # Project Name Prior Yrs 2025-26 2026-27 2027-28 2028-29 2029-30 Total 5Yr Beyond 5yr Total Project 300018 Old Ranch Summit Zone Improvements -
Zone 18
19 $210,000 $0 $3,000 $0 $3,000 $0 $6,000 $25,000 $241,00020 935488 Street Landscape Planting Renovation $514,476 $0 $0 $0 $0 $0 $0 $0 $514,476 300005 Summerwood Loop Zone Improvements -
Zone 5
21 $183,456 $0 $10,000 $0 $0 $10,000 $20,000 $454,645 $658,101 300016 Thomas Ranch Zone Improvements - Zone
16 22 $0 $1,000 $1,000 $0 $0 $0 $2,000 $15,000 $17,000
300011 Village Parkway Zone Improvements -
Zone 11
23 $64,904 $1,000 $0 $1,000 $0 $0 $2,000 $6,700 $73,604 300004 Vista San Ramon Zone Improvements -
Zone 4
24 $45,564 $6,800 $6,800 $14,500 $0 $0 $28,100 $4,600 $78,264 25 300006 West Branch Zone Improvements - Zone 6 $177,920 $0 $0 $0 $0 $0 $0 $1,236,000 $1,413,920 Totals $4,614,319 $69,800 $64,200 $44,300 $34,800 $16,000 $233,100 $4,345,977 $9,193,396

Page 2 ends

5.4.b
Packet Pg. 117
Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT

Page 1 ends

Citywide Lighting Zone Improvements - Zone 1
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 1.

Project Location
Landscaping and Lighting District 1984-1 Zone 1
City Council Priority and Goals

4. Build and maintain quality facilities and
infrastructure
Project Authorization
The Engineer's Report adopted by City Council
approved the creation of project funded by the Citywide Lighting Fund.

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, completed traffic signal pole painting at the following intersections: Old Ranch Road/Dougherty Road, Old Ranch Road/Bent Creek Drive, Old Ranch Road/Monte Vista Drive, Bollinger Canyon Road/City Hall, Camino Ramon/Fostoria Way, Crow Canyon Road/Old Crow Canyon Road, Crow Canyon Road/Old Mill Road, and Crow Canyon Road/Dougherty Road. This work is scheduled annually in order to perform work to each signalized intersection on a predetermined cycle. There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $1,359,400 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 185,400 0 0 0 0 0 1,174,000 1,359,400
Totals 185,400 0 0 0 0 0 1,174,000 1,359,400
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 185,400 0 0 0 0 0 1,174,000 1,359,400
Totals 185,400 0 0 0 0 0 1,174,000 1,359,400
Project Number: 300001 Category:Landscaping Project Mgr: Bender

5.4.b
Packet Pg. 118 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:2
Citywide Landscaping Zone Improvements - Zone 2
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 2.

Project Location
Landscaping and Lighting District 1984-1 Zone 2
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, removed/replaced declining trees; replaced irrigation valves in Homestead Village; completed landscape renovations on Crow Canyon Road at Bollinger Canyon Road, Stagecoach Road, Alcosta Boulevard at Olympia Fields Drive to Pine Valley Road, and San Ramon Valley Boulevard at Castleton Court to Talavera Drive.

FY 2025/26, continue the removal/replacement of declining trees, and landscape and irrigation renovations in various locations within the Zone from prior funding. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

Estimated Total Cost $988,100 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 474,000 26,000 21,800 0 15,300 0 451,000 988,100 Totals 474,000 26,000 21,800 0 15,300 0 451,000 988,100 Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 474,000 26,000 21,800 0 15,300 0 451,000 988,100 Totals 474,000 26,000 21,800 0 15,300 0 451,000 988,100 Project Number: 300002 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 119 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:3
Canyon Lakes Zone Improvements - Zone 3
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 3.

Project Location
Landscaping and Lighting District 1984-1 Zone 3
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, removed/replaced declining trees; replaced irrigation valves on Alcosta Boulevard; and landscape slope renovation and planting at Crow Canyon Road and Shoreline Drive. FY 2025/26, continue the removal/replacement of declining trees and various landscape and irrigation renovations. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

Estimated Total Cost $390,000 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 315,000 30,000 15,000 15,000 15,000 0 0 390,000 Totals 315,000 30,000 15,000 15,000 15,000 0 0 390,000
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 315,000 30,000 15,000 15,000 15,000 0 0 390,000 Totals 315,000 30,000 15,000 15,000 15,000 0 0 390,000
Project Number: 300003 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 120 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:4
Vista San Ramon Zone Improvements - Zone 4
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 4.

Project Location
Landscaping and Lighting District 1984-1 Zone 4
City Council Priority and Goals

New Project
Comments
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. FY 2020/21 work included removal/replacement of declining trees. FY 2022/23, completed installation of mulch and landscaping. FY 2025/26, continue the removal/replacement of irrigation controllers in arterials and various landscape renovations within the Zone. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

Estimated Total Cost $78,264 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 45,564 6,800 6,800 14,500 0 0 4,600 78,264
Totals 45,564 6,800 6,800 14,500 0 0 4,600 78,264
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 45,564 6,800 6,800 14,500 0 0 4,600 78,264 Totals 45,564 6,800 6,800 14,500 0 0 4,600 78,264
Project Number: 300004 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 121 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:5
Summerwood Loop Zone Improvements - Zone 5
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 5.

Project Location
Landscaping and Lighting District 1984-1 Zone 5
City Council Priority and Goals

4. Build and maintain quality facilities and
infrastructure
Project Authorization
The Engineer's Report adopted by City Council
approved the creation of project funded by the
Summerwood Loop Fund and Citywide Landscaping
Fund. City Council appropriated $80,747 from Zone 2
Fund at FY 22/23 Mid- Year review.

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, completed landscape and irrigation renovation along the pathway adjacent to Iron Horse Trail as well as minor repairs to asphalt pathway throughout the Zone; replaced the entry monument to subdivision on Alcosta Boulevard; landscape and irrigation renovations; and park strip renovation on Summerwood Loop between Alcosta Boulevard and Fallen Leaf Circle. FY 2025/26, continue work including mulching and landscape renovations in various locations within the Zone from prior funding. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled. There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $658,101 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 183,456 0 10,000 0 0 10,000 454,645 658,101
Totals 183,456 0 10,000 0 0 10,000 454,645 658,101
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 183,456 0 10,000 0 0 10,000 454,645 658,101 Totals 183,456 0 10,000 0 0 10,000 454,645 658,101
Project Number: 300005 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 122 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:6
West Branch Zone Improvements - Zone 6
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 6.

Project Location
Landscaping and Lighting District 1984-1 Zone 6
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. FY 2021/22, completed Fountain repairs at Reflection Fountain. FY 2025/26, based on feedback from the Zone, assess conversion of fountain to landscape and select architect to complete feasibility and renderings for the site from prior funding. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled. There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $1,413,920 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 177,920 0 0 0 0 0 1,236,000 1,413,920
Totals 177,920 0 0 0 0 0 1,236,000 1,413,920
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 177,920 0 0 0 0 0 1,236,000 1,413,920
Totals 177,920 0 0 0 0 0 1,236,000 1,413,920
Project Number: 300006 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 123 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:7
Bent Creek Zone Improvements - Zone 7
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 7.

Project Location
Landscaping and Lighting District 1984-1 Zone 7
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, completed replacement of remote control valves, irrigation valves on Alcosta Boulevard, landscape renovation at Dougherty Road entry corners, and painting of gazebos. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled. There are no new improvements scheduled for FY 2025/26.

Estimated Total Cost $281,768 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 161,768 0 0 2,500 2,000 0 115,500 281,768
Totals 161,768 0 0 2,500 2,000 0 115,500 281,768
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 161,768 0 0 2,500 2,000 0 115,500 281,768 Totals 161,768 0 0 2,500 2,000 0 115,500 281,768
Project Number: 300007 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 124 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:8
Deerwood Zone Improvements - Zone 8
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 8.

Project Location
Landscaping and Lighting District 1984-1 Zone 8
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, completed landscape renovation and irrigation controllers within the Zone. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled. There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $89,541 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 81,441 0 5,600 0 2,500 0 0 89,541
Totals 81,441 0 5,600 0 2,500 0 0 89,541
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 81,441 0 5,600 0 2,500 0 0 89,541
Totals 81,441 0 5,600 0 2,500 0 0 89,541
Project Number: 300008 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 125 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:9
Country View Zone Improvements - Zone 9
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 9.

Project Location
Landscaping and Lighting District 1984-1 Zone 9
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. FY 2022/23 completed landscape renovation including irrigation controllers and remote control valve replacement in various locations in Zone. FY 2025/26, continue supplemental landscape and irrigation renovations following the completion of the Crow Canyon Widening Projects (CIPs 905328 and 905327) from prior funding.

See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $63,500 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 21,000 0 0 2,500 0 0 40,000 63,500
Totals 21,000 0 0 2,500 0 0 40,000 63,500
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 21,000 0 0 2,500 0 0 40,000 63,500
Totals 21,000 0 0 2,500 0 0 40,000 63,500
Project Number: 300009 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 126 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:10
Old Ranch Estates Zone Improvements - Zone 10
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 10.

Project Location
Landscaping and Lighting District 1984-1 Zone 10
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, completed installation of new lighting system for tree and sign up lights, landscape renovation, and irrigation repairs. FY 25/26, continue landscape renovation and irrigation repairs in various locations with prior funding. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled. There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $136,800 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr
Total
All Costs 130,000 0 0 6,800 0 0 0 136,800
Totals 130,000 0 0 6,800 0 0 0 136,800
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 130,000 0 0 6,800 0 0 0 136,800
Totals 130,000 0 0 6,800 0 0 0 136,800
Project Number: 300010 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 127 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:11
Village Parkway Zone Improvements - Zone 11
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 11.

Project Location
Landscaping and Lighting District 1984-1 Zone 11
City Council Priority and Goals

New Project
Comments
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, completed landscape renovation and remote control valve replacement on Shavano Way. FY 2025/26 work includes arterial landscape and tree renovation within the Zone. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

Estimated Total Cost $73,604 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 64,904 1,000 0 1,000 0 0 6,700 73,604
Totals 64,904 1,000 0 1,000 0 0 6,700 73,604
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 64,904 1,000 0 1,000 0 0 6,700 73,604
Totals 64,904 1,000 0 1,000 0 0 6,700 73,604
Project Number: 300011 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 128 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:12
El Nido Zone Improvements - Zone 12
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 12.

Project Location
Landscaping and Lighting District 1984-1 Zone 12
City Council Priority and Goals

4. Build and maintain quality facilities and
infrastructure
Project Authorization
The Engineer's Report adopted by City Council
approved the creation of project funded by the El
Nido Fund and Citywide Landscaping Fund. City
council authorized Mid-Year appropriation of $5,000
on March 9, 2021.

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, completed tree repair and replacement, and remote control valves replacements. FY 25/26, work includes landscape and tree renovation in arterials within the Zone. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

Estimated Total Cost $22,309 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 9,809 1,000 0 1,000 0 0 10,500 22,309
Totals 9,809 1,000 0 1,000 0 0 10,500 22,309
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 9,809 1,000 0 1,000 0 0 10,500 22,309
Totals 9,809 1,000 0 1,000 0 0 10,500 22,309
Project Number: 300012 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 129 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:13
Crown Ridge Zone Improvements - Zone 13
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 13.

Project Location
Landscaping and Lighting District 1984-1 Zone 13
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, completed irrigation cabinets upgrade and controllers and landscape renovation along Westside Drive; and remote control valve replacements and landscape renovations on Westside Drive. FY 2025/26, continue irrigation and landscape renovations throughout the Zone from prior funding. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled. There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $88,546 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 38,546 0 2,000 0 2,000 0 46,000 88,546
Totals 38,546 0 2,000 0 2,000 0 46,000 88,546
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 38,546 0 2,000 0 2,000 0 46,000 88,546 Totals 38,546 0 2,000 0 2,000 0 46,000 88,546
Project Number: 300013 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 130 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:14
Four Oaks Zone Improvements - Zone 14
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 14.

Project Location
Landscaping and Lighting District 1984-1 Zone 14
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. FY 2019/20 completed removal and replacement of declining trees and landscaping. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled. There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $6,245 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 5,245 0 1,000 0 0 0 0 6,245
Totals 5,245 0 1,000 0 0 0 0 6,245
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 5,245 0 1,000 0 0 0 0 6,245
Totals 5,245 0 1,000 0 0 0 0 6,245
Project Number: 300014 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 131 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:15
Circle E Zone Improvements - Zone 15
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 15.

Project Location
Landscaping and Lighting District 1984-1 Zone 15
City Council Priority and Goals

FY 2025/26, continue arterial landscape renovation and tree renovations within the Zone. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

Estimated Total Cost $116,664 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 58,664 3,000 1,000 0 0 0 54,000 116,664
Totals 58,664 3,000 1,000 0 0 0 54,000 116,664
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 58,664 3,000 1,000 0 0 0 54,000 116,664 Totals 58,664 3,000 1,000 0 0 0 54,000 116,664
Project Number: 300015 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 132 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:16
Thomas Ranch Zone Improvements - Zone 16
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 16.

Project Location
Landscaping and Lighting District 1984-1 Zone 16
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. FY 2025/26, work includes arterial landscape renovation and tree renovations within the Zone. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

Estimated Total Cost $17,000 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 0 1,000 1,000 0 0 0 15,000 17,000
Totals 0 1,000 1,000 0 0 0 15,000 17,000
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 0 1,000 1,000 0 0 0 15,000 17,000
Totals 0 1,000 1,000 0 0 0 15,000 17,000
Project Number: 300016 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 133 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP#:17
Henry Ranch Zone Improvements - Zone 17
Project Description
This project provides for the replacement and
renovation of improvements as identified in the
Engineer's Report and within the boundaries of the
Landscaping and Lighting District 1984-1, Zone 17.

Project Location
Landscaping and Lighting District 1984-1 Zone 17
City Council Priority and Goals

4. Build and maintain quality facilities and
infrastructure
Project Authorization
The Engineer's Report adopted by City Council
approved the creation of project funded by the Henry
Ranch Fund and Citywide Landscaping Fund. City
Council appropriated $9,000 from Zone 17 and $21,000
from Zone 2 at the April 8, 2025 Council meeting.

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. FY 2024/25, completed repair of retaining wall at San Ramon Valley Boulevard. Council appropriated $30,000 to repair the retaining wall on San Ramon Valley Boulevard in Henry Ranch Zone. No work scheduled for FY 2025/26. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

Estimated Total Cost $47,657 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 34,157 0 2,000 0 0 0 11,500 47,657
Totals 34,157 0 2,000 0 0 0 11,500 47,657
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 34,157 0 2,000 0 0 0 11,500 47,657
Totals 34,157 0 2,000 0 0 0 11,500 47,657
Project Number: 300017 Category: Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 134 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP 2025-26 Page 17 CIP#:300017
Old Ranch Summit Zone Improvements - Zone 18
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 18.

Project Location
Landscaping and Lighting District 1984-1 Zone 18
City Council Priority and Goals

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. To date, completed replacement of remote controller valves and landscape renovation; and repairs and clean-up to detention basins in Zone. FY 2025/26, continue irrigation and landscape renovations throughout the Zone from prior funding. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled. There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $241,000 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 210,000 0 3,000 0 3,000 0 25,000 241,000
Totals 210,000 0 3,000 0 3,000 0 25,000 241,000
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 210,000 0 3,000 0 3,000 0 25,000 241,000 Totals 210,000 0 3,000 0 3,000 0 25,000 241,000
Project Number: 300018 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 135 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP 2025-26 Page 17 CIP#:300017
Glass House Zone Improvements - Zone 19
Project Description
This project provides for the replacement and renovation of improvements as identified in the Engineer's Report
and within the boundaries of the Landscaping and
Lighting District 1984-1, Zone 19. It includes the
orchards on both the north and south side of the fence, nut trees on the north and fruit trees on the south. There are also pathways through the orchard, plantings along
the creek and some lighting.

Project Location
Landscaping and Lighting District 1984-1 Zone 19
City Council Priority and Goals

4. Build and maintain quality facilities and
infrastructure
Project Authorization
The Engineer's Report adopted by City Council
approved the creation of project funded by the Glass
House Fund.

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. FY 2019/20 completed plant material replacement in lower parking lot area. FY 2023/24, completed interior landscape renovations and irrigation controllers and remote control valves replacement in Zone. FY 2025/26, work includes interior landscape and tree renovations. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled.

Estimated Total Cost $235,666 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 32,134 1,000 0 1,000 0 0 201,532 235,666
Totals 32,134 1,000 0 1,000 0 0 201,532 235,666
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 32,134 1,000 0 1,000 0 0 201,532 235,666 Totals 32,134 1,000 0 1,000 0 0 201,532 235,666
Project Number: 300019 Category:Landscaping Project Mgr: Savell/Watson

5.4.b
Packet Pg. 136 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) Capital Improvement Program 2025/26 - 2029/30

PROJECT DESCRIPTION/STATUS REPORT
CIP 2025-26 Page 17 CIP#:300017
Citywide Lighting Zone Street Lights Improvements - Zone 1 Project Description
This project provides for the replacement and upgrade
of street lights on an on-going basis, as identified in the Engineer's Report and within the boundaries of the
Landscaping and Lighting District 1984-1, Zone 1.

Project Location
Landscaping and Lighting District 1984-1 Zone 1
City Council Priority and Goals

4. Build and maintain quality facilities and
infrastructure
Project Authorization
The Engineer's Report adopted by the City Council
approved the creation of project funded by the Citywide Lighting Fund.

Comments
New Project
Starting in FY 2019/20, individual CIPs were created for each Zone/Special Zone in Landscape & Lighting District 1984-1 (L&L) for more efficient tracking. This project will replace the City street lights as required. Initial funding is expected to be low as most lights are within the operational life and/or are under warranty. Costs will increase with time. Initial replacements will be limited and as needed. Future replacements will be systematic. FY 2025/26, continue relamping of street lights with prior funding. See L&L Engineer's Report for FY 2025/26 for additional details and scope of work scheduled. There are no improvements scheduled for FY 2025/26.

Estimated Total Cost $725,000 Est. Annual Oper/Maint. Cost $0 Project Cost Estimate
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total All Costs 225,000 0 0 0 0 0 500,000 725,000
Totals 225,000 0 0 0 0 0 500,000 725,000
Project Funding
Prior Year 2025-26 2026-27 2027-28 2028-29 2029-30 Beyond 5 Yr Total Landscape & Ltg. 225,000 0 0 0 0 0 500,000 725,000
Totals 225,000 0 0 0 0 0 500,000 725,000
Project Number: 300021 Category:Landscaping Project Mgr: Bender

5.4.b
Packet Pg. 137 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) D-1

APPENDIX D

CITY OF SAN RAMON

LANDSCAPING & LIGHTING DISTRICT GUIDELINES

TRANSFER OF LANDSCAPING MAINTENANCE RESPONSIBILITIES FROM PRIVATE

PROPERTY OWNER(S)/DEVELOPERS TO THE CITY OF SAN RAMON FOR AREAS

ADJACENT TO THE PUBLIC RIGHT-OF-WAY
From time to time private property owner(s), Homeowners' Associations, or developers request that the City assume maintenance of existing private property, it is important to establish procedural guidelines for the assumption of such responsibilities. These guidelines are:

New Development

1. If the owner(s)/developer of a new development wishes to have an area maintained by the City, discussions will be initiated with the City during the planning review process.

2. The owner(s)/developer shall provide area and landscaping information to the City so that the City can develop maintenance cost estimates and the corresponding assessment amount.

3. After the City determines the assessment amount, including an assessment range or inflation factor, the owner(s)/developer shall petition the City in writing to request formation of a Special Landscaping & Lighting District or Special Zone within the existing Landscaping & Lighting District. This petition shall be in conformance with the Right to Vote on Taxes Act (Proposition 218).

4. Following review and confirmation of the petition, the City shall conduct a public hearing and an election of the owner(s) in accordance with the Landscaping and Lighting Act and the Right to Vote on Taxes Act. The Public Hearing and election shall occur prior to the approval (vesting) of the development with Conditions of Approval. The assessment may only be levied if there is not a majority protest and a majority of the ballots weighted according to the proportional financial obligation of the affected property, are in favor of the proposal.

5. The owner(s)/developer can proceed to obtain City development approval designating the area(s) to be conveyed to and maintained by the City on appropriate development maps and plans.

6. Properties will be assessed upon Final Map approval by the City, recordation by the County Recorder's Office, and inclusion of the parcels on the Assessment Roll by the County Assessor's Office. It shall be the responsibility of the current property owner of each parcel to pay the assessment.

5.4.b
Packet Pg. 138 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) D-2

7. The owner(s)/developer shall be responsible to disclose the assessment on properties that are sold. If a Homeowners' Association is created within the development, the assessment shall be explained in the CC&Rs.

8. The owner(s)/developer shall install irrigation and landscaping in conformance with the approved landscaping plans. The approved plans shall be in accordance with information provided during the development review process and the City of San Ramon's Beautification Guidelines.

9. Following the completion of a minimum one-year warranty maintenance period, the City shall accept maintenance of the area.

Existing Developments

1. Discussions with the City for the transfer of maintenance shall be initiated by the property owner(s) or Homeowners' Association. The owner(s) shall provide available area and landscaping information to the City so that the City can develop any capital and/or maintenance costs and the corresponding assessment amount.

2. Based upon these discussions, the City shall determine an assessment amount, which will include an assessment range or inflation factor. The assessment amount shall include the capital costs required to bring the property up to City Beautification Standards, as well as the ongoing maintenance costs. The City may assist in financing these capital improvements through annual installment assessments consistent with the provisions of the Landscaping and Lighting Act.

3. After the City determines the assessment amount, the owner(s) shall petition the City in writing to request formation of a Special Landscaping & Lighting District or Special Zone within the existing Landscaping & Lighting District. This petition shall be in accordance with the Right to Vote on Taxes Act.

4. Following review and confirmation of the petition, the City shall conduct a Public Hearing and an election of the owner(s) in accordance with the Landscaping and Lighting Act and the Right to Vote on Taxes Act. The assessment may only be levied if there is not a majority protest and a majority of the ballots weighted according to the proportional financial obligation of the affected property, are in favor of the proposal.

5. The owners of the property shall convey title of the property to be maintained (including any existing facilities such as water meters), to the City.

6. Properties will be assessed upon inclusion of the assessment on the County Assessment Roll.

7. Property owners shall be responsible for disclosing the assessment upon the sale of their private property. If there is a Homeowners' Association, the assessment shall be explained in the CC&Rs.

8. Properties will be assessed upon inclusion of the parcels on the Assessment Roll by the County Assessor's Office.

5.4.b
Packet Pg. 139 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) D-3

BENEFIT METHODOLOGY
According to the Landscaping and Lighting Act, the assessment "may be apportioned by any formula or method, which fairly distributes the new amount among all assessable lots or parcels in proportion to the estimated benefits to be received by each such lot or parcel from the improvements" (Streets and Highways Code, Section 22573). Under the Right to Vote on Taxes Act, only special benefits are assessable.

Citywide Assessment
The Citywide assessment was confirmed by a majority vote for Measure K during the November 1996 elections. Measure K provides for a continuation of the $53 per unit per year Citywide assessment through June 1998. On July 1, 1998, the Citywide assessment increased to $59 per unit per year.

On July 11, 2006, the City Council approved Resolution No. 2006-106 adopting the new rate of $79 per unit for FY 2006/07, which includes an annual adjustment based on the Consumer Price Index (CPI) not to exceed 2%.

The Citywide assessment provides for street lighting and three categories of landscaping:

Category 1 - Bishop Ranch Area
Landscaping maintenance within the Bishop Ranch area is governed by their Annexation Agreement to the City of San Ramon.

Category 2 - Arterial Medians
Medians along arterials are the responsibility of the City and will be maintained at a standard determined by the City. Arterials are: Crow Canyon Road, Bollinger Canyon Road (between Crow Canyon Road and Alcosta Boulevard), San Ramon Valley Boulevard, Alcosta Boulevard, Dougherty Road, Village Parkway, Fostoria Way, and Old Ranch Road.

Category 3 - Arterial Roadsides
Roadsides along arterials are the shared responsibility of the City and the adjacent private development – 30% of the cost for arterial roadsides is included within the Citywide assessment while the remaining 70% is included within the special zone assessments described below. This shared responsibility is based upon the following factors:
a. Enhanced landscaping along arterial roadsides provides special benefit to both the City and the adjacent property owners.
b. Portions of the landscaped arterial roadside areas were previously maintained by the adjacent development, or private property owners, and were then deeded over to the City for maintenance.

5.4.b
Packet Pg. 140 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) c. Arterial roadside landscaping was originally installed as part of the private development. d. In some cases, landscaped arterial roadside areas provide special benefit by serving as an entry statement into the private development area.

Confirmation of the Citywide assessment was based on the methodology as prescribed in the FY 1996/97 Engineer's Report for the City of San Ramon Landscaping & Lighting District 1984-1.

As a result, the methodology did not include the assessment of any public agency properties for the Citywide assessment. Starting in FY 2006/07 public agencies including fire stations, schools (both public and private), churches, and City owned facilities will be assessed using the commercial/institutional methodology. The methodology for nonresidential, commercial, and industrial properties remains consistent with the FY 1996/97 Engineer's Report.

Special Zone Assessments
Special zone assessments provide for landscaping and maintenance of landscaping in two categories:

Category 1 - Arterial Roadside
Roadsides along arterials are the shared responsibility of the City and the adjacent private development. The special zone assessments provide for 70% of the cost of arterial roadsides.

Category 2 - Other Areas
Public medians, parkways, public open space, and roadsides other than arterial medians and arterial roadsides provide a special benefit to and are the responsibility of the private development adjacent to such landscaping. Therefore, all costs associated with these areas are provided by the special zone assessment.

City services for the landscaping or the maintenance of these two categories will be assessed on a benefit basis against properties through the creation of a special zone. The special assessment zone will be defined by either the boundaries of the specific subdivision requesting the maintenance or by the District Engineer who will determine special benefit.

Currently, there are 17 special zones:

1. Special Zone 3 - Canyon Lakes 10. Special Zone 12 - El Nido

2. Special Zone 4 - Vista San Ramon 11. Special Zone 13 - Crown Ridge

3. Special Zone 5 - Summerwood Loop 12. Special Zone 14 - Four Oaks

4. Special Zone 6 - West Branch 13. Special Zone 15 - Circle E

5. Special Zone 7 - Bent Creek 14. Special Zone 16 - Thomas Ranch

6. Special Zone 8 - Deerwood 15. Special Zone 17 - Henry Ranch

7. Special Zone 9 - Country View 16. Special Zone 18 - Old Ranch Summit

8. Special Zone 10 - Old Ranch Estates 17. Special Zone 19 - Glass House

9. Special Zone 11 - Village Parkway
D-4

5.4.b
Packet Pg. 141 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing)

APPENDIX E

STREET LANDSCAPING & LIGHTING UNIT FACTORS
By Land Use and Use Code
Use Intensity & Security &
Land Use Code1 Visibility Pedestrian Aesthetics Total
Single Family 11-19 .375 .25 .375 1.00
Condominium 29 .250 .25 .250 .75
Multiple Residential (including hotels, motels)
Units:

Two 21 .50 .50 .50 1.50
Three 22 .75 .75 .75 2.25
Four 23 1.00 1.00 1.00 3.00
Five 24 1.25 1.25 1.25 3.75
6 - 12 25 2.50 2.50 2.50 7.50
13 - 24 26 4.50 4.50 4.50 13.50
25 - 59 27 5.00 10.00 5.00 20.00
60 - 80 28 8.75 17.50 8.75 35.00
81 - 100 28 11.25 22.50 11.25 45.00
101 - 200 28 18.75 37.50 18.75 75.00
201 - 400 28 37.50 75.00 37.50 150.00
401 - 600 28 62.50 125.00 62.50 250.00
601 - 800 28 87.50 175.00 87.50 350.00
801 - 1000 28 112.00 225.00 112.50 450.00
etc. etc. etc. etc. etc. etc.

Industrial 50 - 59 Assessment based on frontage and total area of the parcel.

Commercial and 29 - 49 Please see below
Institutional 70 - 79 Please see below
Industrial (Codes 50 - 59 - Frontage Factor plus Area Factor) Frontage (Ft) Factors Parcel Area (SF) Parcel Area (AC) Factors 0 - 200 4 0 - 25,000 0.00 - 0.57 4
201 - 500 12 25,001 - 100,000 0.58 - 2.29 12
501 - 1000 24 100,001 - 250,000 2.30 - 5.79 24
1001 or more 36 250,001 or more 5.80 or more 36
Commercial and Institutional (Codes 29 - 49 and 70 - 79 - Frontage Factor plus Area Factor) Frontage (Ft) Factors Parcel Area (SF) Parcel Area (AC) Factors 0 - 200 4 0 - 5,000 0.00 - .11 4
201 - 500 8 5,001 - 10,000 0.12 - .22 8
501 - 1,000 12 10,001 - 25,000 .23 - .58 12
1,001 - 3,000 16 25,001 - 100,000 .59 - 2.29 16
3,001 - 5,000 24 100,001 - 500,000 2.30 - 11.49 24
5,001 or more 36 500,001 or more 11.50 or more 36
1The Use Code isthe designation used by the County Assessor's Office to indicate how the land is being used.

E-1

5.4.b
Packet Pg. 142 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) 9 2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
Finance FUND BALANCE - JULY 1 $ 857,762 $ 728,930 $ 790,614 $ 629,976

REVENUES
Assessment Revenue 938,241 820,333 935,202 954,028
Return Funding - CIP - - 600
Interest/Finance Adjustment 28,685 - - -
Damage Reimbursement 28,209 - - -
Total Revenues 995,135 820,333 935,802 954,028

EXPENDITURES
Personnel 194,090 224,020 224,020 227,648
Contracts 59,806 28,540 95,614 28,540
Utilities 513,937 589,000 589,000 657,000
Materials & Supplies 14,397 22,900 22,900 22,900
Other - - - -
Indirect Costs 87,396 113,917 113,917 117,936
Assessment Collection Fee 24,008 21,158 21,158 21,158
LED Project Financing Lease Pmt 70,648 29,831 29,831 29,831 Total Expenditures 964,283 1,029,366 1,096,440 1,105,013 Net Increase (Decrease) in Fund Balance 30,853 (209,033) (160,638) (150,985) Fund Balance w/o Project Costs 888,614 519,897 629,976 478,991 % of Operating Costs 92% 51% 57% 43%

IMPROVEMENT PROJECTS
CIP 300001 - Signal/Street Light Pole Painting 48,000 - - - CIP 300021 - Street Light Pole Relamping 50,000 - - -
CIP 905530 - IHT Overcrossing - - - -
Total Improvement Projects 98,000 - - -
Net Increase (Decrease) in Fund Balance (67,147) (209,033) (160,638) (150,985) FUND BALANCE - JUNE 30 $ 790,614 $ 519,897 $ 629,976 $ 478,991 % of Operating Costs 82% 51% 57% 43%

LEVY INFORMATION
Total Special Assessment 801,564 935,202 935,202 954,028 Total Parcels Levied 26,515.50 26,515.50 26,515.50 26,515.50 Assessment Rate 30.23 35.27 35.27 35.98
Maximum Assessment Rate 30.23 35.27 35.27 35.27

5.4.b
Packet Pg. 143 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 2 – CITYWIDE LANDSCAPING
F-2
7 2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
Finance FUND BALANCE - JULY 1 $ 526,999 $ 659,741 $ 828,314 $ 797,668

REVENUES
Assessment Revenue 2,009,491 1,781,071 1,896,200 1,934,020 Return Funding - CIP - - - -
Interest/Finance Adjustment 29,510 - - -
Damage Reimbursement 5,018 - - -
Electric Vehicle Charging Station - 800 800 800
Fostoria Revenue (Town of Danville) 26,142 11,409 11,409 11,409 Total Revenues 2,070,161 1,793,280 1,908,409 1,946,229

EXPENDITURES
Personnel - Public Services 371,562 410,730 410,730 423,991 Personnel - Engineering 15,983 33,593 33,593 32,577
Contracts 393,703 431,530 431,530 462,245
Utilities 355,918 424,850 424,850 427,550
Materials & Supplies 2,532 17,050 17,050 17,050
Other 605 650 650 650
Indirect Costs 158,675 169,193 169,193 167,751
Transfers Out to Special Zones - 30% Arterial Share 358,719 362,959 353,959 384,239 Total Expenditures 1,657,697 1,850,555 1,841,555 1,916,053 Net Increase (Decrease) in Fund Balance 412,464 (57,275) 66,854 30,176 Fund Balance w/o Project Costs 939,464 602,466 895,168 827,843 % of Operating Costs 57% 33% 49% 43%

IMPROVEMENT PROJECTS

ARTERIAL
CIP 300002 - Irrigation - - - 6,000
CIP 300002 - Landscaping/Trees 72,000 72,000 72,000 20,000 CIP 300002 - Other Improvements - - - -
Total Improvement Projects 72,000 72,000 72,000 26,000
Transfers OUT to Special Zones - 30% Arterial Share 39,150 16,500 25,500 12,840 Total Improvement Projects (Including Transfers OUT) 111,150 88,500 97,500 38,840 Net Increase (Decrease) in Fund Balance 301,314 (145,775) (30,646) (8,664) FUND BALANCE - JUNE 30 $ 828,314 $ 513,966 $ 797,668 $ 789,003 % of Operating Costs 50% 28% 43% 41%

LEVY INFORMATION
Total Special Assessment 1,858,878 1,896,200 1,896,200 1,934,020 Total Parcels Levied 24,881.25 24,881.25 24,881.25 24,881.25 Assessment Rate 74.71 76.21 76.21 77.73
Maximum Assessment Rate 74.71 76.21 76.21 77.73

5.4.b
Packet Pg. 144 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 3 - CANYON LAKES
F-3
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 847,755 $ 519,773 $ 627,107 $ 589,706

REVENUES
Assessment Revenue (30,118) 240,940 240,940 240,940
Return Funding - CIP - - - -
Interest 29,134 - - -
Damage Reimbursement - - - -
HOA Contribution to Landscape Renovation - - -
Other Revenue (Transfers from Citywide) 103,282 105,231 105,231 112,616 Total Revenues 102,298 346,171 346,171 353,556

EXPENDITURES
Personnel 80,521 113,839 113,839 121,336
Contracts 56,142 68,203 68,203 79,848
Utilities 87,874 120,400 120,400 123,500
Materials & Supplies 3,700 8,700 8,700 8,700
Indirect Costs 38,710 40,930 40,930 42,002
Total Expenditures 266,947 352,072 352,072 375,386
Net Increase (Decrease) in Fund Balance (164,649) (5,901) (5,901) (21,830) Fund Balance w/o Project Costs 683,107 513,872 621,206 567,876 % of Operating Costs 256% 146% 176% 151%

IMPROVEMENT PROJECTS

ARTERIAL
CIP 300003 - Irrigation 25,000 5,000 5,000 -
CIP 300003 - Landscaping/Trees 55,000 40,000 40,000 30,000 CIP 300003 - Other Improvements
Total Improvement Projects 80,000 45,000 45,000 30,000
Transfer IN from Citywide - 30% Share of Arterial (24,000) (13,500) (13,500) (9,000) Total Improvement Projects (Including Transfer IN) 56,000 31,500 31,500 21,000 Net Increase (Decrease) in Fund Balance (220,649) (37,401) (37,401) (42,830) FUND BALANCE - JUNE 30 $ 627,107 $ 482,372 $ 589,706 $ 546,876 % of Operating Costs 235% 137% 167% 146%
$ -

LEVY INFORMATION
Total Special Assessment 210,823 240,940 240,940 240,940 Total Parcels Levied 3,011.75 3,011.75 3,011.75 3,011.75 Assessment Rate 70 80 80 80
Maximum Assessment Rate 110 110 110 110

5.4.b
Packet Pg. 145 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 4 – VISTA SAN RAMON
F-4
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 Finance $ 31,461 $ 60,312 $ 69,878 $ 77,058

REVENUES
Assessment Revenue 61,985 28,980 63,434 48,300
Return Funding - CIP 12 - - -
Interest 1,107 - - -
Damage Reimbursement - - - -
Other Revenue (Transfers from Citywide) 6,257 6,362 6,362 7,031 Total Revenues 69,361 35,342 69,796 55,331

EXPENDITURES
Personnel 8,629 8,525 8,525 9,607
Contracts 5,815 9,503 9,503 10,755
Utilities 12,071 16,800 16,800 18,100
Materials & Supplies - 1,500 1,500 1,500
Indirect Costs 4,429 4,788 4,788 5,035
Total Expenditures 30,944 41,116 41,116 44,997
Net Increase (Decrease) in Fund Balance 38,417 (5,774) 28,680 10,334 Fund Balance w/o Project Costs 69,878 54,538 98,558 87,392 % of Operating Costs 226% 133% 240% 194%

IMPROVEMENT PROJECTS

INTERIOR
CIP 300004 - Irrigation - 6,500 6,500 -
CIP 300004 - Landscaping/Trees - 15,000 15,000 -
CIP 300004 - Other Improvements - - - -

ARTERIAL
CIP 300004 - Irrigation - - - 6,800
CIP 300004 - Landscaping/Trees - - - -
CIP 300004 - Other Improvements - - - -
Total Improvement Projects - 21,500 21,500 6,800
Transfer IN from Citywide - 30% Share of Arterial - - - (2,040) Total Improvement Projects (Including Transfer IN) - 21,500 21,500 4,760 Net Increase (Decrease) in Fund Balance 38,417 (27,274) 7,180 5,574 FUND BALANCE - JUNE 30 $ 69,878 $ 33,038 $ 77,058 $ 82,632 % of Operating Costs 226% 80% 187% 184%

LEVY INFORMATION
Total Special Assessment 61,985 63,434 63,434 48,300
Total Parcels Levied 161 161 161 161
Assessment Rate 385 394 394 300
Maximum Assessment Rate 385 394 394 405

5.4.b
Packet Pg. 146 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 5 - SUMMERWOOD LOOP
F-5
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 45,206 $ 54,497 $ 60,894 $ 40,253

REVENUES
Assessment Revenue 73,675 67,360 50,520 54,730
Return Funding - CIP - - - -
Interest 1,872 - - -
Other Revenue (Transfers from Citywide) 27,211 23,900 23,900 22,847 Total Revenues 102,758 91,260 74,420 77,577

EXPENDITURES
Personnel 20,565 23,727 23,727 25,074
Contracts 15,291 17,976 17,976 21,226
Utilities 17,572 21,270 21,270 23,170
Materials & Supplies 1,154 1,150 1,150 1,150
Indirect Costs 7,488 8,438 8,438 8,897
Total Expenditures 62,070 72,561 72,561 79,517
Net Increase (Decrease) in Fund Balance 40,688 18,699 1,859 (1,940) Fund Balance w/o Project Costs 85,894 73,196 62,753 38,313 % of Operating Costs 138% 101% 86% 48%

IMPROVEMENT PROJECTS

INTERIOR
CIP 300005 - Irrigation - - - -
CIP 300005 - Landscaping/Trees 25,000 22,500 22,500 -
CIP 300005 - Other Improvements - - - -

ARTERIAL
CIP 300005 - Irrigation - - - -
CIP 300005 - Landscaping/Trees - - - -
CIP 300005 - Other Improvements - - - -
Total Improvement Projects 25,000 22,500 22,500 -
Transfer IN from Citywide - 30% Share of Arterial - - - - Total Improvement Projects (Including Transfer IN) 25,000 22,500 22,500 - Net Increase (Decrease) in Fund Balance 15,688 (3,801) (20,641) (1,940) FUND BALANCE - JUNE 30 $ 60,894 $ 50,696 $ 40,253 $ 38,313 % of Operating Costs 98% 70% 55% 48%

LEVY INFORMATION
Total Special Assessment 50,520 50,520 50,520 54,730
Total Parcels Levied 421 421 421 421
Assessment Rate 120 120 120 130
Maximum Assessment Rate 160 160 160 160

5.4.b
Packet Pg. 147 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 6 – WEST BRANCH
F-6
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
Finance
FUND BALANCE - JULY 1 $ 154,303 $ 160,521 $ 207,252 $ 212,400

REVENUES
Assessment Revenue 240,065 240,065 240,065 240,065
Return Funding - CIP - - - -
Interest 5,626 - - -
Other Revenue (Damage Reimbursement) - - - -
Other Revenue (Transfers from Citywide) 87,308 87,787 87,787 92,656 Total Revenues 332,999 327,852 327,852 332,721

EXPENDITURES
Personnel-Landscape 65,394 76,929 76,929 83,561
Personnel-Aquatics 11,667 12,836 12,836 13,398
Contracts 84,195 103,344 103,344 95,596
Utilities 82,673 82,900 82,900 104,300
Materials & Supplies 9 9,150 9,150 9,150
Indirect Costs 36,111 37,545 37,545 38,553
Total Expenditures 280,050 322,704 322,704 344,558
Net Increase (Decrease) in Fund Balance 52,949 5,148 5,148 (11,837) Fund Balance w/o Project Costs 207,252 165,669 212,400 200,563 % of Operating Costs 74% 51% 66% 58%

IMPROVEMENT PROJECTS

INTERIOR
CIP 300006 - Irrigation - - - -
CIP 300006 - Landscaping/Trees - - - -
CIP 300006 - Other Improvements - - - -

ARTERIAL
CIP 300006 - Irrigation - - - -
CIP 300006 - Landscaping/Trees - - - -
CIP 300006 - Fountains - - - -
CIP 300006 - Other Improvements - - - -
Total Improvement Projects - - - -
Transfer IN from Citywide - 30% Share of Arterial - - - - Total Improvement Projects (Including Transfer IN) - - - - Net Increase (Decrease) in Fund Balance 52,949 5,148 5,148 (11,837) FUND BALANCE - JUNE 30 $ 207,252 $ 165,669 $ 212,400 $ 200,563 % of Operating Costs 74% 51% 66% 58%

LEVY INFORMATION
Total Special Assessment 240,065 240,065 240,065 240,065 Total Parcels Levied 631.75 631.75 631.75 631.75
Assessment Rate 380 380 380 380
Maximum Assessment Rate 380 380 380 380

5.4.b
Packet Pg. 148 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 7 - BENT CREEK
F-7
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
Finance
FUND BALANCE - JULY 1 $ 164,487 $ 133,101 $ 220,360 $ 203,152

REVENUES
Assessment Revenue 201,140 201,140 201,140 201,140
Return Funding - CIP 56,648 - - -
Interest 7,626 - - -
Other Revenue (Transfers from Citywide) 23,020 24,077 24,077 25,376 Total Revenues 288,434 225,217 225,217 226,516

EXPENDITURES
Personnel 43,073 48,864 48,864 41,541
Contracts 64,654 71,631 71,631 86,124
Utilities 66,358 87,000 87,000 88,000
Materials & Supplies 4,395 6,700 6,700 6,700
Indirect Costs 25,480 28,230 28,230 28,015
Total Expenditures 203,960 242,425 242,425 250,380
Net Increase (Decrease) in Fund Balance 84,474 (17,208) (17,208) (23,864) Fund Balance w/o Project Costs 248,960 115,893 203,152 179,288 % of Operating Costs 122% 48% 84% 72%

IMPROVEMENT PROJECTS

INTERIOR
CIP 300007 - Irrigation 5,000 - - -
CIP 300007 - Landscaping/Trees - - - -
CIP 300007 - Other Improvements 7,500 - - -

ARTERIAL
CIP 300007 - Irrigation - - - -
CIP 300007 - Landscaping/Trees 20,000 - - -
CIP 300007 - Other Improvements 3,000 - - -
Total Improvement Projects 35,500 - - -
Transfer IN from Citywide - 30% Share of Arterial (6,900) - - - Total Improvement Projects (Including Transfer IN) 28,600 - - - Net Increase (Decrease) in Fund Balance 55,874 (17,208) (17,208) (23,864) FUND BALANCE - JUNE 30 $ 220,360 $ 115,893 $ 203,152 $ 179,288 % of Operating Costs 108% 48% 84% 72%

LEVY INFORMATION
Total Special Assessment 201,140 201,140 201,140 201,140 Total Parcels Levied 452 452 452 452
Assessment Rate 445 445 445 445
Maximum Assessment Rate 445 445 445 445

5.4.b
Packet Pg. 149 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 8 – DEERWOOD
F-8
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
Finance
FUND BALANCE - JULY 1 $ 52,479 $ 60,520 $ 99,284 $ 99,015

REVENUES
Assessment Revenue 64,379 63,900 73,485 73,485
Return Funding - CIP 5,970 - - -
Interest 2,133 - - -
Other Revenue (Transfers from Citywide) 50,846 31,394 31,394 33,971 Total Revenues 123,328 95,294 104,879 107,456

EXPENDITURES
Personnel 34,040 46,248 46,248 52,955
Contracts 4,451 9,189 9,189 10,112
Utilities 25,980 36,100 36,100 36,100
Materials & Supplies - 1,400 1,400 1,400
Indirect Costs 12,052 12,211 12,211 12,670
Total Expenditures 76,523 105,148 105,148 113,237
Net Increase (Decrease) in Fund Balance 46,805 (9,854) (269) (5,781) Fund Balance w/o Project Costs 99,284 50,666 99,015 93,234 % of Operating Costs 130% 48% 94% 82%

IMPROVEMENT PROJECTS

ARTERIAL
CIP 300008 - Irrigation - - - -
CIP 300008 - Landscaping/Trees - - - -
CIP 300008 - Other Improvements - - - -
Total Improvement Projects - - - -
Transfer IN from Citywide - 30% Share of Arterial - - - - Total Improvement Projects (Including Transfer IN) - - - - Net Increase (Decrease) in Fund Balance 46,805 (9,854) (269) (5,781) FUND BALANCE - JUNE 30 $ 99,284 $ 50,666 $ 99,015 $ 93,234 % of Operating Costs 130% 48% 94% 82%

LEVY INFORMATION
Total Special Assessment 73,485 73,485 73,485 73,485
Total Parcels Levied 639 639 639 639
Assessment Rate 115 115 115 115
Maximum Assessment Rate 115 115 115 115

5.4.b
Packet Pg. 150 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 9 – COUNTRY VIEW
F-9
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 48,018 $ 41,990 $ 39,282 $ 16,674

REVENUES
Assessment Revenue - 18,400 - 14,720
Return Funding - CIP - - - -
Interest 1,750 - - -
Other Revenue (Transfers from Citywide) 6,526 6,682 6,682 7,301 Total Revenues 8,276 25,082 6,682 22,021

EXPENDITURES
Personnel 2,399 2,794 2,794 2,979
Contracts 6,296 6,667 6,667 8,006
Utilities 5,041 9,400 9,400 9,800
Materials & Supplies 830 830 830 830
Indirect Costs 2,446 2,599 2,599 2,723
Total Expenditures 17,012 22,290 22,290 24,338
Net Increase (Decrease) in Fund Balance (8,735) 2,792 (15,608) (2,317) Fund Balance w/o Project Costs 39,282 44,782 23,674 14,357 % of Operating Costs 231% 201% 106% 59%

IMPROVEMENT PROJECTS

ARTERIAL
CIP 300009 - Irrigation - 5,000 5,000 -
CIP 300009 - Landscaping/Trees - 5,000 5,000 -
CIP 300009 - Other Improvements - - - -
Total Improvement Projects - 10,000 10,000 -
Transfer IN from Citywide - 30% Share of Arterial - (3,000) (3,000) - Total Improvement Projects (Including Transfer IN) - 7,000 7,000 - Net Increase (Decrease) in Fund Balance (8,735) (4,208) (22,608) (2,317) FUND BALANCE - JUNE 30 $ 39,282 $ 37,782 $ 16,674 $ 14,357 % of Operating Costs 231% 170% 75% 59%

LEVY INFORMATION
Total Special Assessment 9,200 - - 14,720
Total Parcels Levied 184 184 184 184
Assessment Rate 50 - - 80
Maximum Assessment Rate 100 100 100 100

5.4.b
Packet Pg. 151 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 10 – OLD RANCH ESTATES
F-10
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 25,850 $ 8,101 $ 9,202 $ 57,415

REVENUES
Assessment Revenue 44,880 43,520 47,600 51,680
Return Funding - CIP - - 50,000 -
Interest 939 - - -
Other Revenue (Transfers from Citywide) 2,457 2,537 2,537 3,126 Total Revenues 48,276 46,057 100,137 54,806

EXPENDITURES
Personnel 13,548 15,818 15,818 16,596
Contracts 13,716 16,773 16,773 21,028
Utilities 7,198 6,850 12,614 8,250
Materials & Supplies 650 1,350 1,350 1,350
Indirect Costs 4,813 5,369 5,369 5,950
Total Expenditures 39,925 46,160 51,924 53,174
Net Increase (Decrease) in Fund Balance 8,351 (103) 48,213 1,632 Fund Balance w/o Project Costs 34,202 7,998 57,415 59,047 % of Operating Costs 86% 17% 111% 111%

IMPROVEMENT PROJECTS

INTERIOR
CIP 300010 - Irrigation - - - -
CIP 300010 - Landscaping/Trees 25,000 - - -
CIP 300010 - Other Improvements - - - -

ARTERIAL
CIP 300010 - Irrigation - - - -
CIP 300010 - Landscaping/Trees - - - -
CIP 300010 - Other Improvements - - - -
Total Improvement Projects 25,000 - - -
Transfer IN from Citywide - 30% Share of Arterial - - - - Total Improvement Projects (Including Transfer IN) 25,000 - - - Net Increase (Decrease) in Fund Balance (16,649) (103) 48,213 1,632 FUND BALANCE - JUNE 30 $ 9,202 $ 7,998 $ 57,415 $ 59,047 % of Operating Costs 23% 17% 111% 111%

LEVY INFORMATION
Total Special Assessment 47,600 47,600 47,600 51,680
Total Parcels Levied 136 136 136 136
Assessment Rate 350 350 350 380
Maximum Assessment Rate 380 380 380 380

5.4.b
Packet Pg. 152 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 11 – VILLAGE PARKWAY
F-11
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 53,514 $ 40,163 $ 66,107 $ 69,432

REVENUES
Assessment Revenue 24,100 16,870 26,510 26,510
Return Funding - CIP 17,520 - 5,977 -
Interest 2,140 - - -
Other Revenue (Transfers from Citywide) 11,551 12,418 12,418 13,457 Total Revenues 55,312 29,288 44,905 39,967

EXPENDITURES
Personnel 15,451 17,742 17,742 19,012
Contracts 8,289 11,557 11,557 13,176
Utilities 3,578 6,700 6,700 6,900
Materials & Supplies 572 750 750 750
Indirect Costs 4,329 4,830 4,830 5,019
Total Expenditures 32,219 41,579 41,579 44,857
Net Increase (Decrease) in Fund Balance 23,092 (12,291) 3,326 (4,890) Fund Balance w/o Project Costs 76,607 27,872 69,432 64,542 % of Operating Costs 238% 67% 167% 144%

IMPROVEMENT PROJECTS

ARTERIAL
CIP 300011 - Irrigation 15,000 - - -
CIP 300011 - Landscaping/Trees - - - 1,000
CIP 300011 - Other Improvements - - - -
Total Improvement Projects 15,000 - - 1,000
Transfer IN from Citywide - 30% Share of Arterial (4,500) - - (300) Total Improvement Projects (Including Transfer IN) 10,500 - - 700 Net Increase (Decrease) in Fund Balance 12,592 (12,291) 3,326 (5,590) FUND BALANCE - JUNE 30 $ 66,107 $ 27,872 $ 69,432 $ 63,842 % of Operating Costs 205% 67% 167% 142%

LEVY INFORMATION
Total Special Assessment 24,100 26,510 26,510 26,510
Total Parcels Levied 241 241 241 241
Assessment Rate 100 110 110 110
Maximum Assessment Rate 110 110 110 110

5.4.b
Packet Pg. 153 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 12 – EL NIDO
F-12
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 45,027 $ 34,355 $ 39,948 $ 39,804

REVENUES
Assessment Revenue 15,010 15,010 17,380 19,750
Return Funding - CIP - - 7,568 -
Interest 1,475 - - -
Other Revenue (Transfers from Citywide) 8,757 9,251 9,251 10,250 Total Revenues 25,242 24,261 34,199 30,000

EXPENDITURES
Personnel 8,046 9,319 9,319 9,608
Contracts 4,517 8,810 8,810 9,737
Utilities 9,225 8,500 11,916 10,300
Materials & Supplies - 700 700 700
Indirect Costs 3,282 3,598 3,598 3,823
Total Expenditures 25,071 30,927 34,343 34,168
Net Increase (Decrease) in Fund Balance 171 (6,666) (144) (4,168) Fund Balance w/o Project Costs 45,198 27,689 39,804 35,636 % of Operating Costs 180% 90% 116% 104%

IMPROVEMENT PROJECTS

ARTERIAL
CIP 300012 - Irrigation 7,500 - - -
CIP 300012 - Landscaping/Trees - - - 1,000
CIP 300012 - Other Improvements - - - -
Total Improvement Projects 7,500 - - 1,000
Transfer IN from Citywide - 30% Share of Arterial (2,250) - - (300) Total Improvement Projects (Including Transfer IN) 5,250 - - 700 Net Increase (Decrease) in Fund Balance (5,079) (6,666) (144) (4,868) FUND BALANCE - JUNE 30 $ 39,948 $ 27,689 $ 39,804 $ 34,936 % of Operating Costs 159% 90% 116% 102%

LEVY INFORMATION
Total Special Assessment 15,010 17,380 17,380 19,750
Total Parcels Levied 158 158 158 158
Assessment Rate 95 110 110 125
Maximum Assessment Rate 125 125 125 125

5.4.b
Packet Pg. 154 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 13 – CROWN RIDGE
F-13
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 105,907 $ 89,595 $ 164,560 $ 149,782

REVENUES
Assessment Revenue 78,000 75,920 81,120 81,120
Return Funding - CIP 45,454 - - -
Interest 4,845 - - -
Other Revenue (Transfers from Citywide) 20,274 21,270 21,270 21,182 Total Revenues 148,572 97,190 102,390 102,302

EXPENDITURES
Personnel 22,563 25,228 25,228 17,357
Contracts 28,008 30,850 30,850 36,630
Utilities 20,345 42,000 42,000 42,000
Materials & Supplies 350 2,800 2,800 2,800
Indirect Costs 12,153 13,290 13,290 12,446
Total Expenditures 83,420 114,168 114,168 111,233
Net Increase (Decrease) in Fund Balance 65,153 (16,978) (11,778) (8,931) Fund Balance w/o Project Costs 171,060 72,617 152,782 140,851 % of Operating Costs 205% 64% 134% 127%

IMPROVEMENT PROJECTS

INTERIOR
CIP 300013 - Irrigation - - - -
CIP 300013 - Landscaping/Trees 3,000 3,000 3,000 -
CIP 300013 - Other Improvements - - - -

ARTERIAL
CIP 300013 - Irrigation 5,000 - - -
CIP 300013 - Landscaping/Trees - - - -
CIP 300013 - Other Improvements - - - -
Total Improvement Projects 8,000 3,000 3,000 -
Transfer IN from Citywide - 30% Share of Arterial (1,500) - - - Total Improvement Projects (Including Transfer IN) 6,500 3,000 3,000 - Net Increase (Decrease) in Fund Balance 58,653 (19,978) (14,778) (8,931) FUND BALANCE - JUNE 30 $ 164,560 $ 69,617 $ 149,782 $ 140,851 % of Operating Costs 197% 61% 131% 127%

LEVY INFORMATION
Total Special Assessment 78,000 81,120 81,120 81,120
Total Parcels Levied 104 104 104 104
Assessment Rate 750 780 780 780
Maximum Assessment Rate 1,000 1,000 1,000 1,000

5.4.b
Packet Pg. 155 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 14 – FOUR OAKS
F-14
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 23,590 $ 21,782 $ 23,877 $ 21,314

REVENUES
Assessment Revenue 10,325 10,325 10,325 10,325
Return Funding - CIP - - - -
Interest 811 - - -
Other Revenue (Transfers from Citywide) 5,200 5,497 5,497 6,036 Total Revenues 16,336 15,822 15,822 16,361

EXPENDITURES
Personnel 6,113 6,196 6,196 6,435
Contracts 4,903 5,251 5,251 6,335
Utilities 3,083 4,200 4,200 4,500
Materials & Supplies - 600 600 600
Indirect Costs 1,949 2,138 2,138 2,251
Total Expenditures 16,049 18,385 18,385 20,121
Net Increase (Decrease) in Fund Balance 287 (2,563) (2,563) (3,760) Fund Balance w/o Project Costs 23,877 19,219 21,314 17,554 % of Operating Costs 149% 105% 116% 87%

IMPROVEMENT PROJECTS

ARTERIAL
CIP 300014 - Irrigation - - - -
CIP 300014 - Landscaping/Trees - - - -
CIP 300014 - Other Improvements - - - -
Total Improvement Projects - - - -
Transfer IN from Citywide - 30% Share of Arterial - - - - Total Improvement Projects (Including Transfer IN) - - - - Net Increase (Decrease) in Fund Balance 287 (2,563) (2,563) (3,760) FUND BALANCE - JUNE 30 $ 23,877 $ 19,219 $ 21,314 $ 17,554 % of Operating Costs 149% 105% 116% 87%

LEVY INFORMATION
Total Special Assessment 10,325 10,325 10,325 10,325
Unit Factors 59 59 59 59
Assessment Rate 175 175 175 175
Maximum Assessment Rate 175 175 175 175

5.4.b
Packet Pg. 156 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 15 – CIRCLE E
F-15
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 50,831 $ 40,760 $ 40,685 $ 45,537

REVENUES
Assessment Revenue 22,950 38,250 34,425 35,955
Return Funding - CIP - - 9,337 -
Interest 1,929 - - -
Other Revenue (Transfers from Citywide) 3,917 4,159 4,159 4,504 Total Revenues 28,796 42,409 47,921 40,459

EXPENDITURES
Personnel 9,481 10,571 10,571 11,136
Contracts 3,950 6,200 6,200 7,010
Utilities 15,309 18,735 18,735 20,135
Materials & Supplies 750 2,550 2,550 2,550
Indirect Costs 4,451 5,013 5,013 5,144
Total Expenditures 33,941 43,069 43,069 45,975
Net Increase (Decrease) in Fund Balance (5,146) (660) 4,852 (5,516) Fund Balance w/o Project Costs 45,685 40,100 45,537 40,021 % of Operating Costs 135% 93% 106% 87%

IMPROVEMENT PROJECTS

INTERIOR
CIP 300015 - Irrigation - - - -
CIP 300015 - Landscaping/Trees - - - -
CIP 300015 - Other Improvements 5,000 - - -

ARTERIAL
CIP 300015 - Irrigation - - - -
CIP 300015 - Landscaping/Trees - - - 3,000
CIP 300015 - Other Improvements - - - -
Total Improvement Projects 5,000 - - 3,000
Transfer IN from Citywide - 30% Share of Arterial - - - (900) Total Improvement Projects (Including Transfer IN) 5,000 - - 2,100 Net Increase (Decrease) in Fund Balance (10,146) (660) 4,852 (7,616) FUND BALANCE - JUNE 30 $ 40,685 $ 40,100 $ 45,537 $ 37,921 % of Operating Costs 120% 93% 106% 82%

LEVY INFORMATION
Total Special Assessment 30,600 34,425 34,425 35,955
Total Parcels Levied 153 153 153 153
Assessment Rate 200 225 225 235
Maximum Assessment Rate 300 300 300 300

5.4.b
Packet Pg. 157 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 16 - THOMAS RANCH
F-16
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 20,416 $ 17,054 $ 23,210 $ 21,253

REVENUES
Assessment Revenue 9,100 5,034 10,500 11,900
Return Funding - CIP - - 268 -
Interest 691 - - -
Other Revenue (Transfers from Citywide) 5,341 5,425 5,425 6,100 Total Revenues 15,132 10,459 16,193 18,000

EXPENDITURES
Personnel 3,542 5,789 5,789 6,913
Contracts 4,318 4,601 4,601 5,494
Utilities 2,127 4,900 4,900 4,900
Materials & Supplies 350 750 750 750
Indirect Costs 2,002 2,110 2,110 2,275
Total Expenditures 12,338 18,150 18,150 20,332
Net Increase (Decrease) in Fund Balance 2,794 (7,691) (1,957) (2,332) Fund Balance w/o Project Costs 23,210 9,363 21,253 18,921 % of Operating Costs 188% 52% 117% 93%

IMPROVEMENT PROJECTS

ARTERIAL
CIP 300016 - Irrigation - - - -
CIP 300016 - Landscaping/Trees - - - 1,000
CIP 300016 - Other Improvements - - - -
Total Improvement Projects - - - 1,000
Transfer IN from Citywide - 30% Share of Arterial - - - (300) Total Improvement Projects (Including Transfer IN) - - - 700 Net Increase (Decrease) in Fund Balance 2,794 (7,691) (1,957) (3,032) FUND BALANCE - JUNE 30 $ 23,210 $ 9,363 $ 21,253 $ 18,221 % of Operating Costs 188% 52% 117% 90%

LEVY INFORMATION
Total Special Assessment 9,100 10,500 10,500 11,900
Total Parcels Levied 140 140 140 140
Assessment Rate 65 75 75 85
Maximum Assessment Rate 100 100 100 100

5.4.b
Packet Pg. 158 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 17 - HENRY RANCH
F-17
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
Finance FUND BALANCE - JULY 1 $ 89,343 $ 79,413 $ 100,457 $ 66,992

REVENUES
Assessment Revenue 27,750 22,950 22,950 28,050
Return Funding - CIP 843 - - -
Interest 2,992 - - -
Damage Reimbursement - - - -
Other Revenue (Transfers from Citywide) 14,091 15,142 15,142 15,697 Total Revenues 45,676 38,092 38,092 43,747

EXPENDITURES
Personnel 6,774 7,578 7,578 8,031
Contracts 7,520 17,189 17,189 18,539
Utilities 14,538 19,150 19,150 19,150
Materials & Supplies 450 750 750 750
Indirect Costs 5,281 5,890 5,890 5,855
Total Expenditures 34,562 50,557 50,557 52,325
Net Increase (Decrease) in Fund Balance 11,113 (12,465) (12,465) (8,578) Fund Balance w/o Project Costs 100,457 66,948 87,992 58,414 % of Operating Costs 291% 132% 174% 112%

IMPROVEMENT PROJECTS

ARTERIAL
CIP 300017 - Irrigation - - - -
CIP 300017 - Landscaping/Trees - - - -
CIP 300017 - Other Improvements - - 30,000 -
Total Improvement Projects - - 30,000 -
Transfer from Citywide - 30% Share of Arterial - - (9,000) - Total Improvement Projects (Including Transfer IN) - - 21,000 - Net Increase (Decrease) in Fund Balance 11,113 (12,465) (33,465) (8,578) FUND BALANCE - JUNE 30 $ 100,457 $ 66,948 $ 66,992 $ 58,414 % of Operating Costs 291% 132% 133% 112%

LEVY INFORMATION
Total Special Assessment 22,950 22,950 22,950 28,050
Total Parcels Levied 102 102 102 102
Assessment Rate 225 225 225 275
Maximum Assessment Rate 375 375 375 375

5.4.b
Packet Pg. 159 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 18 - OLD RANCH SUMMIT
F-18
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
Finance FUND BALANCE - JULY 1 $ 50,421 $ 32,904 $ 31,142 $ 26,444

REVENUES
Assessment Revenue 10,800 27,000 18,900 21,600
Return Funding - CIP - - - -
Interest 1,897 - - -
Other Revenue (Transfers from Citywide) 1,707 1,828 1,828 2,089 Total Revenues 14,404 28,828 20,728 23,689

EXPENDITURES
Personnel 8,654 7,809 7,809 7,744
Contracts 3,084 8,408 8,408 9,489
Utilities 4,194 5,950 5,950 6,350
Materials & Supplies 150 300 300 300
Indirect Costs 2,600 2,959 2,959 3,009
Total Expenditures 18,682 25,426 25,426 26,892
Net Increase (Decrease) in Fund Balance (4,278) 3,402 (4,698) (3,203) Fund Balance w/o Project Costs 46,142 36,306 26,444 23,241 % of Operating Costs 247% 143% 104% 86%

IMPROVEMENT PROJECTS

INTERIOR
CIP 300004 - Irrigation - - - -
CIP 300004 - Landscaping/Trees 15,000 - - -
CIP 300004 - Other Improvements - - - -

ARTERIAL
CIP 300004 - Irrigation - - - -
CIP 300004 - Landscaping/Trees - - - -
CIP 300004 - Other Improvements - - - -
Total Improvement Projects 15,000 - - -
Transfer from Citywide - 30% Share of Arterial - - - -
Total Improvement Projects (Including Transfer IN) 15,000 - - - Net Increase (Decrease) in Fund Balance (19,278) 3,402 (4,698) (3,203) FUND BALANCE - JUNE 30 $ 31,142 $ 36,306 $ 26,444 $ 23,241 % of Operating Costs 167% 143% 104% 86%

LEVY INFORMATION
Total Special Assessment 18,900 18,900 18,900 21,600
Total Parcels Levied 54 54 54 54
Assessment Rate 350 350 350 400
Maximum Assessment Rate 1,858 1,858 1,858 1,858

5.4.b
Packet Pg. 160 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) FY 2025/26 LANDSCAPING AND LIGHTING DISTRICT
ZONE 19 - GLASS HOUSE
F-19
2023/24 (LY)
Final
2024/25 (CY)
Adopted
2024/25 (CY)
Revised
2025/26
Proposed -
FUND BALANCE - JULY 1 $ 13,707 $ 9,288 $ 19,080 $ 18,925

REVENUES
Assessment Revenue 14,836 14,656 15,802 16,118
Return Funding - CIP 7,599 - - -
Interest 699 - - -
Other Revenue (Transfers from Citywide) - - - -
Total Revenues 23,134 14,656 15,802 16,118

EXPENDITURES
Personnel 3,300 3,672 3,672 3,900
Contracts 5,258 7,228 7,228 8,308
Utilities 2,527 2,750 2,750 3,300
Materials & Supplies - 450 450 450
Indirect Costs 1,677 1,857 1,857 2,011
Total Expenditures 12,761 15,957 15,957 17,969
Net Increase (Decrease) in Fund Balance 10,372 (1,301) (155) (1,851) Fund Balance w/o Project Costs 24,080 7,987 18,925 17,074 % of Operating Costs 189% 50% 119% 95%

IMPROVEMENT PROJECTS

INTERIOR
CIP 300004 - Irrigation - - - -
CIP 300004 - Landscaping/Trees 5,000 - - 1,000
CIP 300004 - Other Improvements - - - -
Total Improvement Projects 5,000 - - 1,000
Net Increase (Decrease) in Fund Balance 5,372 (1,301) (155) (2,851) FUND BALANCE - JUNE 30 $ 19,080 $ 7,987 $ 18,925 $ 16,074 % of Operating Costs 150% 50% 119% 89%

LEVY INFORMATION
Total Special Assessment 15,492.17 15,802.01 15,802.01 16,118.05 Total Parcels Levied 3 3 3 3
Assessment Rate (rate varies by parcel) 15,492.17 15,802.01 15,802.01 16,118.05 Maximum Assessment Rate 15,492.17 15,802.01 15,802.01 16,118.05

5.4.b
Packet Pg. 161 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) G
-1

APPENDIXG
Zone
Number
Zone Name
Proposed
Unit
Factors
FY 2024/25
Levied Rate
Per Unit
FY 2025/26
Proposed
Rate Per
Unit
FY 2025/26 Max
Rate Per Unit
FY 2025/26
Estimated
Revenue 1 Citywide Street Lighting 26,515.50 35.27 35.98 35.98 954,028 2 Citywide Landscaping 24,881.25 76.21 77.73 77.73 1,934,020 3 Canyon Lakes 3,011.75 80 80 110 240,940 4 Vista San Ramon 161 394 300 405 48,300 5 Summerwood Loop 421 120 130 160 54,730 6 West Branch 631.75 380 380 380 240,065 7 Bent Creek 452 445 445 445 201,140 8 Deerwood 639 115 115 115 73,485 9 Country View 184 - 80 100 14,720 10 Old Ranch Estates 136 350 380 380 51,680
11 Village Parkway 241 110 110 110 26,510
12 El Nido 158 110 125 125 19,750
13 Crown Ridge 104 780 780 1,000 81,120
14 Four Oaks 59 175 175 175 10,325
15 Circle E 153 225 235 300 35,955
16 Thomas Ranch 140 75 85 100 11,900
17 Henry Ranch 102 225 275 375 28,050
18 Old Ranch Summit 54 350 400 1,858 21,600
Glass House (SR) 1 8,327.66 8,494.21 8,494.21
Brave Church (CH) 1 1,358.98 1,386.16 1,386.16
Valley Vista (VV) 1 6,115.38 6,237.69 6,237.69
4,064,435
*The owners of the three Zone 19 parcels were responsible for paying the Zone 1 and Zone 2 assessments prior to the formation of Zone 19. Therefore, these three parcels are included in the Zone 1 and Zone 2 unit factors and revenue estimates above, in addition to the Zone 19 assessment and revenue estimates. *SR - City of San Ramon, CH - Brave Church, VV - Valley Vista Senior Housing

SUMMARY OF ASSESSMENTS

ASSESSMENT PER UNIT FACTOR BY SPECIAL ZONE
19* 16,118.05
Total Assessment Revenue:

5.4.b
Packet Pg. 162 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing) G-2
Per Unit FY
2024/25
Per Unit FY
2025/26
Per Unit
Change
$35.27 $35.98 $0.71
$191.48 $193.71 $2.23
$505.48 $413.71 -$91.77
$231.48 $243.71 $12.23
$491.48 $493.71 $2.23
$556.48 $558.71 $2.23
$226.48 $228.71 $2.23
$111.48 $193.71 $82.23
$461.48 $493.71 $32.23
$221.48 $223.71 $2.23
$221.48 $238.71 $17.23
$891.48 $893.71 $2.23
$286.48 $288.71 $2.23
$336.48 $348.71 $12.23
$186.48 $198.71 $12.23
$336.48 $388.71 $52.23
$461.48 $513.71 $52.23
$8,439.14 $8,607.92
$1,470.46 $1,499.87
$6,226.86 $6,351.40
$111.48 $113.71 $2.23
The Zone 1 and Zone 2 assessments for these parcels are accounted for separately from the Zone 19 assessments.

Therefore, no increase for Zone 1 and Zone 2 are showing under Zone 19.

Bishop Ranch Properties (Zone 1 only)
*Valley Vista (VV)(Zone 19)
*Brave Church (CH)(Zone 19)
*Glass House (SR)(Zone 19)
Old Ranch Summit (Zone 1, Zone 2, Zone 18)
Henry Ranch (Zone 1, Zone 2, Zone 17)
Thomas Ranch (Zone 1, Zone 2, Zone 16)
Circle E (Zone 1, Zone 2, Zone 15)
Four Oaks (Zone 1, Zone 2, Zone 14)
Crown Ridge (Zone 1, Zone 2, Zone 13)
El Nido (Zone 1, Zone 2, Zone 12)
Village Parkway (Zone 1, Zone 2, Zone 11)
$322.73
*SR - City of San Ramon, CH - Brave Church, VV - Valley Vista Senior Housing All Other Areas (Zone 1, Zone 2)

CUMULATIVE ASSESSMENTS
(Includes Citywide Zones and Special Zone)
Description
Canyon Lakes (Zone 1, Zone 2, Zone 3)
Old Ranch Estates (Zone 1, Zone 2, Zone 10)
Country View (Zone 1, Zone 2, Zone 9)
Deerwood (Zone 1, Zone 2, Zone 8)
Bent Creek (Zone 1, Zone 2, Zone 7)
West Branch (Zone 1, Zone 2, Zone 6)
Summerwood Loop (Zone 1, Zone 2, Zone 5)
Vista San Ramon (Zone 1, Zone 2, Zone 4)

5.4.b
Packet Pg. 163 Attachment: B: Revised 1984-1 Engineers Report (2025-050 : L&L 1984 Approve & Set Public Hearing)

CITY COUNCIL STAFF REPORT
DATE: May 27, 2025
TO: City Council/City Manager
FROM: Brian Bornstein, Public Works Director
By: Gary Manuel, Landscape Program Manager
SUBJECT: RESOLUTION NO. 2025-051 - Approving the Preserve Landscaping and Lighting Assessment District Engineer's Report for FY 2025/26, Adopting a Resolution of Intention to Levy and Collect Assessments for FY 2025/26, and Setting a Public Hearing for June 10, 2025

EXECUTIVE SUMMARY
The Preserve Landscaping and Lighting Assessment District (District) was formed in 2018 for the purpose of maintaining public landscaping and lighting improvements associated with The Preserve Development. Most of the improvements have now been constructed and accepted by the City of San Ramon (City). Costs for FY 2025/26 are based on FY 2024/25 maintenance costs, the inspection of the already accepted areas, and quotes from contractors to complete certain maintenance activities. The proposed maximum assessment limit will be $443.96, and the proposed actual annual assessment per unit will be $295.99, both based on reserve fund levels and annual operating and replacement expenses. The Public Hearing is set for June 10, 2025.

RECOMMENDED ACTION
Staff recommends that the City Council adopt this Resolution approving The Preserve Landscaping and Lighting Assessment District Engineer's Report for FY 2025/26, adopting a Resolution of intention to levy and collect assessments for FY 2025/26, and setting a Public Hearing for June 10, 2025.

BACKGROUND/DISCUSSION
The Preserve Landscaping and Lighting Assessment District was formed on March 13, 2018, through adoption of Resolution No. 2018-033, to fund the proposed public landscaping program associated with The Preserve (Faria) Development. Property owners within the District will pay an annual assessment to fund the maintenance of public landscaping. Such maintenance is performed through a combination of City staff and contractors.

To reestablish a Landscaping and Lighting District under the California Landscaping and Lighting Act of 1972 (Streets and Highways Code §22500 et seq.) (Act), a local agency must

5.5 Packet Pg. 164
follow a structured legal process. The first step necessary to re-establish the District for FY 2025/26 was completed on March 11, 2025, when the City Council approved Resolution No. 2025-028, describing new improvements and ordering the District Engineer to prepare and file the Engineer's Report for FY 2025/26. The FY 2025/26 Engineer's Report (Attachment A) is outlined by the Act as the second step necessary to re-establish the District. The final step required by the Act is to conduct a Public Hearing and adopt a Resolution confirming the diagram and assessments and levying the assessments for FY 2025/26. This allows staff to prepare the database of parcels and corresponding assessments to be included on the property tax roll, which must be submitted to the Contra Costa County Assessor's Office by August 10, 2025.

The Engineer's Report aims to provide a detailed description of improvements and estimated revenues and expenditures for the District. The FY 2025/26 Engineer's Report includes a diagram defining boundaries, actual revenues, and expenditures for FY 2023/24, budgeted revenues and expenditures for FY 2024/25, projected revenues and expenditures for FY 2024/25, and the proposed budget for FY 2025/26.

Improvements
All improvements to be maintained by the District in FY 2025/26 were constructed by The Preserve developer in accordance with approved project plans and, except for the three (3) roundabouts on Faria Preserve Parkway, have been transferred to the City. The transferred improvements include landscaping, irrigation, hardscape, a walking path, and related features along Faria Preserve Parkway, a section of Bollinger Canyon Road, and a section of Omega Road. The timing of the roundabout transfer was delayed due to development traffic and acceptance is dependent on the developer’s schedule, but the majority of the improvements have been accepted for ownership and maintenance by the City in FY 2024/25.

Cost of Maintenance
The initial cost of maintenance, the annualized replacement cost of improvements, and the cost of administration of the District were estimated as presented in the Engineer’s Report that was prepared for the formation of the District.

Anticipated expenditures for FY 2025/26 are based on FY 2024/25 maintenance costs, the inspection of the already accepted areas, and quotes from contractors to complete certain maintenance activities. The estimated costs and budget are summarized below:

DESCRIPTION COSTS
Annual Operation, Maintenance and Replacement Costs $159,209 Less: General Benefit Contribution (7.92%) (12,609)
Total Assessable Direct Costs $146,600
Incidental Costs (Tax Roll Fees and Administration) $8,500 Total Maximum Costs that can be Assessed $155,100

5.5 Packet Pg. 165
Assessment
The initial maximum assessment for the District was set at $363.13 per benefit point. This can be adjusted by the greater of 2% or the Consumer Price Index for the San Francisco Bay Area, All Urban Consumers. This year, the applicable inflation rate was 2.7%. Therefore, a 2.7% increase has been applied. The current maximum assessment that can be levied is $443.96. Single-family homes will be assessed one benefit point and townhome condominiums will be assessed 0.75 benefit points.

Not all of the actual costs may be assessed. A certain fraction of the benefits of the improvements is deemed to be of general benefit to the community as a whole and is not assessable. Analysis done for the original Engineer’s Report determined that this benefit was

7.92%. Therefore, the total cost to be assessed for FY 2025/26 is equal to 92.08% of the $159,209 annual costs, or $146,600, plus fees and administration costs for a total of $155,100.

All the units to be constructed as part of The Preserve project will be assessable in FY 2025/26.

This totals 524 benefit points that will be assessed at an assessment rate of $295.99 and will result in revenue of $155,100 to fund maintenance and replacement costs for FY 2025/26.

Future Reserve Study Update
As the roundabouts are accepted for maintenance by the City, actual costs of maintenance and administration will be updated. In addition, appropriate reserves for non-routine maintenance and replacement of improvements will be accumulated. The amount of money that needs to be expended in any given year and the required reserves will be tracked and presented to the Finance Committee and City Council in annual updates to a Reserve Fund Study and the annual Engineer’s Report.

Finance Committee Comments
On May 21, 2025, staff presented the Engineer’s Report and an overview of the FY 2025/26 District budget to the Finance Committee. Staff reviewed the process and improvements with the Committee and received comments.

FISCAL ANALYSIS
The Engineer’s Report will be the basis for the assessment of parcels located within The Preserve Landscaping & Lighting Assessment District. The associated costs, as well as revenues from this levy, will be included in the proposed FY 2025/26 Operating Budget and Capital Budget of the Five-Year Capital Improvement Program.

STEPS FOLLOWING APPROVAL

1. On June 10, 2025, the City Council will conduct the Public Hearing and adopt a

5.5 Packet Pg. 166
Resolution confirming the diagram and assessments and levying the assessments for FY 2025/26.

2. Staff will file the final Engineer’s Report, together with the assessment roll and the assessment diagram, with the Contra Costa County Assessor’s Office by August 10, 2025.

ATTACHMENT
A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report

5.5 Packet Pg. 167
RESOLUTION NO. 2025-051

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

APPROVING THE PRESERVE LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT ENGINEER'S REPORT FOR FY 2025/26, ADOPTING A RESOLUTION OF INTENTION TO LEVY AND COLLECT ASSESSMENTS FOR FY 2025/26, AND SETTING A PUBLIC HEARING FOR JUNE 10, 2025
WHEREAS, on March 11, 2025, the City Council of the City of San Ramon adopted Resolution No. 2025-028 describing new improvements for The Preserve Landscaping and Lighting District (District) and ordering the District Engineer to prepare and file an Engineer’s Report for FY 2025/26; and
WHEREAS, the District Engineer has prepared the Engineer’s Report for FY 2025/26, which contains the full detailed description of the improvements, the boundaries of the Assessment District, and the proposed assessments of assessable properties within the District; and
WHEREAS, on May 27, 2025, the Engineer’s Report was presented to the City Council of the City of San Ramon for review and approval; and
WHEREAS, the District Engineer filed the Engineer’s Report with the Office of the City Clerk; and
WHEREAS, the assessments proposed in the Engineer’s Report for FY 2025/26 are within the ranges established in compliance with Article XIIID (Proposition 218) of the California Constitution, and therefore do not constitute increased assessments under the Proposition 218 Omnibus Implementation Act (Government Code Section 53750 et seq); and WHEREAS, under authority of Government Code Section 53739, the City Council may levy assessments for FY 2025/26 at any amount which does not exceed the approved range; and WHEREAS, Section 22624 of the Streets and Highways Code requires that the City Council adopt a Resolution of intention to levy and collect assessments within the Assessment District for the fiscal year stated, upon approval of the Engineer’s Report.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Ramon hereby:

1. Approves the FY 2025/26 Engineer’s Report, which includes:
a) Increase the maximum assessment cap by the current CPI (2.7%) from $432.29 to $443.96;
b) Assessment decrease from $357.98 to 295.99;

2. Declares its intention to levy and collect assessments within the District for FY 2025/26; and

5.5 Packet Pg. 168

3. Sets June 10, 2025, as the Public Hearing date for The Preserve Landscaping and Lighting Assessment District.

PASSED, APPROVED, AND ADOPTED, at the meeting of May 27, 2025 by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________
Mark Armstrong, Mayor
ATTEST:
___________________________
Christina Franco, City Clerk

5.5 Packet Pg. 169
Attachment A
ENGINEER’S REPORT
for

THE PRESERVE LANDSCAPING AND LIGHTING

ASSESSMENT DISTRICT
FISCAL YEAR JULY 1, 2025 – JUNE 30, 2026

CITY OF SAN RAMON
Contra Costa County, California
May 27, 2025

5.5.a
Packet Pg. 170 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 2 TABLE OF CONTENTS
Transmittal .........................................................................................................................................3 Certification of Filing .........................................................................................................................3 INTRODUCTION 4
IMPROVEMENTS 4
Location of District and Improvements ..........................................................................................4 Landscaping Program ......................................................................................................................4 Overhead............................................................................................................................................4 ESTIMATE OF COSTS 5
Annual Maintenance Cost Estimate...............................................................................................5 Annualized Replacement Cost Estimate.......................................................................................6 SPECIAL AND GENERAL BENEFIT 7
Introduction ........................................................................................................................................7 Identification of Benefit.....................................................................................................................7 Separation of General Benefit.........................................................................................................9 Quantification of General Benefit....................................................................................................9 Apportioning of Special Benefit.....................................................................................................11 METHOD OF ASSESSMENT 15
Balance to be Assessed ................................................................................................................15 Maximum Annual Assessment Amount per
Benefit Point and Annual Increase to the Maximum Annual Assessment .............................15 Method of Assessment Spread.....................................................................................................16 Total Maximum Assessment per Property Type ........................................................................16 ACTUAL ASSESSMENT TO BE LEVIED 16
ASSESSMENT ROLL 17
ASSESSMENT DIAGRAM 18

5.5.a
Packet Pg. 171 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 3 Transmittal
I, the undersigned, respectfully submit the enclosed Engineer’s Report, and, to the best of my knowledge, information and belief, the Engineer’s Report, Assessments, and the Assessment Diagram herein have been prepared and computed in accordance with the order of the City Council of the City of San Ramon and the Assessment Law.

Chen-hsuan Hsieh
District Engineer
R.C.E. 68052 (Expires 09/30/25)
Certification of Filing
I HEREBY CERTIFY that the enclosed Engineer's Report, together with the Assessment and Assessment Diagram thereto attached was filed with me on the day of 2025.

Christina Franco, City Clerk
City of San Ramon
Contra Costa County, California
I HEREBY CERTIFY that the enclosed Engineer's Report, together with Assessment and Assessment Diagram thereto attached was approved and confirmed by the City Council of the City of San Ramon, California, on the day of 2025.

Christina Franco, City Clerk
City of San Ramon
Contra Costa County, California

5.5.a
Packet Pg. 172 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 4 INTRODUCTION
This Assessment Engineer’s Report that separates and quantifies the special and general benefits and assesses the proportional special benefit to fund a proposed landscaping program containing decorative planting, irrigation, minor hardscaping, a walking path and pedestrian improvements within the proposed The Preserve Landscape and Lighting Assessment District (hereafter referred to as the “District”). Article XIID Section 4 of the Constitution of the State of California (“Proposition 218”) and recent court rulings have made clear the importance of separating and quantifying the special and general benefits and supporting that quantification with evidence and analysis.

IMPROVEMENTS
Location of District and Improvements
The District will provide ongoing funding for a landscaping program containing decorative planting, irrigation, hardscaping, a walking path and pedestrian improvements. The proposed District area was annexed into the City by LAFCO Resolution 08-27 on February 11, 2009. The Faria Preserve is generally located north of Deerwood Drive and Deerwood Road, east of Bollinger Canyon Road and west of Omega Road.

The improvements are located along Faria Preserve Parkway, a section of Bollinger Canyon Road, and a section of Omega Road.

The Preserve project plans containing detailed information as to the exact description and location of the improvements are on file with the City. All improvements to be maintained by the District are located in the public right of way and exclude those fences, gates, screen walls and existing retaining walls on Faria Preserve Parkway and those improvements to be maintained by The Preserve Home Owners Association(s) and those elements to be maintained by the Landscaping and Lighting District 1984-1.

Landscaping Program
The Landscaping Program provides year-round maintenance and management services. Landscape improvements include trees, shrubs and decorative plantings together with an irrigation system containing controllers, valves and booster pumps. Hardscape improvements include decorative paving, retaining walls and a DG walking path. The walking path improvements include sitting benches, trash receptacles and drinking fountains.

Services include routine maintenance of the landscape and hardscape improvements. Landscape services include pruning, trimming, irrigation, fertilization, repair and replacement of the improvements. Hardscape services include repair, painting, cleaning, graffiti removal, replacement of the improvements, regular trash removal and all utilities.

The landscaping will be installed in order to create a common theme and neighborhood identity for parcels within the District.

Overhead
In addition to the costs to maintain and service the District improvements mentioned above, the City will incur costs for staff time and expense related to the programs mentioned above, as well as the management of the District. Staff time includes oversight and coordination of both City and contractor provided services, annual tax roll preparation, and addressing property owner questions and concerns. These activities are directly related to the District and improvements within the District, and without them, the improvements could not be efficiently completed or properly maintained on an ongoing basis.

5.5.a
Packet Pg. 173 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 5 ESTIMATE OF COSTS
The estimated costs of maintenance and servicing of the improvements as described in the previous section are summarized below. Each year, as part of the assessment district levy calculation process, the costs and expenses are reviewed, and the annual costs are projected for the following fiscal year.

Annual Maintenance Cost Estimate
The table below estimates the cost of the annual maintenance and servicing of all of the improvements in 2025 dollars. The estimated costs of maintenance have been established based on previous years' actual costs and quotes provided by contractors. Future costs will depend on the amount and timing of the turnover of improvements to the District and the type, amount, and cost basis of work at the time. This table may be adjusted as updated data becomes available.

Item Cost
Staff $35,335.00
Contractors $26,046.00
Utilities $20,700.00
Materials $1,500.00
Yard and miscellaneous $15,530.00
TOTAL ANNUAL MAINTENANCE COST $94,111.00

5.5.a
Packet Pg. 174 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 6 Annualized Replacement Cost Estimate
The table below estimates the annualized replacement cost in 2025 dollars of the improvements calculated over the service life of each item. The annualized replacement cost ensures funding availability for major landscape and irrigation repairs including hardscape and other amenities within The Preserve. If any adjustments are required, there are sufficient reserves available to provide for any likely adjustments.

*FY 2024/25 Costs
Total Annual Maintenance and Replacement Cost
The cost below includes annual maintenance costs and estimated annualized replacement costs.

TOAL ANNUALIZED REPLACEMENT COST $65,097.58
TOTAL ANNUAL OPERATION AND MAINTENANCE COST $94,111
TOTAL $159,208.58
*Cost per
Unit Life Years Cost
Landscaping $5.50 20 $39,039.77
Trees $611.36 30 $5,298.49
Irrigation Booster Pumps $79,477.36 30 $2,649.25
Irrigation Controllers $5,502.28 10 $1,650.68
Remote Control Valves $489.09 20 $3,668.19
Wall Replacement $91.70 75 $2,046.85
Decorative Paving $14.67 20 $1,422.03
DG Path $14.67 15 $7,785.36
Bench $978.18 10 $195.64
Trash Cans $1,204.39 10 $240.88
Drinking Fountain $5,502.28 10 $1,100.46
$65,097.58
Estimated Annualized Replacement Cost

TOTAL ANNUALIZED REPLACEMENT COST

5.5.a
Packet Pg. 175 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 7 SPECIAL AND GENERAL BENEFIT
Introduction
Pursuant to Article XIIID, all parcels that receive a special benefit conferred upon them as a result of the public improvements shall be identified, and the proportionate special benefit derived by each identified parcel shall be determined in relationship to the entire costs of the project. Furthermore, Article XIIID requires that the City separate the general benefit from special benefit, so that only the special benefit may be assessed.

Article XIIID, Section 4(a) of the California Constitution limits the amount of any assessment to the proportional special benefit conferred on the property. Article XIIID also provides that publicly owned properties within an assessment district must be assessed unless there is clear and convincing evidence that those properties receive no special benefit from the assessment. Examples of parcels which might be exempted from the assessment would be the areas of public streets, public avenues, public lanes, public roads, public drives, public courts, public alleys, public easements and rights-of-ways, public greenbelts, public parks and parkways and open space areas. At this time, there are parcels expected to develop within the District that would be exempt from the assessment, as they are planned public streets, open space, and park areas, which receive no special benefit from the improvements.

Identification of Benefit
The operation and maintenance of the improvements and necessary related administrative expenses the City will incur in obtaining and managing maintenance services will provide benefits to both those properties within the boundary of the District and to the community as a whole. The benefits conferred to property within the boundary of the District from the public improvements are described below. This report does not consider any general enhancement of property value.

AESTHETIC BENEFITS
Aesthetics, or the beautification of property, is a primary component of livability. Livability encompasses several qualities and characteristics that are unique to a specific area. The Victoria Transport Policy Institute (2011) expands on the concept of livability and the various benefits associated with that designation:
“The livability of an area increases property desirability and business activity. Livability is largely affected by conditions in the public realm, places where people naturally interact with each other and their community, including streets, parks, transportation terminals and other public facilities.

Livability also refers to the environmental and social quality of an area as perceived by employees, customers and visitors. This includes local environmental conditions, the quality of social interactions, opportunities for recreation and entertainment, aesthetics, and existence of unique cultural and environmental resources.”
The maintenance and servicing of the improvements increases the aesthetics, appearance and desirability of properties within the proposed boundaries of the District. The overall appeal of the District is enhanced when improvements are in place and kept in a healthy and satisfactory condition.

The maintenance of the improvements will provide and create a cohesive community identity that will serve to improve the livability within and helps define a positive urban character with the visual features of a destination community. This encourages the enjoyment of the neighborhood as well as promotes the maximum use of each area.

Conversely, appeal decreases when improvements are not well maintained, unsafe, or destroyed by the elements or vandalism. Upgraded and maintained amenities will enhance the appearance, desirability and “livability” of the property throughout the District.

5.5.a
Packet Pg. 176 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 8 PEDESTRIAN BENEFITS
Walking paths will be maintained and free from trash. These routinely maintained sidewalks will provide a year-round, aesthetically pleasing environment that will encourage pedestrian activity.

Regular maintenance and repair ensures that the improvements do not reach a state of deterioration or disrepair so as to be materially detrimental to properties adjacent to or in close proximity to the improvements within the proposed District. According to the Victoria Transport Policy Institute (2011), streetscapes have a significant effect on how people view and interact with their community. With streetscapes that are safe and inviting, people are more likely to walk, which can help reduce automobile traffic, improve public health and attract residents to the community.

Maintained walking improvements will enhance the local identity of the District, which will lead to a stronger and healthier community. The walking improvements including benches, water fountains and trash receptacles will establish continuity throughout the district. The walking improvements also provide an additional means to enjoy the landscaping improvements.

A survey conducted by DMB (an Arizona based commercial developer) found that there was a strong demand for communities characterized by pedestrian access, a sense of connection, and a sense of community and diversity (Urban Land Institute, 2006). According to the Urban Land Institute report “Creating Walkable Places: Compact Mixed-Use Solutions”, people want their neighborhoods to provide more opportunities to walk (Urban Land Institute, 2006). A survey sponsored by the Surface Transportation Policy Project found that 55% of respondents would like to walk more, 63% would like to run errands on foot and walk to stores, and 79% would like sidewalks and other places to walk and exercise (Urban Land Institute, 2006). The installation of the interconnecting sidewalks improves the livability and appeal for the properties.

SECURITY AND SAFETY BENEFITS
A recent study has found that after landscape improvements were installed, there was a 46% decrease in crash rates across urban arterial and highway sites and a second study reviewed found a 5% to 20% reduction in mid-block crashes after trees and planters in urban arterial roads were put in place. In addition, there is less graffiti, vandalism, and littering in outdoor spaces with natural landscapes than in comparable plant-less spaces (Wolf, 2010). As residents are active in their neighborhoods there is a proportional reduction in crime as these neighborhoods become more cohesive, self-aware, and self-policing.

Further, by including landscaping in the central portion of streets, this will discourage pedestrians from cutting across the streets and encourage the use of designated pedestrian crossings. The Victoria Transport Policy Institute (2011) has found that streetscapes reduce traffic speeds, and when combined with improved pedestrian crossing conditions, can significantly reduce collisions.

According to the Federal Highway Administration (“FHWA”), sidewalks and walking trails reduce roadway accidents, including pedestrian/motor vehicle accidents. In addition, roadways without sidewalks are more than twice as likely to have pedestrian involved accidents compared to sites with sidewalks on both sides of the street (FHWA, n.d.). In 2008, the National Traffic Safety Administration’s (“NHTSA”) National Pedestrian Crash Report identified California as one of the states with the highest number of pedestrian deaths (NHTSA, 2008).

The maintained improvements will provide an increased level of safety to the property, residents, and visitors to the District. Convenient and safe pedestrian access is a critical component to the establishment of a community. Well-maintained and clean sidewalks and walking trails provide a separation between vehicle and pedestrian as well as property and pedestrian, which provides a safety benefit for both property and pedestrian. Safety for pedestrians involves not only a degree of protection from vehicular accidents, but also from criminal activity. Well-maintained areas mitigate crime, especially vandalism, and enhance pedestrian and vehicular safety.

5.5.a
Packet Pg. 177 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 9 The U.S. Department of Transportation Federal Highway Administration (FHWA, n.d.) notes that annually, around 4,500 pedestrians are killed in traffic crashes with motor vehicles in the United States. Pedestrians killed while "walking along the roadway" account for almost 8 percent of those deaths. Providing safe walkways separated from the travel lanes could help to prevent up to 88 percent of these "walking along roadway” crashes.

Separation of General Benefit
Section 4 of Article XIIID of the California Constitution provides that once a local agency which proposes to impose assessments on property has identified those parcels that will have special benefits conferred upon them and upon which an assessment will be imposed, the local agency must next “separate the general benefits from the special benefits conferred,” and only the special benefits can be included in the amount of the assessments imposed. A general benefit is an overall and similar benefit to the public at large resulting from the maintenance and operation of the improvements to be provided by the assessments levied.

The maintenance of the improvements will provide improved aesthetic, pedestrian and safety benefits to property within the District, but it is recognized that the maintenance activities will also provide a level of benefit to some property within proximity to the District, as well as visitors and individuals passing through the District. This is considered to be a general benefit that cannot be funded by District assessments.

Pedestrian and vehicular traffic from property within and outside of the District, as well as individuals passing through the District area will utilize and enjoy the maintained improvements. Therefore, the general benefit created as a result of District maintenance activities must be considered.

The maintenance of the improvements will also provide a level of improved aesthetic, pedestrian and safety benefits to pedestrians and vehicles that will travel through the District to access properties outside of the District boundaries. Further, non-resident pedestrians may take advantage of the clean and safe areas and incorporate the area into their fitness routine as part of the overall route travelled. These activities create general benefit that is required to be separated and quantified as shown below.

Quantification of General Benefit
The amount of general benefit that is provided from the District activities cannot be funded via property owner assessments within the District. In order for property within the District to be assessed only for that portion of special benefit received from the District maintenance and service activities, general benefits provided by the ongoing maintenance of the improvements needs to be quantified.

The District is projected to consist of a variety of property land uses, including 296 single family residential parcels, 304 condominium units, a house of worship and approximately 220 acres used for non-residential purposes, including open space, recreational and public property. Properties within the District are classified to a land use category according to the assigned land use code as shown on the County Assessor’s latest secured property tax roll.

As a result of the maintenance activities, there will be a level of general benefit to traffic and/or pedestrians that do not live in or intend to conduct business within the District. This general benefit, serving as a passthrough corridor or destination for traffic and/or pedestrians, needs to be quantified. The identified benefits provided by the maintenance of the improvements include beautification of the area, pedestrian benefits and security/safety benefits. Each of these benefits must be considered and quantified.

General Benefit Portion of Improved Aesthetic Benefits
The automotive traffic, generated from property outside of the District, which may pass though the District and enjoy the maintained improvements must be estimated. The AECOM Final Transportation Impact Analysis was prepared in August 2013 for the Faria Preserve project (the “Traffic Study”).

5.5.a
Packet Pg. 178 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 10 The Traffic Study analyzed trips generated by the Faria development and the impact of those trips on the surrounding transportation infrastructure. The Traffic Study projected trips generated by the Faria project and trips generated by the non-project area to estimate the total trip loads on selected intersections. By comparing the Project Trip Assignments with the Cumulative (2030) Plus Project Intersection Traffic Volumes and Geometry, it was found that no through traffic was calculated to pass through the Faria development. However, the Traffic Study was in the eastbased upon a roadway configuration that differs from the current development plan. The difference is that the Eastern connection of Faria Parkway formerly connected to Deerwood Road (Intersection “A”), and now Faria Preserve Parkway connects to Bollinger Canyon Road at the west end and San Ramon Valley Boulevard at the east end. To allow for potential through traffic trips due to the roadway configuration change, it is estimated that 5% of the total traffic trips passing the improvements will be from sources outside the District (through and/or destination traffic) and thereby will enjoy an aesthetic benefit from their maintenance.

General Benefit Portion of Improved Pedestrian Benefits The pathways connect the neighborhoods with open space and park areas. The walking paths create recreational and fitness opportunities as well as develop a sense of community. There will be pedestrian traffic, generated from property outside of the District, which may utilize the maintained walking paths in the District and access property located outside of the District boundaries. Pedestrians may also incorporate the walking paths into their leisure and fitness routines, thus making the District walking paths serve as a pass-through portion of their overall route travelled.

The park and open space associated with the Faria development will draw people from outside the district who will enjoy the pedestrian benefits. The walking paths maintained by the District are a subset of the entire sidewalk, walking path and foot trail system planned for the Faria development open space and park parcels.

The 13.6-acre park associated with the Faria development is approximately 3.3% of the City’s total park acreage. The 190 acres of open space is approximately 8.2 % of the City’s total open space area. The location of the project area is distant from the residential core of the City and as evidenced by the Traffic Study, minimal through-traffic is anticipated to travel through the area. However, as a pedestrian recreational destination area, there is an expectation of a higher percentage of out of District pedestrian use relative to total pedestrian use. The out of District (General Benefit) percentage of use is estimated at 1/8 or 12.5% of pedestrians enjoying the District improvements.

General Benefit Portion of Improved Security &Safety Benefits The improvements will provide improved security and safety to persons and property. The identified benefits to property (reduced graffiti, vandalism and littering) are localized and therefore limited to the property within the District. 0.0% General Benefit is estimated to accrue to property outside the District. The safety and security general benefit to persons is proportional to the pedestrian benefit estimated for those outside the District, or 12.5%. The General Benefit for persons and property are averaged to produce an estimated General Benefit of 6.25% for improved security and safety.

Collective District-wide General Benefit
Since the District is comprised of improved aesthetics, pedestrian and increased safety and security benefits resulting from a blend of improvements, the activity of both pedestrians and vehicles must be addressed in a collective form rather than independently. Therefore, the average of the general benefit percentages has been used to quantify the overall level of general benefit for the District. This general benefit result is provided in the table below:

5.5.a
Packet Pg. 179 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 11 General Benefit Quantification
Benefit Measurement Estimated Based Upon General Benefit % Aesthetics Trip Generation
Total traffic trips to or through the
District, which originate out of District. 5.00%
Pedestrian
Persons using walking
improvements Walking path use from outside district 12.50% Security &
Safety
Persons using walking
improvements Walking path use from outside district 12.50% Property distance
from improvements Distance from improvements 0.00%
Average Security & Safety 6.25% 6.25%
Total Averaged General Benefit 7.92%
The general benefit, which is the percentage of the total budget (excluding District administrative costs), that must be funded through sources other than assessments is 7.92%. The special benefit then, which is the percentage of the budget that may be funded by assessments, is 92.08%.

Apportioning of Special Benefit
As outlined in Section 5.2, each of the parcels within the District receives a special benefit from the improvements. Each parcel that has a special benefit conferred upon it, as a result of the maintenance and operation of improvements, is identified and the proportionate special benefit derived by each identified parcel is determined in relationship to the entire costs of the maintenance and operation of the improvements.

The total costs of maintenance and operation, less the amount of general benefit identified, will be assessed to the parcels within the District based on the benefit points assigned to each parcel. This Section provides a detailed breakdown of the assigned benefit points described herein. To assess special benefit appropriately, it is necessary to relate parcels of different land use, intensity of use, size, location, and proximity to improvements. The City has a well-established Assessment Factoring Methodology that has considered the proportional benefit received by all property types in the City for landscaping and lighting improvements.

Each parcel’s land use is a factor that differentiates parcels based on the benefit received from the improvements within the District. Parcels with residential land use are the basis for assigning benefit points for the maintenance and service activities.

Common areas, roads and easements are deemed to receive no benefit from the District maintenance activities because they serve as connectors for other properties and do not receive benefit from the increased aesthetics, security and safety or pedestrian benefits. Utility parcels are also deemed to not benefit from the maintenance of the improvements.

The following table provides the benefit points assigned to each land use category of parcels within the District.

5.5.a
Packet Pg. 180 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 12 STREET LANDSCAPING & LIGHTING BENEFIT UNIT FACTORS
Land Use Use Code*
Aesthetic
Points
Pedestrian
Points
Security & Safety
Points
Total
Points
Single Family 11-19 .375 .25 .375 1.00
Condominium 29 .250 .25 .250 .75
Multiple Residential (including hotels, motels)
Units:

Two 21 .50 .50 .50 1.50
Three 22 .75 .75 .75 2.25
Four 23 1.00 1.00 1.00 3.00
Five 24 1.25 1.25 1.25 3.75
6 - 12 25 2.50 2.50 2.50 7.50
13– 24 26 4.50 4.50 4.50 13.50
25 - 59 27 5.00 10.00 5.00 20.00
60 – 80 28 8.75 17.50 8.75 35.00
81 - 100 28 11.25 22.50 11.25 45.00
101 - 200 28 18.75 37.50 18.75 75.00
201 - 400 28 37.50 75.00 37.50 150.00
401 - 600 28 62.50 125.00 62.50 250.00
601 - 800 28 87.50 175.00 87.50 350.00
801 - 1,000 28 112.00 225.00 112.50 450.00
etc. etc. etc. etc. etc. etc.

Industrial 50 - 59
Assessment based on frontage and total area of the parcel – see tables below Commercial 29 - 49
Institutional 70 - 79
Industrial
Frontage (ft) Points Parcel Area (ft2) Parcel Area (ac) Points 0 - 200 4 0 - 25,000 0.00 - 0.57 4
201 - 500 12 25,000- 100,000 0.58 - 2.29 12
501 - 1,000 24 100,001 - 250,000 2.30 - 5.79 24
1,001+ 36 250,001 + 5.80 + 36
Commercial &
Institutional
Frontage (ft) Points Parcel Area (ft2) Parcel Area (ac) Points 0 - 200 4 0 - 5,000 0.00 -0.11 4
201 - 500 8 5,001 - 10,000 0.12 - 0.22 8
501 - 1,000 12 10,001 - 25,000 0.23 - 0.58 12
1,001 - 3,000 16 25,001 - 100,000 0.59 -·2.29 16
3,001 - 5,000 24 100,001 - 500,000 2.30 - 11.49 24
5,001+ 36 500,001 + 11.50 + 36
*The Use Code is the designation used by the County Assessor's Office to indicate how the land is being used

5.5.a
Packet Pg. 181 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 13 Total Special Benefit Points Calculation
The formula below shows the total special benefit points calculation for each parcel within the District:

Parcel’s Total
Special Benefit
Points
=
Parcel’s Aesthetic
Benefit Points +
Parcel’s
Pedestrian Benefit
Points
+
Parcel’s Safety
Benefit Points
Data Considerations and Parcel Changes
The use of the latest Assessor’s Secured Roll information has been and shall be used in the future as the basis in determining each parcel’s land use category and acreage, unless better data was or is available to the City. In addition, if any parcel within the District is identified by the Auditor/Controller to be an invalid parcel number, the land use category, residential dwelling units, and acreage of the subsequent valid parcels shall serve as the basis in assigning parcel factor special benefit points.

Special Considerations: Publicly Owned Parcels
Any publicly owned parcels that benefit from the improvements cannot be exempt from the assessment.

The special benefits accruing to these types of parcels must be determined using the same kind of formulas and benefit point assignment as applied to privately owned parcels. This requirement is clearly conveyed in Article XIII D, Section 4(a) of the California Constitution, which states in part, “... Parcels within a district that are owned or used by any agency, the State of California or the United States shall not be exempt from assessment unless the agency can demonstrate by clear and convincing evidence that those publicly owned parcels in fact receive no special benefit.” No publicly owned parcels have been categorized and assigned benefit units using the same methodology as privately owned parcels, based on their land use as shown on the County Assessor’s latest secured property tax roll.

Benefit Units per Property Type
The following table calculates the Benefit Units for each Property Type by proposed Neighborhood.

Neighborhood Land Use Count
Aesthetic
Points
Pedestrian
Points
Security &
Safety
Points
Benefit
Points
I Single Family 121 0.375 0.250 0.375 1.000
II Single Family 72 0.375 0.250 0.375 1.000
III
Courtyard
Single Family 63 0.375 0.250 0.375 1.000
IV
Condo -
Townhomes 104 0.250 0.250 0.250 0.750
Condo - 2
Story Flats 78 0.250 0.250 0.250 0.750
V
Single Family 40 0.375 0.250 0.375 1.000
Condo 122 0.250 0.250 0.250 0.750
TOTALS 600

5.5.a
Packet Pg. 182 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 14 Total Benefit Unit Calculation
The following table calculates the Total Benefit Units in the District by proposed Neighborhood.

Neighborhood Land Use Count
Benefit
Points per
Use
Total Benefit
Points
I Single Family 121 1.000 121.00
II Single Family 72 1.000 72.00
III
Courtyard Single
Family 63 1.000 63.00
IV
Condo -
Townhomes 104 0.750 78.00
Condo - 2 Story
Flats 78 0.750 58.50
V
Single Family 40 1.000 40.00
Condo 122 0.750 91.50
TOTALS 600 524

5.5.a
Packet Pg. 183 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 15 METHOD OF ASSESSMENT
Balance to be Assessed
It is anticipated that approximately all of the improvements will be completed and accepted by the end of the fiscal year. Therefore, the estimated annual maintenance and replacement costs budgeted reflect ownership of all of the improvements for most of the year.

The general benefit, which is the percentage of the total budget, excluding incidental costs, which must be funded through sources other than assessments, is 7.92% of the total project cost. The special benefit, which is the percentage of the budget that may be funded by assessments, is 92.08%.

Description
Budget
Amount
Estimated Annual Maintenance and Replacement Costs $159,209 Less: General Benefit Contribution (7.92%) ($12,609)
Total Assessable Direct Costs $146,600
Incidental Costs (Tax Roll Fees and Administration) $8,500 Total Maximum Costs that can be Assessed $155,100
Total Annual Cost (Maintenance, Replacement, Incidental Costs) $167,709 Maximum Annual Assessment Amount per Benefit Point and Annual Increase to the Maximum Annual Assessment
The assessment per benefit point was calculated at the time of formation of the District by dividing the total estimated costs to be assessed by the total benefit points assigned to the parcels within the District.

The maximum initial annual assessment was determined to be = $363.13 As of June 1 of each fiscal year after the base year (2018/2019), the maximum annual assessment (the “Maximum Annual Assessment”) shall be increased by the greater of 2% or the February Consumer Price Index for the San Francisco Bay Area, All Urban Consumers. It is specifically provided that the Maximum Annual Assessment shall be increased each fiscal year, computed on the previous fiscal year’s Maximum Annual Assessment. The actual annual assessment levied in any fiscal year may be less than, but shall not exceed the Maximum Annual Assessment, unless appropriate proceedings are conducted by the District to authorize any increase beyond the Maximum Annual Assessment. The applicable inflation rate for this year’s assessment is 2.7%. Therefore, a 2.7% increase has been applied.

The Maximum Annual Assessment levied in FY 2024/25 was $432.29 per Benefit Point.

The Maximum Annual Assessment that may be levied in FY 2025/2026 is $443.96 per Benefit Point.

The special benefit analysis and assignment of benefit points has been calculated in relation to the total costs to be assessed. No assessment will be imposed on any parcel that exceeds the reasonable cost of the proportional special benefit conferred on the parcel.

5.5.a
Packet Pg. 184 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 16 Method of Assessment Spread
The method of assessment is based upon a formula that assigns the special benefit to each parcel. The formulas below provide a summary of the assessment calculation for each parcel within the District.

Parcel’s Total
Special Benefit
Points
=
Parcel’s Aesthetic
Benefit Points +
Parcel’s
Pedestrian Benefit
Points
+
Parcel’s Safety
Benefit Points
Parcel’s Total
Assessment =
Assessment Rate
per Benefit Point x
Parcel’s Total
Benefit Points
Total Maximum Assessment per Property Type
The following table shows the Maximum Annual Assessment per property type by Neighborhood.

Neighborhood Land Use Benefit
Points
Maximum
Annual
Assessment
I Single Family 1.000 $443.96
II Single Family 1.000 $443.96
III Courtyard Single Family 1.000 $443.96
IV
Condo - Townhomes 0.750 $332.97
Condo - 2 Story Flats 0.750 $332.97
V
Single Family 1.000 $443.96
Condo 0.750 $332.97

ACTUAL ASSESSMENT TO BE LEVIED
The actual assessment to be levied is based on the Estimate of Costs, Special and General Benefit and Method of Assessment. For Fiscal Year 2025/26, the total estimated maximum assessable costs are $155,100. It is anticipated that 524 benefit points will be assessable as of June 30, 2025. Therefore, the per unit assessment will be $295.99 per benefit point (in order to avoid charging more than the estimated costs) with a total anticipated assessment of $155,100. .

5.5.a
Packet Pg. 185 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 17 ASSESSMENT ROLL
The following is a summary of information included in the Assessment Roll that because of its bulk is filed separately with the City Clerk. According to the Landscaping and Lighting Act, the information must include a listing of all parcels of land within the assessment district. Each parcel must be listed by its distinctive designation, a description of the parcel, and the proposed assessment on the parcel in proportion to the estimated benefit it receives from the improvement. This is done in the following format:

Property Description Property Description FY 2025-26
(Assessor's Parcel #) (Assessor's Description) Assessment Total Assessment: $155,100
The lines and dimensions of each parcel are as shown on the maps of the County Assessor of the County of Contra Costa, which by reference is hereby made a part of this Report.

5.5.a
Packet Pg. 186 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set 18 ASSESSMENT DIAGRAM
The Assessment Diagram is shown on this page. The lines and dimensions of each lot or parcel within are those lines and dimensions shown on the maps of the Contra Costa County Assessor, at the time this report was prepared, and are incorporated by reference herein and made part of this Engineer’s Report.

5.5.a
Packet Pg. 187 Attachment: A - The Preserve Landscaping and Lighting Assessment District Engineer’s Report (2025-051 : L&L the Preserve Approve & Set

CITY COUNCIL STAFF REPORT
DATE: May 27, 2025
TO: City Council/City Manager
FROM: Christina Franco, City Clerk
By: Christina Franco, City Clerk
SUBJECT: RESOLUTION NO. 2025-052 - Approving the Display of the Progress Pride Flag

RECOMMENDED ACTION
Staff recommends the City Council consider a resolution to display the Progress Pride Flag for the month of June.

BACKGROUND/DISCUSSION
On April 28, 2021, the City Council approved Resolution No. 2021-066 a Resolution of the City Council of the City of San Ramon adopting a Use of City Flagpoles and Flags Display Policy.

The policy establishes guidelines for the display of flags on City of San Ramon owned flagpoles, flag-stands, and other City-owned property. Flag display requests must come from a member of the Council as flagpoles are explicitly reserved for City speech as defined under the Government Speech Doctrine.

On May 20, 2025, staff received a request from Vice Mayor Verose to display the Progress Pride Flag (Attachment A) for the month of June 2025. If approved, the City will fly the Progress Pride Flag on a flagpole at the corner of Alcosta Boulevard and Bollinger Canyon Road and display digitally on the marquee in front of City Hall per the flag policy.

FISCAL ANALYSIS
None.

STEPS FOLLOWING APPROVAL
Following approval, staff will display the Progress Pride Flag at the corner of Alcosta Boulevard and Bollinger Canyon Road and digitally on the City Hall marquee for the month of June 2025.

ATTACHMENT
Progress Flag Example

5.6 Packet Pg. 188

5.6 Packet Pg. 189
RESOLUTION NO. 2025-052

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

APPROVING THE DISPLAY OF THE PROGRESS PRIDE FLAG
WHEREAS, on April 28, 2021, the City Council approved Resolution No. 2021-066 a Resolution of the City Council of the City of San Ramon Adopting a Use of City Flagpoles and Flags Display Policy; and
WHEREAS, the Use of City Flagpoles and Flags Display Policy allows for commemorative flags to be displayed at the request of a San Ramon City Council Member; and WHEREAS, on May 20, 2025, staff received a request from Vice Mayor Verose to display the Progress Pride Flag for the month of June 2025.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Ramon hereby approves the display of the Progress Pride Flag for the month of June 2025 as outlined in the Use of City Flagpoles and Flag Display Policy.

PASSED, APPROVED, AND ADOPTED, at the meeting of May 20, 2025 by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________
Mark Armstrong, Mayor
ATTEST:
_________________________
Christina Franco, City Clerk

5.6 Packet Pg. 190

5.6.a
Packet Pg. 191 Attachment: Progress Flag Example (2025-052 : Flag Request - Pride)

CITY COUNCIL STAFF REPORT
DATE: May 27, 2025
TO: City Council/City Manager
FROM: Brian Bornstein, Public Works Director
By: Amy Amiri, Senior Administrative Analyst
SUBJECT: RESOLUTION NO. 2025-053 - Adopting Findings to Appropriate Funds in the Child Care, Private Sector Arts and Beautification Contribution (City Beautification), Creek Mitigation, Drainage Mitigation, Geographic Information System (GIS) Mapping, Park Development, and Traffic Improvement Funds, for the Period Ending June 30, 2024

EXECUTIVE SUMMARY
The City of San Ramon is authorized under State law to require development applicants to contribute fees towards the cost of off-site public improvements, which are needed as a result of the new development. Government Code 66001 requires the City to review annually the status of collected development impact and mitigation fees. This Report provides information related to the status of these funds for the period ending June 30, 2024, and adheres to the State law requirement of the City to provide a Public Notice that specifies that this Report is available for inspection. This Report is prepared after the previous fiscal year budget has been audited and finalized by the end of each calendar year.

RECOMMENDED ACTION
Staff recommends that the City Council approve this Resolution, adopting findings to appropriate funds in the Child Care, Private Sector Arts and Beautification Contribution (City Beautification), Creek Mitigation, Drainage Mitigation, Geographic Information System (GIS) Mapping, Park Development, and Traffic Improvement Funds, for the period ending June 30, 2024.

BACKGROUND
The City of San Ramon is authorized under State law to require development applicants to contribute fees towards the cost of off-site public improvements, which are needed as a result of the new development. The fees are charged based on a pro-rata share of the cost of the new improvements. This Report provides information related to the status of these funds for child care, Private Sector Arts and Beautification Contribution (City beautification), creek mitigation, drainage mitigation, geographic information system (GIS) mapping, park development, and traffic improvement activities for the period ending June 30, 2024. State law requires the City to provide a Public Notice that specifies that this Report is available for inspection.

5.7 Packet Pg. 192
Government Code Section 66001 requires the City to review annually the status of collected development impact and mitigation fees. The fees are reviewed after the previous fiscal year is complete and an audit has been performed and accepted, by the end of each calendar year. In the event that any fees remain unexpended and unencumbered for more than five years, the City may retain the fees if the City Council adopts certain findings that substantiate the need for retaining such funds. In the event that the findings are not adopted to support the retention of the funds, the unexpended fees could be subject to return to the current owners of the properties.

DISCUSSION
Attachments A and B provide a summary of the fees received over the years into the developer mitigation funds through the period ending June 30, 2024, and are further described below.

Geographic Information System (GIS) Mapping Fund (Fund 202) As of June 30, 2024, the Geographic Information System (GIS) Mapping Fund balance was $503,454 and is in compliance (Attachment A). The FY 2024/25 Public Works Engineering Operating Budget allocated $121,625 to partially fund the GIS Analyst position and other software updates and maintenance fees to maintain the Citywide GIS Program including AutoCAD and ESRI. During FY2024/25 Mid-Year, an appropriation of $10,000 was approved for additional GIS Program software purchase. The proposed FY 2025/26 Public Works Engineering Operating Budget allocates $138,963 to continue to partially fund the GIS Analyst position and other software updates and maintenance fees to maintain the Citywide GIS Program including AutoCAD and ESRI. The total allocation for FY 2024/25 is $131,625. The total proposed allocation for FY 2025/26 is $138,963.

Child Care Fund (Fund 203)
As of June 30, 2024, the Child Care Fund balance was $371,308 and is in compliance (Attachment A). The total allocation for FY 2024/25 is $0. The total proposed allocation for FY 2025/26 is $0.

City Beautification Fund (Fund 204)
As of June 30, 2024, the City Beautification Fund balance was $3,332,845 and is in compliance (Attachment A). The total allocation for FY 2024/25 is $80,000, which includes $50,000 to retrofitting the memorial structure to complete the eagle public art piece at Memorial Park as part of Public Art in Parks Project (CIP 955482); and $30,000 to install border fencing for Sheep Pasture at Forest Home Farms as part of the Forest Home Farms Structures Project (CIP 925418). During FY2024/25 Mid-Year, an appropriation of $89,834 was approved for Citywide Parks Amenities Replacement and Improvements Project (CIP 955584) to replace the pencil lighting at Central Park. The proposed FY 2025/26 Capital Budget allocates $969,792 to complete phase 1 and 2 improvements as part of the Crow Canyon Gardens Facilities Improvements Project (CIP 955421). The total allocation for FY 2024/25 is $169,834. The total proposed allocation for FY 2024/25 is $969,792.

5.7 Packet Pg. 193
Creek Mitigation Fund (Fund 206)
As of June 30, 2024, the Creek Mitigation Fund balance was $13,450 and is in compliance (Attachment A). The proposed FY 2025/26 Capital Budget allocates $16,000 to complete study and assessment of creeks and culverts within the City limits. The total allocation for FY 2024/25 is $0. The total proposed allocation for FY 2025/26 is $16,000.

Drainage Mitigation Fund (Fund 207)
As of June 30, 2024, the Drainage Mitigation Fund balance was $141,100 and is in compliance (Attachment A). The total allocation for FY 2024/25 is $40,000 to complete creek and culvert sediment removal and repairs as part of Citywide Drainage Infrastructure Repair Project (CIP 915548). The proposed allocation for FY 2025/26 is $125,000 to rehabilitate and restore existing storm drainage and swale along creek access road and begin citywide drainage pipe condition assessment as part of Citywide Drainage Infrastructure Repair Project (CIP 915548). The total allocation for FY 2024/25 is $40,000. The total proposed allocation for FY 2025/26 is $125,000.

Park Development Fund (Fund 209)
As of June 30, 2024, the Park Development Fund balance was $871,390 and is in compliance (Attachment A). The FY 2024/25 Capital Budget allocates funding for the following projects listed below:
· Citywide Parks Amenities Replacement and Improvements Project (CIP 955584) - $544,749 to provide upgrades and enhancements at various parks Citywide; · Citywide Playground Upgrades Project (CIP 955423) - $253,500 to replace playground equipment at Hidden Valley Park;
· Citywide Trail Amenities Replacement & Improvements Project (CIP 500006) - $5,148 to replace the four benches on Dougherty Valley Ridge Trail; · Crow Canyon Gardens Facilities Improvements Project (CIP 955421) - $1,730,208 to complete Phase I design for the restoration of the Gardens as identified in the Master Plan of the Gardens, which includes removal of the Mudd’s structures not being preserved and utility work;
· Fountain Repairs and Replacement Project (CIP 955478) - $11,960 to complete replacement of equipment for Central Park Children’s Participatory Fountain; · Irrigation Booster Pump Installation Project (CIP 955516) - $20,000 to complete installations at Coyote Creek Elementary School Park and Windemere Parkway at Holborn Way and at Kearney Way;
· Park Restroom Renovations Project (CIP 955491) - $274,300 to replace the restroom building structure at Richard Fahey Village Green Park; and · Shade Structure Improvement Project (CIP 955566) - $82,500 to install shade structures at Bellingham Square Park and Central Park Amphitheater.

During FY2024/25 Mid-Year, an appropriation of $70,758 was approved for Citywide Parks

5.7 Packet Pg. 194
Amenities Replacement and Improvements Project (CIP 955584) to replace and upgrade the pencil lights at Central Park.

The City anticipated receiving over $3.35M in Park Development fees in FY 2024/25 from Aspenwood Development; to date $2,892,951 has been received.

The proposed FY 2025/26 Capital Budget allocates funding contingent on receipt of development fees to the following projects listed below:
· Citywide Parks Amenities Replacement and Improvements Project (CIP 955584) - $261,982 to provide upgrades and enhancements at various parks Citywide; · Citywide Playground Upgrades Project (CIP 955423) - $31,000 to replace playground equipment at Monarch Park with prior year’s funding; and · Fountain Repairs and Replacement Project (CIP 955478) - $35,000 to complete recoating of splash pad at Rancho San Ramon Participatory Fountain.

The total allocation for FY 2024/25 is $2,993,123. Total proposed allocation for FY 2025/26 is $327,982.

Traffic Improvement Fund (Fund 214)
As of June 30, 2024, the Traffic Improvement Fund balance was $17,049 and is in compliance (Attachment B). The FY 2024/25 Capital Budget allocated $56,980 to provide an update to the adopted 2018 ITS Master Plan as part of Intelligent Transportation System (ITS) Master Plan Project (CIP 000012). During FY 2024/25, $96,892 was returned back from projects completed during FY 2023/24. The proposed FY 2025/26 Capital Budget allocates $4,575 to install solar powered speed display signs on Dougherty Road as part of Radar Speed Display Sign Project (CIP 975481). Total allocation for FY 2024/25 is $56,980. The total proposed allocation for FY 2025/26 is $4,575.

FISCAL ANALYSIS
As of June 30, 2024, the City has received revenues that have been in the Child Care Fund, City Beautification Fund, Creek Mitigation Fund, Drainage Mitigation Fund, Geographic Information System (GIS) Mapping Fund, Park Development Fund, and Traffic Improvement Fund for five years or more. The FY 2024/25 allocations from these funds are as follows:

Funds Allocations
Child Care $ 0
City Beautification $ 169,834
Creek Mitigation $ 0
Drainage Mitigation $ 40,000
Geographic Information System (GIS) Mapping $ 131,625
Park Development $ 2,993,123
Traffic Improvements $ 56,980

5.7 Packet Pg. 195
The City expended money from these funds during FY 2024/25 with additional expenditures included in the proposed FY 2025/26 Capital Budget of the Capital Improvement Program. This level of expenditure will continue to keep the City in compliance with California Government Code requirements regarding the use of developer impact and mitigation fees.

STEPS FOLLOWING APPROVAL
Following approval of this Resolution, staff will continue the process of planning and implementing the projects associated with the Child Care, City Beautification, Creek Mitigation, Drainage Mitigation, Geographic Information System (GIS) Mapping, Park Development, and Traffic Improvement Funds.

ATTACHMENT
A - Analysis of Developer Fee Collected and Used
B - Analysis of Developer AB 1600 Fee Usage TIF

5.7 Packet Pg. 196
RESOLUTION NO. 2025-053

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

ADOPTING FINDINGS TO APPROPRIATE FUNDS IN THE CHILD CARE, PRIVATE

SECTOR ARTS AND BEAUTIFICATION CONTRIBUTION (CITY

BEAUTIFICATION), CREEK MITIGATION, DRAINAGE MITIGATION,

GEOGRAPHIC INFORMATION SYSTEM (GIS) MAPPING, PARK DEVELOPMENT, AND TRAFFIC IMPROVEMENT FUNDS, FOR THE PERIOD ENDING JUNE 30, 2024 WHEREAS, the City of San Ramon receives development impact and mitigation fees to pay for off-site public improvements, which are needed as a result of the development; and WHEREAS, Government Code Section 66001 requires the City to review the status of these collected development impact and mitigation fees; and WHEREAS, in the event that any such fees remain unexpended and unencumbered for more than five years, the City may retain the fees if the City Council adopts findings that substantiate the need for retaining such funds; and
WHEREAS, the City’s adopted Operating Budget and Capital Improvement Program included childcare activities and projects essential for the mitigation of development-related impacts, that included an allocation of Child Care funds toward the replacement of a portable classroom at Pine Valley Middle School, which will be funded from the City Child Care Fund; and
WHEREAS, the City’s adopted FY 2024/25 and proposed FY 2025/26 Operating Budget and Capital Improvement Program include beautification activities and projects essential for the mitigation of development-related impacts, that include an allocation of Private Sector Arts and Beautification Contribution (City Beautification funds) toward the public arts pieces throughout City facilities and parks, pencil lights upgrades at Central Park, and improvements at Crow Canyon Gardens, which will be funded from the City Beautification Fund; and WHEREAS, the City’s adopted FY 2024/25 and proposed FY 2025/26 Operating Budget and Capital Improvement Program include creek activities and projects essential for the mitigation of development-related impacts that include an allocation of Creek Mitigation funds toward the study of creeks and culverts within the City limits, including: Bollinger Creek, Oak Creek, South San Ramon Creek, and San Catanio Creek, which will be funded from the City Creek Mitigation Fund; and
WHEREAS, the City’s adopted FY 2024/25 and proposed FY 2025/26 Operating Budget and Capital Improvement Program include creek activities and projects essential for the mitigation of development-related impacts, that include an allocation of Drainage Mitigation funds toward the erosion repairs of creeks and drainage infrastructure repairs within the City limits, on City-owned drainage facilities, which will be funded from the City Drainage Mitigation Fund; and

5.7 Packet Pg. 197
WHEREAS, the City’s adopted FY 2024/25 and proposed FY 2025/26 Operating Budget and Capital Improvement Program include Geographic Information System (GIS) mapping activities and projects essential for the mitigation of development-related impacts, that include an allocation of Geographic Information System (GIS) Mapping funds toward the update of Citywide aerial photography, enhancements to Mapping program, expanding functionality and connectivity to other City-owned systems, and other essential program software upgrades, and continued partial funding of the GIS Analyst position, which will be funded from the City Geographic Information System (GIS) Mapping Fund; and
WHEREAS, the City’s adopted FY 2024/25 and proposed FY 2025/26 Operating Budget and Capital Improvement Programs include park activities and projects essential for development-related impacts that include an allocation of Park Development funds toward renovation and improvements to Dog Parks Citywide, restoration and improvements to splash pad at Rancho San Ramon Participatory fountain, park amenities and structure installations Citywide, installation of railings at Alcosta Senior and Community Center, installation of shade structures Citywide, irrigation booster pump installation at Bellingham Square Park, playground upgrades and Park restroom renovations Citywide, design and implementation of improvements as identified in Crow Canyon Gardens Master Plan, and completing a Trails Master Plan, which will be funded by the Park Development Fund; and
WHEREAS, the City’s adopted FY 2024/25 and proposed FY 2025/26 Operating Budget and Capital Improvement Program include certain circulation and traffic signal projects, which are essential for the mitigation of development-related traffic impacts, and include completion of update to the adopted Bicycle Master Plan and Intelligent Transportation System (ITS) Master Plan, and installation of solar powered speed display signs that are funded by the City Traffic Improvement Fund; and
WHEREAS, these major projects and others to be funded by the Child Care, City Beautification, Creek Mitigation, Drainage Mitigation, Geographic Information System (GIS) Mapping, Park Development, and Traffic Improvement Funds are proceeding during the current fiscal year and funds will be committed prior to the end of next Fiscal Year (June 30, 2025).

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of San Ramon does hereby adopt findings that the uncommitted funds in the Child Care, Private Sector Arts and Beautification Contribution (City Beautification), Creek Mitigation, Drainage Mitigation, Geographic Information System (GIS) Mapping, Park Development, and Traffic Improvement Funds are essential for the construction of development-related Child Care activities, Beautification, Conditions of Approval Mitigations, Creeks and Drainage, Geographic Information System (GIS) Mapping, Parks, and Traffic Improvement projects as identified in the City’s Operating Budget and Capital Improvement Program.

BE IT FURTHER RESOLVED that the City Council of the City of San Ramon finds that there is a reasonable relationship between the development impact fees that were charged and the purposes for which they will be used.

5.7 Packet Pg. 198
PASSED, APPROVED AND ADOPTED at the meeting of May 27, 2025, by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________
Mark Armstrong, Mayor
ATTEST:
___________________________
Christina Franco, City Clerk

5.7 Packet Pg. 199
AB1600 Analysis of Developer Mitigation Funds Collected & Used Note: If the current fund balance is less than the cumulative revenues in year five, the fund is in compliance.

June 30, 2024
Fund No.& Description Revenue Description Year 1 - FY20 Year 2 - FY21 Year 3 - FY22 Year 4 - FY23 Year 5 - FY24 Fund Balance
FY24
202 GIS Development Fees 87,903.78 91,863.75 91,746.98 179,300.32 248,355.24 Interest 9,971.18 (421.68) (6,498.85) 1,905.24 13,919.48 Annual Revenues 97,874.96 91,442.07 85,248.13 181,205.56 262,274.72 Cumulative Revenues 97,874.96 189,317.03 274,565.16 455,770.72 718,045.44 503,453.83 Fund is in compliance 203 Child Care Development Fees 44,021.86 55,528.18 56,946.27 108,796.62 89,348.38 Interest 7,602.23 (542.93) (2,521.41) 1,756.96 10,912.55 Annual Revenues 51,624.09 54,985.25 54,424.86 110,553.58 100,260.93 Cumulative Revenues 51,624.09 106,609.34 161,034.20 271,587.78 371,848.71 371,307.55 Fund is in compliance 204 City Beautification Development Fees 485,541.79 419,454.64 525,735.78 757,657.73 1,263,971.49 Interest 51,607.07 (918.64) (47,673.16) 13,418.84 96,290.01 Annual Revenues 537,148.86 418,536.00 478,062.62 771,076.57 1,360,261.50 Cumulative Revenues 537,148.86 955,684.86 1,433,747.48 2,204,824.05 3,565,085.55 3,332,844.88 Fund is in compliance 206 Creek Mitigation Development Fees - - - 13,200.00
Interest 59.63 0.25 (42.07) 9.43 246.09
Annual Revenues 59.63 0.25 (42.07) 9.43 13,446.09
Cumulative Revenues 59.63 59.88 17.81 27.24 13,473.33 13,449.64 Fund is in compliance 207 Drainage Mitigation Development Fees 83,481.30 34,928.70 5,063.40 206,543.00 31,355.70 Interest 2,790.85 (112.91) (1,909.06) 840.59 3,826.55
Annual Revenues 86,272.15 34,815.79 3,154.34 207,383.59 35,182.25 Cumulative Revenues 86,272.15 121,087.94 124,242.28 331,625.87 366,808.12 141,100.44 Fund is in compliance 209 Park Development Development Fees - 91,208.31 243,742.50 1,253,020.90 1,534,977.12 Interest 4,629.44 (1,823.26) (2,072.91) 4,834.41 60,253.15 Annual Revenues 4,629.44 89,385.05 241,669.59 1,257,855.31 1,595,230.27 Cumulative Revenues 4,629.44 94,014.49 335,684.08 1,593,539.39 3,188,769.66 871,390.35 Fund is in compliance Grand Total Annual Revenues 777,609.13 689,164.41 862,517.47 2,528,084.04 3,366,655.76 REV 202:209 4,213,420.43 4,082,371.61 4,531,453.59 6,909,627.17 8,169,650.68 GAS TAX 208 (3,435,810.01) (3,393,207.20) (3,668,936.12) (4,381,543.13) (4,802,994.92) Per Munis Report 12/31/24 777,610.42 689,164.41 862,517.47 2,528,084.04 3,366,655.76 Diff (1.29) - - - -
Attachment A

5.7.a
Packet Pg. 200 Attachment: A - Analysis of Developer Fee Collected and Used (2025-053 : Adopting Findings to

CITY OF SAN RAMON
ANALYSIS OF AB 1600 DEVELOPER FEE USAGE - TRAFFIC IMPROVEMENT FUND #214 Traffic Improvement Fund (214) FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Total Beginning Fund Balance 355,419 44,353 19,322 154,195 526,062 Intergovernmental Revenues
Interest Revenues 9,456 (1,076) 1,711 3,949 12,248
Developer Fees 62,171 77,228 267,397 435,908 2,771
Non-Developer Fees
CIP Closeout Return to Source 202,610 118,650 131,753 - 2,030 Total Revenues 400,861 439,858 17,049
Total Expenditures (585,303) (25,031) (265,988) (67,990) (536,175) (311,066) (25,031) 134,873 371,868 (519,126)
Ending Fund Balance 44,353 19,322 154,195 526,062 6,936 First-In First-Out (FIFO) Cash Flow Analysis Current Funds Revenues by Year 274,237 194,802 400,861 439,858 17,049 7,530,081 Expenditures by Year: -
Jun-03 -
Jun-04 -
Jun-05 (405,974)
Jun-06 (1,505,191)
Jun-07 (531,651)
Jun-08 (978,098)
Jun-09 (48,087)
Jun 10 (412,507)
Jun-11 (351,517)
Jun-12 (248,712)
Jun-13 (328,295)
Jun-14 (212,766)
Jun-15 (21,369)
Jun-16 (152,037)
Jun-18 (849,194)
Jun-19 (157,877)
Jun-20 (274,237) (274,237)
Jun-21 (194,802) (194,802)
Jun-22 (400,861) (400,861)
Jun-23 (439,858) (439,858)
Jun-24 (10,113) (10,113)
Prior Year Revenues Remaining 0 - (0) (0) 6,936 6,936
Budgeted Projects FY 2024-2025
-
000012 Intelligent Transportation System Master Plan Update (56,980) Estimated Prior Year Revenues Remaining - - - - (50,044) - Projected 24/25 Revenue 308,947
Projected Fund Balance 6/30/25 258,903

ATTACHMENT B

5.7.b
Packet Pg. 201 Attachment: B - Analysis of Developer AB 1600 Fee Usage TIF (2025-053 : Adopting Findings to

CITY COUNCIL STAFF REPORT
DATE: May 27, 2025
TO: City Council/City Manager
FROM: Jennifer Wakeman, Finance Director
By: Jennifer Wakeman, Finance Director
SUBJECT: RESOLUTION NO. 2025-054 - Establishing the Annual Gann Appropriations Limit for the Community Facilities District (CFD) No. 2014- 1 for Fiscal Year 2025-26

RECOMMENDED ACTION
It is recommended that the City Council adopt the attached resolution establishing the annual Gann appropriations limit for Community Facilities District (CFD) No. 2014-1 for Fiscal Year 2025-26.

BACKGROUND/DISCUSSION
In 2014, the City of San Ramon formed Community Facilities District No. 2014-1, pursuant to the Mello-Roos Community Facilities Act of 1982. The purpose of the CFD is to finance public infrastructure and services to support development within the districts. At the time, the CFD was comprised of Acre, the original subdivision, in Tax Zone 1. The CFD has since grown to include five additional developments across three different tax zones, including The Preserve (formerly Faria Preserve), Annexation No.1 in Tax Zone 2; Promenade, Annexation No. 2 in Tax Zone 3; 500 Deerwood, Annexation No. 3 in Tax Zone 1; Aspenwood, Annexation No. 4 in Tax Zone 1; and 2481 Deerwood, Annexation No. 5 also in Tax Zone 1.

Article XIIIB of the California Constitution, commonly known as the Gann Limit, places a limit on the amount of revenue that can be appropriated by state and local governments each fiscal year. Government Code Section 7910 requires each local government entity, including community facilities districts, to establish its appropriations limit for each fiscal year. The limit is determined based on the previous year's limit, adjusted for changes in the cost of living and population. Each year, the State Department of Finance (DOF) transmits an estimate of the percentage change in population of local governments (Revenue and Taxation Code, Section 2227) and produces an estimate of the statewide growth in personal income.

For Fiscal Year 2025-26, the appropriations limit for CFD No. 2014-1 has been calculated in accordance with the guidelines provided by the California Department of Finance. The adjustment factors include the California per capita personal income change and the population change within the City of San Ramon.

5.8 Packet Pg. 202
For Fiscal Year 2025-26, the proposed appropriations limit for CFD No. 2014-1 is $18,954,543.

This limit ensures the CFD complies with constitutional and statutory requirements and remains within the bounds of allowable appropriations.

FISCAL ANALYSIS
There is no direct fiscal impact associated with the adoption of this resolution. Establishing the appropriations limit is a compliance measure required by State law.

STEPS FOLLOWING APPROVAL
• The Gann Appropriations Limit will be published on the City's website annually and made available for public consumption.
• The CFD will monitor its budget annually to ensure that budgeted amounts do not exceed its Appropriations Limit.

ATTACHMENT
Exhibit 1: CFD 2014-1 Gann Limit Fiscal Year 2025-26

5.8 Packet Pg. 203
RESOLUTION NO. 2025-054

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

ESTABLISHING THE ANNUAL GANN APPROPRIATIONS LIMIT FOR THE COMMUNITY FACILITIES DISTRICT (CFD) NO. 2014-1 FOR FISCAL YEAR 2025-26 WHEREAS, the City of San Ramon formed Community Facilities District No. 2014-1 (CFD) in 2014 pursuant to the Mello-Roos Community Facilities Act of 1982 (Government Code Section 53311 et seq.); and
WHEREAS, the CFD is currently comprised of six different developments across three different tax zones, including Acre, the original subdivision (Tax Zone 1); The Preserve (formerly Faria Preserve), Annexation No.1 (Tax Zone 2); Promenade, Annexation No. 2 (Tax Zone 3); 500 Deerwood, Annexation No. 3 (Tax Zone 1); Aspenwood, Annexation No. 4 (Tax Zone 1); and 2481 Deerwood, Annexation No. 5 (Tax Zone 1); and
WHEREAS, Article XIIIB of the California Constitution (the "Gann Limit") provides that the state and each local government shall be subject to an annual appropriations limit; and WHEREAS, Government Code Section 7900 et seq. implements the provisions of Article XIII B; and
WHEREAS, under Government Code Section 7910, each year the City Council is required to establish, by resolution, the appropriations limit for the CFD for the following fiscal year; and WHEREAS, the City Council has determined the appropriations limit for the CFD for Fiscal Year 2025-26 in accordance with applicable law and the percentage change in per capita personal income from the preceding year and the change in population from the preceding year as recorded by the California Department of Finance's price and population factors.

NOW, THEREFORE, the City Council hereby resolves as follows:

1. Appropriations Limit Established. The annual appropriations limit for Community Facilities District No. 2014-1 for Fiscal Year 2025-26 is established as $18,954,543 as shown in Exhibit 1.

2. Compliance. The appropriations limit has been determined to be in compliance with Article XIIIB of the California Constitution and applicable statutory provisions.

PASSED, APPROVED, AND ADOPTED, at the meeting of May 27, 2025 by the following votes:

AYES:

NOES:

ABSENT:

5.8 Packet Pg. 204
ABSTAIN:

Mark Armstrong, Mayor
ATTEST:

Christina Franco, City Clerk
Exhibit 1: CFD 2014-1 Gann Limit Fiscal Year 2025-26

5.8 Packet Pg. 205
A. FY24 APPROPRIATIONS LIMIT $ 17,202,896
B. ADJUSTMENT FACTORS

1. City Population Growth 0.9972

2. California Per Capita Income 1.0362
Total Adjustment % 1.0333
C. ANNUAL ADJUSTMENT 572,833
D. FY25 REVISED APPROPRIATION LIMIT $ 17,775,729
A. PROCEEDS OF TAXES:

Assessments $ 707,107
Total Proceeds of Taxes $ 707,107
B. APPROPRIATIONS SUBJECT TO LIMITATION $ 707,107
C. CURRENT YEAR LIMIT $ 17,775,729
D. OVER (UNDER) LIMIT $ (17,068,622)
A. FY25 APPROPRIATIONS LIMIT $ 17,775,729
B. ADJUSTMENT FACTORS

1. City Population Growth 1.0018

2. California Per Capita Income 1.0644
Total Adjustment % 1.0663
C. ANNUAL ADJUSTMENT 1,178,814
D. FY26 APPROPRIATION LIMIT $ 18,954,543
A. PROCEEDS OF TAXES:

Property Tax $ 756,227
Total Proceeds of Taxes $ 756,227
B. APPROPRIATIONS SUBJECT TO LIMITATION $ 756,227
C, CURRENT YEAR LIMIT $ 18,954,543
D. OVER (UNDER) LIMIT $ (18,198,316)
FISCAL YEAR 2025-26 APPROPRIATIONS SUBJECT TO LIMITATION CFD 2024-1 APPROPRIATIONS LIMIT CALCULATION
FISCAL YEAR 2024-25 REVISED APPROPRIATIONS LIMIT
FISCAL YEAR 2024-25 APPROPRIATIONS SUBJECT TO LIMITATION EXHIBIT 1
FISCAL YEAR 2025-26 APPROPRIATIONS LIMIT

5.8.a
Packet Pg. 206 Attachment: Exhibit 1: CFD 2014-1 Gann Limit Fiscal Year 2025-26 (2025-054 : CFD Gann Limit Calculation)

CITY COUNCIL STAFF REPORT
DATE:

TO:

FROM:

May 27, 2025
City Council/City Manager
Brad Morris, Parks & Community Services Division Manager By: Mae Mlyniec, Administrative Analyst
SUBJECT: RESOLUTION NO. 2025-055 - Authorizing the Mayor to Execute Amendment No. 2 to the Agreement (C2022-026) with Livermore Pleasanton Umpires Association for Athletic Officials for Adult Softball Programs for Additional Funds Not to Exceed $47,085 for a Cumulative Contract Amount Not to Exceed $126,750 and Extending the Agreement to June 30, 2026.

RECOMMENDED ACTION
Staff recommends that the City Council approve this resolution authorizing the Mayor to execute Amendment No. 2 to the Agreement (C2022-026) with Livermore Pleasanton Umpires Association for Athletic Officials for Adult Softball Programs for additional funds not to exceed $47,085 for a cumulative contract amount not to exceed $126,750 and extending the agreement to June 30, 2026.

BACKGROUND/DISCUSSION
The City of San Ramon requires Athletic Officials for Adult Softball Programs. The City offers recreation activities to participants in numerous sports, including adult softball, that require trained officials. The Parks and Community Services Department organizes and manages a fee based adult softball leagues held during multiple seasons throughout the year. Staff handle participant registration, scheduling, and facility management.

On March 8, 2022, the City issued and advertised the Athletic Officials for Adult Softball Programs Request for Proposals (RFP) on the City website, and additionally notified six (6) regional official associations that the City would be accepting proposals to provide Athletic Officials for Adult Softball Programs. By the due date of March 31, 2022, the City received one complete proposal from Livermore Pleasanton Umpires Association (LPUA).

A selection panel consisting of City staff reviewed and rated the proposal. The vendor was rated on the following criteria:

1. General Qualifications

2. Relevant Experience

3. Proposed Staffing

4. Pricing

5.9 Packet Pg. 207

5. Proposed Approach

6. Responsiveness

7. References
Livermore Pleasanton Umpire Association was awarded the Athletic Officials for Adult Softball Programs contract based upon the criteria listed above. On July 12, 2024, Amendment No. 1, was executed, authorizing an additional $12,675 and extending the agreement to June 30, 2025.

Staff continues to be satisfied with the services provided by Livermore Pleasanton Umpires Association and therefore recommends exercising the City’s option to extend the agreement to June 30, 2026 and authorize additional funds in the amount of $47,085 for a total cumulative contract amount not to exceed $126,750.

FISCAL ANALYSIS
The City entered into an agreement with Livermore Pleasanton Umpires Association to provide Athletic Official professional services for Adult Softball programs on June 13, 2022. By the end of FY2024-2025, the City will have paid $79,665. Staff anticipates continued growth in the program and, therefore, recommends that an additional $47,085 be added to the contract value to allow for a cumulative 4-year amount not to exceed $126,750. The proposed FY2025-2026 Parks and Community Services department budget includes the necessary funds for this contract.

Original Agreement $66,990 + Am. No 1 $12,675 + Am. No 2 $47,085 = Cumulative contract total not to exceed: $126,750

STEPS FOLLOWING APPROVAL
Staff will prepare Amendment No. 2 to Contract No. C2022-026 for a not-to-exceed amount of $47,085 per the established Purchasing and Procurement Policy.

5.9 Packet Pg. 208
RESOLUTION NO. 2025-055

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAMON AUTHORIZING THE MAYOR TO EXECUTE AMENDMENT NO. 2 TO THE AGREEMENT (C2022-026) WITH LIVERMORE PLEASANTON UMPIRES

ASSOCIATION FOR ATHLETIC OFFICIALS FOR ADULT SOFTBALL PROGRAMS FOR ADDITIONAL FUNDS NOT TO EXCEED $47,085 FOR A CUMULATIVE CONTRACT AMOUNT NOT TO EXCEED $126,750 AND EXTENDING THE AGREEMENT TO JUNE 30, 2026.

WHEREAS, on March 8, 2022, the CITY solicited Proposals by Request for Proposals for ATHLETIC OFFICIALS FOR SOFTBALL PROGRAMS and CONTRACTOR was awarded the Project; and
WHEREAS, the CITY entered into a 2-year Agreement, with an option to renew for not more than three (3) successive 1-year terms, with CONTRACTOR for ATHLETIC OFFICIALS FOR SOFTBALL PROGRAMS on June 13, 2022 for $66,990.00; and WHEREAS, Amendment No. 1 was executed with CONTRACTOR on July 12, 2024 authorizing an additional $12,675.00, for a total contract amount not to exceed $79,665.00, and extending the terms to June 30, 2025; and
WHEREAS, CITY desires to extend the terms of the original Agreement to June 30, 2026, and authorize additional funds of $47,085.00; and WHEREAS, the City Council adopted this resolution on May 27, 2025 authorizing the subsequent Amendments for a cumulative 4-year Agreement for an amount not-to-exceed $126,750.00.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Ramon does hereby authorize the Mayor to execute Amendment No. 2 to the Agreement (C2022- 026) with Livermore Pleasanton Umpires Association for Athletic Officials for Adult Softball programs for additional funds not to exceed $47,085 for a cumulative contract amount not to exceed $126,750 and extending the agreement to June 30, 2026.

PASSED, APPROVED, AND ADOPTED, at the meeting of May 27, 2025 by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:

5.9 Packet Pg. 209
________________________
Mark Armstrong, Mayor
ATTEST:
________________________
Christina Franco, City Clerk

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CITY COUNCIL STAFF REPORT
DATE: May 27, 2025
TO: City Council/City Manager
FROM: Brian Bornstein, Public Works Director
By: Suzy Edwards, Associate Engineer
SUBJECT: RESOLUTION NO. 2025-056 - Authorizing the Mayor to Execute an Agreement with VSS International, Inc. for Construction of the Pavement Management 2025 Project (CIP 000015) in an Amount Not to Exceed $2,065,000

EXECUTIVE SUMMARY
The Pavement Management 2025 Project (CIP 000015) is the City of San Ramon’s annual pavement project. On April 2, 2025, the City advertised the Pavement Management 2025 Project (CIP 000015). Four (4) bids were received and opened on April 30, 2025. The responsive and responsible low bidder for this Project is VSS International, Inc., with a base bid price of $1,794,120 and an approximate fifteen percent (15%) contingency of $270,880 to cover the base bid and any unforeseen conditions, for a total contract amount not to exceed of $2,065,000.

RECOMMENDED ACTION
Staff recommends approval of this Resolution, authorizing the Mayor to execute an Agreement with VSS International, Inc. for construction of the Pavement Management 2025 Project (CIP 000015), in an amount not to exceed $2,065,000.

BACKGROUND
The Pavement Management Program (PMP) was developed as part of a Citywide Program to provide street maintenance on an annual basis. By performing this maintenance frequently and systematically, the City minimizes long-term maintenance costs associated with complete reconstruction of failed pavement and maintains a higher quality throughout the life of the pavement. The scope of work for the Annual Pavement Management Program is based on certain factors that include: roadway condition and age; repairs and preventative maintenance; and a geographic grouping of roadways.

The Pavement Management 2025 Project (CIP 000015), also known as PMP 2025, is a continuation of a two-year plan that started with the Pavement Management 2024 Project (CIP 000013), also known as PMP 2024. Staff structured PMP 2024 and PMP 2025 in a way that

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would minimize costs and increase efficiency and flexibility by:
· Preparing the plans, specifications, and engineer’s estimates (PS&E) for these projects inhouse. o This reduces the design cost and increases flexibility by quickly swapping streets between years, if or when the need arises, at no extra cost. · Contracting directly with specialized contractors for items such as Americans with Disabilities Act (ADA) curb ramp upgrades and miscellaneous concrete repairs. o This direct contracting not only has saved in mark-ups that pavement contractors add to any work their subcontractors perform but also has allowed this work to be completed weeks or months prior to the start of the pavement projects allowing for any necessary concrete curing times, and potential overall project delays. · Placement of necessary crack seal prior to paving where appropriate with City staff. o This reduces construction costs and increases flexibility. · Separating projects (PMP 2024 and PMP 2025) per type of contractor’s specialty. o The PMP 2024 primarily focuses on the pavement treatment of low PCI streets and streets that required heavy maintenance or light rehabilitation treatments, such as overlays, mill and fills, and/or localized dig out repairs. The PMP 2025 will be attractive for the mid- and large-size asphalt concrete contractors as it will focus on a combination of slurry seal, micro-surfacing, and rubberized cape seal treatments, which are treatments commonly done by contractors that are capable of providing all of these treatments but tend to do limited asphalt concrete placement.

The Pavement Management 2025 Project (CIP 000015) includes slurry seal, micro-surfacing and rubberized cape seal treatments at different neighborhoods, and selected streets as listed below:
· Windemere Parkway between Rockhampton Road and East Branch Parkway · Pine Valley Road between Alcosta Boulevard and Thunderbird Drive · All streets in the Valley at Bent Creek and Bent Creek areas · Various streets in the Old Ranch Estates Drive area
· All streets and parking lots in Arlington Park area
· Alcosta Court
· Bridle Court
· Cantas Place, Ensenada Drive, Loreto Drive, Madrid Place, Roma Place, Santa Rosa Avenue, and Seville Place
· Various residential streets in Country View area - Barbados Drive, between Crow

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Canyon Road and Jamaica Drive; Jamaica Drive, Suva Court, and Tahiti Drive Pavement striping and markings are included for all streets mentioned above, as are sharrows along Pine Valley Road between Thunderbird Drive and Alcosta Boulevard; and bike network improvements along Windemere Parkway from Rockhampton Road to East Branch Parkway.

Work Performed Under Other Contracts
ADA Curb Ramps and Miscellaneous Concrete
Curb ramp upgrades to meet the requirements of the Americans with Disabilities Act (ADA), and sidewalk, curb and gutter repairs, have been completed under a separate contract as part of the Pavement Management 2025 Project (CIP 000015). Under this separate contract, the City’s contractor, Sposeto Engineering, Inc., upgraded approximately 28 curb ramps to current ADA standards within the limits of the Project.

CEQA Compliance
After an initial environmental review of the Projects, staff filed Notices of Exemption for the Pavement Management 2025 Project (CIP 000015) with the Contra Costa County Clerk on June 7, 2024. Pursuant to Section 15301(c) of Article 19, “Categorical Exemptions” of Chapter 3, “Guidelines for Implementation of the California Environmental Quality Act” of Division 6, “Resources Agency” of Title 14, “Natural Resources” of California Code of Regulations, the Project is exempt from the provision of CEQA.

DISCUSSION
On April 2, 2025, the City advertised the Pavement Management 2025 Project (CIP 000015).

The Notice to Contractors was posted at City Hall and on the City’s website. The City received four (4) bids and opened the bids on April 30, 2025. The bidders’ names, their rankings, and bid amounts are as follows:

Rank Contractor Total Base Bid

1. VSS International, Inc. $1,794,120.00

2. Radius Earthwork, Inc. $1,874,569.07

3. O’Grady Paving, Inc. $2,119,000.00

4. Ghilotti Bros., Inc. $2,266,831.55
Upon review of the bid results, staff determined that VSS International, Inc. was the lowest responsible bidder based on the Total Bid as set forth in the bid documents. The low bid amount of $1,794,120.00 is lower than the Engineer’s Estimate of $2,910,036.45 by $1,115,916.45, or

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approximately 38.3%. There are sufficient funds to proceed with awarding the contract to VSS International, Inc.

Timing of the advertising for this type of construction affects bid results, as can be seen by results this year. The engineer's estimate was conservative based on past bid results from 2021 PMP to 2023 PMP, where inflation was higher, and bids were advertised later in the year.

FISCAL ANALYSIS
The Five-Year 2024-2029 Capital Improvement Program authorized a total Project Budget of $5,000,000 for design and construction of the Pavement Management 2025 Project (CIP 000015). The Draft Fiscal Year 2025/26 Capital Budget proposes an additional $1,000,000, for a total Project Budget of $6,000,000. CIP 000015 is funded by Gas Tax in the amount of $3,250,004 and Refuse Vehicle Impact Fee in the amount of $2,749,996.

The construction contract amount being requested is $1,794,120.00 plus an approximate fifteen percent (15%) contingency to cover Base Bid and any unforeseen conditions, for a total contract amount not to exceed $2,065,000.

There are sufficient funds in the Pavement Management 2025 Project (CIP 000015) to complete this contract work.

Any unused Gas Tax Funds from the Pavement Management 2025 Project (CIP 000015) will be reprogrammed for other pavement work.

STEPS FOLLOWING APPROVAL
The City Attorney’s Office will forward the contract Agreement to VSS International, Inc. for execution. Upon receipt of the executed contract agreement, the required bonds, certificate of insurance, and a copy of a current City business license from the contractor, the City Attorney’s Office will send a copy of the executed contract Agreement and all attachments to the Public Works - Engineering Services Division. A Notice to Proceed will then be issued to begin construction and staff will then pursue the work to completion.

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RESOLUTION NO. 2025-056

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

AUTHORIZING THE MAYOR TO EXECUTE AN AGREEMENT WITH VSS
INTERNATIONAL, INC. FOR CONSTRUCTION OF THE PAVEMENT
MANAGEMENT 2025 PROJECT (CIP 000015) IN AN AMOUNT NOT TO EXCEED $2,065,000
WHEREAS, the City desires to construct the Pavement Management 2025 Project (CIP 000015); and
WHEREAS, a Notice of Exemption for the Project (CIP 000015) was filed with the Contra Costa County Clerk pursuant to 15301(c) of the California Environmental Quality Act of 1970, as amended; and
WHEREAS, the Pavement Management 2025 Project was advertised for bids on April 2, 2025 in accordance with the requirements of State Law and local ordinances; and WHEREAS, the City received four (4) bids and opened the bids on April 30, 2025; and WHEREAS, City staff determined that VSS International, Inc. was the lowest responsive and responsible bidder with a total base bid of $1,794,120.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of San Ramon does hereby authorize the Mayor to execute an Agreement with VSS International, Inc. for construction of the Pavement Management 2025 Project (CIP 000015), in an amount not to exceed $2,065,000 including the base bid and an approximate 15% contingency.

PASSED, APPROVED AND ADOPTED at the meeting of May 27, 2025 by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________
Mark Armstrong, Mayor
ATTEST:

5.10 Packet Pg. 215
_________________________
Christina Franco, City Clerk

5.10 Packet Pg. 216

CITY COUNCIL STAFF REPORT
DATE:

TO:

FROM:

May 27, 2025
City Council/City Manager
Brad Morris, Parks & Community Services Division Manager By: Mae Mlyniec, Administrative Analyst
SUBJECT: RESOLUTION NO. 2025-057 - Authorizing the Mayor to Execute an Agreement with Casey Printing for the Printing of the Recreation Guide in a Total Cumulative Five-Year Amount Not to Exceed $243,343 RESOLUTION NO. 2025-058 - Authorizing the Mayor to Execute an Agreement with Folger Graphics for the Printing of the Encore Newsletter, Quarterly Newsletter, and Annual Report, in a Total Cumulative Five-Year Amount Not to Exceed $200,732

RECOMMENDED ACTION
Staff recommends adoption of this Resolution, authorizing the Mayor to execute an agreement with Casey Printing for the Printing of the Recreation Guide in a total cumulative five-year amount not to exceed $243,343.

In addition, staff recommends adoption of this Resolution, authorizing the Mayor to execute an agreement with Folger Graphics for Printing of the Encore Newsletter, Quarterly Newsletter, and Annual Report, in a total cumulative five-year amount not to exceed $200,732.

BACKGROUND/DISCUSSION
The City of San Ramon has a need for printing services for publications with a large distribution and/or are mailed to every household and business in the City of San Ramon. Currently, there are four publications that were included in a Request for Qualifications (RFQ) for printing services:
• The Recreation Guide, which is produced quarterly and contains information regarding programs, services, and activities offered by the Parks and Community Services Department and is mailed to every household and business. • The Encore Senior Newsletter, which is sent to a mailing list of approximately 350 recipients with an additional 650 copies distributed through the Alcosta and Senior Community Center.
• The City Newsletter, which is produced four times a year and provides pertinent information to residents on hot topics and access to City Services and is mailed to every

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household and business.
• The City Annual Report, which is produced annually and provides a summary of the city's services and accomplishments for the year.

A Request for Qualifications (RFQ) for Printing Services to produce the Recreation Guide, Encore Newsletter, Quarterly Newsletter, and Annual Report was issued on April 7, 2025. Eight printing companies were notified via e-mail and the RFQ was posted on the City’s website on April 7, 2025 through May 8, 2025. The RFQ specified that the City reserves the right to award contracts to multiple vendors if their respective price was most advantageous to the City.

Criteria to qualify included the following:
● A high level of professional competence and a proven track record in the preparation of similar print jobs;
● Experience of personnel assigned to the project;
● Quality of the proposal clearly demonstrating the firm’s understanding of the City’s overall objectives and needs; and
● Ability to complete the project within the required timeframes.

Four bids were received by the deadline of May 8, 2025. City staff reviewed bids and qualified all four according to the scope of the work and standards outlined in the RFQ. Staff recommends awarding Casey Printing and Folger Graphics for the projects outlined in the RFQ.

FISCAL ANALYSIS
Quarterly Recreation Guides
Ranking Bidder Bid Amount

1. Casey Printing $38,129.00 27.7# newsprint or similar paper

2. Folger Graphics $41,450.00 27.7# newsprint or similar paper

3. Your Town Monthly $46,713.00 27.7# newsprint or similar paper

4. Commerce Printing No bid for 27.7# newsprint or similar paper * Bid amount based on page sizes which included 48, 56, and 88-page Recreation Guides.

Encore Quarterly Newsletter, Quarterly Newsletter, and Annual Report Ranking Bidder Bid Amount*

1. Folger Graphics $33,025.00

2. Commerce Printing $35,890.00

3. Your Town Monthly $38,916.00

4. Casey Printing $41,533.00
* Bid amount based on 12-page Encore Newsletter, 6-page City Quarterly Newsletter and 12-page Annual Report.

If approved, the Agreement with Casey Printing for printing the recreation guides would be for a total cumulative five-year amount not to exceed $243,343. This includes the initial three-year agreement of $120,202 as well as two successive one-year renewal terms that include the contractor’s submitted cost escalators for years 4 ($44,139) and 5 ($46,346), and a contingency ($32,656) for additional pages on an as-needed basis.

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Likewise, the Agreement with Folger Graphics for printing the Encore quarterly newsletter, City quarterly newsletter, and Annual Report, would be a cumulative amount not to exceed $200,732 for five years. This includes the initial three-year agreement of $104,111 as well as two successive one-year renewal terms for years 4 ($38,231) and 5 ($40,142), and a 10% contingency ($18,248) for additional pages on an as-needed basis.

Funding for these printing projects is included in the proposed FY 2025-26 Operating Budget for the City of San Ramon. The Parks & Community Services Department and City Administration will include funds in future budgets based on the agreed amounts in the contract.

STEPS FOLLOWING APPROVAL
The Parks & Community Services Department will prepare and coordinate the execution of the Agreements with the City Attorney’s Office. Staff will monitor each contractor’s performance for the duration of the contracts.

5.11 Packet Pg. 219
RESOLUTION NO. 2025-057

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

AUTHORIZING THE MAYOR TO EXECUTE AN AGREEMENT WITH CASEY

PRINTING FOR THE PRINTING OF THE RECREATION GUIDE IN A TOTAL CUMULATIVE FIVE-YEAR AMOUNT NOT TO EXCEED $243,343
WHEREAS, on April 7, 2025, CITY solicited Statement of Qualifications (“SOQ”) by Request for Qualifications (“RFQ”) for Printing Services to Produce the Recreation Guide, Encore Newsletter, Quarterly Newsletter, and Annual Report; and WHEREAS, the City received four Statements of Qualifications on May 8, 2025; and WHEREAS, after review of all responses submitted pursuant to said RFQ, Casey Printing’s SOQ was one of two accepted by CITY and identified as most advantageous; and WHEREAS, by reason of qualifications, experience, and facilities for performing the type of services contemplated herein, Casey Printing has proposed to provide the requested services; and
WHEREAS, the RFQ specified that the City reserves the right to award contracts to multiple vendors if their respective price was most advantageous to the city; and WHEREAS, staff has determined that Casey Printing is the most qualified contractor to print the recreation guides based on cost and standards as specified in the RFQ; and WHEREAS, there is sufficient funding in the proposed Parks and Community Services Operating Budget for FY 2025/26 to provide the services as recommended.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Ramon does hereby authorize the Mayor to execute an agreement with Casey Printing for printing of the recreation guide in a total cumulative five-year amount not to exceed $243,343.

PASSED, APPROVED, AND ADOPTED, at the meeting of May 27, 2025 by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________

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Mark Armstrong, Mayor
ATTEST:
_____
Christina Franco, City Clerk

5.11 Packet Pg. 221
RESOLUTION NO. 2025-058

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

AUTHORIZING THE MAYOR TO EXECUTE AN AGREEMENT WITH

FOLGER GRAPHICS FOR THE PRINTING OF THE ENCORE NEWSLETTER,

QUARTERLY NEWSLETTER, AND ANNUAL REPORT, IN A TOTAL CUMULATIVE FIVE-YEAR AMOUNT NOT TO EXCEED $200,732
WHEREAS, on April 7, 2025, CITY solicited Statement of Qualifications (“SOQ”) by Request for Qualifications (“RFQ”) for Printing Services to Produce the Recreation Guide, Encore Newsletter, Quarterly Newsletter, and Annual Report; and WHEREAS, the City received four Statements of Qualifications on May 8, 2025; and WHEREAS, after review of all responses submitted pursuant to said RFQ, Folger Graphic’s SOQ was one of two accepted by CITY and identified as most advantageous; and
WHEREAS, by reason of qualifications, experience, and facilities for performing the type of services contemplated herein, Folger Graphics has proposed to provide the requested services; and
WHEREAS, the RFQ specified that the City reserves the right to award contracts to multiple vendors if their respective price was most advantageous to the city; and WHEREAS, staff has determined that Folger Graphics is the most qualified contractor to print the Encore Newsletter, Quarterly Newsletter, and Annual Report, based on cost and standards as specified in the RFQ; and
WHEREAS, there is sufficient funding in the proposed Parks and Community Services Operating Budget for FY 2025/26 to provide the services as recommended.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Ramon does hereby authorize the Mayor to execute an agreement with Folger Graphics for printing of the Encore Newsletter, Quarterly Newsletter, and Annual Report, in a total cumulative five-year amount not to exceed $200,732.

PASSED, APPROVED, AND ADOPTED, at the meeting of May 27, 2025 by the following votes:

AYES:

NOES:

ABSENT:

5.11 Packet Pg. 222
ABSTAIN:
________________________
Mark Armstrong, Mayor
ATTEST:

Christina Franco, City Clerk

5.11 Packet Pg. 223

CITY COUNCIL STAFF REPORT
DATE: May 27, 2025
TO: City Council/City Manager
FROM: Jennifer Wakeman, Finance Director
By: Jennifer Wakeman, Finance Director
SUBJECT: RESOLUTION NO. 2025-059 - Adopting the Fiscal Year 2025-26 Operating and Capital Budget, Establishing an Appropriations Limit, and Authorizing Carryover Project Appropriations

RECOMMENDED ACTION
Staff recommends approval of this Resolution adopting the Fiscal Year 2025-26 Operating and Capital Budget, establishing an appropriations limit as required by Article XIIIB of the State Constitution for Fiscal Year 2025-26, and authorizing the carryover of unspent capital project appropriations into Fiscal Year 2025-26.

BACKGROUND/DISCUSSION
Annually the City adopts an Operating and Capital budget, which establishes expenditure authorization for the City. The process of developing the budget for Fiscal Year 2025-26 began in December 2024 when staff developed budget guidelines and a budget calendar with the objective of delivering an on-time budget proposal to the City Council by June 2025. As part of the budget review process, three public City Council budget workshops were held; March 23rd, April 15th, and April 23rd. At the May 13, 2025 regular City Council meeting, staff presented the preliminary draft (“Proposed”) Fiscal Year 2025-26 Budget and Capital Improvement Project Budget and informed the Council that the reserve level was at 41.8%, or 5.8% above the 36% target.

City Budget - All Funds
The Fiscal Year 2025-26 Proposed Budget for all City funds and programs totals $148.5m in expenditures. The budget is comprised of a General Fund budget of $71.9m, Special Revenue Funds budget of $37.1m, Debt Service Funds budget of $5.2m, a Capital budget of $13.4m, and an Internal Service Funds budget of $20.9m. The FY26 budget for the two Geological Hazard Abatement Districts totals $1.0 million (included in the Special Revenues Funds category).

Resources funding the Fiscal Year 2025-26 Proposed Budget total $152.4m and include the anticipated proceeds from Measure N of $14.8m.

General Fund

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The General Fund is the City’s operating fund. It accounts for all financial resources of the City that are at the sole discretion of the City Council. The Fiscal Year 2025-26 expenditure budget for the General Fund is $71.9m. Revenue available to finance General Fund services is $81.0m.

As a general tax, the receipts from Measure N are recorded to the General Fund.

Special Revenue Funds
These funds account for the proceeds of specific revenue resources that are legally restricted or earmarked toward a specific function, activity, or program area. The total Fiscal Year 2025-26 expenditure budget for Special Revenue Funds is $37.1m. Revenue available to finance expenditures is $48.1m. Surplus revenue will remain as fund reserves for future uses.

The budget document distinguishes two types of special revenue funds, operating and nonoperating as described below:
· Operating - Funding for expenditures in these funds typically come from special fees or assessments collected annually to pay for a basic, ongoing program or service of the City in a specific area.
· Non-Operating - These funds are typically designed to finance projects and activities in the City’s Capital Improvement Program. Revenues are often accumulated until they can be applied to eligible projects. Their use are often inconsistent and made to one-time projects.

Housing Successor Fund
The Housing Fund is used to account for revenue received to create, preserve, and improve housing in the City of San Ramon. There are no expenditures in the Housing Fund for Fiscal Year 2025-26. Revenue available to finance expenditures is $0.4m. Surplus revenue will remain as fund reserves for future uses.

Debt Service Funds
Debt Service Funds account for the accumulation of resources for payment of principal and interest on the City’s general long-term debt obligations. The total Fiscal Year 2025-26 expenditure budget is $5.2 million. Transfers in from the General Fund and department internal service charges provide funding to cover expenditures.

Capital Projects Fund
The Capital Projects section of the budget contains a summary of the Five-Year Capital Improvement Program (5-Year CIP). The 5-Year CIP document is prepared separately by the Public Works Department / Engineering Services Division. It is a comprehensive five-year plan that identifies needed capital projects in order to coordinate the financing and timing of improvements in a manner that maximizes the return on investment to the public. The 5-Year CIP is a guide for identifying current and future fiscal year requirements and becomes the basis

8.1 Packet Pg. 225
for determining the annual Capital Budget.

The first year of the 5-Yar CIP is referred to as the Capital Budget. The Capital Budget is incorporated into the annual budget and appropriates funds for specific improvements. The FY26 Capital Budget totals $13.4m. These expenditures are able to be paid for with FY26 revenue of $0.5m, $12.6m in net transfers from special revenue sources, and approximately $23.9m in beginning fund reserves are available to finance expenditures. Specific project details can be found within the 5-Year CIP document.

Internal Service Funds
Internal Service Funds account for the financing of goods and services provided by one City department or agency to other departments or agencies of the City, or to other governmental units on a cost reimbursement basis. The total Fiscal Year 2025-26 expenditure budget is $20.9m. Revenue available to finance expenditures is $19.2m and net Transfers In of $0.7m.

Funds accumulated in prior years provide additional funding to cover expenditures.

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

The established appropriations limit for the City is $108,935,087. The City budget is under the appropriations limit by $56,312,461.

FISCAL ANALYSIS
The City’s General Fund is projected to have a fund balance of $25.3m at the beginning of Fiscal Year 2025-26. The Fiscal Year 2025-26 Proposed Budget includes an increase to reserves of $2.9m in combination with $3.5m of Measure N revenue anticipated and not budgeted from Fiscal Year 2024-25, leaving a projected fund balance at the end of Fiscal Year 2025-26 of $31.8m. This is sufficient to satisfy the 36% contingency reserve policy of $27.4m.

This Resolution will establish expenditure authority for all City activities totaling $148,494,141 for Fiscal Year 2025-26. This Resolution will also establish the State required appropriations limit and authorize the carryover of unspent Fiscal Year 2024-25 capital improvement appropriations into Fiscal Year 2025-26.

STEPS FOLLOWING APPROVAL

1. Publish the Adopted Fiscal Year 2025-26 Operating and Capital Budget

2. Place the Fiscal Year 2025-26 Operating and Capital Budget document on the City’s website

ATTACHMENT

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Exhibit 1: FY2025-26 Proposed Budget
Exhibit 2: CIty of San Ramon Appropriations Limit Calculation

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RESOLUTION NO. 2025-059

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN RAMON ADOPTING THE FISCAL YEAR 2025-26 OPERATING AND CAPITAL BUDGET,

ESTABLISHING AN APPROPRIATIONS LIMIT, AND AUTHORIZING CARRYOVER

PROJECT APPROPRIATIONS
WHEREAS, in budget workshops held on April 15, 2025 and April 23, 2025, the City Council reviewed the major components of the Fiscal Year 2025-26 Operating and Capital Budget; and
WHEREAS, in a regular meeting held on May 15, 2025, the City Council reviewed the Preliminary Fiscal Year 2025-26 Operating Budget and Capital Improvement Program; and WHEREAS, the Capital Improvement Program, the first year of which is referred to as the Capital Budget requires annual appropriation approval by the City Council; and WHEREAS, Article XIIB of the State of California Constitution requires local government agencies to annually adopt an appropriations limit.

NOW, THEREFORE, BE IT RESOLVED, as follows:

Section 1. The City Council finds that the Capital Budget is consistent with the General Plan and approves the Fiscal Year 2025-26 Proposed Operating and Capital Budget totaling $148,494,141 as summarized on Exhibit 1 and a carryover of unspent Capital Budget appropriations from Fiscal Year 2024-25.

Section 2. The City Council approves the Fiscal Year 2025-26 Appropriations Limit as required by Article XIIIB of the State Constitution as shown on Exhibit 2.

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

PASSED, APPROVED, AND ADOPTED, at the meeting of May 27, 2025 by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:

8.1 Packet Pg. 228
_________________________
Mark Armstrong, Mayor
ATTEST:
_________________________
Christina Franco, City Clerk
Exhibit 1: Statement of Revenues, Expenditures and Changes in Fund Balance Exhibit 2: City of San Ramon Appropriations Limit Calculation

8.1 Packet Pg. 229
City of San Ramon

PROPOSED OPERATING BUDGET
Fiscal Year 2025/26

8.1.a
Packet Pg. 230 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget)

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8.1.a
Packet Pg. 231 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Elected Officials
Mark Armstrong, Mayor
Sridhar Verose, Vice Mayor
Richard Adler, Councilmember
Robert Jweinat, Councilmember
Marisol Rubio, Councilmember
Appointed Officials
Steven Spedowfski, City Manager
Martin Lysons, City Attorney
Executive Team
Scott Koll, Assistant City Manager
Christina Franco, Deputy City Manager/City Clerk
Debbie Chamberlain, Community Development Director
Jennifer Wakeman, Finance Director
Kathi Heimann, Parks & Community Services Director
Denton Carlson, Police Chief
Brian Bornstein, Public Works Director

8.1.a
Packet Pg. 232 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget)

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Packet Pg. 233 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget)

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Packet Pg. 234 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget)

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8.1.a
Packet Pg. 235 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget)

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8.1.a
Packet Pg. 237 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Guide to the Budget Document
Proposed Budget 2025-26 9
Guide to the Budget Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 City Manager Budget Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 City Strategic Priorities
| Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 | City Council Priorities and Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Overview
| City Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 | City Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 | Budget Policies and Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 All Funds Summaries
| All Funds Summaries Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 | Department/Fund Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 | City Statement of Revenue, Expenditures, and Changes in Fund Balance . . . . . . . . . . . . . . . . . . 56 | City Revenue by Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 | City Revenue by Source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 | City Expenditures by Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 | City Expenditures by Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 | City Expenditures by Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 | Interfund Transfers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Staffing
| Summary of Staffing Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 | Full-Time Equivalents (FTE) by Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 | Full-Time Equivalents (FTE) by Classification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 | Full-Time Equivalents (FTE) by Department & Classification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

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Proposed Budget 2025-26 10
Governmental Funds
General Fund
| Fund Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78 | Statement of Revenue, Expenditures and Changes in Fund Balance . . . . . . . . . . . . . . . . . . . . . . 83 | Revenue by Source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 | Expenditures by Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 | Expenditures by Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Special Revenue Funds – Operating and Non-Operating
| Fund Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 | Statement of Revenue, Expenditures and Changes in Fund Balance . . . . . . . . . . . . . . . . . . . . . . 88 Special Revenue Funds – Geologic Hazard Abatement Districts (GHADs) | Fund Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118 | GHADs Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 | Fund Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 | Statement of Revenue, Expenditures and Changes in Fund Balance . . . . . . . . . . . . . . . . . . . . . . 122 Special Revenue Funds – Housing Successor
| Fund Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123 | Fund Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124 | Statement of Revenue, Expenditures and Changes in Fund Balance . . . . . . . . . . . . . . . . . . . . . . 126 Debt Service Funds
| Fund Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . 128 | Legal Debt Margin and Compliance to Debt Management Policy Calculation . . . . . . . . . . . . . . 129 | Statement of Revenue, Expenditures and Changes in Fund Balance . . . . . . . . . . . . . . . . . . . . . . 130 | Outstanding Debt Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131

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Proposed Budget 2025-26 11
Capital Improvement Program (CIP)
| Fund Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132 | Statement of Revenue, Expenditures, and Changes in Fund Balance . . . . . . . . . . . . . . . . . . . . . 133 | Project Listing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 Proprietary Funds/Internal Service Funds
| Fund Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . 140 | Statement of Revenue, Expenditures, and Changes in Fund Balance . . . . . . . . . . . . . . . .. . . . . . 141 | Vehicle and Equipment Replacement Listing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142 | Info Services Equipment Replacement Listing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 Department Budgets
| City Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146 | Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165 | Community Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174 | Police Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184 | Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192 | Parks & Community Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216 | Non-Departmental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226 Reference Material
| Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231 | Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235 | Listing of Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237 | Budget Resolution & Appropriation Limit Calculation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241 | General Fund Reserve Policy . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 248 | Debt Management & Disclosure Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254 | Investment Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269

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Packet Pg. 240 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Guide to the Budget Document
Proposed Budget 2025-26 12
The budget is both a spending plan for the City’s available �inancial resources and the legal authority for City departments to spend resources for public purposes. The City Council and City staff respond to the community’s needs by using City resources to provide services and programming. The budget balances not only revenues and costs but also community priorities and interests.

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

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

City Strategic Priorities
This section of the document includes the City’s Mission Statement. It also includes the City Council Priorities and Goals, which are reviewed and updated at the City Council Annual Retreat. The operating budget and each department’s Major Action Plans re�lect their alignment with these priorities and goals.

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

All Funds Summaries
This section of the document presents a comprehensive picture of the City’s budgeted revenues and expenses for all funds. The budgets of local government agencies are organized by funds to segregate and account for restricted resources. Each fund is a separate accounting entity. In accordance with the Governmental Accounting Standards Board (GASB), there are two categories of funds for which the �inancial and budget statements are prepared: Governmental and Proprietary.

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Proposed Budget 2025-26 13
The distinction between how the budgeted resources are accounted for in proprietary funds as compared to governmental funds is discussed in the “Basis of Budgetary Accounting” section located in the Budget Policies and Process section of this document. Department to fund relationships are summarized and consolidated �inancials are provided by fund type within the category. A listing of the transfers in /out between funds is also included in this section.

Staf�ing
This section contains an overview of staf�ing trends by department, full-time equivalent (FTE) counts by position, and a detailed listing of authorized positions by division.

Governmental Funds
This category of funds is used to track and manage the day-to-day activities of the City, which are primarily funded by taxes, grants, and similar revenue sources.

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

Special Revenue Funds
Special revenue funds are those used to account for the proceeds of speci�ic revenue resources that are legally restricted, or earmarked to be used, for a particular project or program. Examples of revenues tracked in this type of fund are grants received for road construction or public safety funding provided by the State. A summary of the anticipated �inancial activity for the budget year is provided in this section for each fund.

Special section breakouts are included for the following:
 Housing Successor Fund because this program has major action plans that are tied to Council goals and strategies, and
 Dougherty Valley and Northwest San Ramon Geologic Hazard Abatement Districts (GHAD) are independent governmental organizations which were formed for the purpose of preventing, mitigating, abating, and controlling geological hazards. The City Council members serve as the GHAD Board of Directors and the District is managed by City staff.

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Proposed Budget 2025-26 14
Debt Service Funds
This fund type accounts for the accumulation of resources and the payment of principal and interest on long-term debts, such as bonds. This section includes details about the current outstanding debt issuances, information on the legal debt margin and debt management policy, as well as consolidated �inancial summaries for these funds.

Capital Projects Fund Summary
Capital projects funds are used to account for resources used in the construction and acquisition of capital assets such as buildings, equipment, streets, and roads. The Capital Improvement Program (CIP) document is prepared separately by the Public Works Department / Engineering Services Division. The CIP is adopted annually and includes a comprehensive �ive-year plan of capital investment projects, which identi�ies priorities as to need, method of �inancing, cost, and revenue that are anticipated during the �ive-year period.

The �irst year of the CIP is referred to as the Capital Budget. The operating budget includes the Capital Budget in order to present a comprehensive picture of all resource commitments of the City and to re�lect fund transfers between operating and capital funds. This section contains a �inancial summary for the fund in addition to a listing of projects planned for the current �iscal year.

Proprietary Funds
Proprietary funds are used by governmental entities to account for activities that are similar to those of businesses in the private sector. These funds are typically �inanced through user fees and charges, rather than general revenues like taxes.

Internal Service Funds
Within this category, the City of San Ramon utilizes internal service funds as mechanisms to account for the provision of goods and services to other internal departments on a cost-reimbursement basis.

Department Budgets
The majority of the budget document presents information on departmental budgets. Each departmental section provides the following information:
 Organization Chart / Budget Highlights – Each department section opens with an organization chart and a description of the major budget changes from the prior �iscal year. Also identi�ied are future budgetary needs.

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Proposed Budget 2025-26 15
 Division Level
 Statement of Purpose - The intent of this information is to give the reader an understanding of the scope of each division’s major programmatic areas.
 Signi�icant Accomplishments - A list that highlights the division’s most noteworthy accomplishments completed in the past year.
 Major Action Plan Items - A list of signi�icant objectives or one-time projects for the �iscal year that are aligned with the City Council’s goals and help to achieve departmental goals beyond the day-to-day services provided by the department.
 Expenditure Summary by Category- This table shows the department’s projected expenditures by category (salaries, bene�its, department internal charges, contract services, materials and supplies, other costs, and capital purchases) for the �iscal year. It also provides historical information and trends of previous funding levels.
 Funding Sources by Fund - This information is presented both in a table and graphic form to illustrate the source of funds for department spending.  Staf�ing - A historical staf�ing graph shows the level of staf�ing for each department by division.  Expenditure by Division - This table shows the salary and bene�its, operating, and capital costs at the division level. It also provides historical information and trends of previous funding levels.  Department Revenue - This table shows revenue collected that is directly attributable to a speci�ic functional activity within the department. Fees are collected from those who bene�it from the program.
 Net Cost by Division - This table shows the expenditure at the division level for the �iscal year net of revenues.

Reference Material
This section includes a glossary of budget terminology and acronyms, as well as a listing of funds. In addition, the following documents are available here for reference:
 Budget Resolution and Appropriations Limit
 General Fund Reserve Policy
 Debt Management & Disclosure Policy
 Investment Policy

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Packet Pg. 245 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) City Manager’s
Budget Message

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Proposed Budget 2025-26 18
San Ramon City Hall
The City Manager provides professional leadership in the management of the City and execution of City Council
policies. The City Manager provides effective municipal services through the coordination and direction of all City activities.

Steven Spedowfski
City Manager

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Packet Pg. 247 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) City Manager Budget Message
Proposed Budget 2025-26 19
May 27, 2025
Honorable Mayor and City Councilmembers
City of San Ramon
7000 Bollinger Canyon Road
San Ramon, CA 94583
SUBJECT: City Managers FY26 Budget Message

SUMMARY
The City of San Ramon has struggled with a structural de�icit for at least the last �ive �iscal years; a situation which culminated in a $17.6m budget shortfall projected for FY25. In response, the City asked the community to consider Measure N, a 1% transactions and use tax for a period of 10 years, that would allow the City to cover annual shortfalls while engaging a deliberate process to balance the budget for a sustainable future. In a display of trust, the community passed Measure N on November 5, 2024 with a passage rate of 56.21%.

The City is now entering a new �iscal era that will be marked by transparent and frequent communications around topics of �iscal sustainability. The FY26 budget continues to re�lect the structural de�icit, which indicates that the on-going cost to provide current services is outpacing the growth rate of the City’s ongoing revenues.

The adopted budget comprises all City funds and programs, including the General Fund, Special Revenue Funds, Dougherty Valley and Northwest San Ramon Geological Hazard Abatement Districts, Housing Successor Fund, and other special purpose funds. This budget document has been developed to serve as the City’s �inancial plan for program and service delivery over the next �iscal year, and includes departmental statements of purpose, service descriptions, major accomplishments, and future major action items. The FY26 �inancial plan described herein represents status quo operations and is intended to function as a baseline for the future work on �iscal stabilization.

The Dougherty Valley Geological Hazard Abatement District (DV GHAD) and Northwest San Ramon Geological Hazard Abatement District (NWSR GHAD) are shown separately in the back section of this document as these budgets are approved both by the City Council as part of the operating budget process and independently, by the authorizing Boards of these entities. Note that the same individuals comprise the City Council and the GHAD Boards. This budget document includes the Capital Budget, or �irst year of the Capital Improvement Program (CIP), and provides detailed information for the City Council to evaluate the entire City budget proposal for the �iscal year 2025/26.

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Packet Pg. 248 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) City Manager Budget Message
Proposed Budget 2025-26 20
The FY26 Adopted Budget represents the activities of all City funds, including the DV GHAD, the NWSR GHAD, and the Capital Budget. Fiscal year 2025/26 revenues for all funds is estimated at $152.4m while projected expenditures total $148.5 million. The budget is comprised of a General Fund Budget of $71.9 million, a Special Revenue Fund Budget of $37.1 million, a Capital Budget of $13.4 million, a Debt Service Fund budget of $5.2 million, and an Internal Services Fund budget of $20.9 million. Included in the Special Revenue Fund Budget are the DV and NWSR GHAD budgets which totaled $1.0 million.

The �iscal year 2025-26 General Fund revenue budget totals $81.0m. When compared to the General Fund expenditure budget of $71.9m, the total results in a net increase to fund balance of $9.1m. When taking into consideration the net transfers out of $6.2m, the net increase to fund balance is reduced to $2.9m. In FY25, these same �igures are projected to yield a net decrease in fund balance of $1.2m. The signi�icant difference between the two years is the receipt of a projected $14.8m from Measure N in FY26.

The organization of the City’s budget can be most clearly understood by referring to pages 25 and 26.

BACKGROUND

ECONOMIC OUTLOOK
Nationally, the Bureau of Labor Statistics reported the unemployment rate at 4.2% for April 2025, with the number of unemployed persons at 7.2 million. The National Association of Realtors recently reported that existing home sales decreased 5.9% from February 2025 to March 2025. Likewise, year over year sales showed a decrease of 2.4% compared to March 2024. Moreover, all four regions of the nation registered month-over-month and year-over-year declines for March.

Assessments of the State economy are mixed. According to Beacon Economics, “since February 2020 (the start of the pandemic), total nonfarm employment in California has grown 1.9% compared to a 4.7% increase nationally. In addition, the state increase payrolls by just 0.4% from April 2024 to April 2025, trailing the 1.2% increase nationally over the same period.” Additionally, the labor supply in California is growing slowly as well, which Beacon Economics attribute primarily to “the state’s chronic housing shortage and the retirement of aging workers.” On the other hand, California’s export trade value in March 2025 increased 7.7% compared to March 2024. This compares to an increase of 6.5% for U.S. export trade value changes over the same period. Although numbers were robust in March 2025, Beacon Economics’ advisors shared that the April 7 “Liberation Day” tariff announcements and retaliatory tariffs imposed by the nation’s trading partners would result in different outcomes for subsequent months.

The UCLA Anderson School of Management provides employment and real income forecasts for the state each year. In their most recent forecast, UCLA economists predict a total employment growth rate of 0.5% in 2025 and 1.2% in 2026. Over that same timeframe, UCLA Anderson forecasts real personal income to grow by 2.5% in 2025 and 2.4% in 2026. The summary forecast for California by UCLA Anderson is that “deportations will suppress job growth, and along with in�lation and tariffs, deportations will suppress efforts to meet the state’s signi�icant need for new housing.”

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Packet Pg. 249 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) City Manager Budget Message
Proposed Budget 2025-26 21
The state’s revised Fiscal Year 2025-26 budget from May 2025 showed a $12 billion de�icit resulting from economic and revenue forecast reductions due to the imposition of tariffs and increased expenditure growth above what was originally anticipated, especially for the Medi-Cal program. Governor Newsom plans to address the shortfall by reducing ongoing expenditure growth, while maintaining initiatives that improve the quality of life for California residents. More speci�ically, the de�icit will be addressed with $5b in expenditure reductions, $5.3b in revenue generation or borrowing, and $1.7b in funding shifts. The May Revision also includes the commitment of ongoing �inancial resources to two programs beginning in FY28 contingent upon suf�icient resources: the California Food Assistance Program and the Foster Care Program.

The local economy faces opportunities and challenges in the upcoming �iscal year. There continues to be uncertainty around tariffs and in�lation and even more so, on how they could impact consumer spending habits. Additionally, while many housing developments are proposed in the downtown core, �inancing challenges will impact the timing on breaking ground.

FINANCIAL PLANNING
The City’s adopted General Fund revenues for FY26 are $81.0m, of which $14.8m is Measure N. Without the inclusion of Measure N, the FY26 revenues would have been $66.2m or �lat compared to the FY25 Mid-Year Budget revenue estimates. Furthermore, with adopted expenditures of $71.9m and net transfers out of $6.2m, the City would have been facing a $12m budget de�icit.

Discussions of the City’s �inances will become a regular occurrence with the City Council and the community in the coming months and years. The City has established that while ongoing revenues are insuf�icient to cover ongoing expenditures, the City continues to operate with a de�icit. Since Measure N is in place for ten years only, Council is considering these funds as ten one-time allocations of funds that are enabling the City to cover operational de�icits as changes are made to establish budget stabilization.

To emphasize and facilitate long-range �inancial planning, each year City staff has historically prepared a �ive-year �inancial forecast for the General Fund and the Dougherty Valley CSA fund. The forecast includes a projection of revenues and expenditures for the current �iscal year and the succeeding �ive �iscal years. With the passage of Measure N and its 10-year duration, Council is now discussing the development of a corresponding 10-year long-range �inancial plan. As the City works through this complex effort of working toward �inancial sustainability, many of the City’s traditional processes and timelines are likely to evolve.

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Proposed Budget 2025-26 22

ALL FUNDS
Revenues
The FY26 Budget includes $152.4m in revenue, which along with reserve funds accumulated in prior years, provides suf�icient funding to �inance City services. The manner in which portions of City revenue may be spent is determined by law or other �iscal constraints. As shown on the following graph, 53% of City revenue is general purpose and used to support Police, Public Works, Recreation, Community Development and other general-purpose needs. The remaining 47% is revenue that is restricted for speci�ic purposes such as the Geologic Hazard Abatement District, capital projects, services in special assessment districts, housing programs, and internal services such as equipment replacement.

Expenditures
The $148.5m expenditure budget is $16.2m (12%) more than the FY25 Mid-Year Budget. This variance is primarily due to increases of $7.0m in the General Fund, $3.9m in the Capital Fund, $3.2m in the Internal Services Funds, and $2.2m in the Special Revenue Funds. The graph below shows how the expenditure budget is broken out among major fund groups.

General Fund, $81 ,
53%
Special Revenue
Funds, $48.10 , 32%
Capital Fund, $0.50
, 0%
Debt Service Funds,
$3.50 , 2%
Internal Service
Funds, $19.30 , 13%
All Funds Revenue (in millions) - $152.4m

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Proposed Budget 2025-26 23

GENERAL FUND
Revenues
The revenue available to �inance General Fund services consist primarily of taxes, service fees, and the surpluses from prior years. General Fund revenues of $81.0m are projected to be available to �inance the City’s operating fund budget in FY26. Any surplus revenue at the end of the �iscal year will be carried forward as fund reserves for future uses, highlighting the City’s commitment to prudent saving for a rainy day as a key strategy for �iscal sustainability. At $81.0m, the proportionate breakdown of each major revenue type is illustrated in the following chart:

General Fund, $71.90 ,
48%
Special Revenue
Funds, $37.10 , 25%
Capital Fund,
$13.40 , 9%
Debt Service Funds,
$5.20 , 4%
Internal Service
Funds, $20.90 , 14%
All Funds Expenditures (in millions) - $148.5m

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Proposed Budget 2025-26 24
Property taxes and sales tax account for about 48% of all General Fund revenue. Property tax is the City’s single largest revenue source at 32% of the General Fund and is projected at $26.3 million for FY26.

Assessed property valuation increased 2.99% during FY25. Actual assessed valuations will not be known until later this summer, but historical trends show that similar valuation increases are likely for the future since the City continues to be a highly desirable place to live due to its natural beauty, excellent schools, low crime rate, retail shopping, proximity to jobs, and its reputation for being well-managed.

Since Measure N became effective April 1, 2025, FY26 is the �irst full �iscal year that re�lects receipts of Measure N, the City’s transactions and use tax that was passed by voters in November 2024. This tax measure, which is projected at $14.8m for FY26, adds 1% of destination-based sales tax to the City’s eligible sales transactions for the period of 10 years. The City’s intention is to use these receipts to stabilize the budget de�icit while staff works with the City Council and community to evaluate current uses of City resources and funding processes, as well as consider opportunities for program revision, expenditure reduction, and revenue enhancement. This revenue category is now the second largest in the City’s budget.

In the short time since its passage, the City has witnessed the sensitivity of this revenue stream, which was projected at $15.7m in August 2023 and revised to $14.8m in February 2025. The reduction of $900k was the combined result of speci�ic factors in the local economy and future uncertainties around tariffs, in�lation, and consumer con�idence.

Property Tax, $26.30
, 32%
Sales Tax, $13.20 ,
16%
Measure N, $14.80 ,
18%
Other Taxes, $3.10 ,
4%
Franchise Fees,
$6.30 , 8%
Licenses and
Permits, $3.60 , 4%
Intergovernmental,
$2.30 , 3%
Charges for
Services, $7 , 9%
Fines and
Forfeitures, $0.20 ,
0%
Investment Income,
$0.40 , 1% Miscellaneous,
$3.80 , 5%
FY26 General Fund Revenues by Category (in millions)

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Traditional sales tax is the City’s third largest revenue source at 16% of the General Fund. Sales tax growth for FY26 is estimated to be �lat when compared to the $13.2 million estimated for the current �iscal year.

The City’s four largest sales tax categories account for over 68% of sales tax revenue: business and industry (22%), state and county pool (online sales, 20%), restaurants and hotels (13.1%), and fuel and service stations (13%). As referenced in the Economic Outlook section, there are many factors in the current economy that will be impacting consumer buying habits in the next �iscal year.

Expenditures
The City’s General Fund provides the basic services and operations of the City from police services to city management, land use planning, and parks. Total expenditures for the General Fund budget are $71.9m for FY26. This compares to a FY25 Mid-Year Budget of $64.9 million, or an increase of $7.0m. This change is attributable to the following factors:
 in�lationary hikes in service contracts, employee wage and bene�it costs, and utility costs (average 8% increase, $5.5m),
 the return of pension expenses that were paid out of the PARS Pension Stabilization 115 Trust in the previous year’s budget ($1.8m),
 potential savings estimate (reduction of $2.2m),
 funding needed positions ($1.1m), and
 discretionary operational costs of $800k.

General Fund Budget by Department (in millions)
Department FY26 FY25 * Difference
City Administration $9.7 $8.5 $1.1
Finance 2.2 2.1 0.1
Community Development 6.6 5.8 0.8
Police Services 23.1 20.7 2.4
Public Works 19.9 18.7 1.2
Parks & Community Services 10.3 9.0 1.4
Non-Departmental 0.1 0.1 -
TOTAL $71.9 $64.9 $7.0
* Mid-Year Budget

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Proposed Budget 2025-26 26

DOUGHERTY VALLEY
The Dougherty Valley Fund was created to track revenue and expenditures associated with the services provided in the County Service Area (CSA). Per existing agreements with Contra Costa County and the major developers in Dougherty Valley, the City is required to separately budget, and track expenditures, for the provision of services in the area covered in the agreements. As the City has completed annexation of available land in the Dougherty Valley area, future budget growth will be the result of increased property values and expenditures, rather than the addition of annexed territory.

The Dougherty Valley Fund re�lects expenses for police patrols, park maintenance, road maintenance, and landscaping services and are projected at $27.3m in FY26, which is $2.9m (12%) higher than the FY25 midyear budget. CSA revenues, however, have not kept up with the cost of providing services in the area.

Sources of funding for the CSA include assessment revenue and other �inancing sources, i.e. transfers in from the General Fund.

GENERAL RESERVES
In June 2020, the City Council amended the General Reserve Policy’s minimum target to 36% of estimated General Fund expenditures, including the annual General Fund transfer to the Dougherty Valley Fund. For the FY26 Adopted Budget, the Policy mandates $27.4m in General Reserves to satisfy the 36% contingency requirement. The fund balance for the General Fund at the end of FY25 is estimated to be $26.0m at the beginning of the FY26 budget year. Based on the projected General Fund revenues, expenditures, and transfers in and out, the FY26 year-end fund balance is estimated to be $32.4m, which is suf�icient to provide the 36% contingency reserve.

City Administration,
$9.70 , 14%
Finance, $2.20 , 3%
Community
Development, $6.60
, 9%
Police Services,
$23.10 , 32%
Public Works, $19.90 ,
28%
Parks & Community
Services, $10.30 ,
14%
Non-Departmental,
$0.10 , 0%
General Fund Budget by Department (in
millions)

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RETIREE HEALTH CARE FUNDING
Pursuant to City Council direction several years ago and ongoing directives, the City began setting aside funds to cover the future liability of providing health bene�its to employees who retire from the City.

Government accounting rules (GASB 75) require the City to report this liability in its annual �inancial statements. Certi�ied on October 7, 2024, the City had $34.0m set aside in a Trust to cover over 75.5% of the $45.0m liability per the City’s most recent actuarial report for disclosures for FY24. As of March 2025, the City has $36.6m set aside in the Trust. The next updated actuarial valuation is due September 30, 2025.

Compared to the last three �iscal years, the FY26 budget does not include a draw-down of funds from the Trust to cover the out-of-pocket costs for retiree health care.

In addition to the City’s liability for retiree health coverage, the City also shares a portion of the Dougherty Valley Regional Fire Authority (DRFA) retiree health coverage. The City’s share of this coverage is 60.92% of the future premiums, amounting to approximately $0.5m this budget year. This bene�it pool is now closed, meaning that over time pool liability will naturally decrease.

PENSION FUNDING
CalPERS actuarial reports have changed signi�icantly in recent years with the CalPERS Board lowering the discount rate, changing demographic assumptions, and implementing other changes, all of which have caused the normal cost and the unfunded accrued liability (UAL) to increase. However, as of the most recent actuarial report dated June 30, 2023, the City’s UAL was $49.5 million, with all plans being 84% to 89% funded.

The City has taken several steps to reduce pension cost liability. In 2012, the City created a lower tiered bene�it for classic employees hired after July 1, 2012. On January 1, 2013, the City implemented the CalPERS PEPRA tier as required by law, further reducing pension obligations. In 2017, the City set up an irrevocable Section 115 Trust to pre-fund pension obligations (as of March 2025, the City had $1.9m set-aside in the Trust). As of June 30, 2018, all employees are paying the full employee portion of the pension cost. In July 2018, following labor group negotiations, City employees agreed to contribute an additional 1% toward the employer rate, thus funding an ongoing total of 3% of the City’s employer rate. The only exception to this is the Safety PEPRA plan, due to the high required employee rate. In November 2021, the City issued Pension Obligation Bonds in the amount of $23.3m to fund the CalPERS UAL expense as described above.

EQUIPMENT REPLACEMENT FUND
Approximately $1.4m of beginning fund balance and $1.5m in department charges for equipment replacement are available to meet potential funding needs of $1.7m. The continued funding of the equipment replacement fund ensures the availability of funds to replace vehicles and equipment that have reached the end of their useful life, thus creating �iscal stability year to year without signi�icantly impacting the General Fund in any one �iscal year.

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INFRASTRUCTURE MAINTENANCE FUND
With the economic downturn resulting from the Great Recession of 2008, some City facilities and infrastructure suffered from deferred maintenance. In order to address this maintenance necessity, create ef�iciencies, and meet new capital needs, an infrastructure maintenance fund was established several years ago.

The Infrastructure Maintenance Fund is a reserve whereby funds are set aside for future, identi�ied repair costs of City-owned buildings such as City Hall, the Police Station, libraries, community centers, service centers, aquatics centers, and other infrastructure-related projects. The FY26 budget includes the use of $0.8m for maintenance projects. The Public Works Department has developed a multi-year infrastructure maintenance schedule that estimates a multi-million dollar need for funding in future years. An ongoing priority will be to continue to identify additional funding sources for this purpose.

STAFFING LEVELS
This budget re�lects staf�ing resources available to perform City services for FY26 at 279.75 full-time equivalents. The City removed a net of 8 vacant and unfunded positions, compared to the full-time equivalents staff number at the FY25 Mid-Year Budget. The City continues to maintain a lean staf�ing model while delivering a high level of service to the community. External forces from the highly competitive labor market continue to put pressure on attracting and retaining the quality staff who deliver services to the community.

CAPITAL IMPROVEMENT PROGRAM
The City’s Five-Year Capital Improvement Program (CIP) is a separate document from this one and is comprised of a Capital Budget for Year 1 and planning budgets for Years 2-5. Funding for the Capital Budget is included in this document with the operating budget and is included in the resolution adopted by Council. The FY26 Capital Budget included in this document projects a total cost of $12.9m. Some of the major projects undertaken this �iscal year include:
 Crow Canyon Gardens Facilities Improvement,
 Pavement Management Projects, and
 Police Portable Radio Replacement.

The City continues to experience in�lationary pressures on the cost of maintaining its facilities and infrastructure. In the past, the City has elected to defer maintenance as a tool to balance the structural budget shortfall. The challenge for the City going forward will be to maintain services while funding critical infrastructure repairs and maintenance as costs continue to rise and addressing the consequences of the past decisions to defer maintenance.

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FUTURE OUTLOOK
The National Economy
In March 2025, the UCLA Anderson Forecast stated that there are no signs of an imminent recession and much to look forward to on the economic horizon with developments in Arti�icail Intelligence, smart deregulation, and public and private investments in infrastructure and technology. However, they caution that a full or nearly full enactment of the Trump Administration’s economic initiatives is likely to trigger a downturn that would appear in the next year or two. The reasoning provided by UCLA Anderson Forecast’s economists is that the desired policies are likely to cause signi�icant contractions simultaneously in different sectors of the economy thereby triggering a recession. They propose the following are the primary areas of concern:
 Manufacturing sector- effects of tariff policy and ensuing trade wars  Public sector- reductions in contracts and grant recipients  Construction sector- effects of mass deportations amid an existing labor shortage Other impacts considered by UCLA Anderson Forecast are 1) the effects of uncertainty around these policies on business investment and hiring, as well as on personal spending due to job insecurity, 2) the recent irrationality of the �inancial sector, and 3) concerns around the U.S. debt level.

The biggest impacts to California’s economy are expected to come from immigration and be oppositional in effect; a withdrawal of millions of undocumented workers and H1B visa issued to workers in the tech industry. California’s housing challenge is likely to become more dif�icult with the deportations decreasing the construction workforce, the cost of construction loans likely to increase, and the impact of tariffs on construction materials. The California GDP is forecasted to grow at the same rate as the U.S. in 2025 and 2026, and slightly faster in 2027.

Long-Range Financial Planning
The City uses multiple tools to forecast future impacts to the City’s �inancial situation, primarily a �ive-year �inancial forecast presented annually to the City Council. As mentioned under the Financial Planning section earlier in this message, Council is considering the merits of a 10-year long-range �inancial plan to align with the timeline of Measure N.

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Whether 10-years or 5-years, the long-range �inancial plan takes into account considerations such a population growth and resulting demand for departmental services, potential for economic decline, historical trends for major revenue and expenditure categories, legislative trends that may impact the City, and schedules of identi�ied �inancial needs for capital maintenance and replacement. Consideration of these factors and others allows the City to plan for multiple contingencies, and with robust General Fund reserves, can enable a stable and smooth transition to more sustainable service levels.

For the last several years, the City has experienced a structural de�icit and continues to face the challenge of closing the budget gap. Many ongoing and one-time decisions have been made to mitigate rising costs and improve revenues. One such effort was the City’s contract with a consultant to explore the possibility of passing a sales tax measure to increase revenue. Additionally, the City contracted with HdL Companies for ongoing Business License, Transient Occupancy Tax, and Short-Term Rental compliance management services to capture lost revenue. As mentioned previously, the City has taken action to help reduce pension costs through pension obligation bonds and employee cost-sharing. The City recognizes that more must be done to sustain the high levels of service traditionally delivered to the community.

The City continues to operate with a budget de�icit that is balanced only with the FY26 one-time revenues from Measure N. The City Council continues to direct staff to explore opportunities to increase City revenues and ensure spending ef�iciency to minimize service reductions to the community.

General initiatives currently underway are the following:
 Continue to promote new housing construction since property tax is the City’s largest revenue source and housing is in such demand in the Bay Area
 Actively work to build a stronger local economy adding to San Ramon’s retail base and boosting sales tax, the City’s second largest revenue source
 Explore methods for acknowledging historical budget surpluses and budget closer to actual The City is very cautious in how it spends its tax dollars and prides itself on running a high-service level organization utilizing a lean staf�ing model, including the use of temporary and limited-duration employees for seasonal or periodic work and the use of competitively-bid contracts for routine maintenance of much of the City landscape. The City will continue to explore ways of reducing the cost of labor, which is its largest expenditure.

After the FY26 budget is adopted, staff will work directly with City Council to outline a plan of discussions to be held at public meetings with the community. Topics are likely to cover department operations, revenues / taxes, capital replacement / maintenance, and reserves.

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ACKNOWLEDGEMENTS
I would like to acknowledge the efforts of staff in each City department who helped in the development of this year’s budget. Speci�ically, I would also like to acknowledge the extraordinary efforts of Matt Ramirez (Senior Administrative Analyst, Public Works), Kristine Olsen (Administrative Coordinator, Police Services), Mae Mlyniec (Administrative Analyst, Parks & Community Services), and Glenda Broadfoot (Administrative Analyst, Finance) who went above and beyond to collaborate on the compilation of the budget document.

The City’s new Finance Director shared her gratitude for joining an organization in which colleagues so quickly demonstrated citywide collaboration, support, and initiative.

Respectfully submitted,
Steven Spedowfski
City Manager

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Mission Statement
Adopted by the City Council in 1997 and the daily goal of City management and staff:
“We provide ef�icient delivery of quality public services that are essential to those who live, work, and play in San Ramon” City Council Priorities and Goals
City Council goals and objectives represent the areas of emphasis for the upcoming year. The City Council provides direction to the City Manager and his staff through these goals and objectives, which are highlighted and represented in each department’s program and major action plans. City Council goals and objectives identify where and how public funds will be expended.

At the Strategic Priority-Setting Workshop held on February 15, 2025, the City Council identi�ied the following Goals and Objectives for the City in FY 2025/26:

Goal #1: Maintain a Safe and Secure Environment
 Objective #1: Complete MRG Assessment
 Objective #2: Enhance departmental technological capabilities to improve ef�iciency  Objective #3: Increase and improve public engagement
Goal #2: Maintain a Secure Financial Base
 Objective #1: Evaluate reserve policy requirement (36%) and alternatives  Objective #2: Evaluate �inancial policies related to pre-funding pensions, retiree bene�its, and deferred maintenance
 Objective #3: Enhance �inancial forecasting
Goal #3: Provide Cost Effective and Responsive Services to Sustain Quality of Life  Objective #1: Evaluate current Committees, Commissions, and Boards’ bylaws  Objective #2: Elevate Risk Management program by providing both public and Council brie�ings on program performance
 Objective #3: Enumerate norms/values for Council, Committees, Commissions, and Boards expectations and formalize commitments

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Goal #4: Build and Maintain Quality Facilities and Infrastructure  Objective #1: Implement Phases 1 & 2 of Crow Canyon Garden Renovation  Objective #2: Develop a Forest Home Farms Renovation Plan  Objective #3: Adopt a Citywide Fiber Master Plan
Goal #5: Enhance Engagement and Communication with Residents and Business Community  Objective #1: Expand constituent engagement and community relations services  Objective #2: Replace the current Client Request Management (CRM) system for resident requests  Objective #3: Develop a communications plan for Measure N (TUT) funding uses and city �inancial outlook
Goal #6: Balance Land Use Planning for Housing, Retail, Jobs and Open Space  Objective #1: Process Development Applications for Orchards  Objective #2: Develop a framework for Climate Action Plan implementation  Objective #3: Adopt 2025 Building Codes including local amendments

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City Organization Chart

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City Profile
Government Demographics Ethnic Composition
Incorporated July 1, 1983 18.56 square miles 49.4 % Asian alone* Charter City 5.1% Persons under 5 years* 36.5% Caucasian alone* Council/City Manager form of
government

26.9% Persons under 18
years* 7.8% Hispanic or Latino*
Mayor elected at large and four City
Councilmembers elected by district

11.6% Persons 65 years and
over* 8.3% 2 or more ethnicities*
279.75 Full-time employees $197,358 median income* 3.0% African American alone* 83,391 population 0.3% Alaska Native/American
Indian alone*
50,377 registered voters
(5/2024)

0.2% Native Hawaiian/Other
Paci�ic Islander*
*US Census Bureau July 1, 2024, update
Education

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San Ramon has 12 elementary schools, four middle schools, and two main high schools served by the San Ramon Uni�ied School District (SRVUSD) and one Diablo Valley Community College campus served by the Contra Costa Community College District. Below is a summary of the California Assessment of Student Performance and Progress (CAASPP) test results.
2023-24 English Language Arts Mathematics
SRVUSD 77.22% Met or Exceeded Standard 71.92% Met or Exceeded Standard Contra Costa County 50.53% Met or Exceeded Standard 40.56% Met or Exceeded Standard State of CA 47.04% Met or Exceeded Standard 35.54% Met or Exceeded Standard The U.S. Census Bureau data states the following education attainment within the City of San Ramon:
 High school graduate or higher, percent of persons age 25 years+, 2019-2023 - 97%  Bachelor’s degree or higher, percent of persons age 25 years+ 2019-2023 – 71.2% Top 20 Businesses*
PG&E 1931 Home Depot #6604 176
Chevron USA INC 1800 Safeway Sote #982 161
BMO Bank N.A. 652 Armanino Advisory, LLC 159
San Ramon Regional Medical Center 650 The Permanente Medical Group 150 FIVE9, INC 431 J&M Homecare Services, LLC 133
United Parcel Service 385 Club Sport of San Ramon 130
Primed Management Consulting 332 In-N-Out Burger #118 126 Robert Half, Inc 261 Toyota Motor Sales USA Inc 125
Target Corporation 223 Dialpad Inc 123
Paci�ic Bell Telephone Company 188 Sunset Development Company 120 *Per City’s business license records

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Services by Other Special Districts and Private Entities Services Agencies
Animal Control Contra Costa County
Flood Contra Costa County Flood Control District
Parks & Trails City of San Ramon and East Bay Regional Park District Public Transportation County Connection and Bay Area Rapid Transit District Water & Sewer Dublin San Ramon Service District and East Bay Municipal Utility District Electricity Marin Clean Energy (MCE)
Gas & Electricity Paci�ic Gas and Electric
City Pro�ile
The City of San Ramon was incorporated in 1983 and is located in Contra Costa County, a growing area in the eastern portion of the San Francisco Bay Area. The City occupies a land area of 18.56 square miles and serves a population of 83,391(Department of Finance January 2025 Estimate). San Ramon continues to show strength as a major employer and a community with high-quality residential neighborhoods. The City of San Ramon is considered to be one of the most desirable living areas in the Bay Area The City of San Ramon is a Charter City that operates under the Council-Manager form of government.

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

Community Services Facilities
65 Parks (includes 18 School parks) 2 Libraries
4 Community Centers 2 Service Centers
2 Aquatic Centers 12 Elementary Schools
2 Theaters 4 Middle Schools
1 Police Station 2 High Schools
1 City Hall/Permit Center 1 Community College
4 Fire Stations 1 Hospital

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The City provides a number of services and activities summarized as follows:
 Police protection
 Maintenance of streets, roads, parks, landscaping, and open space  Recreation and senior activities
 Planning, Building, Transportation, Economic Development, and Engineering services; including stormwater and drainage services
The City has a farmers’ market that is open year-round on Saturday mornings at the City Center Bishop Ranch. This market is operated and managed by Local Roots, a non-pro�it organization located in San Ramon. The City also issues a quarterly City Report that is mailed to all City residents, which provides information on City services, transportation, ongoing City projects, and general homeowner information such as property lines, �lood zones, voting precincts, and upcoming City events.

Some examples of the City’s economic indicators are as follows:
 The San Ramon unemployment rate has been measured by the State Employment Development Department was approximately 4.1% (as of March 2025-Preliminary, not seasonally adjusted); compared to the Contra Costa County rate of 4.4% and California Statewide unemployment rate of

5.4%.
 San Ramon has a relatively high median household income level of $197,358 as estimated by the U.S. Census Bureau (in 2023 dollars) which is more than twice the State of California median household income level of $96,334 (in 2023 dollars), as estimated by the U.S. Census Bureau (2019- 2023 data).
 San Ramon assessed property values increased by 2.97% for the 2024-25 tax rolls. This is compared to a Contra Costa County-wide increase in assessed values of 4.17%.

San Ramon has been recognized for proactive transportation planning:
 Recipient of the “Telly” award for the Street Smarts Program  Recognized by the EPA and the DOT for an outstanding Commuter Program  Implementation of the TRAFFIX School Bus Program - reduced the number of vehicle trips  Awarded for continuous �low on ramp at 680
Signi�icant accomplishments:
 Opened a Performing Arts Center (2007)
 Established its own Police Department (2007)
 Beginning in 2008, and every year since then have received a AAA rating from Standard & Poor’s  Opened the new Amador Rancho Community Center (2014)
 Opened the new and �irst City Hall (April 2016)
 Re-opened the newly renovated San Ramon Library (April 2017)

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 Supported the opening of the City Center (November 2018)  Took ownership of over 2,200 acres of open space through the Dougherty Valley Geologic Hazard Abatement District (1995-2019)
 Created the City’s �irst Bicycle Master Plan (2018-2019)  Completed the Bollinger Canyon Road Widening from Market Place to 680 freeway (2018) which recently includes the Bollinger Canyon Road operational improvements to improve circulation and reduce congestion at the westbound on-ramp to southbound I-680 (2020)  Established cohesive emergency response protocols for services and safety (2019-2020) o Public Safety Shut Off events
o COVID-19
 Negotiated and executed the new Public Safety Facility agreement at 2401 Crow Canyon Rd (2019- 2020)
 Renovated the Alcosta Senior & Community Center and the San Ramon Community Center (2019- 2020)
 Created a network of 57 miles of public trails (2018-2020)  Remodeled City Hall and created one-stop shop for City Services (2021)  Ranked #9 as one of the State’s safest cities, according to SafeWise’s annual Safest Cities report (March 2025)
 Received awards for Excellence in Financial Reporting for FY 2003-04 through FY 2020-21  Received awards for Distinguished Budget Presentation and Operating Budget Excellence for FY 2021-22
 Adopted the San Ramon Walking District Master Plan (2022)  Broke ground on the Joint Police/Fire San Ramon Public Safety Building (2022)  Full opening of the Public Safety Complex, which includes a state of art Communication/Dispatch Center and City of San Ramon Emergency Operations Center (2024)  Opened Sunrise Ridge Park (2024)
 Passage of Measure N by 56.21% of residents: a ballot measure in the November 2024 General Election, proposing a 1% Transactions and Use Tax for 10 years to support City services  Created a standalone Finance Department after reorganizing the City’s operating structure to advance Council direction for �inancial stability (2025) Budget Policies and Process
The City reviews and prepares its operating budget and capital improvements program on an annual basis.

There are three major types of expenditures in the City’s spending plan: operating, capital, and debt service.

Operating expenditures are related to a program’s base budget and include items such as salary and bene�its costs, materials and supplies, contractual services, and vehicles and equipment costs. Operating expenditures are ongoing by nature. Capital expenditures are larger, project-related expenditures that affect the economic vitality and quality of life in the community. An example would be the construction of a street overpass, resurfacing a city street, or a park. Capital expenditures occur every year, but the speci�ic projects

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and �inancial resources needed change from year to year. Debt service is similar to a long-term loan.

Funding received from debt issuance is used for high-cost items that require signi�icant funding at a single time. The debt will be repaid in the future based on debt schedules that are relatively consistent from one year to the next.

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

The modi�ied accrual basis is followed for all Governmental Funds. Under this basis, revenues are recognized when they become “susceptible to accrual,” which means they are both measurable and available. Measurable means the amount of the transaction can be determined. The City considers revenues to be available if they are collected within 365 days of the end of the current �iscal year. Expenditure-driven grants are recognized as revenue when the qualifying expenditures have been incurred, all other eligibility requirements have been met, and the amount is received during the period or within the availability period.

Expenditures are generally recorded when a liability is incurred, except for debt service expenditures, which are recorded when payment is due.

The full accrual basis is used for all Proprietary Funds, which includes the City’s Internal Service Funds.

Revenues are recognized when earned and expenses are recognized when the related liabilities are incurred.

Annual Comprehensive Financial Report (ACFR)
The Annual Comprehensive Financial Report (ACFR) is prepared according to Generally Accepted Accounting Principles (GAAP). It is presented to the City Council each January at the conclusion of an audit of the City’s �inancial transactions and development of the report by an external audit �irm. The City prepares its budget in accordance with GAAP with certain exceptions, for example:
 Loans requiring the use of current resources are budgeted as expenditures; while in the ACFR, the disbursement of loans is presented as a balance sheet item.  Capital outlay in the internal service funds is capitalized and reported as capital assets in the ACFR; whereas they are accounted for as expenses in the budget.  Appropriated budgets are not required for all of the City’s funds. For example, the City does not budget for programs tracked in the Fiduciary Funds category. These are resources held in an agency/trust capacity.
 The City does not budget for depreciation expenses, employee vacation leave or sick leave accruals, while the ACFR presents those as long-term liabilities.  GAAP requires the reporting of investments at fair market value at the end of the �iscal year. The City’s policy is to hold investments to maturity, and the changes in fair market value are not a budget item for favorable or unfavorable outcomes.

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Budgetary Principles
The budget is the City Council’s primary decision and policy-making tool.  Budget information should be understandable to the public despite the complexities of accounting and legal requirements.
 Labor costs must re�lect productive labor costs and all associated fringe bene�its from existing contracts, as well as management forecasts for future compensation for those individuals.  Projected expenses should re�lect changes in operations, market conditions, and forecast rate changes, not just a cost-of-living escalator.
 The difference between one-time, or non-recurring costs, and ongoing, and recurring costs, should be acknowledged.
 Projected revenue should re�lect those expected to be generated from existing businesses, and from plans for expansion under existing laws, not desired changes.  Reserves should be maintained at appropriate levels in conformance with policy.

Using these principles, the City endeavors to present a realistic projection of both revenues and expenses that offers a reasonable picture of the coming �iscal year and future years regardless of whether a de�icit or surplus is forecasted.

Neither optimistic assumptions as to new grants nor pessimistic forecasts of new revenue losses are re�lected. Forecast expenditures only identify authorized service expansions and consensus growth assumptions.

Through the budget, the City aspires to provide a tool to measure the performance of City departments against their best plans and the various funds against the policies and direction provided by the City Council.

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

The City Council is provided a 5-Year General Fund �inancial forecast at the City Council’s annual retreat, prior to presenting the proposed budget at budget workshops for Council review and adoption. The 5-Year General Fund �inancial forecast is a planning tool that helps the City Council and staff identify important trends and anticipate the longer-term consequences of budget decisions. The forecast tools have been instrumental in modeling the effects of such recent budget issues as rising retirement system costs, the

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short- and long-term consequences of issuing variable rate debt, and potential scenarios for future revenue performance.

After the annual budget is adopted, the City follows established procedures and all related �inancial policies in spending and monitoring expenditures. These procedures involve the City’s management, employees, boards and commissions, and the City Council throughout the year. The City’s management team and staff also prepare a Mid-Year Budget Review in January. This process entails a comprehensive review of all actual revenues and expenditures during the �irst 6 months (July – December) and the projection of revenues and expenditures for the remaining 6 months of the year (January – June). Any signi�icant modi�ications to the adopted budget are presented to the City Council for review and approval in February. Modi�ications to the adopted budget may also be made during the �iscal year as needed for items such as a legislative mandate or as a grant requirement. These proposed modi�ications are also presented to the City Council for review and approval. The Finance Department coordinates these efforts with all City departments. They are responsible for ensuring proper authorization is received and accurate budgeting entries are recorded into the City’s �inancial system.

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

Citizen Participation
Citizens have an opportunity to participate in the budget process by attending a series of City Council budget workshops. Citizens may also attend Council meetings, which are scheduled on the second and fourth Tuesdays of the month throughout the year. At the Council workshops and meetings, citizens may submit requests to the City Clerk to make public comment on matters not on the agenda or during public comment on the item. All City Council meetings are publicly noticed in accordance with Government Code Section 54954.2(a). The meeting for adoption of the �iscal year �inal budget is usually held in late May or early June.

Budget Calendar
The City’s annual budget development process begins in the latter half of February after the conclusion of the mid-year budget review and ends with the adoption of the budget by the City Council in late May or early June. The City Council speci�ically reviews and updates the City Council Priorities and Goals each year at their retreat usually held in February. These discussions include addressing important �iscal issues in the upcoming budget year which may have short or long-term effects on how the City provides and maintains services to its citizens and customers. To inform these discussions, usually the 5-Year General Fund Financial Forecast and the projected ending reserves are shared with the Council at this meeting.

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The actual timeline may change as necessary as additional City Council budget workshops may be added prior to budget adoption. The budget represents the maximum authorized expenditure for the year and cannot legally be exceeded except by subsequent amendments of the budget by the City Council. These adjustments can be requested in February during the Mid-Year budget review cycle or be requested via a standalone staff report to the City Council as needed during the Fiscal Year.

Budget Revenues
Revenues to the City allows it to pay for the many services provided to its citizens:
 Property Tax – Property taxes are imposed on real and tangible personal property located within the City. Property valuation is determined annually on March 1 by the County Assessor. The State Constitution limits the real property tax rate to one percent (1%) of the property’s value, plus rates imposed to fund indebtedness that are approved by the voters.

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

Where do my property tax dollars go?
*Average amount; actual varies by tax rate area
 Special Assessments – Several districts are funded through the collection of special assessments from property owners within a speci�ically de�ined area of the City. These funds can only be used for the purpose of maintaining or improving the zone from which they are collected.

Local Schools

0.45 Fire District

0.15 County

0.12 City*

0.10 Other

0.08 Community
College…
Parks District

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 Sales and Use Tax – The sales and use tax is imposed on retailers for the privilege of selling, or on users in California of property purchased from outside the State. The tax is based on the sales price of any eligible transaction of tangible personal property. The tax rate is eight and three quarters percent (8.75%). Local sales tax revenue is distributed on a quarterly basis, with monthly estimated “advance” payments and a subsequent “settlement” payment to cover the difference based on actual collections. One percent (1%) is allocated by the California Department of Tax and Fee Administration (CDTFA) and allocated back to the City for general purposes. This revenue is placed in the General Fund for unrestricted use.
 Transactions and Use Tax – In November 2024, San Ramon residents approved a transaction and use tax in the amount of 1% that is scheduled to last for 10 years starting April 1, 2025. Different from sales and use tax, transactions and use tax is destination based and is applicable to the location where the purchased good will be used. As an example, a car purchased by a San Ramon resident in another jurisdiction would be subject to the transactions and use tax if the car were also to be registered in San Ramon.
 Property Transfer Tax – This is a documentary transfer tax imposed on real estate transactions and collected for the City by the County. The tax is $1.10 per $1,000 transaction value.  Transient Occupancy Tax – The transient occupancy tax (TOT) is imposed for the privilege of occupying a room or rooms in a hotel, motel, or other lodging facility unless such occupancy is for a period of thirty (30) days or more. The City’s TOT rate is seven and one-quarter percent (7.25%).  Franchise Fees – A franchise fee is imposed on various utilities and organizations, which permits them to use and operate right-of-way facilities within the City. The fee is usually computed as a percentage of the gross income of the utility. This revenue source is typically impacted by the addition of new customers as well as changes in rates the utility is allowed to charge.  License and Permit Revenue – The California Constitution gives cities the authority to charge license and permit fees as a means of recovering the cost of the regulation. The fees which make up “Licenses and Permits” include:
o Building Permits
o Plumbing Permits
o Electrical Permits
o Energy Permits
o Mechanical permits
o Business Licenses
 Intergovernmental – Revenue from Federal, State, regional and local agencies for grants.  Charges for Services – A fee imposed upon the user of a service that is provided by the City.

Generally, a service charge can be levied when the service can be measured and sold to a particular identi�ied user. The rationale is that certain services are primarily for the bene�it of individuals rather than the general public. Individuals desiring, or bene�iting from, the service should pay the costs associated with that service. Fees charged are limited to the cost required to provide the service as prescribed by Article XIIIB of the State Constitution. These fees are often determined by cities through a cost accounting analysis of the speci�ic service, usually referred to as a cost

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allocation plan and/or a user fee study. Service charges differ from license and permit fees in that the latter are designed to reimburse the City for costs related to the regulatory process. Service charges, on the other hand, are imposed to support services to the individual.  Fines and Forfeitures – These are funds received from the County and collected from assessments made by the Municipal Court, in accordance with the Vehicle Code for �ines and forfeitures.  Investment Income – Investment income is earned as the City invests its idle funds in various investment instruments and is usually received in the form of interest or dividends. The City’s investment goals are outlined in the Investment Policy located in the Resource Materials section of this document. Primarily, the goal of the City’s investments is to ensure the safety of each investment and maintain liquidity while achieving a fair rate of return.  Development Fees – Fees generated by building, development, and growth in a community.  Miscellaneous Revenue – Fees generated from facility rentals, telecommunications, contributions, reimbursed costs, and internal services charges (healthcare, retiree healthcare, vehicle and information system equipment).
 Transfers In – Accounts for the internal transfers received from another fund.

Budget Expenditures
Expenditures are usually classi�ied and grouped as follows:
 Salaries – Includes employee wages, City Council and Commissioner monthly stipends, and overtime costs.
 Bene�its – Includes employee health bene�its, pension retirement bene�its, and other fringe bene�its as called for by employment agreements.
 Department Internal Charges – Includes charges to the department to fund and pay for various insurance premiums (workers' compensation and liability insurance), pension obligation bond debt (POB), and Other Post-Employment Bene�its (OPEB) other than pension bene�its.  Materials & Supplies – These includes various supplies such as of�ice supplies, meeting supplies, program supplies, materials and supplies for maintenance, etc.  Contract Services – These are contractual costs charged by an outside contractor or consultant for services provided to the City.
 Capital Outlay – These costs capture the purchases of vehicles and equipment, building improvements, land, and other infrastructure.
 Debt Service – Includes payments for principal and interest on an outstanding debt issuance, and the related debt administration fees.
 Transfers Out – Accounts for the internal transfers out to another fund.

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All Funds Summaries

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All Funds Summaries Description
The schedules on the following page include all fund categories.

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

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Department / Fund Relationship
City Admin Finance Community
Develop.

Police
Services
Public
Works
Parks &
Community
Services
Non‐
Dept
Fund # Governmental Funds
‐ Major Funds
101 General Fund x x x x x x x
343 Dougherty Valley x x
401 Capital Projects x
513 COP #13 (2019) Debt
Service x
Fund # Governmental Funds
‐ Non-Major Funds
201 Planning Cost
Recovery x
202 Geographic
Information System x
203‐207 Development
Mitigation x x
208 Gas Tax x
209‐210
Park
Development/Henry
Ranch Park Dev
x
212 SCCJEPA x
213 Street Maintenance &
Improvement x
214 Traffic Improvement x
215 Tri‐Valley
Transportation Fund x
216 Public Education &
Govt. (PEG) Fund x
217 Refuse Vehicle Impact
Fund x
218 Open Space
Development Fund x
221 Microfilm Laserfiche
Fee x
251
Community Facilities
District 2014‐1
(Acres)
x
252
Community Facilities
District 2014‐1
(The Preserve)
x

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Department / Fund Relationship
City Admin Finance Community
Develop.

Police
Services
Public
Works
Parks &
Community
Services
Non‐
Dept
253 Community Facilities
District 2014‐1 (Acres) x
254 Community Facilities
District 2014‐1 (Acres) x
255 Community Facilities
District 2014‐1 (Acres) x
301 Citywide Landscaping x
302 Citywide Lighting x
303‐319 Special Landscaping
and Lighting Zones x
330
The Preserve
Landscaping and
Lighting
x
341 Canyon Park x
342 Village Center Common
Area x
344 Solid Waste x
345 Non-Point Drainage x
346 Street Smarts x
347 TDM Programs x
349 Police Services
Donations x
350 Narcotic Asset
Forfeiture x
351 TRAFFIX Program x
352 Abandoned Vehicle
Abatement Fund x
361 Dougherty Valley GHAD x
362 Northwest San Ramon
GHAD x
371 Housing Successor x
501
Pension Obligation
Bond (2010) Debt
Services
x
512 COP #12 (2011) Debt
Service x
521 LED Lights (2013) Debt
Service x
705
Dougherty Valley
Performing Arts Center/
Cultural Growth Fund
x

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Department / Fund Relationship
City Admin Finance Community
Develop.

Police
Services
Public
Works
Parks &
Community
Services
Non‐
Dept
Fund # Proprietary Funds
601 Investments ISF x
602 Vehicle/Equipment
Replacement ISF x x x
603
Info Services
Equipment
Replacement ISF
x x X x x x
610 Insurance Liability
ISF x x X x x x
611 Healthcare ISF x x x x x x
618 Infrastructure
Maintenance ISF x

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City Statement of Revenue, Expenditures, and Changes in Fund Balance General Fund Special Rev -
Operating
Special Rev - NonOperating Special Rev - GHADs Special Rev - Housing Successor
FUND BALANCE - 07/01/25 $ 25,349,941 $ 8,533,432 $ 19,942,663 $ 18,287,923 $ 11,411,028

REVENUES
Property Tax 26,311,354 - - - -
Special Assessments - 6,202,589 - 2,751,937 -
Sales and Use Tax 28,021,384 - - - -
Property Transfer Tax 638,282 - - - -
Transient Occupancy Taxes (TOT) 2,441,856 - - - -
Franchise Fees 6,244,990 - - - -
Licenses and Permits 3,621,223 - - 4,500 -
Intergovernmental 2,326,496 24,587,611 4,592,831 - -
Charges for Services 7,016,808 1,562,450 360,000 - -
Fines and Forfeitures 200,000 - - - -
Investment Income 418,005 - - 63,943 -
Development Fees - 192,134 5,890,690 - 397,625
Miscellaneous Revenue 3,800,000 1,462,561 - 36,988 -
TOTAL REVENUES 81,040,398 34,007,345 10,843,521 2,857,368 397,625

EXPENDITURES
General Government 9,674,173 - - - -
Finance 2,213,756 - - - -
Community Development 6,622,082 5,000 356,748 - -
Police Services 23,106,728 12,490,542 - - -
Public Works 19,890,877 22,794,202 138,963 1,018,697 -
Parks & Community Services 10,346,598 3,000 - - -
Non-Departmental 50,000 250,000 - - -
Housing Programs - - - - -
Debt Service - - - - -
Capital Improvement Program (CIP) - - - - -
Vehicle/IS Replacement - - - - -
Insurance - - - - -
Healthcare - - - - -
TOTAL EXPENDITURES 71,904,215 35,542,744 495,711 1,018,697 -

OTHER FINANCING SOURCES (USES)
Operating Transfers In 5,254,275 4,351,397 - - -
Operating Transfers Out (11,476,103) (4,043,134) (8,804,241) (124,037) - TOTAL OTHER FINANCING SOURCES (USES) (6,221,828) 308,263 (8,804,241) (124,037) - NET INCREASE (DECREASE) 2,914,355 (1,227,136) 1,543,569 1,714,634 397,625 FUND BALANCE - 06/30/26 $ 28,264,296 $ 7,306,297 $ 21,486,232 $ 20,002,557 $ 11,808,653

GOVERNMENTAL FUND
* Effective FY 2023/24, the Human Resources Division was reallocated from the Administrative Services Department to the General Government Department. Effective FY 2024/25, the Information Technology Division was also reallocated to General Government, and the Administrative Services Department was reclassified as the Finance Department.

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City Statement of Revenue, Expenditures, and Changes in Fund Balance

PROPRIETARY
Debt Service Capital Projects Total Internal Service
Funds Grand Total
FUND BALANCE - 07/01/25 $ 2,540,540 $ 23,893,128 $ 109,958,655 $ 1,032,439 $ 110,991,094

REVENUES
Property Tax - - 26,311,354 - 26,311,354
Special Assessments - - 8,954,526 - 8,954,526
Sales and Use Tax - - 28,021,384 - 28,021,384
Property Transfer Tax - - 638,282 - 638,282
Transient Occupancy Taxes (TOT) - - 2,441,856 - 2,441,856 Franchise Fees - - 6,244,990 - 6,244,990
Licenses and Permits - - 3,625,723 - 3,625,723
Intergovernmental - 182,801 31,689,739 286,992 31,976,731 Charges for Services - - 8,939,258 205,180 9,144,438
Fines and Forfeitures - - 200,000 - 200,000
Investment Income - 300,000 781,948 126,443 908,391
Development Fees - - 6,480,449 - 6,480,449
Miscellaneous Revenue 3,491,447 - 8,790,996 18,611,271 27,402,267 TOTAL REVENUES 3,491,447 482,801 133,120,506 19,229,886 152,350,392

EXPENDITURES
General Government - - 9,674,173 144,023 9,818,196
Finance - - 2,213,756 198,625 2,412,381
Community Development - - 6,983,830 - 6,983,830
Police Services - - 35,597,270 - 35,597,270
Public Works - - 43,842,739 - 43,842,739
Parks & Community Services - - 10,349,598 - 10,349,598
Non-Departmental - - 300,000 - 300,000
Housing Programs - - - - -
Debt Service 5,223,926 - 5,223,926 - 5,223,926
Capital Improvement Program (CIP) - 13,381,836 13,381,836 - 13,381,836 Vehicle/IS Replacement - - - 2,321,547 2,321,547
Insurance - - - 7,982,142 7,982,142
Healthcare - - - 10,280,675 10,280,675
TOTAL EXPENDITURES 5,223,926 13,381,836 127,567,129 20,927,012 148,494,141

OTHER FINANCING SOURCES (USES)
Operating Transfers In 5,095,200 12,655,075 27,355,947 1,475,477 28,831,424 Operating Transfers Out (3,488,750) (100,000) (28,036,265) (795,159) (28,831,424) TOTAL OTHER FINANCING SOURCES (USES) 1,606,450 12,555,075 (680,318) 680,318 - NET INCREASE (DECREASE) (126,029) (343,960) 4,873,059 (1,016,808) 3,856,251 FUND BALANCE - 06/30/26 $ 2,414,511 $ 23,549,168 $ 114,831,714 $ 15,631 $ 114,847,345

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City Revenue by Fund
FUND # FUND DESCRIPTION 2023/24
ACTUAL
2024/25

REVISED
CHANGE 2025/26

PROPOSED
CHANGE
101 General Fund $ 70,112,002 $ 73,176,038 4.37% 86,294,673 $ 17.93% 201 Planning Cost Recovery 500,538 360,000 -28.08% 360,000 0.00% 202 Geographic Information System 262,275 - -100.00% -
203-207 Development Mitigation 1,509,151 2,272,760 50.60% 1,342,169 -40.95% 208 Gas Tax 4,802,995 4,483,116 -6.66% 4,592,831 2.45%
209-210 Park Development/Henry Ranch Park Dev 1,595,230 3,351,444 110.09% 2,145,335 -35.99% 211 Crow Canyon Project - - -
212 SCCJEPA 236,629 1,468,793 520.72% 1,312,608 -10.63% 213 Street Maintenance & Improvement 96,951 - -100.00% - 214 Traffic Improvement 17,049 308,947 1712.09% 799,242 158.70% 215 Tri-Valley Transportation Fund (153,366) 152,310 -199.31% 291,336 91.28% 216 Public Education & Govt. (PEG) Fund 195,867 195,000 -0.44% 195,000 0.00% 217 Refuse Vehicle Impact Fund 1,840,677 1,615,220 -12.25% 1,522,500 -5.74% 218 Open Space Development Fund 134,308 1,049,841 681.67% 171,985 -83.62% 219 American Rescue Plan Act of 2021 - - -
220 Tree Mitigation 45,406 4,000 -91.19% 4,000 0.00%
221 Microfilm & Laserfiche Fee 13,200 3,500 -73.48% 7,500 114.29% 222 San Ramon Valley Specific Plan 3,643 101,000 2672.29% 16,149 -84.01% 251-255 Community Facilities District 2014-1 519,165 707,107 36.20% 756,227 6.95% 301 Citywide Landscaping 2,070,161 1,793,280 -13.37% 1,946,229 8.53% 302 Citywide Lighting 971,127 799,775 -17.64% 932,870 16.64% 303-319 Special Landscaping and Lighting Zones 1,487,148 1,582,929 6.44% 1,573,467 -0.60% 330 The Preserve Landscaping and Lighting 122,102 129,925 6.41% 167,709 29.08% 341 Canyon Park 40,785 10,990 -73.05% 10,990 0.00%
342 Village Center Common Area 13,089 9,977 -23.78% 9,977 0.00% 343 Dougherty Valley 24,130,795 24,467,566 1.40% 27,376,049 11.89% 344 Solid Waste 1,384,971 1,377,511 -0.54% 1,440,305 4.56% 345 Non Point Drainage 833,511 1,233,000 47.93% 1,395,495 13.18% 346 Street Smarts 154,805 242,750 56.81% 212,750 -12.36% 347 TDM Programs 399,304 649,424 62.64% 756,934 16.55%
348 Law Enforcement Block Grant 194 - -100.00% -

8.1.a
Packet Pg. 287 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) All Funds Summaries
Proposed Budget 2025-26 59
City Revenue by Fund
FUND # FUND DESCRIPTION 2023/24
ACTUAL
2024/25

REVISED
CHANGE 2025/26

PROPOSED
CHANGE
349 Police Services Donations 2,348 - -100.00% -
350 Narcotic Asset Forfeiture 27,882 - -100.00% -
351 TRAFFIX Program 231,561 220,686 -4.70% 220,686 0.00% 352 Abandoned Vehicle Abatement 45,136 - -100.00% -
361 Dougherty Valley GHAD 2,744,693 2,286,726 -16.69% 2,286,726 0.00% 362 Northwest San Ramon GHAD 469,751 570,642 21.48% 570,642 0.00% 371 Housing Successor 6,041,686 3,815,915 -36.84% 397,625 -89.58% 401 Capital Improvement Program 13,442,367 11,232,548 -16.44% 13,137,876 16.96% 501-521 Debt Service Funds 10,564,390 8,721,042 -17.45% 8,586,647 -1.54% 705 Dougherty Valley Performing Arts/Cultural Growth 45,864 39,000 -14.97% 39,000 0.00% $ 146,955,390 $ 148,432,763 1.01% 160,873,532 $ 8.38%
601-618 Internal Service Funds 15,412,834 19,470,184 26.32% 20,705,363 6.34% $ 15,412,834 $ 19,470,184 26.32% 20,705,363 $ 6.34%
GRAND TOTAL $ 162,368,224 $ 167,902,947 3.41% 181,578,895 $ 8.15%

TOTAL PROPRIETARY FUNDS

TOTAL GOVERNMENTAL FUNDS
Interal Service
Funds
11%
CIP Fund
7%
Special Rev - NonOperating
6%
Debt Service Funds
5%
Special Rev -
GHADs
2%
Housing Successor
0%
General Fund
48%
Special Rev -
Operating
21%

8.1.a
Packet Pg. 288 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) All Funds Summaries
Proposed Budget 2025-26 60
City Revenue by Source
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

GOVERNMENTAL FUNDS
Property Tax $ 23,479,915 $ 24,550,855 $ 26,258,005 $ 26,258,005 $ 26,311,354 Special Assessments 7,772,817 7,633,874 8,519,622 8,519,622 8,954,526 Sales & Use Tax 12,124,019 14,329,831 13,172,719 13,172,719 28,021,384 Property Transfer Tax 1,213,062 709,268 1,028,326 1,028,326 638,282 Transient Occupancy Tax (TOT) 1,744,152 2,133,699 2,332,685 2,332,685 2,441,856 Franchise Fees 5,444,055 5,726,366 5,928,458 5,928,458 6,244,990 Licenses & Permits* 2,714,502 3,318,429 3,520,250 3,520,250 3,625,723 Charges for Services 7,033,048 8,102,614 8,823,605 8,823,605 8,939,258 Fines & Forfeitures* 140,752 172,002 305,000 305,000 200,000 Investment Income* (2,308,487) 1,039,168 781,948 781,948 781,948 Development Fees* 2,438,238 6,666,100 12,525,010 12,525,010 6,480,449 Intergovernmental 29,054,406 29,580,034 29,457,707 29,457,707 31,689,739 Debt Proceeds 23,361,407 - - - -
Miscellaneous Revenue* 6,069,987 8,576,263 9,463,185 9,463,185 8,790,996 Subtotal 120,281,873 112,538,503 122,116,520 122,116,520 133,120,506 Transfers In 36,210,320 36,076,019 26,208,781 26,208,781 27,753,026 TOTAL $ 156,492,192 $ 148,614,522 $ 148,325,301 $ 148,325,301 $ 160,873,532

PROPRIETARY/INTERNAL SERVICE FUNDS
Charges for Services 68,777 105,494 252,575 252,575 205,180 Investment Income (722,968) 173,712 126,443 126,443 126,443 Intergovernmental 730,124 789,992 286,992 286,992 286,992 Miscellaneous Revenue 14,346,851 12,404,937 17,546,796 17,546,796 18,611,271 Subtotal 14,422,784 13,474,136 18,212,806 18,212,806 19,229,886 Transfers In 2,274,346 2,626,419 1,257,378 1,257,378 1,475,477 TOTAL $ 16,697,131 $ 16,100,555 $ 19,470,184 $ 19,470,184 $ 20,705,363 GRAND TOTAL $ 173,189,323 $ 164,715,076 $ 167,795,485 $ 167,795,485 $ 181,578,895 *Included as Other Revenue for Chart

8.1.a
Packet Pg. 289 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) All Funds Summaries
Proposed Budget 2025-26 61
City Revenue by Source

8.1.a
Packet Pg. 290 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) All Funds Summaries
Proposed Budget 2025-26 62
City Expenditures by Fund
FUND # FUND DESCRIPTION 2023/24
ACTUAL
2024/25

REVISED
CHANGE 2025/26
- PROPOSED
CHANGE
101 General Fund $ 69,795,928 $ 74,410,708 6.61% 83,380,318 $ 12.05% 201 Planning Cost Recovery 430,132 377,267 -12.29% 356,748 -5.44% 202 Geographic Information System 61,618 131,625 113.61% 138,963 5.57% 203-207 Development Mitigation 107,871 145,089 34.50% 1,135,881 682.89% 208 Gas Tax 3,578,303 4,319,678 20.72% 7,147,992 65.48% 209-210 Park Development/Henry Ranch Park Dev 1,580,545 2,947,454 86.48% 353,071 -88.02% 211 Crow Canyon Project - - -
212 SCCJEPA 32,871 25,089 -23.67% 125,089 398.58%
213 Street Maintenance & Improvement 76,699 37,633 -50.93% 37,633 0.00% 214 Traffic Improvement 536,175 56,980 -89.37% 4,575 -91.97% 215 Tri-Valley Transportation Fund - - -
216 Public Education & Govt. (PEG) Fund 3,646 450,000 12241.65% 550,000 22.22% 217 Refuse Vehicle Impact Fund 1,749,996 1,749,996 0.00% 2,249,996 28.57% 218 Open Space Development Fund 5,100 - -100.00% -
219 American Rescue Plan Act of 2021 - - -
220 Tree Mitigation - 45,000 - -100.00%
221 Microfilm & Laserfiche Fee - 5,000 5,000 0.00%
222 San Ramon Valley Specific Plan - - -
251-255 Community Facilities District 2014-1 512,781 707,107 37.90% 756,227 6.95% 301 Citywide Landscaping 1,768,847 1,939,055 9.62% 1,951,510 0.64% 302 Citywide Lighting 1,038,274 1,075,282 3.56% 1,052,268 -2.14% 303-319 Special Landscaping and Lighting Zones 1,467,140 1,676,874 14.30% 1,699,596 1.36% 330 The Preserve Landscaping and Lighting 76,356 131,470 72.18% 93,805 -28.65% 341 Canyon Park 36,889 62,741 70.08% 62,629 -0.18%
342 Village Center Common Area 8,589 10,575 23.12% 7,585 -28.27% 343 Dougherty Valley 24,147,873 25,276,697 4.67% 27,376,048 8.31% 344 Solid Waste 1,233,340 1,747,642 41.70% 1,520,228 -13.01% 345 Non Point Drainage 955,802 1,293,806 35.36% 1,384,667 7.02% 346 Street Smarts 206,072 318,098 54.36% 396,484 24.64% 347 TDM Programs 375,274 649,424 73.05% 633,851 -2.40%
348 Law Enforcement Block Grant - - -
349 Police Services Donations - - -
350 Narcotic Asset Forfeiture 278 - -100.00% -
351 TRAFFIX Program 186,015 194,316 4.46% 205,063 5.53% 352 Abandoned Vehicle Abatement - - -
361 Dougherty Valley GHAD 1,385,965 1,223,058 -11.75% 981,741 -19.73% 362 Northwest San Ramon GHAD 14,161 163,839 1056.98% 160,993 -1.74% 371 Housing Successor 5,748,188 - -100.00% -
401 Capital Improvement Program 19,597,823 9,684,651 -50.58% 13,481,836 39.21% 501-521 Debt Service Funds 10,572,645 8,715,373 -17.57% 8,712,676 -0.03% 705 Dougherty Valley Performing Arts/Cultural Growth 1,157 33,500 2795.42% 38,000 13.43% $ 147,292,355 $ 139,605,027 -5.22% 156,000,473 $ 11.74% 601-618 Internal Service Funds 16,635,355 20,334,398 22.24% 21,722,171 6.82% $ 16,635,355 $ 20,334,398 22.24% 21,722,171 $ 6.82%
$ 163,927,709 $ 159,939,424 -2.43% 177,722,644 $ 11.12% * Includes Transfers Out

GRAND TOTAL

TOTAL PROPRIETARY FUNDS

TOTAL GOVERNMENTAL FUNDS

8.1.a
Packet Pg. 291 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) All Funds Summaries
Proposed Budget 2025-26 63
City Expenditures by Category
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

GOVERNMENTAL FUNDS
Salaries $ 34,420,996 $ 35,933,375 $ 38,370,004 $ 42,053,281 $ 41,417,477 Benefits 13,066,039 7,105,959 12,378,496 14,698,471 18,628,166 Internal Department Charges 8,126,762 9,898,902 9,181,872 11,022,388 14,185,557 Contract Services 22,389,414 23,062,012 23,979,834 27,121,134 29,000,517 Material & Supplies 2,515,372 2,641,129 2,604,247 2,701,764 2,700,211 Other Costs 1,927,543 709,780 2,090,843 1,970,863 2,779,438 Capital Outlay 263,087 4,267,781 5,660,706 307,000 250,000 Capital Improvement Program (CIP) 11,705,056 20,962,586 18,403,664 9,510,902 13,381,836 Debt Service 27,140,073 5,682,843 5,910,305 5,223,926 5,223,926 Subtotal 121,554,342 110,264,367 118,579,972 114,609,729 127,567,129 Transfers Out 36,567,315 36,550,490 28,712,382 24,995,297 28,433,344 TOTAL $ 158,121,656 $ 146,814,856 $ 147,292,355 $ 139,605,027 $ 156,000,473

PROPRIETARY/INTERNAL SERVICE FUNDS
Salaries 688,288 923,729 419,157 81,183 211,664
Benefits 1,566,729 5,448,232 545,348 27,551 72,223
Internal Department Charges 68,001 88,225 66,587 17,709 58,761 Contract Services 18,347 107,391 132,234 140,000 240,000 Other Costs 12,083,737 12,864,302 12,412,662 16,626,843 18,022,817 Capital Outlay 602,321 495,223 1,358,791 862,789 2,321,547 Subtotal 15,027,425 19,927,102 14,934,779 17,756,075 20,927,012 Transfers Out 1,917,351 2,151,948 1,700,576 2,578,323 795,159 TOTAL $ 16,944,776 $ 22,079,050 $ 16,635,355 $ 20,334,398 $ 21,722,171 GRAND TOTAL $ 175,066,432 $ 168,893,906 $ 163,927,709 $ 159,939,424 $ 177,722,644 *Included as Other Revenue for Chart

8.1.a
Packet Pg. 292 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) All Funds Summaries
Proposed Budget 2025-26 64
City Expenditures by Category

8.1.a
Packet Pg. 293 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) All Funds Summaries
Proposed Budget 2025-26 65
City Expenditures by Department
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2023/24

REVISED
2024/25

ADOPTED
2024/25

REVISED
2025/26

PROPOSED

GOVERNMENTAL FUNDS
General Government $ 3,136,173 $ 3,322,899 $ 3,803,422 $ 5,795,482 $ 8,845,652 $ 8,885,652 $ 9,674,173 Administrative Services 5,076,567 5,395,989 6,006,294 4,783,805 Finance 2,143,523 2,143,523 2,213,756
Community Development 4,424,268 5,199,354 4,873,131 5,630,342 6,079,652 6,171,037 6,983,830 Police Services 26,023,422 22,872,536 27,933,089 28,866,091 30,246,054 32,039,500 35,597,270 Public Works 36,094,694 34,452,959 37,456,147 40,516,536 40,767,355 41,362,581 43,842,739 Parks & Community Services 7,774,503 8,108,300 9,130,213 9,311,640 8,818,064 8,969,609 10,346,598 San Ramon Housing 149,308 151,472 98,801 - - - -
Non-Departmental 12,229 117,867 3,646 301,200 300,000 300,000 300,000 TOTAL $ 82,691,165 $ 79,621,376 $ 89,304,743 $ 95,205,095 $ 97,200,300 $ 99,871,902 $ 108,958,367 * Excludes Transfers, CIP, Debt Service, & Internal Service Funds. * Effective FY 2023/24, the Human Resources Division was reallocated from the Administrative Services Department to the General Government Department.

Effective FY 2024/25, the Information Technology Division was also reallocated to General Government, and the Administrative Services Department was reclassified as the Finance Department.

8.1.a
Packet Pg. 294 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) All Funds Summaries
Proposed Budget 2025-26 66
Interfund Transfers
FUND # FUND DESCRIPTION TRANSFER IN

PROPOSED

TRANSFER OUT

PROPOSED
101 General Fund (5,254,275) 11,476,103
203-207 Development Mitigation - 1,135,881
208 Gas Tax - 7,147,992
209-210 Park Development/Henry Ranch Park Dev - 353,071 212 SCCJEPA - 125,089
213 Street Maintenance & Improvement - 37,633
214 Traffic Improvement - 4,575
216 Public Education & Govt. (PEG) Fund - 300,000
217 Refuse Vehicle Impact Fund - 2,249,996
251-255 Community Facilities District 2014-1 - 756,227
301 Citywide Landscaping - 590,830
302 Citywide Lighting - 117,936
303-319 Special Landscaping and Lighting Zones (397,079) 229,478 330 The Preserve Landscaping and Lighting (12,609) 10,530 341 Canyon Park - 2,517
342 Village Center Common Area (3,971) 849
343 Dougherty Valley (4,149,817) 146,850
345 Non Point Drainage (150,000) -
346 Street Smarts (35,000) -
361 Dougherty Valley GHAD - 124,037
401 Capital Improvement Program (12,655,075) 100,000
501 Pension Obligation Bond (2010) Debt Service (1,399,790) 1,399,790 513 COP #13 Debt Service (1,606,450) -
514 Pension Obligation Bond (2021) Debt Service (2,088,960) 2,088,960 610 Insurance Liability (583,650) -
618 Infrastructure Maintenance (891,827) 795,159
705 Dougherty Valley Performing Arts/Cultural Growth - 35,000 TOTAL $ (29,228,503) $ 29,228,503

8.1.a
Packet Pg. 295 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Staffing

8.1.a
Packet Pg. 296 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Staffing
Proposed Budget 2025-26 68
Summary of Staffing Changes
The total authorized regular staf�ing level of 279.75 full-time equivalent positions (FTEs) for the FY26 Adopted Budget, was a net decrease of 8.00 FTEs from the FY25 Mid-Year Budget total staff count of 287.75 FTEs. The total authorized FTE count change is the result of the following changes listed by department:

City Administration – Net change -1 position
 Added: Department Director
 Moved: Administrative Coordinator to Public Works
 Removed: Administrative Coordinator
Finance – No change
Community Development – Net change +1 position
• Added: Plans examiner (converted from limited duration to regular) Police Services – Net change -5 positions
 Funded: Police Records Supervisor (converted from Program Manager)  Funded: Police Services Technician I/II (converted from Of�ice Specialist)  Removed: Of�ice Technician I/II
 Removed: Of�ice Specialist
 Removed: Police Lieutenant
 Removed: Police Of�icer – 3 positions
 Removed: Program Manager
Public Works – Net change -3 positions
 Moved: Administrative Coordinator from City Administration  Removed: Associate Planner
 Removed: Maintenance Supervisor
 Removed: Maintenance Technician I/II
 Removed: Of�ice Specialist
Parks & Community Services – No change
Note that the positions removed from the staff count were vacant and unfunded at the time of the FY26 budget development.

8.1.a
Packet Pg. 297 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Staffing
Proposed Budget 2025-26 69
Full-Time Equivalents (FTE) by Department
Full-Time Equivalents (FTE) – Last Ten Fiscal Years & FY 2025/26 Proposed Budget 21/22
ACTUAL CHANGE 22/23 ACTUAL CHANGE 23/24
ACTUAL CHANGE 24/25 REVISED CHANGE 25/26 PROPOSED
City Administration 10.00 - 10.00 7.00 17.00 7.00 24.00 (1.00) 23.00 Finance 19.00 - 19.00 (4.00) 15.00 (6.00) 9.00 - 9.00
Community Development 21.00 1.00 22.00 - 22.00 - 22.00 1.00 23.00 Public Works 106.75 - 106.75 2.00 108.75 - 108.75 (3.00) 105.75 Police Services 89.00 - 89.00 5.00 94.00 - 94.00 (5.00) 89.00 Parks and Community Services 34.00 - 34.00 - 34.00 (4.00) 30.00 - 30.00 TOTAL 279.75 1.00 280.75 10.00 290.75 (3.00) 287.75 (8.00) 279.75 * Refer to Department Budget pages for more details
* Effective FY 2023/24, the Human Resources Division was reallocated from the Administrative Services Department to the General Government Department. Effective FY 2024/25, the Information Technology Division was also reallocated to General Government, and the Administrative Services Department was reclassified as the Finance Department. 258.75
260.75
266.75
269.75
272.75 272.75
279.75 280.75
290.75
287.75
279.75
240.00
250.00
260.00
270.00
280.00
290.00
300.00
FY15/16 FY16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26

8.1.a
Packet Pg. 298 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Staffing
Proposed Budget 2025-26 70
Full-Time Equivalents (FTE) by Classification
Job Classification FTE Count
Accountant 1.00
Administrative Analyst 8.00
Administrative Coordinator 13.75
Assistant City Attorney 1.00
Assistant City Manager 1.00
Assistant Engineer 1.00
Assistant Planner 1.00
Associate Engineer 6.00
Associate Planner 3.00
Captain 2.00
Chief 1.00
City Attorney 1.00
City Clerk 1.00
City Manager 1.00
City/District Engineer 2.00
Corporals 10.00
Deputy City Clerk 1.00
Deputy City Manager 1.00
Director 5.00
Division Manager 8.00
Electrician I/II 1.00
Executive Assistant 1.00
IT Network Analyst 1.00
IT Specialist 4.00
Inspector 6.00
Lieutenant 4.00
Maintenance Coordinator 16.00
Maintenance Specialist 13.00
Maintenance Supervisor 10.00
Maintenance Tech I/II 29.00
Office Specialist 13.00
Office Technician I/II 7.00
Paralegal 1.00
Planning Specialist 1.00
Plans Examiner 2.00
Police Officers 41.00
Police Records Supervisor 1.00
Police Services Technician I/II 5.00
Program Manager 11.00
Recreation Coordinator 10.00
Recreation Supervisor 6.00
Recreation Technician 3.00
Senior Administrative Analyst 3.00
Senior Engineer 3.00
Senior Inspector 3.00
Senior Planner 1.00
Sergeant 12.00
Supervising Inspector 3.00
TOTAL 279.75

8.1.a
Packet Pg. 299 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Staffing
Proposed Budget 2025-26 71
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
City Administration
City Manager's Office
Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator - - 1.00 1.00 -
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager - - - 1.00 1.00
Deputy City Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Program Manager - 1.00 1.00 1.00
Division Total 4.00 4.00 6.00 7.00 6.00
City Clerk
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator - 1.00 1.00 1.00
Division Total 2.00 2.00 3.00 3.00 3.00
Human Resources
Director - - - - 1.00
Administrative Anlayst - - 1.00 1.00 1.00
Administrative Coordinator - - 1.00 1.00 1.00
Division Manager - - 1.00 1.00 1.00
Office Specialist - - 1.00 1.00 1.00
Division Total - - 4.00 4.00 5.00
Information Technology
Division Manager - - - 1.00 1.00
IT Network Analyst - - - 1.00 1.00
IT Specialist - - - 4.00 4.00
Division Total 6.00 6.00
City Attorney's Office
City Attorney 1.00 1.00 1.00 1.00 1.00
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator 1.00 1.00 1.00 1.00 -
Paralegal 1.00 1.00 1.00 1.00 1.00
Division Total 4.00 4.00 4.00 4.00 3.00
Department Total 10.00 10.00 17.00 24.00 23.00
* Effective FY 2023/24, the Human Resources Division was reallocated from the Administrative Services Department to the General Government Department. Effective FY 2024/25, the Information Technology Division was also reallocated to General Government, and the Administrative Services Department was reclassified as the Finance Department.

8.1.a
Packet Pg. 300 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Staffing
Proposed Budget 2025-26 72
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
Finance
Finance
Administrative Analyst 2.00 2.00 2.00 2.00 2.00
Accountant 1.00 1.00 1.00 1.00 1.00
Director 1.00 1.00 1.00 1.00 1.00
Division Manager 1.00 1.00 1.00 1.00 1.00
Office Specialist 3.00 3.00 3.00 3.00 3.00
Program Manager 1.00 1.00 1.00 1.00 1.00
Division Total 9.00 9.00 9.00 9.00 9.00
Information Technology
Division Manager 1.00 1.00 1.00 - -
IT Network Analyst 1.00 1.00 1.00 - -
Information Tech Specialist 4.00 4.00 4.00 - -
Division Total 6.00 6.00 6.00 - -
Human Resources
Administrative Anlayst 1.00 1.00 - - -
Administrative Coordinator 1.00 1.00 - - -
Division Manager 1.00 1.00 - - -
Office Specialist 1.00 1.00 - - -
Division Total 4.00 4.00 - - -
Department Total 19.00 19.00 15.00 9.00 9.00
* Effective FY 2023/24, the Human Resources Division was reallocated from the Administrative Services Department to the General Government Department. Effective FY 2024/25, the Information Technology Division was also reallocated to General Government, and the Administrative Services Department was reclassified as the Finance Department.

8.1.a
Packet Pg. 301 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Staffing
Proposed Budget 2025-26 73
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
Community Development
Planning
Assistant Planner 1.00 1.00 1.00 1.00 1.00
Associate Planner 2.00 2.00 2.00 2.00 2.00
Administrative Coordinator 1.00 1.00 1.00 1.00 1.00
Director 1.00 1.00 1.00 1.00 1.00
Division Manager 1.00 1.00 1.00 1.00 1.00
Office Technician I/II 2.00 2.00 1.00 1.00 1.00
Planning Specialist 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Division Total 10.00 10.00 9.00 9.00 9.00
Building
Division Manager 1.00 1.00 1.00 1.00 1.00
Inspector 4.00 5.00 4.00 4.00 4.00
Office Specialist 3.00 3.00 4.00 3.00 3.00
Plans Examiner 1.00 1.00 1.00 1.00 2.00
Senior Engineer 1.00 1.00 1.00 1.00 1.00
Senior Inspector - - - 1.00 1.00
Supervising Inspector 1.00 1.00 2.00 2.00 2.00
Division Total 11.00 12.00 13.00 13.00 14.00
Department Total 21.00 22.00 22.00 22.00 23.00

8.1.a
Packet Pg. 302 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Staffing
Proposed Budget 2025-26 74
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
Public Works
Transportation
Senior Administrative Analyst 1.00 1.00 - - -
Division Manager 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator - 1.00 1.00
Office Specialist 1.00 1.00 1.00 1.00 1.00
Engineering Specialist 1.00 1.00 1.00 - -
Associate Planner 1.00 2.00 1.00
Division Total 4.00 4.00 4.00 5.00 4.00
Engineering
Administrative Coordinator - - 1.00 1.00 1.00
Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Assistant Engineer - - 1.00 1.00 1.00
Associate Engineer 6.00 6.00 6.00 6.00 6.00
City/District Manager - - - - 2.00
Division Manager 2.00 2.00 2.00 2.00 -
Engineering Specialist 1.00 1.00 - - -
Inspector 2.00 2.00 2.00 2.00 2.00
Office Specialist 2.00 2.00 1.00 - -
Program Manager - - - 1.00 1.00
Senior Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Senior Engineer 3.00 3.00 3.00 2.00 2.00
Senior Inspector 2.00 2.00 2.00 2.00 2.00
Supervising Inspector 1.00 1.00 1.00 1.00 1.00
Division Total 21.00 21.00 21.00 20.00 20.00
Public Services
Administrative Analyst - - - - -
Administrative Coordinator 2.75 2.75 2.75 2.75 2.75
Director 1.00 1.00 1.00 1.00 1.00
Division Manager 1.00 1.00 1.00 1.00 1.00
Electrician I/II 1.00 1.00 1.00 1.00 1.00
Maintenance Coordinator 15.00 15.00 16.00 16.00 16.00
Maintenance Specialist 13.00 13.00 13.00 13.00 13.00
Maintenance Supervisor 9.00 9.00 10.00 10.00 9.00
Maintenance Technician I/II 30.00 30.00 30.00 30.00 29.00 Office Specialist 1.00 1.00 1.00 1.00 1.00
Office Technician I/II 1.00 1.00 1.00 1.00 1.00
Program Manager 5.00 5.00 5.00 5.00 5.00
Senior Administrative Analyst 2.00 2.00 2.00 2.00 2.00
Division Total 81.75 81.75 83.75 83.75 81.75
Department Total 106.75 106.75 108.75 108.75 105.75

8.1.a
Packet Pg. 303 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Staffing
Proposed Budget 2025-26 75
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
Police Services
Administrative Services
Administrative Analyst 1.00 1.00 1.00 2.00 2.00
Administrative Coordinator 6.00 6.00 6.00 5.00 5.00
Office Specialist 4.00 3.00 4.00 4.00 3.00
Office Technician I/II 3.00 3.00 3.00 3.00 2.00
Police Services Technician I/II 4.00 4.00 4.00 4.00 5.00 Program Manager 1.00 1.00 1.00 1.00 -
Police Records Supervisor - - - - 1.00
Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Division Total 20.00 19.00 20.00 20.00 19.00
Safety
Captain 2.00 2.00 2.00 2.00 2.00
Chief/Director 1.00 1.00 1.00 1.00 1.00
Corporals 9.00 9.00 10.00 10.00 10.00
Lieutenant 5.00 5.00 5.00 5.00 4.00
Police Officers 42.00 43.00 44.00 44.00 41.00
Sergeant 10.00 10.00 12.00 12.00 12.00
Division Total 69.00 70.00 74.00 74.00 70.00
Department Total 89.00 89.00 94.00 94.00 89.00
Parks & Community Services
Administrative Analyst 2.00 1.00 1.00 1.00 1.00
Administrative Coordinator 1.00 1.00 1.00 1.00 1.00
Director 1.00 1.00 1.00 1.00 1.00
Division Manager 1.00 1.00 1.00 1.00 1.00
Office Technician I/II 5.00 5.00 5.00 3.00 3.00
Office Specialist 2.00 2.00 2.00 1.00 1.00
Program Manager 3.00 3.00 3.00 3.00 3.00
Recreation Coordinator 10.00 11.00 11.00 10.00 10.00
Recreation Supervisor 6.00 6.00 6.00 6.00 6.00
Recreation Technician 3.00 3.00 3.00 3.00 3.00
Department Total 34.00 34.00 34.00 30.00 30.00

8.1.a
Packet Pg. 304 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget)

THIS PAGE INTENTIONALLY LEFT BLANK

8.1.a
Packet Pg. 305 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds

8.1.a
Packet Pg. 306 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – General Fund
Proposed Budget 2025-26 78
Governmental Funds
This category of funds is used to track and manage the day-to-day activities of the City, which are primarily funded by taxes, grants, and similar revenue sources. Types of funds within this category are the General Fund, special revenue funds, capital project funds, and debt service funds.

General Fund
Fund Description
The General Fund is the most versatile of all the City’s funds because it has no speci�ic legal restrictions as to its use. It is the City’s main operating fund. General Fund revenue includes property taxes, transactions and use tax, sales and use taxes, transient occupancy taxes, franchise fees, licenses and permits, intergovernmental receipts, charges for services, investment income, and various miscellaneous revenues.

The General Fund revenue is primarily used to support public safety, parks, and other administrative services.

Budget Assumptions for General Revenues
This section provides descriptive and projection information for the following major General Fund revenue categories that together make up 83% of General Fund revenues:
 Property Taxes
 Transactions and Use Tax
 Sales and Use Taxes
 Charges for Services
 Franchise Fees
Property Taxes
Description: Property tax is an ad valorem tax based on property value imposed on secured real property such as land and permanently attached improvements such as buildings and unsecured (movable) property.

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

8.1.a
Packet Pg. 307 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – General Fund
Proposed Budget 2025-26 79
Projection: The most signi�icant property tax revenue indicator is the change in assessed property values, and the primary in�luences on that are the annual in�lation adjustment provided by Proposition 13, ownership change, and new construction. San Ramon’s assessed valuation increase, per the County Assessor, for FY25 was 2.99% compared to 4.08% the year before. Property tax for FY26 is projected as �lat compared to FY25 because year-to-date receipts for FY25 show the City likely to receive $25.9m versus the $26.3m budgeted. Property taxes are the City’s single largest revenue source; comprising 32% of the total FY26 projected revenues, or $26.3m.

Transactions and Use Taxes
Description: Transactions and use tax is a destination-based tax on the sale of goods and is applicable to the location where the purchased good will be used. As an example, a car purchased by a San Ramon resident in another jurisdiction would be subject to the transactions and use tax if the car were also to be registered in San Ramon. In November 2024, San Ramon residents passed Measure N, 1% transactions and use tax that is scheduled to last for 10 years.

Projection: Measure N became effective April 1, 2025, and as such, there is not a year’s worth of history upon which to develop a projection. The City has relied upon the insights of a sales tax consultant, HdL Companies, and used their estimate of $14.8m for FY26. This projection makes transactions and use tax the City’s second-largest projected revenue source for FY26; comprising 18% of the total FY26 General Fund revenues, or $14.8m.
$20.8 $21.0 $21.9
$23.5
$24.6 $25.3
$26.3 $26.3
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
FY18/19

ACTUALS
FY19/20

ACTUALS
FY20/21

ACTUALS
FY21/22

ACTUALS
FY22/23

ACTUALS
FY23/24

ACTUALS
FY24/25

REVISED
FY25/26

PROPOSED
Millions

8.1.a
Packet Pg. 308 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – General Fund
Proposed Budget 2025-26 80
Sales and Use Taxes
Description: Sales tax is imposed on retailers for the privilege of selling tangible personal property, while use tax is imposed on the purchaser of tangible property where the retailer has no nexus in California. Sales and use taxes are collected by the State, which then allocates back to the City its share, which is 1% of the base rate of 8.75%. The remaining 7.75% of the sales tax rate goes to the State, county, and other public agencies.

Projection: City staff worked with HdL Companies, the City’s consultant, in projecting this revenue source.

The effects of the COVID-19 pandemic on businesses and the shift in consumer spending from brick-andmortar locations to online purchases are re�lected in the historical trends shown in the chart below. This revenue source can be very volatile, depending on both the national and local economies, as well as on employment factors. In FY26, the projection is �lat as there are signi�icant uncertainties in the economy, such as tariffs and deportations, that could impact consumer spending. Sales and use taxes (collectively named Sales Taxes in the budget document) are the City’s third-largest revenue source; comprising 16% of the total FY26 General Fund revenues, or $13.2m.
$10.9 $10.4 $10.8
$12.1
$14.3 $14.0
$13.2 $13.2
$-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
$16.0
FY18/19

ACTUALS
FY19/20

ACTUALS
FY20/21

ACTUALS
FY21/22

ACTUALS
FY22/23

ACTUALS
FY23/24

ACTUALS
FY24/25

REVISED
FY25/26

PROPOSED
Millions

8.1.a
Packet Pg. 309 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – General Fund
Proposed Budget 2025-26 81
Charges for Services
Description: Charges for Services are fees imposed upon the user of a service provided by the City’s departments such as fees from the Parks & Community Services department for youth sports, aquatics, or other recreational classes or fees from the Community Development Department for plan checking and inspection services. Generally, a service charge can be levied when the service can be measured and sold to a particular identi�ied user. The rationale is that certain services are primarily for the bene�it of individuals rather than the general public. Individuals desiring or bene�iting from the service should pay the costs associated with that service. Fees charged are limited to the cost required to provide the service as prescribed by Article XIIIB of the State Constitution. Service charges are imposed to support services to the individual.

Projection: Due to the COVID-19 pandemic, many programs and services were not available to citizens due to mandated closures per the State and County of Contra Health Orders addressing the COVID-19 pandemic during FY20 and FY21. Each operating department is responsible for projecting this revenue source. The FY26 projection shows an increase of 3% from the prior year based on regular updates of the master fee schedule. The proposed budget for FY26 totals $7m; comprising 9% of the General Fund budgeted revenues.
$6.8
$5.2
$3.3
$5.9 $6.0 $5.9
$6.8 $7.0
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0
FY18/19

ACTUALS
FY19/20

ACTUALS
FY20/21

ACTUALS
FY21/22

ACTUALS
FY22/23

ACTUALS
FY23/24

ACTUALS
FY24/25

REVISED
FY25/26

PROPOSED
Millions

8.1.a
Packet Pg. 310 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – General Fund
Proposed Budget 2025-26 82
Franchise Fees
Description: State law provides cities with the authority to grant franchises to privately-owned utilities and other companies for their use of the public right-of-way. The City receives franchise fees from the electric and gas utility, the solid waste collection company, local cable companies, and certain other entities for the privilege of using the public right-of-way within the City. The majority of franchise fees are calculated as a percentage of the respective franchisee’s gross revenues, subject to speci�ied statutory adjustments, earned from services delivered or performed by the franchisee within the City. In contrast, the solid waste collection franchise fees are negotiated between the City and the refuse collector.

Projection: The FY25 estimate showed a slight decrease of 2% from the prior year, with a 5% increase projected for FY26. Cable franchise revenues are especially tenuous going forward as more consumers transition to online platforms for content, however, year to date revenues do not re�lect these declines yet.

The projected FY26 franchise fees revenue of $6.20m represents 8% of General Fund revenues. $4.8 $5.0
$5.4 $5.4
$5.7
$6.0 $5.9
$6.2
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
FY18/19

ACTUALS
FY19/20

ACTUALS
FY20/21

ACTUALS
FY21/22

ACTUALS
FY22/23

ACTUALS
FY23/24

ACTUALS
FY24/25

REVISED
FY25/26

PROPOSED
Millions

8.1.a
Packet Pg. 311 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – General Fund
Proposed Budget 2025-26 83
Statement of Revenue, Expenditures and Changes in Fund Balance – General Fund
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED
FUND BALANCE - BEGINNING $ 19,221,259 $ 19,686,545 $ 26,320,264 $ 26,584,611 $ 25,349,941

REVENUES
Property Tax 23,479,915 24,550,855 25,264,164 26,258,005 26,311,354 Sales and Use Tax 12,124,019 14,329,831 13,960,107 13,172,719 28,021,384 Property Transfer Tax 1,213,062 709,268 721,356 1,028,326 638,282 Transient Occupancy Taxes (TOT) 1,744,152 2,133,699 2,425,594 2,332,685 2,441,856 Franchise Fees 5,444,055 5,726,366 6,028,810 5,928,458 6,244,990 Licenses and Permits 2,705,182 3,312,029 3,518,126 3,515,750 3,621,223 Intergovernmental 553,039 692,301 1,010,407 1,915,750 2,326,496 Charges for Services 5,860,232 5,950,166 5,944,350 6,812,435 7,016,808 Fines and Forfeitures 133,028 172,002 177,101 305,000 200,000 Investment Income (355,124) 380,525 1,108,772 418,005 418,005 Miscellaneous Revenue 3,089,689 2,840,002 3,572,431 4,510,733 3,800,000 TOTAL REVENUES 55,991,249 60,797,044 63,731,219 66,197,866 81,040,398

EXPENDITURES
General Government 6,486,846 6,668,470 7,580,247 8,567,554 9,674,173 Finance 1,725,894 1,867,230 2,022,746 2,143,523 2,213,756 Community Development 4,200,208 5,036,352 4,701,593 5,788,770 6,622,082 Police Services 16,458,771 14,346,896 18,026,589 20,736,256 23,106,728 Public Works 16,002,181 15,721,657 16,978,878 18,683,713 19,890,877 Parks & Community Services 7,774,503 8,108,300 9,130,213 8,969,609 10,346,598 Non-Departmental - 4,773 - 50,000 50,000
TOTAL EXPENDITURES 52,648,403 51,753,678 58,440,267 64,939,425 71,904,215

OTHER FINANCING SOURCES (USES)
Audit Adjustment - ARPA & GASB 87 4,123,005
Audit Adjustment - SB1186 (51,726)
Operating Transfers In 4,338,676 4,576,958 6,380,783 6,978,172 5,254,275 Operating Transfers Out (7,216,236) (11,109,611) (11,355,662) (9,471,283) (11,476,103) TOTAL OTHER FINANCING SOURCES (USES) (2,877,560) (2,409,648) (5,026,605) (2,493,111) (6,221,828) NET INCREASE (DECREASE) 465,286 6,633,718 264,347 (1,234,670) 2,914,355 FUND BALANCE - ENDING $ 19,686,545 $ 26,320,264 $ 26,584,611 $ 25,349,941 $ 28,264,296 * Effective FY 2023/24, the Human Resources Division was reallocated from the Administrative Services Department to the General Government Department.

Effective FY 2024/25, the Information Technology Division was also reallocated to General Government, and the Administrative Services Department was reclassified as the Finance Department.

8.1.a
Packet Pg. 312 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – General Fund
Proposed Budget 2025-26 84
Revenue by Source – General Fund
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED
Property Tax $ 23,479,915 $ 24,550,855 $ 25,264,164 $ 26,258,005 $ 26,311,354 Sales & Use Tax 12,124,019 14,329,831 13,960,107 13,172,719 28,021,384 Property Transfer Tax 1,213,062 709,268 721,356 1,028,326 638,282 Transient Occupancy Tax (TOT) 1,744,152 2,133,699 2,418,230 2,332,685 2,441,856 Franchise Fees 5,444,055 5,726,366 6,028,810 5,928,458 6,244,990 Licenses & Permits* 2,705,182 3,312,029 3,518,126 3,515,750 3,621,223 Charges for Services 5,860,232 5,950,166 5,944,350 6,812,435 7,016,808 Fines & Forfeitures* 133,028 172,002 177,101 305,000 200,000 Investment Income* (355,124) 380,525 1,108,772 418,005 418,005 Intergovernmental 553,039 692,301 1,010,407 1,915,750 2,326,496 Miscellaneous Revenue* 3,089,689 2,840,002 3,572,431 4,510,733 3,800,000 Transfers In 4,338,676 4,576,958 6,380,783 6,978,172 5,254,275 TOTAL $ 60,329,925 $ 65,374,002 $ 70,104,638 $ 73,176,038 $ 86,294,673 *Included as Other Revenue for Chart

8.1.a
Packet Pg. 313 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – General Fund
Proposed Budget 2025-26 85
Expenditures by Department – General Fund
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED
General Government $ 3,136,173 $ 3,139,710 $ 7,580,247 $ 8,567,554 $ 9,674,173 Administrative Services 5,076,567 5,395,989
Finance 2,022,746 2,143,523 2,213,756
Community Development 4,200,208 5,036,352 4,701,593 5,788,770 6,622,082 Police Services 16,458,771 14,346,896 18,026,589 20,736,256 23,106,728 Public Works 16,002,181 15,721,657 16,978,878 18,683,713 19,890,877 Parks & Community Services 7,774,503 8,108,300 9,130,213 8,969,609 10,346,598 Non-Departmental - 4,773 - 50,000 50,000
TOTAL $ 52,648,403 $ 51,753,678 $ 58,440,267 $ 64,939,425 $ 71,904,215 * Excludes Transfers, CIP, Debt Service, & Internal Service Funds. * Effective FY 2023/24, the Human Resources Division was reallocated from the Administrative Services Department to the General Government Department. Effective FY 2024/25, the Information Technology Division was also reallocated to General Government, and the Administrative Services Department was reclassified as the Finance Department.

8.1.a
Packet Pg. 314 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – General Fund
Proposed Budget 2025-26 86
Expenditures by Category – General Fund
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26
- PROPOSED
Salaries $ 24,920,746 $ 26,039,395 $ 28,147,669 $ 29,635,032 $ 30,216,266 Benefits 9,137,119 5,255,763 8,821,186 10,358,930 13,212,430 Internal Department Charges 5,849,833 7,093,624 6,550,937 7,725,615 10,065,143 Contract Services 9,274,223 10,911,130 10,808,419 11,955,134 14,130,755 Material & Supplies 1,619,406 1,770,510 1,738,736 1,820,508 1,879,027 Other Costs 1,627,563 637,689 1,789,941 1,765,968 2,400,593 Capital Outlay 219,513 45,568 583,379 - -
Subtotal 52,648,403 51,753,678 58,440,267 63,261,187 71,904,215 Capital Improvement Program (CIP) Transfer Out 596,847 1,520,835 259,121 - 558,000 Debt Service Transfer Out 3,509,719 5,396,500 5,594,521 5,102,491 5,095,200 Other Transfers Out 3,109,670 4,192,276 5,502,020 4,368,792 5,822,903 Subtotal 7,216,236 11,109,611 11,355,662 9,471,283 11,476,103 GRAND TOTAL $ 59,864,639 $ 62,863,289 $ 69,795,928 $ 72,732,470 $ 83,380,318

8.1.a
Packet Pg. 315 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 87
Special Revenue Funds
Fund Description
Special revenue funds account for the proceeds of speci�ic revenue resources that are legally restricted or earmarked for a speci�ic function, activity, or program. Some examples are: grants received for street and road construction and maintenance, grants for police services, lighting and landscaping for a special district, transportation taxes, or funding from the federal government per the American Rescue Plan Act of 2021 in response to the COVID-19 pandemic.

Special Revenue Funds – Operating and Non-Operating
The City of San Ramon makes a distinction within its special revenue funds of operating versus nonoperating:

Special Revenue Funds – Operating are funds that track the budgets of programs that have restricted funding sources and uses, but that are ongoing by nature and part of the basic operations of the City.

Funding for the expenditures in these funds typically comes from special fees or assessments collected annually to pay for a speci�ic program of service.

Special Revenue Funds – Non-Operating are funds that track the budgets for revenue received, which by law or administrative action, is restricted and designed to �inance projects and activities in the City’s Capital Improvement Program. The revenues and expenditures on these funds may or may not recur each year and thus tend to be one-time by nature.

Greater detail is provided on each of these funds above the �inancial summaries in the subsequent pages.

8.1.a
Packet Pg. 316 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 88
Fund #216 Public Education & Government (PEG)
Accounts for the cable television franchise fees collected from cable TV companies serving customers within City limits. PEG funds are designated only for capital expenditures that �inance the day-to-day operations of public-access channels.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 815,463

REVENUES
Intergovernmental 195,000
TOTAL REVENUES 195,000
TOTAL SOURCES OF FUND 195,000

EXPENDITURES
Non-Departmental 250,000
TOTAL EXPENDITURES 250,000

TRANSFER OUT
Capital Improvement Program (CIP) 300,000
TOTAL TRANSFER OUT 300,000
TOTAL USES OF FUND 550,000
NET INCREASE (DECREASE) (355,000)
FUND BALANCE - 06/30/26 $ 460,463

8.1.a
Packet Pg. 317 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 89
Fund #301 Citywide Landscaping and Lighting District 1984-1 Accounts for the assessment revenues received for the required routine and deferred maintenance of landscape/hardscape and overhead costs citywide.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 682,539

REVENUES
Special Assessments 1,934,020
Intergovernmental 11,409
Charges for Services 800
TOTAL REVENUES 1,946,229
TOTAL SOURCES OF FUND 1,946,229

EXPENDITURES
Public Works 1,360,680
TOTAL EXPENDITURES 1,360,680

TRANSFER OUT
General Fund 167,751
Capital Improvement Program (CIP) 26,000
Other 397,079
TOTAL TRANSFER OUT 590,830
TOTAL USES OF FUND 1,951,510
NET INCREASE (DECREASE) (5,281)
FUND BALANCE - 06/30/26 $ 677,257

8.1.a
Packet Pg. 318 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 90
Fund #302 Citywide Landscaping and Lighting District 1984-1 Accounts for the assessment revenues received for the required utilities and overhead costs citywide.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 581,581

REVENUES
Special Assessments 932,870
TOTAL REVENUES 932,870
TOTAL SOURCES OF FUND 932,870

EXPENDITURES
Public Works 934,332
TOTAL EXPENDITURES 934,332

TRANSFER OUT
General Fund 117,936
Debt Service -
TOTAL TRANSFER OUT 117,936
TOTAL USES OF FUND 1,052,268
NET INCREASE (DECREASE) (119,398)
FUND BALANCE - 06/30/26 $ 462,183

8.1.a
Packet Pg. 319 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 91
Funds #303-319 Special Landscaping and Lighting Zones (L&L) Accounts for the assessment revenues received for the required routine and deferred maintenance of landscape/hardscape, utilities, and overhead costs for 17 different subdivisions (zones). They are the Canyon Lakes, Vista San Ramon, Summerwood Loop, West Branch, Bent Creek, Deerwood, Country View, Old Ranch Estates, Village Parkway, El Nido, Crown Ridge, Four Oaks, Circle E Ranch, Thomas Ranch, Henry Ranch, Old Ranch Summit, and Glass House subdivisions.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 1,684,408

REVENUES
Special Assessments 1,176,388
TOTAL REVENUES 1,176,388
TRANSFER IN 397,079
TOTAL SOURCES OF FUND 1,573,467

EXPENDITURES
Public Works 1,470,118
TOTAL EXPENDITURES 1,470,118

TRANSFER OUT
General Fund 185,678
Capital Improvement Program (CIP) 43,800
TOTAL TRANSFER OUT 229,478
TOTAL USES OF FUND 1,699,596
NET INCREASE (DECREASE) (126,129)
FUND BALANCE - 06/30/26 $ 1,558,279

8.1.a
Packet Pg. 320 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 92
Fund #330 The Preserve Landscaping and Lighting Assessment District Accounts for the assessment revenues received for the required routine and deferred maintenance of landscape/hardscape, utilities, and overhead costs related to the Preserve (Faria) development.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 364,654

REVENUES
Special Assessments 155,100
TOTAL REVENUES 155,100
TOTAL TRANSFER IN 12,609
TOTAL SOURCES OF FUND 167,709

EXPENDITURES
Public Works 83,275
TOTAL EXPENDITURES 83,275

TRANSFER OUT
General Fund 10,530
TOTAL TRANSFER OUT 10,530
TOTAL USES OF FUND 93,805
NET INCREASE (DECREASE) 73,904
FUND BALANCE - 06/30/26 $ 438,558

8.1.a
Packet Pg. 321 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 93
Fund #341 Canyon Park
Established by agreement with the Canyon Park neighborhood developer and the City. The purpose is to provide a mechanism for the maintenance of property adjacent to the creek which was transferred to the City and which was necessary for the project to have been constructed as it was.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 164,888

REVENUES
Special Assessments 10,990
TOTAL REVENUES 10,990
TOTAL SOURCES OF FUND 10,990

EXPENDITURES
Public Works 60,112
TOTAL EXPENDITURES 60,112

TRANSFER OUT
General Fund 2,517
TOTAL TRANSFER OUT 2,517
TOTAL USES OF FUND 62,629
NET INCREASE (DECREASE) (51,639)
FUND BALANCE - 06/30/26 $ 113,249

8.1.a
Packet Pg. 322 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 94
Fund #342 Village Center Common Area
Accounts for the revenues received from Diablo Valley College and Acorn Learning Center for the Village Center common area maintenance per an agreement with the City.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 96,027

REVENUES
Miscellaneous Revenue 6,006
TOTAL REVENUES 6,006
TRANSFER IN 3,971
TOTAL SOURCES OF FUND 9,977

EXPENDITURES
Public Works 6,736
TOTAL EXPENDITURES 6,736

TRANSFER OUT
General Fund 849
TOTAL TRANSFER OUT 849
TOTAL USES OF FUND 7,585
NET INCREASE (DECREASE) 2,392
FUND BALANCE - 06/30/26 $ 98,419

8.1.a
Packet Pg. 323 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 95
Fund #343 Dougherty Valley County Service Area
This fund accounts for area-speci�ic CSA special assessment revenue and expenditures for City-provided services; police protection and park, road, and landscaping maintenance. The assessment is not suf�icient to cover the cost of services, and this fund is subsidized each year by a transfer in from the General Fund.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ (1)

REVENUES
Intergovernmental 23,225,582
Charges for Services 650
TOTAL REVENUES 23,226,232
TRANSFER IN 4,149,817
TOTAL SOURCES OF FUND 27,376,049

EXPENDITURES
Police Services 12,490,542
Public Works 14,738,656
TOTAL EXPENDITURES 27,229,198

TRANSFER OUT
Debt Service -
Capital Improvement Program (CIP) 146,850
TOTAL TRANSFER OUT 146,850
TOTAL USES OF FUND 27,376,048
NET INCREASE (DECREASE) 1
FUND BALANCE - 06/30/26 $ (0)

8.1.a
Packet Pg. 324 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 96
Fund #344 Solid Waste
Accounts for the revenues received through an exclusive franchise agreement for the collection of all solid waste (commercial, industrial, and residential) and collection of residential recyclables and organics and the related expenditures.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 564,118

REVENUES
Intergovernmental 21,000
Miscellaneous Revenue 1,419,305
TOTAL REVENUES 1,440,305
TOTAL SOURCES OF FUND 1,440,305

EXPENDITURES
Public Works 1,520,228
TOTAL EXPENDITURES 1,520,228

TRANSFER OUT
Capital Improvement Program (CIP) -

TOTAL TRANSFER OUT -
TOTAL USES OF FUND 1,520,228
NET INCREASE (DECREASE) (79,923)
FUND BALANCE - 06/30/26 $ 484,195

8.1.a
Packet Pg. 325 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 97
Fund #345 Non-Point Drainage/Stormwater
Accounts for the assessment revenues received for the control and treatment of stormwater. The purpose of the Stormwater Program is to ef�iciently utilize funding received to reduce pollution of the stormwater as it enters into creeks and bays and to maintain public storm drain facilities. Expenditures and program activities are managed in accordance with the National Pollution Discharge Elimination System (NPDES).

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ (26,718)

REVENUES
Special Assessments 1,236,995
Charges for Services 1,000
Miscellaneous Revenue 7,500
TOTAL REVENUES 1,245,495
TRANSFER IN 150,000
TOTAL SOURCES OF FUND 1,395,495

EXPENDITURES
Public Works 1,384,667
TOTAL EXPENDITURES 1,384,667
TOTAL USES OF FUND 1,384,667
NET INCREASE (DECREASE) 10,828
FUND BALANCE - 06/30/26 $ (15,890)

8.1.a
Packet Pg. 326 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 98
Fund #346 Street Smarts
The Street Smarts Program was established in 2004 following the traf�ic deaths of three San Ramon Valley children in two separate traf�ic-related accidents. Realizing that traf�ic incidents do not stop at political borders, the San Ramon Valley community came together to create the Street Smarts Program, a traf�ic safety education program. This collaborative, multi-agency effort includes the City of San Ramon, Contra Costa County, San Ramon Valley Uni�ied School District, the Town of Danville, San Ramon Valley Fire Protection District, and the Street Smarts Advisory Committee. Funds received from the federal, state, and local contributions and the uses of those funds are shown here.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 421,116

REVENUES
Intergovernmental 157,000
Miscellaneous Revenue 20,750
TOTAL REVENUES 177,750
TRANSFER IN 35,000
TOTAL SOURCES OF FUND 212,750

EXPENDITURES
General Government -
Public Works 396,484
TOTAL EXPENDITURES 396,484
TOTAL USES OF FUND 396,484
NET INCREASE (DECREASE) (183,734)
FUND BALANCE - 06/30/26 $ 237,382

8.1.a
Packet Pg. 327 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 99
Fund #347 Transportation Demand Management (TDM) Program Accounts for the revenues and expenditures related to TDM program activities. The TDM program is a series of measures promoting alternatives to single-occupant vehicle for reducing traf�ic congestion and improving air quality by maximizing the use of existing transportation infrastructure. These measures include carpooling, vanpooling, transit, walking, bicycle, telecommuting, compressed workweeks, etc.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 47,072

REVENUES
Intergovernmental 756,934
TOTAL REVENUES 756,934
TOTAL SOURCES OF FUND 756,934

EXPENDITURES
Public Works 633,851
TOTAL EXPENDITURES 633,851
TOTAL USES OF FUND 633,851
NET INCREASE (DECREASE) 123,083
FUND BALANCE - 06/30/26 $ 170,155

8.1.a
Packet Pg. 328 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 100
Fund #351 TRAFFIX Program
Accounts for the use of Traf�ic Congestion Relief Funds received from Measure J, a 1/2 cent sales tax measure extended for 25 years by the voters of Contra Costa County in 2004. The program is designed to reduce traf�ic congestion caused by parents driving their children to and from school through some of San Ramon Valley’s most congested intersections.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 218,993

REVENUES
Intergovernmental 220,686
TOTAL REVENUES 220,686
TOTAL SOURCES OF FUND 220,686

EXPENDITURES
Public Works 205,063
TOTAL EXPENDITURES 205,063
TOTAL USES OF FUND 205,063
NET INCREASE (DECREASE) 15,623
FUND BALANCE - 06/30/26 $ 234,616

8.1.a
Packet Pg. 329 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Operating
Proposed Budget 2025-26 101
Fund #705 Dougherty Valley Performing Arts Center (DVPAC)/ Cultural Growth Accounts for the Cultural Growth Surcharge fee received from the ticket sales sold at DVPAC and the Front Row Theater. The funds will be used in subsequent �iscal years to purchase or replace theatrical equipment and/or to offset rental fees for nonpro�it groups producing performances in the City theater.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 59,167

REVENUES
Charges for Services 30,000
Miscellaneous Revenue 9,000
TOTAL REVENUES 39,000
TOTAL SOURCES OF FUND 39,000

EXPENDITURES
Non-Departmental 3,000
TOTAL EXPENDITURES 3,000

TRANSFER OUT
Capital Improvement Program (CIP) 35,000
TOTAL TRANSFER OUT 35,000
TOTAL USES OF FUND 38,000
NET INCREASE (DECREASE) 1,000
FUND BALANCE - 06/30/26 $ 60,167

8.1.a
Packet Pg. 330 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 102
Fund #201 Planning Costs Recovery
Funded through several building permit surcharges that are typically intended to support the cost of local planning efforts and the implementation of the General Plan. The basic premise behind the surcharges is that revenues and expenses are directed at a separate, dedicated, self-sustaining fund. The fees collected are tied to the cost of regular updates to the General Plan, Speci�ic Plans, and related policy documents intended to implement the General Plan. The basis for the General Plan surcharge is a percentage of building permit valuation on new construction, while the Speci�ic Plan fees are tied to the size and scope of commercial or residential development within the planning area. The use of these funds is subject to budget requests and project speci�ic appropriations
Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 725,673

REVENUES
Charges for Services 360,000
TOTAL REVENUES 360,000
TOTAL SOURCES OF FUND 360,000

EXPENDITURES
Community Development 356,748
TOTAL EXPENDITURES 356,748
TOTAL USES OF FUND 356,748
NET INCREASE (DECREASE) 3,252
FUND BALANCE - 06/30/26 $ 728,925

8.1.a
Packet Pg. 331 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 103
Fund #202 Geographic Information System (GIS)
Funds are collected from developers and applicants as developments, annexations, and improvements occur throughout the City. Funds are used to geographically update and capture the footprint imaging and updates within the City.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 381,829

EXPENDITURES
Public Works 138,963
TOTAL EXPENDITURES 138,963
TOTAL USES OF FUND 138,963
NET INCREASE (DECREASE) (138,963)
FUND BALANCE - 06/30/26 $ 242,866

8.1.a
Packet Pg. 332 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 104
Funds #203-#207 Development Mitigation- This group of funds includes impact fees collected from development related activities for mitigation measures to alleviate the impact of the development in several programmatic areas.
 Fund #203 Child Care – Provision of childcare and childcare facilities within the City.  Fund #204 City Beauti�ication - Beauti�ication and enhancement including art features, entry statements, and landscaping on main entry points into the City.  Fund #205 Conditions of Approval - Collected as a condition of approval for a speci�ic application or area of work as deemed necessary through the Planning application review and used within that speci�ic area.
 Fund #206 Creek Study & Mitigation - Conduct environmental studies, habitat studies, and evaluation work to conserve and protect the creeks and waterways within the City.  Fund #207 Drainage Mitigation - Conduct drainage improvements, remedial work, and mitigation measures within the creeks and waterways within the City to maintain the �low system.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 6,716,663

REVENUES
Development Fees 1,342,169
TOTAL REVENUES 1,342,169
TOTAL SOURCES OF FUND 1,342,169

TRANSFER OUT
Capital Improvement Program (CIP) 1,110,792
Other 25,089
TOTAL TRANSFER OUT 1,135,881
TOTAL USES OF FUND 1,135,881
NET INCREASE (DECREASE) 206,288
FUND BALANCE - 06/30/26 $ 6,922,951

8.1.a
Packet Pg. 333 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 105
Fund #208 Gas Tax
This fund collects revenues received from a tax on the sale of gasoline. The revenues are allocated to the City by the State under the Streets and Highways Code Section 2105, 2106, 2107, and 2107.5. These resources are dedicated to public streets and highways, public mass transit guideways, and major street and construction projects. Additionally, SB1, the Road Repair and Accountability Act of 2017 signed into law on April 28, 2017, an excise tax on gasoline revenue is also accounted for here. SB1 funds can be used to build new roads and increase capacity on roads and highways, invest in technology and other infrastructure that is proven to reduce congestion on the existing transportation network. SB1 funds will be used to restore the State Transportation Improvement Programs (STIP).

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 3,132,881

REVENUES
Intergovernmental 4,592,831
TOTAL REVENUES 4,592,831
TOTAL SOURCES OF FUND 4,592,831

TRANSFER OUT
General Fund 300,000
Capital Improvement Program (CIP) 6,710,004
Other 137,988
TOTAL TRANSFER OUT 7,147,992
TOTAL USES OF FUND 7,147,992
NET INCREASE (DECREASE) (2,555,161)
FUND BALANCE - 06/30/26 $ 577,720

8.1.a
Packet Pg. 334 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 106
Fund #209 Park Development
Funds are collected from developers for mitigation measures to alleviate the impact of their development as it relates to City parks and recreation within the City infrastructure. The funds will be used to build, enhance, and maintain the City parks and recreation facilities.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 1,275,380

REVENUES
Development Fees 2,145,335
TOTAL REVENUES 2,145,335
TOTAL SOURCES OF FUND 2,145,335

TRANSFER OUT
Capital Improvement Program (CIP) 327,982
Other 25,089
TOTAL TRANSFER OUT 353,071
TOTAL USES OF FUND 353,071
NET INCREASE (DECREASE) 1,792,264
FUND BALANCE - 06/30/26 $ 3,067,644

8.1.a
Packet Pg. 335 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 107
Fund #212 South Contra Costa Joint Exercise Powers Agreement The Dougherty Valley settlement agreement between the Town of Danville, Contra Costa County, and the City of San Ramon established several processes through which development within the Dougherty Valley would be governed and the impact of such development would be mitigated. The SCCJEPA establishes one such process, a traf�ic mitigation fee program to �inance road improvements identi�ied in the settlement agreement as necessary to mitigate the traf�ic impact created by development within Dougherty Valley.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 8,114,706

REVENUES
Development Fees 1,312,608
TOTAL REVENUES 1,312,608
TOTAL SOURCES OF FUND 1,312,608

TRANSFER OUT
Capital Improvement Program (CIP) 100,000
Other 25,089
TOTAL TRANSFER OUT 125,089
TOTAL USES OF FUND 125,089
NET INCREASE (DECREASE) 1,187,519
FUND BALANCE - 06/30/26 $ 9,302,225

8.1.a
Packet Pg. 336 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 108
Fund #213 Street Maintenance Fund
Funds received from voter-approved measures based on City’s population ratio and used to maintain, repair, and improve roadways throughout the City.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ (5,546)

TRANSFER OUT
Other 37,633
TOTAL TRANSFER OUT 37,633
TOTAL USES OF FUND 37,633
NET INCREASE (DECREASE) (37,633)
FUND BALANCE - 06/30/26 $ (43,179)

8.1.a
Packet Pg. 337 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 109
Fund #214 Traffic Improvement Fund
Funds are collected from developers for mitigation measures to alleviate the impact of the new development within the City roadway structure. The funds will be used for roadway and traf�ic circulation and traf�ic signal improvements and enhancements throughout the City.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 258,903

REVENUES
Development Fees 799,242
TOTAL REVENUES 799,242
TOTAL SOURCES OF FUND 799,242
Capital Improvement Program (CIP) 4,575
TOTAL TRANSFER OUT 4,575
TOTAL USES OF FUND 4,575
NET INCREASE (DECREASE) 794,667
FUND BALANCE - 06/30/26 $ 1,053,570

8.1.a
Packet Pg. 338 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 110
Fund #215 Tri-Valley Transportation Fund
The Tri-Valley Transportation Council (“TVTC”) is a joint powers authority formed pursuant to a Joint Exercise of Powers Agreement establishing the Tri-Valley Transportation Council, including the County of Alameda, the County of Contra Costa, the City of Livermore, the City of Pleasanton, the City of San Ramon, the City of Dublin, and the Town of Danville. The TVTC periodically evaluates the impacts of projected land uses on regional transportation infrastructure in the Tri-Valley area. Impact fees collected from developers are deposited into this fund and remitted to the TVTC. The TVTC oversees the expenditures of the fund.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 180,442

REVENUES
Development Fees 291,336
TOTAL REVENUES 291,336
TOTAL SOURCES OF FUND 291,336
NET INCREASE (DECREASE) 291,336
FUND BALANCE - 06/30/26 $ 471,778

8.1.a
Packet Pg. 339 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 111
Fund #217 Refuse Vehicle Impact
Accounts for the franchise fee collected for the maintenance and repairs of the City’s streets due to impacts caused by refuse collection vehicles.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 1,900,808

REVENUES
Charges for Services 1,522,500
TOTAL REVENUES 1,522,500
TOTAL SOURCES OF FUND 1,522,500

TRANSFER OUT
Capital Improvement Program (CIP) 2,249,996
TOTAL TRANSFER OUT 2,249,996
TOTAL USES OF FUND 2,249,996
NET INCREASE (DECREASE) (727,496)
FUND BALANCE - 06/30/26 $ 1,173,312

8.1.a
Packet Pg. 340 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 112
Fund #218 Open Space Development
Accounts for the impact fee received and dedicated to City’s parks, trails, and open space preservation.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 1,363,379

REVENUES
Development Fees 171,985
TOTAL REVENUES 171,985
TOTAL SOURCES OF FUND 171,985
NET INCREASE (DECREASE) 171,985
FUND BALANCE - 06/30/26 $ 1,535,364

8.1.a
Packet Pg. 341 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 113
Fund #220 Tree Mitigation
The Municipal Code has provisions for the preservation and protection of certain categories of trees within the City. When preservation is not practical or feasible, there is a process for calculating an in-lieu fee associated with the tree removals when planting replacement trees on site is not practical or feasible. The in-lieu fees are deposited into Fund 220 to assist the City Departments in funding the planting of replacement trees elsewhere in the City through established CIPs or similar projects.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 4,406

REVENUES
Development Fees 4,000
TOTAL REVENUES 4,000
TOTAL SOURCES OF FUND 4,000

TRANSFER OUT
Capital Improvement Program (CIP) -

TOTAL TRANSFER OUT -

TOTAL USES OF FUND -
NET INCREASE (DECREASE) 4,000
FUND BALANCE - 06/30/26 $ 8,406

8.1.a
Packet Pg. 342 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 114
Fund #221 Microfilm/Laserfiche
The City has record retention requirements for certain development applications. As a result, the City has an established fee for new development applications which is intended to offset the cost of document imaging and archiving of these projects once the review is complete. These fees are deposited into Fund 221 and used to cover the cost of scanning and related document retention activities. The fees collected under this program are speci�ically for scanning and record retention and are not to be comingled with other revenue sources or used for other purposes.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 11,700

REVENUES
Charges for Services 7,500
TOTAL REVENUES 7,500
TOTAL SOURCES OF FUND 7,500

EXPENDITURES
Community Development 5,000
TOTAL EXPENDITURES 5,000
TOTAL USES OF FUND 5,000
NET INCREASE (DECREASE) 2,500
FUND BALANCE - 06/30/26 $ 14,200

8.1.a
Packet Pg. 343 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 115
Fund #222 San Ramon Village Specific Plan (SRVSP, formally the Crow Canyon Specific Plan) The City has established a fee for new construction permits within the SRVSP which is intended to offset the cost of preparing and updating the Speci�ic Plan. These fees are deposited into Fund 222 and used to reimburse the cost of preparing/amending the SRVP. The fees collected under this program are speci�ically for costs or reimbursement of costs associated with the Speci�ic Plan and are not to be comingled with other revenue sources or used for other purposes.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 104,643

REVENUES
Development Fees 16,149
TOTAL REVENUES 16,149
TOTAL SOURCES OF FUND 16,149
NET INCREASE (DECREASE) 16,149
FUND BALANCE - 06/30/26 $ 120,792

8.1.a
Packet Pg. 344 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds - Non-Operating Proposed Budget 2025-26 116
Funds #251-#255 Community Facilities District 2014-1 (CFD) (Acres, The Preserve, Deerwood, Aspenwood, and Promenade)
The CFD was created to mitigate the negative �iscal impact of new development on public facilities and services. This fund accounts for the revenue from a special tax levy and reimbursements to the General Fund for administrative expenses, maintenance, operations, and service costs.

Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 6,384

REVENUES
Special Assessments 756,227
TOTAL REVENUES 756,227
TOTAL SOURCES OF FUND 756,227

TRANSFER OUT
Other 756,227
TOTAL TRANSFER OUT 756,227
TOTAL USES OF FUND 756,227

NET INCREASE (DECREASE) -
FUND BALANCE - 06/30/26 $ 6,384

8.1.a
Packet Pg. 345 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 117
Total Special Revenue Funds
Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 29,115,269

REVENUES
Special Assessments 6,202,589
Intergovernmental 29,180,442
Charges for Services 1,922,450
Development Fees 6,082,824
Miscellaneous Revenue 1,462,561
TOTAL REVENUES 44,850,866
TRANSFER IN 4,351,397
TOTAL SOURCES OF FUND 49,202,263

EXPENDITURES
General Government -
Community Development 361,748
Police Services 12,490,542
Public Works 22,933,165
Non-Departmental 253,000
TOTAL EXPENDITURES 36,038,455

TRANSFER OUT
General Fund 785,261
Capital Improvement Program (CIP) 11,054,999
Debt Service -
Other 1,007,115
TOTAL TRANSFER OUT 12,847,375
TOTAL USES OF FUND 48,885,830
NET INCREASE (DECREASE) 316,433
FUND BALANCE - 06/30/26 $ 29,431,702

8.1.a
Packet Pg. 346 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 118
Special Revenue Funds – Geologic Hazard Abatement Districts (GHADs)
Dougherty Valley and Northwest San Ramon Geologic Hazard Abatement Districts:

These funds are used to account for the assessment revenues received which are restricted for use to prevent, mitigate, abate, or control a geologic hazard in the Dougherty Valley and Northwest San Ramon areas.

8.1.a
Packet Pg. 347 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 119
Geologic Hazard Abatement District Board
Mark Armstrong
Board Chairperson
Sridhar Verose
Vice Chairperson
Richard Adler
Board Member
Robert Jweinat
Board Member
Marisol Rubio
Board Member
GHAD Officers
Steven Spedowfski
District Manager
Brian Bornstein
Deputy District Manager
Chen-hsuan (Shane) Hsieh
District Engineer
Jennifer Wakeman
District Treasurer
Martin Lysons
District Counsel

8.1.a
Packet Pg. 348 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 120
Statement of Purpose:

The purpose of the GHAD is to provide a funding mechanism to prevent, mitigate, abate, or control a geologic hazard; and to mitigate or abate structural hazards that are partly or wholly caused by geologic hazards. The geologic hazards addressed by the GHAD’s Plan of Control include actual or threatened landslides, land subsidence, soil erosion, expansive soils and earthquakes.

Background:

The Dougherty Valley GHAD (DV GHAD) was formed in 1990, pursuant to the Public Resource Code of the State of California, Section 26500, and included the West Branch area. The DV GHAD Board subsequently annexed Gale Ranch and Windermere developments into the GHAD in 1997 and, in 2007 and 2008, respectively, the Board voted to annex the Old Ranch Summit development, and Silva Property. The Northwest San Ramon GHAD (NWSR GHAD) was formed in 2017 to provide services to The Preserve (Faria) Project. The City Council serves as the Board of Directors for both GHADs.

Initially, Shapell Industries, developers of the West Branch project, performed the DV GHAD maintenance activities. The DV GHAD assessments began in FY 1995/96 with the adoption of an assessment of $100 per residential unit and $0.032 per non-residential square foot and established an assessment limit of $250 per residential unit per year and $0.10 per non-residential square foot per year. The DV GHAD assessments have been periodically increased, and the proposed FY 2025-26 assessments will be $181.69 per residential unit and $0.058 per square foot for non-residential buildings, based on the most recent Reserve Fund Study.

The DV GHAD obtains minor income from access leases, inspection fees, and an agricultural grazing lease.

The NWSR GHAD has begun taking ownership and maintenance responsibilities. The assessment will be at $1,626.03 per assessment unit with individual residences being charged between 0.4 and 1.0 assessment units, depending on type, and $0.1139 per square foot for non-residential buildings.

Budget Highlights for FY 2025-26:

The DV GHAD experienced increased expenses in FY 2023-24 due to extremely heavy rain events and a protracted heavy rainy season. Expenses in FY 2025-26 are expected to be closer to the average. The �inal acceptance for land from the development is expected in FY 2025-26. The projected reserve balance for the DV GHAD at the end of FY 2025-26 is $17,364,811.

The NWSR GHAD anticipates continuing to take ownership and maintenance responsibilities in FY 2025-26.

No improvements will be turned over that are not in good condition; therefore, maintenance costs are expected to be modest. The largest expenses for FY 2025-26 is anticipated to be for the ground squirrel management program for the newly accepted Parcels D and E. Budgets will be adjusted in following years as acceptances are made. The projected reserve balance for the NWSR GHAD at the end of FY 2025-26 is $1,839,270.

8.1.a
Packet Pg. 349 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 121
Significant Accomplishments for FY 2024-25:
1 Undertook acceptance for NWSR GHAD Parcels D and E. Approximately 7% of total open space parcels have been accepted.
2 Completed reserve fund studies and engineer’s reports and set assessments for FY 2025-26. 3 Completed maintenance inspections and repairs
4 Worked with Conservation Easement holders to maintain or enhance environmental bene�its.

Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goals/
Strategies
1 Complete reserve fund studies and engineer’s reports and set assessments for FY 2026-27 May 2026 G2
2 Undertake acceptance for NWSR GHAD and DV GHAD, as appropriate June 2026 G4 3 Complete maintenance inspections and repairs, as needed. On-going G4 4 Work with Conservation Easement holders to maintain or enhance environmental bene�its. On-going G4

8.1.a
Packet Pg. 350 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 122
Statement of Revenue, Expenditures and Changes in Fund Balance Dougherty Valley
GHAD
Northwest San
Ramon GHAD Total
FUND BALANCE - 07/01/25 $ 15,937,719 $ 2,350,204 $ 18,287,923

REVENUES
Special Assessments 2,190,213 561,724 2,751,937
Licenses and Permits 3,000 1,500 4,500
Investment Income 56,525 7,418 63,943
Miscellaneous Revenue 36,988 - 36,988
TOTAL REVENUES 2,286,726 570,642 2,857,368
TOTAL SOURCES OF FUND 2,286,726 570,642 2,857,368

EXPENDITURES
Public Works 857,704 160,993 1,018,697
TOTAL EXPENDITURES 857,704 160,993 1,018,697

TRANSFER OUT
General Fund 124,037 - 124,037
TOTAL TRANSFER OUT 124,037 - 124,037
TOTAL USES OF FUND 981,741 160,993 1,142,734
NET INCREASE (DECREASE) 1,304,985 409,649 1,714,634
FUND BALANCE - 06/30/26 $ 17,242,704 $ 2,759,853 $ 20,002,557

8.1.a
Packet Pg. 351 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 123
Special Revenue Funds – Housing Successor
This fund is used to account for the revenues received to create, preserve, and improve housing in the City of San Ramon

8.1.a
Packet Pg. 352 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 124
Statement of Purpose:

The purpose of the Housing Successor Fund is to ensure that housing programs and projects are implemented to create, preserve, and improve housing in the City of San Ramon. On June 11, 2013, Council approved Resolution No. 2013-063 selecting the City as the Housing Successor and formally approved the transferring of all housing assets to the City.

The Housing Program assists the City Council in the development of housing policies and programs, which will facilitate the production of single-family, multi-family, and special needs housing that is affordable to all household income levels of the community. Housing monitors federal, state and local compliance of affordable housing agreements, and works to develop policies and programs in compliance with the adopted Housing Element of the General Plan.

Significant Accomplishments for FY 2024-25:
1 Continued to monitor the Housing Rehabilitation Program. 2 Continued the City’s commitment to affordable housing development through on-going development review and provided for diversity of housing types to meet the needs of the community.
3 Pursued new housing grant opportunities.
4 Secured additional funding to address additional staf�ing needs for Housing Program implementation, reporting, and compliance with State mandates. 5 Implementation of Housing Element Programs following General Plan 2040 Adoption including Zoning Ordinance update to density bonus, accessory dwelling units (ADU), byright approval standards; expanding below-market rate home ownership; adoption of objective design and development standards; and facilitating housing development.

8.1.a
Packet Pg. 353 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 125
6 Conducted two below market rate homeownership workshops (attendees in-person and virtual) with over 300 participants.
7 Adopted and facilitated the ADU pre-approved program. 8 Amended the Affordable Rental Housing Fee Wavier Policy to increase transparency of wavier process.
9 Continued the RFP process and contract for third party facilitation and quali�ication of applicants for purchase of BMR units in approved housing projects.

Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goals/
Strategies
1 Continue to monitor the Housing Rehabilitation Program On-going G6 2 Continue the City’s commitment to affordable housing
development through on-going development review and
provided for diversity of housing types to meet the needs of the community.

On-going G6
3 Pursue new housing grant opportunities. On-going G2
4 Implement Housing Element Programs following General Plan 2040 Adoption including Zoning Ordinance update
development standards, achieving missing middle housing targets, and facilitating housing development.

On-going G6
5 Increase fair housing services to San Ramon residents through partnerships with non-pro�it service provides, develop multilanguage fair housing factsheets.On-going G3/G6 6 Conduct public information campaign to advertise the
availability of the City’s ADU program, including at community centers, community events, on social media, and City website and newsletters.

On-going G6

8.1.a
Packet Pg. 354 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 126
Statement of Revenue, Expenditures and Changes in Fund Balance Expenditures by Category
FUND BALANCE - 07/01/25 $ 11,411,028

REVENUES
In Lieu Fees 397,625
TOTAL REVENUES 397,625
TOTAL SOURCES OF FUND 397,625
NET INCREASE (DECREASE) 397,625
FUND BALANCE - 06/30/26 $ 11,808,653
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 90,713 $ 96,176 $ 61,129 $ - $ -
Benefits 35,081 24,975 30,731 - -
Internal Department Charges 23,514 30,321 6,941 - -
Contract Services - - - - -
Capital Outlay 9,257 4,000,000 4,948,387 - -
Transfer Out - - 701,000 - -
TOTAL $ 158,565 $ 4,151,472 $ 5,748,188 $ - $ -

8.1.a
Packet Pg. 355 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Special Revenue Funds
Proposed Budget 2025-26 127
Funding Source
Expenditures by Program

FUNDING SOURCE
Housing Successor $ (25,903) $ 2,035,367 $ 6,041,686 $ 3,815,915 $ 397,625 TOTAL $ (25,903) $ 2,035,367 $ 6,041,686 $ 3,815,915 $ 397,625

EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROPOSED

PROGRAM REVENUE

PROPOSED

NET COST

PROPOSED
Housing Administration $ - $ 397,625 $ (397,625)
PROGRAM TOTAL $ - $ 397,625 $ (397,625)

8.1.a
Packet Pg. 356 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Debt Service Funds
Proposed Budget 2025-26 128
Debt Service Funds
Fund Description
These funds account for the accumulation of resources for the payment of principal and interest on the City’s long-term debt obligations. The City will consider the issuance of long-term debt obligations only under the conditions outlined in the Debt Management Policy, which is included in the Policies and Glossary section of this document.

The City has four debt service funds:
 Pension Obligation Bonds (2010) Debt Service Fund - This fund is used to budget debt service payments related to the 2010 Taxable Pension Obligation Bonds (POB) that were issued to prepay the unfunded CalPERS pension obligation. This obligation will mature in FY39.  Pension Obligation Bonds (2021) Debt Service Fund - This fund is used to budget debt service payments related to the 2021 Taxable Pension Obligation Bonds (POB) that were issued to prepay the unfunded CalPERS pension obligation. This obligation will mature in FY36.  COP #13 Debt Service Fund - This fund is used to budget debt service payments related to the 2019 Certi�icates of Participation that were issued to acquire, construct, and improve multiple capital improvement projects. Some of these projects included bicycle network improvements and enhancements, City Hall recon�iguration, citywide drainage and infrastructure improvements, installation of street cameras, trees and landscaping improvements, intelligent transportation system upgrades, San Ramon Community Center renovations, San Ramon Olympic Pool improvements, bicycle pedestrian overcrossing improvements, streets widening, paving, and other street improvements. This obligation will mature in FY39.  LED Lights Debt Service Fund - This fund is used to budget debt service payments related to the LED Lights conversion (CIP 5499). This obligation matured in FY25.

The following charts and schedules summarize the City’s outstanding debt balances, the debt service budgeted for FY26, and the future annual debt service requirements.

8.1.a
Packet Pg. 357 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Debt Service Funds
Proposed Budget 2025-26 129
Legal Debt Margin
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation; however, this provision was enacted when assessed valuation was based upon 25% of market value, which is why there is a converted assessed value in the table below. With $20,610,747 of outstanding debt subject to the legal debt limit and a legal debt limit of $1,059,348,597, the City is not at risk of exceeding this limit.

Debt Management Policy
The City’s Debt Management Policy, adopted by the City Council on November 24, 2020, requires that debt service generally should not exceed 10% of the General Fund and Dougherty Valley Fund operating revenues; and in no case should they exceed 15% of these same amounts. Further, the policy states that direct debt will not exceed 2% of assessed valuation; and no more than 60% of capital improvement outlays will be funded from long-term �inancings. With the cost of FY26 debt service at $5,223,926, the City is not projected to exceed its debt service limit.

Computation of Legal Debt Margin 6/30/2025
Assessed Valuation per County Assessor Office
Secured $ 27,795,021,343
Unsecured 454,274,574
Taxable Assessed Valuation 28,249,295,917
Converted assessed value (at 25% of Taxable Value) 7,062,323,979 Debt Limit (15% of Assessed Value) 1,059,348,597
Less Outstanding Certificates of Participation Debt (20,610,747) Legal Debt Margin $ 1,038,737,850
Compliance to Debt Policy 6/30/2025
General Fund Operating Revenues $ 81,040,397
Dougherty Valley Fund Operating Revenues 23,287,682
Total Operating Revenues 104,328,079
Debt Policy Limit (at 10% of Operating Revenues) 10,432,808 Debt Policy Limit (at 15% of Operating Revenues) 15,649,212 Assessed Valuation 28,249,295,917
Debt Policy Limit (Max. 2% of Assessed Value) $ 564,985,918

8.1.a
Packet Pg. 358 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Debt Service Funds
Proposed Budget 2025-26 130
Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 2,173,344 $ 14,647 $ 345,980 $ 4,041 $ 2,538,012

REVENUES
Department Charges 1,399,990 2,091,457 - 3,491,447
TOTAL REVENUES 1,399,990 2,091,457 - - 3,491,447
Transfer In 1,399,790 2,088,960 1,606,450 - 5,095,200
TOTAL SOURCES OF FUND 2,799,780 4,180,417 1,606,450 - 8,586,647

EXPENDITURES
Principal 515,000 1,690,000 800,000 128,943 3,133,943
Interest 876,800 395,307 801,450 755 2,074,312
Admin & Trustee Costs 6,150 2,521 7,000 - 15,671
TOTAL EXPENDITURES 1,397,950 2,087,828 1,608,450 129,698 5,223,926 Transfer Out 1,399,790 2,088,960 - - 3,488,750
TOTAL USES OF FUND 2,797,740 4,176,788 1,608,450 129,698 8,712,676 NET INCREASE (DECREASE) 2,040 3,629 (2,000) (129,698) (126,029) FUND BALANCE - 06/30/26 $ 2,175,384 $ 18,276 $ 343,980 $ (125,657) $ 2,411,983

8.1.a
Packet Pg. 359 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Debt Service Funds
Proposed Budget 2025-26 131
Outstanding Debt Schedule
POB 2010 POB 2021 COP #13 LED LIGHTS
2012

TOTAL CITY
DEBT
MATURITY DATE 02/01/39 07/01/35 06/01/39 11/28/24
Original Issue Amount $ 17,650,000 $ 23,345,000 $ 20,990,000 $ 2,687,302 $ 64,672,302 Principal 12,635,000 18,560,000 16,770,000 3 47,965,003 Interest 6,869,120 2,312,843 5,640,100 1 14,822,064
TOTAL DEBT OUTSTANDING - 7/1/25 19,504,120 20,872,843 22,410,100 4 62,787,067 POB 2010 POB 2021 COP #13

LED LIGHTS
2012

TOTAL CITY
DEBT
PRINCIPAL OUTSTANDING - 7/1/25 12,635,000 18,560,000 16,770,000 3 47,965,003 Principal Due (515,000) (1,690,000) (800,000) (128,943) (3,133,943) Interest Due (876,800) (395,307) (801,450) (755) (2,074,312) TOTAL ANNUAL DEBT SERVICE DUE (1,391,800) (2,085,307) (1,601,450) (129,698) (5,208,255) PRINCIPAL OUTSTANDING - 6/30/26 12,120,000 16,870,000 15,970,000 - 44,831,060 Due FY 2026-27 1,393,040 2,082,540 1,598,450 - 5,074,030 Due FY 2028-32 6,971,080 10,409,090 8,002,000 - 25,382,170 Due FY 2033-37 6,961,800 6,295,906 8,005,800 - 21,263,506 Due FY 2038-39 2,786,400 3,202,400 - 5,988,800
TOTAL DEBT OUTSTANDING - 6/30/26 $ 18,112,320 $ 18,787,536 $ 20,808,650 $ - $ 57,708,506

8.1.a
Packet Pg. 360 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Capital Improvement Program
Proposed Budget 2025-26 132
Capital Improvement Program (CIP)
This section of the budget contains a summary version of the 5-Year Capital Improvement Program (5-Year CIP). The 5-Year CIP document is prepared separately by the Public Works Department / Engineering Services Division. It is a comprehensive �ive-year plan that identi�ies needed capital projects in order to coordinate the �inancing and timing of improvements in a manner that maximizes the return on investment to the public. The 5-Year CIP is a guide for identifying current and future �iscal year requirements and becomes the basis for determining the annual Capital Budget.

The �irst year of the 5-Year CIP is referred to as the Capital Budget. The Capital Budget is incorporated into the annual budget and appropriates funds for speci�ic improvements. Projects slated for subsequent years in the program are approved on a planning basis and do not receive ultimate expenditure authority until they are eventually incorporated into a Capital Budget. Each year when the CIP is reviewed, the program moves forward one year and the previous second year of the CIP, as modi�ied after review, becomes the new Capital Budget.

Speci�ic project details can be found within the CIP document. The CIP document can be obtained by visiting the City’s website www.sanramon.ca.gov/. Questions can be directed to the Public Works Director www.sanramon.ca.gov/our_city/departments_and_divisions/public_works.

8.1.a
Packet Pg. 361 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Governmental Funds – Capital Improvement Program
Proposed Budget 2025-26 133
Statement of Revenue, Expenditures and Changes in Fund Balance FUND BALANCE - 07/01/25 $ 22,305,194

REVENUES
Intergovernmental 362,667
Interest Revenue 300,000
Miscellaneous Revenue 30,000
TOTAL REVENUES 692,667
TRANSFER IN 10,506,169
TOTAL SOURCES OF FUND 11,198,836

EXPENDITURES
Circulation 8,810,000
Drainage 302,747
Facilities 929,684
Landscaping 181,225
Parks 1,297,774
Signal 273,558
Other 1,142,000
Public Works Administration 246,699
TOTAL EXPENDITURES 13,183,687

TRANSFER OUT
Other 100,000
TOTAL TRANSFER OUT 100,000
TOTAL USES OF FUND 13,283,687
NET INCREASE (DECREASE) (2,084,851)
FUND BALANCE - 06/30/26 $ 20,220,343

8.1.a
Packet Pg. 362 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proposed Budget 2025
-26 134

8.1.a
Packet Pg. 363 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proposed Budget 2025
-26 135

8.1.a
Packet Pg. 364 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proposed Budget 2025
-26 136

8.1.a
Packet Pg. 365 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proposed Budget 2025
-26 137

8.1.a
Packet Pg. 366 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proposed Budget 2025
-26 138

8.1.a
Packet Pg. 367 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proprietary Funds

8.1.a
Packet Pg. 368 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proprietary Funds – Internal Service Funds
Proposed Budget 2025-26 140
Proprietary Funds
Proprietary funds are used by governmental entities to account for activities that are similar to those of businesses in the private sector. These funds are typically �inanced through user fees and charges, rather than general revenues like taxes.

Internal Service Funds
Internal Service Funds are used to account for the �inancing of goods and services provided by one City department or agency to other departments or agencies of the City, or to other governmental units on a cost- reimbursement basis (sometimes including depreciation). Below is a summary of the City’s internal service funds:
 Investment Fund- Used to account for the management of investments.  Equipment Replacement Fund- Used to account for the replacement of major equipment and vehicles. Revenues are derived from usage-based charges allocated to departments in the General Fund and the Dougherty Valley CSA Fund.
 Information System Replacement Fund- Used to account for the replacement of computer-related equipment and renewal of citywide software licenses. Revenues are derived from usage-based charges allocated to departments in the General Fund and the Dougherty Valley CSA Fund.  Insurance Liability Fund- Used to administer employee leave payouts, retiree medical bene�its, general insurance, and safety programs with the goals of reducing insurance-related costs, maintaining appropriate levels of coverage, and building contingent loss reserves.  Healthcare Fund- Used to account for employees’ healthcare premiums and claims.  Infrastructure Maintenance Fund- Used to account for the cost of maintaining City buildings and infrastructure.

8.1.a
Packet Pg. 369 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proprietary Funds – Internal Service Funds
Proposed Budget 2025-26 141
Statement of Revenue, Expenditures, and Changes in Fund Balance Investment Equipment &
Vehicle
Replacement
Information
Services
Replacement
Insurance
Liability
Health Care Infrastructure
Maintenance
Total
FUND BALANCE - 07/01/25 $ - $ 2,481,920 $ 883,616 $ 926,700 $ (253,753) $ 181,637 $ 4,220,120

REVENUES
Intergovernmental 286,992 286,992
Charges for Services 193,180 12,000 205,180
Interest Revenue 126,443 126,443
Department Charges 1,481,327 464,209
Healthcare Charges 10,286,977 10,286,977
Leave Liability Charges 713,580 713,580
Insurance Liability Charges 5,665,178 5,665,178
TOTAL REVENUES 126,443 1,481,327 657,389 6,665,750 10,286,977 12,000 19,229,886 TRANSFER IN 583,650 891,827 1,475,477
TOTAL SOURCES OF FUND 126,443 1,481,327 657,389 7,249,400 10,286,977 903,827 20,705,363

EXPENDITURES
Equipment 169,300 670,920 840,220
Vehicle 1,481,327 1,481,327
Pension Replacement Benefits 240,000 240,000
Insurance 7,718,483 7,718,483
Healthcare 17,357 10,286,977 10,304,334
Administrative Services 198,625 144,023 342,648
TOTAL EXPENDITURES 198,625 1,650,627 670,920 8,119,863 10,286,977 20,927,012

TRANSFER OUT
Capital Projects Fund - - 795,159 795,159
TOTAL TRANSFER OUT - - - - - 795,159 795,159
TOTAL USES OF FUND 198,625 1,650,627 670,920 8,119,863 10,286,977 795,159 21,722,171 NET INCREASE (DECREASE) (72,182) (169,300) (13,531) (870,463) - 108,668 (1,016,808) FUND BALANCE - 06/30/26 $ (72,182) $ 2,312,620 $ 870,085 $ 56,237 $ (253,753) $ 290,305 $ 3,203,312

8.1.a
Packet Pg. 370 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proprietary Funds – Internal Service Funds
Proposed Budget 2025-26 142
Vehicle and Equipment Replacement Listing
Department Type Total
City Administration Vehicles 22,257
DEPARTMENT TOTAL 22,257
Police Services Equipment 18,000
Police Services Vehicles 590,859
DEPARTMENT TOTAL 608,859
Public Works Equipment 151,300
Public Works Vehicles 841,776
DEPARTMENT TOTAL 993,076
Parks and Community Services Vehicles 26,435
DEPARTMENT TOTAL 26,435
GRAND TOTAL $ 1,650,627

8.1.a
Packet Pg. 371 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proprietary Funds – Internal Service Funds
Proposed Budget 2025-26 143
Info Services Equipment Replacement Listing
Department Type Total
City Administration Computers & Software 186,299
Finance Computers & Software 12,499
Community Development Computers & Software 193,635
Police Services Computers & Software 99,418
Public Works Computers & Software 111,850
Parks and Community Services Computers & Software 67,219 GRAND TOTAL $ 670,920

8.1.a
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THIS PAGE INTENTIONALLY LEFT BLANK

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Packet Pg. 373 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proposed Budget 2025-26 145
Department Budgets

8.1.a
Packet Pg. 374 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 146
City Administration

8.1.a
Packet Pg. 375 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 147
Department Budget Highlights for FY 2025-26
Department Revenues - $2,725 (decrease of $207,775 or 98.71% compared to the FY 24/25 Revised Budget)
 Major Change: City Administration transferred Street Smarts programming back to the Public Works Transportation Division in FY25. The result is net neutral to overall program revenues but will re�lect a change to departmental operating budgets.  City Administration also discontinued passport services in FY25, expects no change to appeal or subpoena service fees, but did reduce photocopy service revenue by $25 to re�lect patron usage of the service.

8.1.a
Packet Pg. 376 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 148
Department Expenditures - $9,674,173 (increase of $788,521 or 8.87% compared to the FY 24/25 Revised Budget)
 Major Changes: City Administration reorganized the department to include Human Resources and Information Technology in FY25, which transferred all operational budget from the former Administrative Services Department. This left a standalone Finance Department for the �irst time in the City’s history. The department will take another step forward in FY26 by creating a standalone Human Resources Department, thereby transferring all related operational funding to that department should Council approve the proposed FY26 budget as presented. Moreover, the City Council prioritized expanding external and internal communications, which translates into a new full-time equivalent Program Manager who will be responsible for managing communications across departments in a traditional “hub-and-spoke” structure.  Other signi�icant expenditure increases align with reinstating pension obligation expenses to each department, thus increasing staf�ing costs and managing long term liabilities.

Reductions Carried Over from Last Year:
 City Administration defunded a full-time equivalent Program Manager position for grant funding and sustainability. The Council will consider whether to restore funding dependent upon Measure N funding and other competing funding needs during the FY26 mid-year review.

Future Budgetary Needs:
 Risk Management staf�ing to address growing programmatic workload as the City transitions from a passive to actively managed program.

City Council
Statement of Purpose:

The City Council is elected by the citizens to provide overall policy direction to ensure that the business of the City is conducted in an orderly and ef�icient manner. The City Council enacts ordinances, resolutions and orders necessary for governing the affairs of the city, and promotes the economic, cultural and governmental well-being of the City of San Ramon.

8.1.a
Packet Pg. 377 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 149
Council Goals:
1 Maintain a Safe and Secure Environment
2 Maintain a Secure Financial Base
3 Provide Cost Effective and Responsive Services to Sustain Quality of Life 4 Build and Maintain Quality Facilities and Infrastructure 5 Enhance Engagement and Communication with Residents and Business Community 6 Balance Land Use Planning for Housing, Retail, Jobs, and Open Space Identi�ier# Goal Objective
G1/O1 Maintain a Safe and Secure
Environment Objective #1: Complete MRG Assessment
G1/O2 Maintain a Safe and Secure
Environment
Objective #2: Enhance departmental technological
capabilities to improve ef�iciency
G1/O3 Maintain a Safe and Secure
Environment
Objective #3: Increase and improve public
engagement around emergency management and
community safety initiatives
G2/O1 Maintain a Secure Financial Base Objective #1: Evaluate reserve policy requirement (36%) and alternatives
G2/O2 Maintain a Secure Financial Base
Objective #2: Evaluate �inancial policies related to
pre-funding pensions, retiree bene�its, and deferred
maintenance.

G2/O3 Maintain a Secure Financial Base Objective #3: Enhance �inancial forecasting G3/O1
Provide Cost Effective and
Responsive Services to Sustain Quality
of Life
Objective #1: Evaluate current Committees,
Commissions, and Boards’ bylaws
G3/O2
Provide Cost Effective and
Responsive Services to Sustain
Quality of Life
Objective #2: Elevate Risk Management program by
providing both public and Council brie�ings on
program performance
G3/O3
Provide Cost Effective and
Responsive Services to Sustain
Quality of Life
Objective #3: Enumerate norms/values for Council,
Committees, Commissions, and Boards expectations
and formalize commitments

8.1.a
Packet Pg. 378 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 150
G4/O1 Build and Maintain Quality Facilities
and Infrastructure
Objective #1: Implement Phases 1 & 2 of Crow
Canyon Garden Renovation
G4/O2 Build and Maintain Quality Facilities
and Infrastructure
Objective #2: Develop a Forest Home Farms
Renovation Plan
G4/O3 Build and Maintain Quality Facilities
and Infrastructure Objective #3: Adopt a Citywide Fiber Master Plan G5/O1
Enhance Engagement and
Communication with Residents and
Business Community
Objective #1: Expand constituent engagement and
community relations services
G5/O2
Enhance Engagement and
Communication with Residents and
Business Community
Objective #2: Replace the current Client Request
Management (CRM) system for resident requests
G5/O3
Enhance Engagement and
Communication with Residents and
Business Community
Objective #3: Develop a communications plan for
Measure N (TUT) funding uses and city �inancial
outlook
G6/O1
Balance Land Use Planning for
Housing, Retail, Jobs, and Open
Space
Objective #1: Process Development Applications for
Orchards
G6/O2
Balance Land Use Planning for
Housing, Retail, Jobs, and Open
Space
Objective #2: Develop a framework for Climate
Action Plan implementation
G6/O3
Balance Land Use Planning for
Housing, Retail, Jobs, and Open
Space
Objective #3: Adopt 2025 Building Codes including
local amendments
City Manager
Statement of Purpose:

The City Manager provides professional leadership in the management of the City and execution of City Council policies. The City Manager provides effective municipal services through the coordination and direction of all City activities, �inances, and personnel. The City Manager’s Of�ice consists of four divisions:

Administration, Communications, Economic Development, Information Technology, Human Resources and Risk Management.

8.1.a
Packet Pg. 379 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 151
Signi�icant Accomplishments for FY 2024-25:
1 Reduced current number of city committees for greater government ef�iciency 2 Successfully placed a 1% Transactions and Use Tax (Measure N) on the Nov 2024 ballot 3 Continued to work on a succession plan that captures institutional knowledge from long-term City employees who will retire during the �iscal year
4 Worked with the San Ramon Chamber of Commerce and business community to promote growth and retail development
5 Worked with the Open Space Committee to promote and preserve open space in the community 6 Continued to improve City-wide communications
Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Complete organizational assessments to ensure cost effective service delivery that sustains San Ramon’s high quality of life June 2026 G1/O1; G3 2 Create an organizational culture that promotes staff development, personal accountability, and well-being On-going G3; G5 3 Deliver a 5 year strategic plan for Information Technology June 2026 G2; G3 4 Centralize city communications within City Administration and develop a style guide to ensure consistency of messaging to the community June 2026 G5/O1 5 Replace the current Client Request Management (CRM) system for resident requests Dec 2026 G5/O2
6 Develop a communications plan for Measure N (TUT) funding uses and city �inancial outlook June 2026 G5/O3
Economic Development
Statement of Purpose:

The Economic Development Division is responsible for activities that improve and diversify the San Ramon economy. The goals and objectives for the Division are largely de�ined by the City’s Economic Development Strategic Plan (EDSP). The Economic Development Division provides staff support for the Economic Development Advisory Committee (EDAC) to prioritize and implement the EDSP.

8.1.a
Packet Pg. 380 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 152
Signi�icant Accomplishments for FY 2024-25:
1 Supported the implementation of the Economic Development Strategic Plan 2 Revitalized the Discover San Ramon marketing campaign 3 Explored City assets and opportunity sites for attracting new businesses that diversify the City’s revenue sources
Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Support the implementation of the Economic Development Strategic Plan On-going G2 2 Support the Discover San Ramon marketing campaign On-going G5 3 Explore City assets and opportunity sites for attracting new businesses that diversify the City’s revenue sources On-going G2
City Attorney
Statement of Purpose:

The City Attorney renders timely, professional legal advice to the City Council and City departments; prepares, amends, and reviews of�icial City documents, laws, and regulations, and represents the City in litigation.

Performance Measures:
2024 2025 2026
Staff Count / Population 4/82,870 4/82,525

8.1.a
Packet Pg. 381 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 153
Signi�icant Accomplishments for FY 2024-25:
1 Provided timely legal counsel advice, representation and legal services including but not limited to litigation, contracting, code enforcement, advice and assistance in all areas including elections, ethics, drafting of ordinances, resolutions, and real estate transactions for the City Council, Commissions, Committees and staff
Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Continue to provide timely legal counsel advice, representation and legal services including but not limited to litigation, contracting, code enforcement, advice and assistance in all areas including elections, ethics, drafting of ordinances, resolutions, and real estate transactions for the City Council, Commissions, Committees and staff
On-going G1
City Clerk
Statement of Purpose:

The City Clerk acts as a liaison between the City Departments and the public, outside agencies, and other branches of government. The City Clerk is the local of�icial who administers democratic processes such as municipal elections, access to City records and legislative action, which ensure transparency to the public.

The City Clerk acts as the compliance of�icer for applicable statutes including the Brown Act, the Political Reform Act, the Public Records Act, and Fair Political Practices Commission regulations. The City Clerk preserves and protects the history of the city (e.g. Municipal Code, Ordinances, Resolutions, Minutes, and other City records). The City Clerk promotes community education and outreach to citizens through San Ramon Government 101 and provides school tours. The City Clerk’s Of�ice is committed to providing quality, ef�icient and accurate customer service.

8.1.a
Packet Pg. 382 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 154
Performance Measures:
2022 2023 2024
1 Number of City Council Agendas published 46 38 34
2 Number of City Council Resolutions processed 146 150 120 3 Number of Minute Orders processed 10 27 9
4 Number of Ordinances processed 5 1 4
5 Number of Proclamations processed 24 19 26
6 Number of Public Records Requests responded 194 306 384 7 Number of FPPC Forms 700 collected 95 109 115
8 Number of Claims received 69 94 43
9 Number of Bid Openings 25 23 20
10 Number of BCC Recruitments 20 24 18
11 Number of BCC Interviews 8 9 9
Signi�icant Accomplishments for FY 2024-25:
1 Provided a pre-election candidate information session for the community 2 Ef�iciently organized and managed the November 2024 Municipal Election consisting of three council seats and one measure
3 Finalized and implemented a citywide Records and Information (RIM) Program, comprising of Records Management Program Policy, Electronic Communication Usage and Retention Policy, and Retention/Destruction Schedules
4 Coordinated Government 101 Class in Spring 2025
5 Coordinated the successful destruction of 190 boxes of records that exceeded retention 6 Reduced the number of city committees by four for greater government ef�iciency

8.1.a
Packet Pg. 383 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 155
Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Lead city in the transition from paper-based to digital records, increasing accessibility and ef�iciency. Ongoing G3; G5
2 Continue the deployment of an electronic records management system citywide for better storage, retrieval, and preservation of municipal records.

Ongoing G3; G5
3 Develop and lead training programs for staff on legislative procedures and records management. Ongoing G3; G5
4 Implement a new Agenda Management program July 2025 G3; G5 5 Begin and complete phase two with the City Council of reviewing the remaining committees to consolidate, reformat, restructure, or create a new committee that better serves the Council’s goals, objectives, and priorities.

July 2025 G3; G5
6 Begin and complete phase three with the City Council setting the expectation for boards, commissions and committees, including committee structure, scopes, and workplans.

October
2025 G3/O1
7 Begin and complete phase four with the City Council to develop the recruitment and appointment process for boards, commissions, and committees.

November
2025 G5
8 Enumerate norms/values for Council, Committees, Commissions, and Boards expectations and formalize commitments
December
2025 G3/O3
Human Resources Division
Statement of Purpose:

The Human Resources Division provides quality personnel services to internal and external customers, adheres to equitable and ethical personnel standards, and effectively manages risk to the city. Services provided include recruitment; classi�ication and compensation; training; labor relations; performance evaluations; organizational development; liability claims management and processing; employee bene�its and services; worker’s compensation; ergonomics evaluations; and management and oversight to the Employee Safety Committee.

8.1.a
Packet Pg. 384 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 156
Performance Measures:
2023 2024 2025
1 Total job postings/recruitments 46 46 45
2 Total job applications received 1,360 967 1,783
3 Total new hires, re-hires, and promotions processed (Permanent) 69 62 95 4 Average # of employees on Family and Medical Leave (FML) (per month) 1.66 3.2 3.1 5 Average length of FML (days) 40.4 41.9 38.5
6 Average # of total FML hours (per employee) 303 248.1 223 7 Total workers’ compensation claims processed 16 40 25 Signi�icant Accomplishments for FY 2024-25:
1 Successfully implemented the new MOU with the POA
2 Completed comprehensive review of City’s Personnel Rules & Regulations 3 Evaluated the City’s Risk Management program
4 Evaluated and standardized safety and workplace violence inspections as mandated by the IIPP and WVPP
5 Transitioned to a new onboarding platform to allow for more ef�icient recruitment Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Successfully negotiate and implement new contract with SEIU, Local 1021 June 2026 G3
2 Review and update, as necessary, the Unrepresented Miscellaneous Employees Salary and Bene�its Resolution and Unrepresented Executive Employees Salary and Bene�its Agreement
June 2026 G3
3 Finalize update of the City’s Personnel Rules & Regulations June 2026 G3 4 Elevate Risk Management program by providing both public and Council brie�ings on program performance
December
2025 G3/O2

8.1.a
Packet Pg. 385 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 157
Information Technology Services Division
Statement of Purpose:

The Information Technology Services Division is responsible for short-range and long-range strategic planning for the City’s technology needs and data network. This involves all aspects of design-buildmanagement of information systems including the procurement, replacement and troubleshooting of computer hardware and software. The Division maintains many City information systems, including the public website; internal intranet; �inancial, personnel, planning and building permits network; electronic document management; e-mail; citizen request management and noti�ication; telecommunications; and the police network system. The Division is responsible for helpdesk and database administration as well as overall network security and intrusion protection. The Division supports all City departments.

Current Performance Measures:
2023 2024 2025
1 Total count of hardware devices 1,363 1,623 1,682
2 Annual support labor costs 1,169,197 1,156,950 1,252,646 3 Support labor costs per hardware device 858 713 744
4 Count of IT staff 6 6 6
5 Hardware devices maintenance per staff 227 270 280
Revised Performance Measures:
2025 2026 2027
1 Total hardware devices supported 1,363
2 Total software applications supported 165
3 Malicious email messages blocked 190,500
4 Malicious DNS requested blocked 98,500
5 Count of IT staff 6

8.1.a
Packet Pg. 386 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 158
Signi�icant Accomplishments for FY 2024-25:
1 Created Laser�iche work�lows to automate daily tasks increasing ef�iciency 2 Updated network security appliances to current versions with advanced features 3 Created updated disaster recovery and incident response plans 4 Expanded the use of advanced authentication for compliance with updated regulations 5 Enhanced network device security with updated applications Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Upgrade the City Council Chambers with current technology April 2026 G3 2 Enhance user authentication to meet current compliance requirements Feb 2026 G3 3 Update infrastructure equipment adding additional layers of security Dec 2025 G1; G3 4 Evaluate and integrate arti�icial intelligence as appropriate to automate tasks June 2026 G1; G3
5 Replace the current Client Request Management (CRM) system for resident requests March 2026 G5/O2
6 Enhance departmental technological capabilities to improve ef�iciency Dec 2025 G1/O2

8.1.a
Packet Pg. 387 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 159
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
City Administration
City Manager's Office
Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator - - 1.00 1.00 -
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager - - - 1.00 1.00
Deputy City Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Program Manager - 1.00 1.00 1.00
Division Total 4.00 4.00 6.00 7.00 6.00
City Clerk
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator - 1.00 1.00 1.00
Division Total 2.00 2.00 3.00 3.00 3.00
Human Resources
Director - - - - 1.00
Administrative Anlayst - - 1.00 1.00 1.00
Administrative Coordinator - - 1.00 1.00 1.00
Division Manager - - 1.00 1.00 1.00
Office Specialist - - 1.00 1.00 1.00
Division Total - - 4.00 4.00 5.00
Information Technology
Division Manager - - - 1.00 1.00
IT Network Analyst - - - 1.00 1.00
IT Specialist - - - 4.00 4.00
Division Total 6.00 6.00
City Attorney's Office
City Attorney 1.00 1.00 1.00 1.00 1.00
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator 1.00 1.00 1.00 1.00 -
Paralegal 1.00 1.00 1.00 1.00 1.00
Division Total 4.00 4.00 4.00 4.00 3.00
Department Total 10.00 10.00 17.00 24.00 23.00
* Effective FY 2023/24, the Human Resources Division was reallocated from the Administrative Services Department to the General Government Department. Effective FY 2024/25, the Information Technology Division was also reallocated to General Government, and the Administrative Services Department was reclassified as the Finance Department.

8.1.a
Packet Pg. 388 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 160
Department Budget

2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 1,584,905 $ 1,722,961 $ 2,381,764 $ 3,422,375 $ 3,601,537 Benefits 702,606 567,447 927,986 1,489,181 1,676,760
Internal Department Charges 473,367 507,670 620,253 881,980 1,253,801 Contract Services 187,138 322,860 581,022 2,068,708 2,485,202 Material & Supplies 129,658 147,196 172,901 186,073 254,844 Other Costs 58,499 54,764 592,304 780,335 402,029
Capital Outlay - - - 57,000 -
TOTAL $ 3,136,173 $ 3,322,899 $ 5,276,230 $ 8,885,652 $ 9,674,173

EXPENDITURES BY FUNDING SOURCE
General Fund $ 3,136,173 $ 3,139,710 $ 5,069,507 $ 8,567,554 $ 9,674,173 Street Smarts - 183,189 206,722 318,098 -
TOTAL $ 3,136,173 $ 3,322,899 $ 5,276,230 $ 8,885,652 $ 9,674,173 General Fund
100%

8.1.a
Packet Pg. 389 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 161
Department Budget

EXPENDITURES BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

CITY COUNCIL
Salaries $ 91,499 $ 95,157 $ 94,454 $ 97,555 $ 97,555
Benefits 138,037 96,672 165,078 192,548 212,587
Internal Department Charges 37,059 18,607 37,624 65,714 96,481 Contract Services 7,955 9,638 5,981 1,120 16,240
Material & Supplies 64,935 68,145 70,645 65,436 77,829
Other Costs 15,972 26,073 23,273 30,693 33,744
DIVISION TOTAL $ 355,457 $ 314,292 $ 397,054 $ 453,066 $ 534,436

CITY MANAGER
Salaries $ 668,732 $ 711,430 $ 837,255 $ 873,256 $ 829,763 Benefits 236,831 195,168 307,110 320,125 370,728
Internal Department Charges 173,604 205,289 183,271 186,818 281,016 Contract Services 69,302 181,483 407,998 177,574 242,574 Material & Supplies 40,360 42,795 42,259 27,567 50,360
Other Costs 13,809 14,283 37,918 50,774 61,317
Capital Outlay - - - 57,000 -
DIVISION TOTAL $ 1,202,637 $ 1,350,449 $ 1,815,810 $ 1,693,114 $ 1,835,758

CITY ATTORNEY
Salaries $ 524,118 $ 648,403 $ 640,645 $ 631,782 $ 648,109 Benefits 172,989 188,327 206,608 186,595 198,168
Internal Department Charges 141,647 190,284 156,994 121,487 159,152 Contract Services 80,970 24,320 22,324 75,200 200,200
Material & Supplies 19,849 28,715 15,293 22,009 22,009
Other Costs 16,943 9,514 9,140 23,815 24,842
DIVISION TOTAL $ 956,517 $ 1,089,563 $ 1,051,004 $ 1,060,888 $ 1,252,481

8.1.a
Packet Pg. 390 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 162
Department Budget

EXPENDITURES BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

CITY CLERK
Salaries $ 300,556 $ 267,971 $ 296,881 $ 382,125 $ 464,824 Benefits 154,749 87,279 123,394 184,951 228,573
Internal Department Charges 121,057 93,490 76,240 113,526 172,213 Contract Services 28,910 107,419 28,629 204,405 217,980 Material & Supplies 4,514 7,542 7,244 1,900 3,300
Other Costs 11,775 4,894 7,167 25,425 35,621
DIVISION TOTAL $ 621,562 $ 568,595 $ 539,554 $ 912,332 $ 1,122,511

HUMAN RESOURCES
Salaries $ 512,529 $ 560,707 $ 728,910
Benefits 125,796 230,174 283,577
Internal Department Charges 166,124 160,137 240,758
Contract Services 116,091 228,312 150,070
Material & Supplies 37,461 44,500 76,606
Other Costs 514,807 615,280 201,185
Capital Outlay - - -
DIVISION TOTAL $ 1,472,808 $ 1,839,110 $ 1,681,106

INFORMATION TECHNOLOGY
Salaries $ 876,950 $ 832,376
Benefits 374,788 383,127
Internal Department Charges 234,298 304,181
Contract Services 1,382,097 1,658,138
Material & Supplies 24,660 24,740
Other Costs 34,349 45,320
DIVISION TOTAL $ 2,927,142 $ 3,247,882
DEPARTMENT TOTAL $ 3,136,173 $ 3,322,899 $ 5,276,230 $ 8,885,652 $ 9,674,173

8.1.a
Packet Pg. 391 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 163
Department Budget
REVENUE BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED
City Council $ 2,283 $ 1,777 $ 1,725 $ - $ -
City Manager 4 223,856 100,119 207,750 -
City Clerk 7,386 83,516 62,329 2,750 2,725
TOTAL $ 9,673 $ 309,149 $ 164,173 $ 210,500 $ 2,725

8.1.a
Packet Pg. 392 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – City Administration
Proposed Budget 2025-26 164
Department Budget

EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROPOSED

PROGRAM

REVENUE

PROPOSED

NET COST

PROPOSED

CITY COUNCIL DIVISION
City Council $ 534,436 $ - $ 534,436
DIVISION TOTAL 534,436 - $ 534,436

CITY MANAGER DIVISION
City Management $ 678,476 $ - $ 678,476
Communication & Public Affairs 872,907 - 872,907
Economic Development 284,375 - 284,375
Street Smarts - - -
DIVISION TOTAL 1,835,758 - 1,835,758

CITY ATTORNEY DIVISION
City Attorney $ 1,252,481 $ - $ 1,252,481
DIVISION TOTAL 1,252,481 - 1,252,481

CITY CLERK DIVISION
City Clerk Administration $ 935,508 $ 2,725 $ 932,783
Election/Voter Outreach 111,126 - 111,126
Legislative History 75,877 - 75,877
DIVISION TOTAL 1,122,511 2,725 1,119,786

HUMAN RESOURCES DIVISION
Human Resources $ 759,382 $ - $ 759,382
Labor Relations 112,766 - 112,766
Organizational Development 191,590 - 191,590
Recruitment 292,043 -
Risk Management & Safety 110,760 -
Wages & Benefits 214,565 - 214,565
DIVISION TOTAL 1,681,106 - 1,278,303

INFORMATION TECHNOLOGY DIVISION
Information Technology $ 2,579,648 $ - $ 2,579,648
Project Development 58,490 - 58,490
Telecommunications 491,436 - 491,436
Web Services 88,445 - 88,445
911 Dispatch Center 29,863 - 29,863
DIVISION TOTAL 3,247,882 - $ 3,247,882
DEPARTMENT TOTAL $ 9,674,173 $ 2,725 $ 9,268,646

8.1.a
Packet Pg. 393 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Finance
Proposed Budget 2025-26 165
Finance

8.1.a
Packet Pg. 394 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Finance
Proposed Budget 2025-26 166
Department Reorganization Background:

As part of a multi-year organizational restructuring to better align City operations and meet community needs, the Administrative Services Department has experienced signi�icant changes. Historically, this department has been comprised of the functions for Finance, Human Resources, and Information Technology. Effective FY24, the Human Resources Division was transitioned from the Administrative Services Department to the City Administration Department, followed by the Information Technology Division in FY25. As part of this reorganization, the Administrative Services Department was restructured and reclassi�ied as the Finance Department.

Department Statement of Purpose:

The Finance Department provides various �inancial and support services to other departments, individual employees, and the public. It is responsible for overseeing the �inancial management of all City operations to maintain �inancial stability. This includes monitoring the City’s investment portfolio, calculating revenue, preparing payroll and vendor disbursements, responding to audits, and coordinating the development of the annual operating budget, mid-year �inancial review, and long-range �inancial forecast. Additionally, the department ensures compliance with accounting standards and �inancial reporting regulations.

8.1.a
Packet Pg. 395 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Finance
Proposed Budget 2025-26 167
Department Budget Highlights for FY 2025-26:

Department Revenues: $72,000 (no change)
 $72,000 – no change.

Department Expenditures: $2,412,381 (increase of $142,416 or 6.27% compared to the FY 24/25 Revised Budget)
 Increases in salary and bene�it costs, facilitator for the Finance Retreat.  DV-CSA and CFD consulting fees, OPEB valuation costs and I/S replacement charge.

Reductions Carried Over from Last Year:
 $0
Future Budgetary Needs:
 Software for payroll budgeting and the 5-year forecast.

Performance Measures:
2023 2024 2025
1 Number of Funds managed 77 81 76
2 Number of Purchase Orders issued 1,539 1,741 1,683
3 Number of Accounts Payable transactions processed 19,927 19,839 20,312 4 Number of Accounts Payable checks, wires, & EFTs
issued 6,048 6,380 5,912
5 Number of Payroll checks and direct deposits issued 9,611 10,345 8,812

8.1.a
Packet Pg. 396 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Finance
Proposed Budget 2025-26 168
Signi�icant Accomplishments for FY 2024-25:
1 Managed the FY 2023-2024 annual audit process
2 Implemented electronic vendor payment transfer and vendor self-service 3 Implemented Electronic Bank Reconciliation process
4 Prepared the Annual Comprehensive Financial Report (ACFR) and submitted it for the Certi�icate of Achievement for Excellence in Financial Reporting
5 Prepared the updated 5-year Financial Projection
6 Prepared and issued required tax forms – W2 and 1099 forms 7 Prepared the Mid-year Financial Review
8 Coordinated development of the FY 2025-2026 Operating Budget and submitted budget document for the Distinguished Budget Presentation Awards Program 9 Maintained the City’s “AAA” rating from Standard & Poor’s Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Manage the FY 2024-2025 annual audit process Nov 2025 G2 2 Selection and implementation of software for payroll budgeting and the 5-year forecast
Dec 2025 G2
3 Prepare the Annual Comprehensive Financial Report (ACFR) and submit it for the Certi�icate of Achievement for Excellence in Financial Reporting
Dec 2025 G2
4 Prepare and issue required tax forms – W2 and 1099 forms Jan 2026 G2 5 Prepare the Mid-year Financial Review Feb 2026 G2
6 Prepare the updated 5-year Financial Projection Feb 2026 G2 7 Coordinate for the development of the FY 2026-2027 Operating Budget and submit budget document for the Distinguished Budget Presentation Awards Program
Jun 2026 G2
8 Maintain the City’s “AAA” rating from Standard & Poor’s On-Going G2

8.1.a
Packet Pg. 397 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Finance
Proposed Budget 2025-26 169
Full-Time Equivalents (FTE) by Department & Classification

8.1.a
Packet Pg. 398 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Finance
Proposed Budget 2025-26 170
Department Budget
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 2,131,853 $ 2,364,670 $ 1,955,960 $ 1,110,397 $ 1,046,600 Benefits 822,886 605,085 645,601 459,110 474,943
Internal Department Charges 620,486 814,874 556,271 340,136 433,071 Contract Services 1,129,610 1,215,087 1,309,913 191,079 214,120 Material & Supplies 51,890 65,692 22,743 21,830 21,830
Other Costs 319,841 330,581 42,999 20,971 23,192
TOTAL $ 5,076,567 $ 5,395,989 $ 4,533,486 $ 2,143,523 $ 2,213,756

EXPENDITURES BY FUNDING SOURCE
General Fund 5,076,567 5,395,989 4,533,486 2,143,523 2,213,756 TOTAL $ 5,076,567 $ 5,395,989 $ 4,533,486 $ 2,143,523 $ 2,213,756

8.1.a
Packet Pg. 399 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Finance
Proposed Budget 2025-26 171
Department Budget
EXPENDITURES BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

FINANCE
Salaries $ 948,916 $ 1,050,330 $ 1,062,545 $ 1,110,397 $ 1,046,600 Benefits 380,489 273,134 371,427 459,110 474,943
Internal Department Charges 268,504 360,574 319,620 340,136 433,071 Contract Services 108,581 178,322 240,984 191,079 214,120 Material & Supplies 6,375 5,322 10,459 21,830 21,830
Other Costs 13,029 (451) 17,711 20,971 23,192
DIVISION TOTAL $ 1,725,894 $ 1,867,230 $ 2,022,746 $ 2,143,523 $ 2,213,756

HUMAN RESOURCES
Salaries $ 439,504 $ 487,857
Benefits 148,401 92,074
Internal Department Charges 132,372 184,420
Contract Services 210,160 165,888
Material & Supplies 33,703 52,427
Other Costs 285,332 320,826
Capital Outlay - -
DIVISION TOTAL $ 1,249,472 $ 1,303,492 $ - $ - $ -

INFORMATION TECHNOLOGY
Salaries $ 743,433 $ 826,484 $ 893,415
Benefits 293,997 239,877 274,174
Internal Department Charges 219,611 269,880 236,652
Contract Services 810,869 870,877 1,068,928
Material & Supplies 11,811 7,943 12,284
Other Costs 21,479 10,205 25,288
DIVISION TOTAL $ 2,101,200 $ 2,225,267 $ 2,510,740 $ - $ - DEPARTMENT TOTAL $ 3,827,095 $ 4,092,497 $ 4,533,486 $ 2,143,523 $ 2,213,756

8.1.a
Packet Pg. 400 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Finance
Proposed Budget 2025-26 172
Department Budget
REVENUE BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED
Finance $ 262,790 $ 18,238 $ 155,622 $ 72,000 $ 72,000
Human Resources - -
Information Technology - - -
TOTAL $ 262,790 $ 18,238 $ 155,622 $ 72,000 $ 72,000

8.1.a
Packet Pg. 401 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Finance
Proposed Budget 2025-26 173
Department Budget

EXPENDITURES BY DIVISION

PROGRAM

EXPENDITURE

PROPOSED

PROGRAM

REVENUE

PROPOSED

NET COST

PROPOSED

FINANCE
Administration $ 308,586 $ 50,000 $ 258,586
Accounting 1,042,455 - 1,042,455
Payroll 404,204 - 404,204
Cash Management 458,511 22,000 436,511
DIVISION TOTAL 2,213,756 72,000 $ 2,141,756

HUMAN RESOURCES
Human Resources $ - $ - $ -
Labor Relations - - -
Organizational Development - - -
Recruitment - - -
Risk Management & Safety - - -
Wages & Benefits - - -
DIVISION TOTAL - - $ -

INFORMATION TECHNOLOGY
Information Technology $ - $ - $ -
Project Development - - -
Telecommunications - - -
Web Services - - -
911 Dispatch Center - - -
DIVISION TOTAL - - $ -
DEPARTMENT TOTAL $ 2,213,756 $ 72,000 $ 2,141,756

8.1.a
Packet Pg. 402 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 174
Community Development

8.1.a
Packet Pg. 403 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 175
Department Statement of Purpose:

The Community Development Department coordinates and regulates the orderly growth of the City as set forth in the City’s General Plan and other applicable codes, policies, and regulations concerning the physical development of the City. The Department includes the Divisions of Planning Services and Building & Safety Services.

Department Budget Highlights for FY 2025-26:

Department Revenues $5,967,574.00 (increase of $123,541 or 2.1% compared to the FY 24/25 revised budget)
 Revenue Enhancements - Matrix Study Fee Phase 2 Increases Department Expenditures $6,983,830.40 (increase of $812,793 or 13.17% compared to the FY 24/25 revised budget)
 Annual Increase in Salaries and Bene�its
 Salary and Bene�its offset by General Plan Cost Recovery fee (201 fund) for select staff ($356,748).  Part Time Code Enforcement Of�icer
 Conversion of Limited-term Plans Examiner to Permanent  Restoration of training budget for Department staff and new Planning Commissioners  Increase in Credit Card fees
 Increase in Laser�iche conversion fees

8.1.a
Packet Pg. 404 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 176
Reductions Carried Over from Last Year:
 None
Future Budgetary Needs:
 Additional staff will be needed to keep pace with development activity and State requirements.

Planning Services Division
Statement of Purpose:

The Planning Services Division is responsible for planning for a variety and balance of land uses, both commercial and residential, that respond to the needs of the community through the implementation of the General Plan and other speci�ic plans, and planning and zoning laws.

Performance Measures:

CY 2022 CY 2023 CY 2024
1 Number of Planning applications applied for/in process 365 344 409 2 Number of Planning applications processed 336 274 259 3 Number of Business Licenses issued 4090 4026 3,827
Signi�icant Accomplishments for FY 2024-25:
1 Conducted the Citizen’s Planning Academy and Government 101 2 Adopted Objective Design with continued progress on Zoning Ordinance revisions in response to the General Plan Update, non-retail land use policy, revised �indings of approval, and updating development standards such as parking, bee keeping, height limits, reasonable accommodations, etc. 3 Continued development and adoption of the Climate Action Plan and transition to a multidepartment program for implementation - June 2025 4 Nexus Fees Study for Impact fees - June 2025
5 Ongoing re�inement of streamlining review approval process for CityWalk Master Plan per Housing Element Program 20 - June 2025
6 Continued cross training of staff and assessment of the Division’s Staf�ing resources and needs in response to development trends, State and local requirements, and succession planning

8.1.a
Packet Pg. 405 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 177
Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Complete onboarding and staf�ing assignments for Housing and Development programs. (part of Succession Planning) July 2025 G3 2 Conduct the Citizen’s Planning Academy and Government 101 Oct 2025 G5 3 Process Development Applications for Orchards June 2026 G6 4 Develop a framework for the Climate Action Plan June 2026 G6 5 Monitor Housing Programs and revisions to State Housing law to ensure compliance with State requirements and reporting standards June 2026 G6 Building & Safety Services Division
Statement of Purpose:

The Building & Safety Services Division promotes health and safety in the construction and maintenance of buildings and structures and the maintenance of property through the enforcement of the building codes, energy conservation standards, State regulations, and City ordinances.

Performance Measures:
2022 2023 2024
1 Number of building inspections performed 13,900 15,202 13,672 2 Number of building permits issued 3,630 3,386 2,912
3 Number of Code Enforcement cases investigated 431 223 322

8.1.a
Packet Pg. 406 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 178
Signi�icant Accomplishments for FY 2024-25:
1 Inspected major development projects – BR1A Multifamily projects - Belmont Village (Occupancy January 2025) and Related (plan check complete, construction Fall 2026), Trumark Homes residential development, BR6 Summerhill Homes residential development (ongoing through 2027) 2 Began the plan review process for permit review for major developments, including Iron Horse Village, Avalon Bay at BR3A, Marketplace, Woodside Canyon, and the Laborer’s site 3 Re-organized the Permit Center operations supervision, allowing plan review staff to focus on plan checks and improving counter coverage response times, cross-trained inspection and plan check staff and assessed the Division’s Staf�ing resources and needs in response to development trends, State and local requirements, and succession planning
4 Code Enforcement – monitored commercial properties consistent with nuisance and zoning regulations
Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Adopt 2025 Building Codes including local amendments 12/2025 G6/O3 2 Inspect major development projects – Avalon Bay, 453 units, BR3A Multifamily projects, Trumark Homes residential development, BR6 Summerhill Homes residential development (ongoing through 2027), Iron Horse Village residential development, Woodside Canyon Residential development
Ongoing G1
3 Begin or complete the plan review process for permit review of major developments including Iron Horse Village, Avalon Bay at BR3A, Marketplace, Woodside Canyon, and the Laborer’s site
Ongoing G1
4 Code Enforcement – monitored commercial properties consistent with nuisance and zoning regulations Ongoing G1
5 Implement new user options for online permit applications by creating new step-by-step instructions with improved instructions allowing more types of over-the-counter permit types and minimizing incorrect submittal types
12/2025 G3
6 Implement new payment options for permit payments providing echeck and ACH processing types to reduce City cost to accept and process credit cards and reduce processing fees for system users 12/2025 G3

8.1.a
Packet Pg. 407 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 179
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
Community Development
Planning
Assistant Planner 1.00 1.00 1.00 1.00 1.00
Associate Planner 2.00 2.00 2.00 2.00 2.00
Administrative Coordinator 1.00 1.00 1.00 1.00 1.00
Director 1.00 1.00 1.00 1.00 1.00
Division Manager 1.00 1.00 1.00 1.00 1.00
Office Technician I/II 2.00 2.00 1.00 1.00 1.00
Planning Specialist 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Division Total 10.00 10.00 9.00 9.00 9.00
Building
Division Manager 1.00 1.00 1.00 1.00 1.00
Inspector 4.00 5.00 4.00 4.00 4.00
Office Specialist 3.00 3.00 4.00 3.00 3.00
Plans Examiner 1.00 1.00 1.00 1.00 2.00
Senior Engineer 1.00 1.00 1.00 1.00 1.00
Senior Inspector - - - 1.00 1.00
Supervising Inspector 1.00 1.00 2.00 2.00 2.00
Division Total 11.00 12.00 13.00 13.00 14.00
Department Total 21.00 22.00 22.00 22.00 23.00

8.1.a
Packet Pg. 408 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 180
Department Budget
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 2,230,235 $ 2,515,112 $ 2,749,188 $ 3,051,331 $ 3,165,474 Benefits 801,779 607,969 897,552 1,274,221 1,428,875
Internal Department Charges 622,600 832,787 790,358 870,506 1,176,563 Contract Services 674,693 1,188,363 389,411 892,595 1,091,787 Material & Supplies 44,141 39,357 30,348 55,634 58,750
Other Costs 50,820 15,765 16,274 26,750 62,381
TOTAL $ 4,424,268 $ 5,199,354 $ 4,873,131 $ 6,171,037 $ 6,983,830

EXPENDITURES BY FUNDING SOURCE
General Fund 4,200,208 5,036,352 4,701,593 5,788,770 6,622,082 General Plan Cost Recovery 224,061 163,002 171,538 377,267 356,748 Microfilm Laserfiche Fee - - - 5,000 5,000
TOTAL $ 4,424,268 $ 5,199,354 $ 4,873,131 $ 6,171,037 $ 6,983,830

8.1.a
Packet Pg. 409 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 181
Department Budget
General Fund
95%
General Plan Cost
Recovery
5%
Microfilm Laserfiche Fee
0%

8.1.a
Packet Pg. 410 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 182
Department Budget
EXPENDITURES BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

PLANNING
Salaries $ 707,107 $ 760,730 $ 834,935 $ 886,104 $ 805,344 Benefits 253,892 197,487 259,832 324,393 413,834
Internal Department Charges 192,786 239,335 174,834 249,909 339,092 Contract Services 253,672 96,191 107,249 375,895 279,087 Material & Supplies 20,395 19,169 16,665 29,729 32,425
Other Costs 3,130 3,911 6,435 8,425 16,100
DIVISION TOTAL $ 1,430,983 $ 1,316,823 $ 1,399,950 $ 1,874,455 $ 1,885,882

BUILDING
Salaries $ 1,523,128 $ 1,754,382 $ 1,914,253 $ 2,165,227 $ 2,360,130 Benefits 547,887 410,482 637,720 949,828 1,015,041
Internal Department Charges 429,813 593,452 615,524 620,597 837,471 Contract Services 421,021 1,092,172 282,163 516,700 812,700 Material & Supplies 23,747 20,189 13,683 25,905 26,325
Other Costs 47,690 11,854 9,839 18,325 46,281
DIVISION TOTAL $ 2,993,285 $ 3,882,531 $ 3,473,181 $ 4,296,582 $ 5,097,948 DEPARTMENT TOTAL $ 4,424,268 $ 5,199,354 $ 4,873,131 $ 6,171,037 $ 6,983,830

8.1.a
Packet Pg. 411 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Community Development
Proposed Budget 2025-26 183
Department Budget
REVENUE BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

ADOPTED
2024/25

REVISED
2025/26

PROPOSED
Planning $ 379,968 $ 720,014 $ 762,853 $ 1,102,783 $ 1,102,783 $ 1,238,824 Building 4,128,645 3,963,010 4,538,165 4,741,250 4,741,250 4,728,750 TOTAL $ 4,508,613 $ 4,683,024 $ 5,301,019 $ 5,844,033 $ 5,844,033 $ 5,967,574

EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROPOSED

PROGRAM

REVENUE

PROPOSED

NET COST

PROPOSED

PLANNING
Community Development Administration $ 35,698 $ - $ 35,698 Planning Administration 1,508,217 532,118 976,099
Planning Development 341,967 655,756 (313,789)
General Plan Management - 12,500 (12,500)
General Plan Zoning - 8,000 (8,000)
Special Planning Studies - 30,450 (30,450)
DIVISION TOTAL 1,885,882 1,238,824 $ 647,058

BUILDING
Building Administration $ 1,638,145 $ 750 $ 1,637,395
Inspection 1,457,912 3,552,000 (2,094,088)
Code Enforcement 359,651 - 359,651
Plan Checking 1,642,240 1,176,000 466,240
DIVISION TOTAL 5,097,948 4,728,750 $ 369,198
DEPARTMENT TOTAL $ 6,983,830 $ 5,967,574 $ 1,016,256

8.1.a
Packet Pg. 412 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Police Services
Proposed Budget 2025-26 184
Police Services

8.1.a
Packet Pg. 413 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Police Services
Proposed Budget 2025-26 185
Department Statement of Purpose:

The Police Services Department serves to help maintain a safe and secure environment for all members of the San Ramon Community. The Department operates numerous programs, including Patrol Services, Traf�ic Enforcement, Investigations, Community Resources and Crime Prevention, amongst many others. All programs focus on professional service, community engagement, and crime suppression while being managed in a �iscally responsible manner.

Department Budget Highlights for FY 2025-26:

Department Revenues: $2,381,954 (increase of $244,689 or 11% compared to the FY 24/25 Revised Budget)
 Increases in Revenue primarily due to continued funding of Organized Retail Theft Prevention Grant

8.1.a
Packet Pg. 414 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Police Services
Proposed Budget 2025-26 186
Department Expenditures: $35,597,270 (increase of $3,557,770 or 11% compared to the FY 24/25 Revised Budget)
 Personnel - $29,078,461 (increase of $2,931,235 or 11% compared to FY 24/25 Revised Budget) o Signi�icant increases due to annual salary and bene�it increases which include PERS bene�its, OPEB costs, and increased rates for liability insurance.  Service/Contracts - $5,007,855 (increase of $205,395 or 4% compared to FY 24/25 Revised Budget)
o Primarily due to standard fee increases for Animal Control Fees, CAL-ID, Crossing Guards per MOU and maintaining the Flock Camera System which a portion is reimbursable by the Organized Retail Theft Grant.
 Materials & Supplies - $554,563 (decrease of $47,641 or -8% compared to FY 24/25 Revised Budget)
 Other - $956,391 (increase of $468,781 or 96% compared to the FY 24/25 Revised Budget) o I/S and Vehicle Replacement charges reinstated for FY 2025-26 Performance Measures:
2023 2024
1 Average Priority 1 response time 4 minutes 24
seconds
4 minutes 25
seconds
2 Total calls for service 72,802 79,805
3 Community-generated calls for service 29,804 36,548
4 Total self-initiated activity calls for service 42,998 43,257 5 Total reports written 3,567 3,391
6 Total stops conducted 8,054 7,851
7 Maintain low crime rates (crimes per 1,000 residents) 11.5 12.22

8.1.a
Packet Pg. 415 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Police Services
Proposed Budget 2025-26 187
Signi�icant Accomplishments for FY 2024-25:

Maintain a Safe and Secure Environment
 Implemented the Organized Retail Theft Suppression Team  Continued with the Behavioral Health Response Program as a collaboration project with the San Ramon Valley Fire Protection District
 Continued to utilize the City-wide camera system to investigate and solve crimes impacting members of the San Ramon Community
 Maintained and enhanced regional partnerships with neighboring public safety agencies to combat crime trends and ensure a high delivery service to our community  Continual evaluation of traf�ic concerns and worked closely with City Departments and Staff to facilitate traf�ic �low through the city.

Enhance Engagement and Communication with Both Residents and Business Community  Continued development of social media and community outreach to educate community members on crime prevention strategies and awareness
 Increased community-wide messaging on department goals and accomplishments to further community trust and transparency
Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Continue collaborative work with SRVFPD on Behavioral Health Response On-going G1
2 Focus on Patrol Division staf�ing and critical incident response On-going G1 3 Ongoing work to combat organized retail theft On-going G1 4 Internal employee training, leadership development, and succession planning On-going G1
5 Continued focus on Of�icer and Employee wellness On-going G3 6 Continued efforts in public transparency and communication through community engagement Ongoing G1
7 Enhance Department technology to improve ef�iciency Ongoing G1 8 Complete MRG Assessment 2025 G1

8.1.a
Packet Pg. 416 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Police Services
Proposed Budget 2025-26 188
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
Police Services
Administrative Services
Administrative Analyst 1.00 1.00 1.00 2.00 2.00
Administrative Coordinator 6.00 6.00 6.00 5.00 5.00
Office Specialist 4.00 3.00 4.00 4.00 3.00
Office Technician I/II 3.00 3.00 3.00 3.00 2.00
Police Services Technician I/II 4.00 4.00 4.00 4.00 5.00 Program Manager 1.00 1.00 1.00 1.00 -
Police Records Supervisor - - - - 1.00
Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Division Total 20.00 19.00 20.00 20.00 19.00
Safety
Captain 2.00 2.00 2.00 2.00 2.00
Chief/Director 1.00 1.00 1.00 1.00 1.00
Corporals 9.00 9.00 10.00 10.00 10.00
Lieutenant 5.00 5.00 5.00 5.00 4.00
Police Officers 42.00 43.00 44.00 44.00 41.00
Sergeant 10.00 10.00 12.00 12.00 12.00
Division Total 69.00 70.00 74.00 74.00 70.00
Department Total 89.00 89.00 94.00 94.00 89.00

8.1.a
Packet Pg. 417 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Police Services
Proposed Budget 2025-26 189
Department Budget
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 13,722,378 $ 13,992,972 $ 15,064,694 $ 17,416,325 $ 16,941,195 Benefits 4,998,782 1,457,668 4,488,850 5,268,298 7,430,043 Internal Department Charges 2,287,433 2,463,536 2,339,528 3,462,603 4,707,223 Contract Services 3,388,232 4,023,880 4,035,760 4,802,460 5,007,855 Material & Supplies 683,892 633,992 579,094 602,204 554,563 Other Costs 767,482 169,002 763,652 487,610 956,391
Capital Outlay 175,224 131,486 661,511 - -
TOTAL $ 26,023,422 $ 22,872,536 $ 27,933,089 $ 32,039,500 $ 35,597,270

EXPENDITURES BY FUNDING SOURCE
General Fund 16,458,771 14,346,896 18,026,589 20,736,256 23,106,728 Dougherty Valley 9,517,378 8,306,909 9,906,222 11,303,244 12,490,542 Asset Forefeiture 47,273 218,456 278 - -
Abandoned Vehicle Abatement - 275 - - -
TOTAL $ 26,023,422 $ 22,872,536 $ 27,933,089 $ 32,039,500 $ 35,597,270 General Fund
65%
Dougherty
Valley
35%

8.1.a
Packet Pg. 418 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Police Services
Proposed Budget 2025-26 190
Department Budget
EXPENDITURES BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

ADMINISTRATIVE SERVICES
Salaries $ 4,913,941 $ 4,617,851 $ 5,014,982 $ 6,669,659 $ 4,171,201 Benefits 1,818,734 572,811 1,719,451 1,764,155 2,372,520 Internal Department Charges 875,522 992,501 983,629 1,145,385 1,498,339 Contract Services 3,013,082 3,523,169 3,567,804 3,975,491 4,048,924 Material & Supplies 532,377 476,104 504,802 498,291 456,650 Other Costs 750,781 156,112 750,730 475,510 943,791
Capital Outlay 155,495 3,910 29,646 - -
DIVISION TOTAL $ 12,059,932 $ 10,342,458 $ 12,571,044 $ 14,528,491 $ 13,491,425

OPERATIONS
Salaries $ 8,808,436 $ 9,375,121 $ 10,049,712 $ 10,746,666 $ 12,769,994 Benefits 3,180,049 884,857 2,769,399 3,504,143 5,057,523 Internal Department Charges 1,411,912 1,471,035 1,355,898 2,317,218 3,208,884 Contract Services 375,150 500,711 467,956 826,969 958,931 Material & Supplies 151,514 157,888 74,292 103,913 97,913 Other Costs 16,701 12,891 12,923 12,100 12,600
Capital Outlay 19,729 127,576 631,865 - -
DIVISION TOTAL $ 13,963,490 $ 12,530,078 $ 15,362,045 $ 17,511,009 $ 22,105,845 DEPARTMENT TOTAL $ 26,023,422 $ 22,872,536 $ 27,933,089 $ 32,039,500 $ 35,597,270

8.1.a
Packet Pg. 419 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Police Services
Proposed Budget 2025-26 191
Department Budget
REVENUE BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED
Administrative Services $ 249,457 $ 349,130 $ 320,933 $ 125,250 $ 119,650 Operations 366,940 345,380 650,604 2,012,015 2,262,304
TOTAL $ 616,397 $ 694,510 $ 971,538 $ 2,137,265 $ 2,381,954

EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROPOSED

PROGRAM

REVENUE

PROPOSED

NET COST

PROPOSED

ADMINISTRATIVE SERVICES
Police Services $ 3,486,904 $ 119,650 $ 3,367,254
Dispatch 2,338,175 - 2,338,175
Records Management 1,160,586 - 1,160,586
Crime Prevention and Community Relations 1,049,033 - 1,049,033 Professional Standards/Training 1,295,711 - 1,295,711
Evidence 409,991 - 409,991
Investigations 3,751,025 - 3,751,025
DIVISION TOTAL 13,491,425 119,650 $ 13,371,775

OPERATIONS
Patrol $ 16,183,895 $ 199,500 $ 15,984,395
Traffic Safety 2,424,223 40,000 2,384,223
School Resources 741,580 200,000 541,580
Emergency Preparedness 130,038 - 130,038
Fleet 719,133 - 719,133
Organized Retail Theft Prevention 1,906,976 1,822,804 84,172 DIVISION TOTAL 22,105,845 2,262,304 $ 19,843,541
DEPARTMENT TOTAL $ 35,597,270 $ 2,381,954 $ 33,215,316

8.1.a
Packet Pg. 420 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 192
Public Works

8.1.a
Packet Pg. 421 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 193
Department Statement of Purpose:

The Public Works Department is responsible for the design, construction, operation, and maintenance of the City’s public infrastructure and facilities. The Department is dedicated to ensuring the safety and welfare of the community by providing quality service and sustainable infrastructure to meet the existing and future needs of the community. The Department includes the Divisions of Engineering Services, Public Services, and Transportation Services.

8.1.a
Packet Pg. 422 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 194
Department Budget Highlights for FY 2025-26:

Department Revenues - $5,094,180 (decrease of $28,868 or 0.6% compared to the FY 24/25 Revised Budget)
 TDM state grant funds - increase of $107,510
 Plan check & inspection fees - increase of $279,469
 Misc. charge for services - decrease of $179,305
 Sports �ield usage revenue - decrease of $476,550
 Solid Waste fees - increase of $62,794
 Street Smarts revenue (reallocation from City Manager’s Of�ice) - $177,750 Department Expenditures - $43,842,739 (increase of $2,480,158 or 6% compared to the FY 24/25 Revised Budget)
 Personnel - $22,745,590 (increase of $1,065,720 or 4.92%)  Decreased salaries - $250,182 or 2.09%
 Increased bene�its (health/dental/vision/life insurance, employee assistance, disability, medicare) - $585,582 or 11.01%
 Increased internal bene�its (POB, OPEB, liability insurance, leave liability) - $730,320 or

16.58%
 Increased parks temporary employee - $20,000
 Increased street smarts temporary employee - $70,000
 Contracts - $9,352,955 (decrease of $7,753 or 0.08%)
 Increased landscape maintenance services - $283,468
 Removed one time auto accident repair costs – ($101,301)  Increased tree maintenance services - $111,276
 Reduced GHAD slope stabilization and routine maintenance – ($225,000)  Increased creek, water quality control pond, bioswale, and tulle abatement – $104,467  Reallocated software subscriptions from materials & supplies to contracts – $44,805  Utilities - $8,803,063 (increase of $578,572 or 7.03%)  Increased gas and electricity - $456,411
 Increased water - $120,656
 Materials & Supplies - $1,555,083 (decrease of $26,535 or 1.68%)  Reallocated software subscriptions from materials & supplies to contracts – ($44,805)  Increased fuel - $10,000
 Other - $1,139,548 (increase of $623,154 or 120.67%)
 Increased vehicle and equipment replacement charge - $566,776  Increased information systems replacement charge - $49,353

8.1.a
Packet Pg. 423 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 195
Reductions Carried Over from Last Year:
 Misc. professional and consultant services
 Administration, Parks, and Roadway temporary employees  Bollinger Fountain operating hours
 Facilities carpet cleaning
 Facilities �loor re�inishing (eliminated)
 Facilities & parks janitorial services
 Facilities & landscape repair services (HVAC, �ire services, pumps, back�lows, etc.)  Facilities window cleaning (2x/year) (eliminated)
 Facilities pest control
 Police Department monthly parking lot leaf clean-up (eliminated)  Facilities, Dougherty Valley Landscape & parks landscape maintenance  Facilities, Dougherty Valley Landscape & parks tree maintenance  Dougherty Valley Landscape & parks water
 Central Park concrete repair/maintenance
 Crow Canyon Garden landscape maintenance (non-routine)  School park sports �ield renovations
 Dougherty Valley trails landscape maintenance & weed abatement  Pavement striping
 Miscellaneous repair supplies
Future Budgetary Needs:
 Acceptance of Critter Crossroads Park in 2025/26
 Janitorial services, landscape maintenance, gas & electric, water, maintenance, and repair supplies - approximately $57K (excludes personnel costs)  Public Works – Administration Program Manager request in 2025/26 – $280K  Acceptance of Rancho San Ramon Phase 2 in 2026/27
 Janitorial services, landscape maintenance, gas & electric, water, maintenance, and repair supplies - approximately $71K (excludes personnel costs)  Public Services - Landscape Maintenance Supervisor (Urban Forester) request in 2026/27 - $221K  Public Services - Roadway/Flood Control Maintenance Supervisor request in 2026/27 - $221K  Engineering - GIS Specialist - request in 2026/27 - $183K  Public Services - Parks Maintenance Supervisor request in 2026/27 - $221K  Parks & Trails - Maintenance Technician request in 2026/27 - $185K  Roadway/Flood Control - Maintenance Technician request in 2026/27 (deferred) - $185K  Facilities - Maintenance Technician request in 2027/28 - $185K  Aquatics/Facilities - Maintenance Technician request in 2027/28 - $185K  Parks & Trails - Maintenance Technician request in 2027/28 - $185K  Roadway/Flood Control - Maintenance Specialist request in 2028/29 - $195K  Roadway/Flood Control - Maintenance Technician request in 2028/29 - $185K  Facilities - Maintenance Technician request in 2029/30 - $185K

8.1.a
Packet Pg. 424 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 196
Transportation Services Division
Statement of Purpose:

The Transportation Services Division is responsible for evaluating and recommending enhancements to the City’s transportation infrastructure. The Division is responsible for coordinating transportation-planning goals with the direction outlined in the General Plan, and coordinating the City’s participation in regional transportation planning efforts.

Performance Measures:
2023 2024 2025
1 Number of SR TRAFFIX passes sold to students for school bus program participation 1,298 1,500 1,500
2 Number of Transit passes distributed 747 825 850
3 Number of GoSanRamon rides (rides on demand) 319 700 700 4 Number of Residential Traf�ic Calming requests 22 35 35 5 Number of Street Smarts Assemblies NA 34 34
Signi�icant Accomplishments for FY 2024-25:
1 Completed selection process of new vendor for TRAFFIX Bus Operations RFP. 2 Adjusted AB 181 and AB 185 to allow TRAFFIX JPA to apply for funding that is currently limited to school districts.
3 Launched �irst installment of route additions and changes to TRAFFIX Bus Program based on the �indings of the LOS intersection analysis study.
4 Increased TRAFFIX Ridership to 1,500 bus passes sold despite raising rates by 29.5% by adding new service and improving ef�iciency of routes and stops. 5 Implemented Safe Routes to School Program updating the school access maps to encourage the use of bicycling and walking as a safe alternative to driving students to school. 6 Automated Driving Systems (ADS) #1 - coordination with CCTA, BEEP, and Sunset to offer the Autonomous High Occupancy Bus program known as PRESTO as a service to the public at Bishop Ranch for Year 2 of the pilot program.
7 Automated Driving Systems (ADS) #2 - Executed agreement with CCTA to fund targeted infrastructure improvements to support carsharing with Verizon, Nissan & Oster at two intersections in Bishop Ranch.
8 TDM #1 - Leveraged new contractual relationship with ‘Commute with Enterprise’ to expand cobranding and co-marketing opportunities for Countywide Vanpool Program. 9 TDM #2 - Maintained and adapted GoSanRamon Program to promote commute trips as well as local trips.

8.1.a
Packet Pg. 425 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 197
10 TDM #3 – Marketed the coordinated Countywide TDM Program offerings to employers and residents including but not limited to Try Transit, Guaranteed Ride Home, Transit Incentive Programs, Bicycling programs, and incentives including Bike to Wherever Month. 11 Provided ongoing updates to the Speed Limit Ordinance as additional surveys expire in 2024- 2025. Worked with consultant team to manage surveys, guide speed setting process, and take updates to City Council as needed.
12 Created a policy in coordination with the EV Committee providing rationale and strategy for providing both public and �leet EV charging in and for the City of San Ramon. This would integrate the outcomes of the Fleet Electri�ication Study (CIP 400008). 13 Reviewed the Countywide Transportation Action Plan as part of CCTA approval process (Fall 2024) and con�irmed it includes all Southwest Area Transportation (SWAT) Tri-Valley Transportation Action Plan elements. Strategized integrating plan elements into City projects. 14 Continued the oversight of the Residential Traf�ic Calming Program with feedback from the Transportation Advisory Committee (TAC).

Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Planning #1 - Complete Vision Zero Action Plan working with FHWA/SS4A (CIP 000016) June. 2026 G1; G4
2 Planning #2 - Complete Bicycle Master Plan Update working with Fehr & Peers (CIP 000010) Sept. 2025 G1; G4
3 Planning #3 - Continue the oversight of the Residential Traf�ic Calming Program with feedback from the Transportation Advisory Committee (TAC).

Ongoing G4; G5
4 TRAFFIX #1 - Complete the integration of GIS route maps for next school year. This will improve understanding of TRAFFIX services available.

June 2026 G1; G5
5 TRAFFIX #2 – Execute and administer new TFCA Grant 25CC08 and continue to apply for ongoing funding opportunities on behalf of City and SWAT.

June 2026 G2
6 TRAFFIX #3 – Analyze results of existing LOS Study to better understand concentration of students, development impacts, and add, combine, or remove routes as appropriate.

June 2026 G6
7 TDM #1 – Expand regional vanpool incentive offerings to support existing vans and start new ones. June 2026 G4

8.1.a
Packet Pg. 426 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 198
8 TDM #2 - Maintain and adapt GoSanRamon Program to promote commute trips as well as local trips. June 2026 G4
9 TDM #3 - Market the coordinated Countywide TDM Program offerings to employers and residents including but not limited to Try Transit, Guaranteed Ride Home, Transit Incentive Programs, Bicycling programs, and incentives including Bike to Wherever Month.

Ongoing G4
10 Street Smarts #1 – Establish Walking School Bus Program for SRVUSD. Dec. 2025 G1; G5 11 Street Smarts #2 – Coordinate a redesign of Street Smarts name and identity. Dec. 2025 G1; G5
12 Street Smarts #3 – Develop staf�ing plan for service expansions and existing “assembly” workload. Dec. 2025 G1; G5
13 CCTA #1 - Work with CCTA staff to administer two Vision Zero/SS4A grant funded projects in San Ramon with CCTA as the lead applicant (Mid-Block Crossing Study/Speed Limit Study).

Ongoing G4
14 CCTA #2 - Continue coordination with CCTA, BEEP, and Sunset to offer the Autonomous High Occupancy Bus program known as PRESTO as a service to the public at Bishop Ranch for Year 3 of the pilot program as part of regional Innovate 680 program.

Dec. 2025 G1; G4
15 CCTA #3 – Support the development of San Ramon Mobility Hub at existing transit center or new location proposed at Bishop Drive and the BR3 South Parking Garage as part of regional Innovate 680 program.

Ongoing G1; G4
16 CCTA #4 – Attend all regional meetings with CCTA staff related to the Innovate 680 Program. Aspects of the program that may require City of San Ramon coordination include part-time transit lanes, express lane completion, shared mobility hubs, mobility as a service, automated driving systems, and advanced technologies.

Ongoing G4
Engineering Services Division
Statement of Purpose:

Engineering Services Division is responsible for the administration and implementation of the Capital Improvement Program (CIP) and Capital Budget; Assessment Districts engineering; Geologic Hazard Abatement Districts (GHAD); Environmental Services - Stormwater Management Program; Canyon Park Fund; traf�ic engineering and safety; development engineering and inspection; encroachment permits; Flood Plain Management Program; drainage and open space management; and the City’s Geographic Information System (GIS) Program.

8.1.a
Packet Pg. 427 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 199
Performance Measures:
2023 2024 2025
1 Number of bicycle detection cameras installed at intersections 27 2 2 2 Number of encroachment permits issued 400 300 300
3 Number of ADA curb ramps upgrade 186 47 28
4 Miles of road paved 19.85 27.00 13.00
5 Miles of bike lane restriped and bike infrastructure improvements 120 6 2.2 6 Number of pedestrian crosswalk upgrades 6 2 5
7 Miles of �iber optic cable installed 3.95 0 1.25
Signi�icant Accomplishments for FY 2024-25:
1 Completed storm damage repairs to Coyote and South San Ramon Creeks and the FEMA/CalOES Public Assistance grant funding process for all the emergency and permanent repairs for damage incurred during the winter 2022/2023 major storm events (CIP 100001). 2 Completed construction of the Crow Canyon Road Widening Project (CIPs 905328 & 905312) from Alcosta Boulevard to St. George Road. Project is currently in the landscape maintenance period and will go to City Council for acceptance once the landscape maintenance period is complete. 3 Completed construction of ITS Master Plan upgrades, installing �iber on Bollinger Canyon Road from Dougherty Road (N) to Albion Road (CIP 975594).
4 Completed construction of the PMP 2024 (CIP 000013).
5 Issued the RFP for design of the Crow Canyon Road/Iron Horse Trail Bicycle and Pedestrian Overcrossing Project (CIP 905531).
6 Reviewed and approved private development projects including Bishop Ranch 7, Bishop Ranch 12 parcel map, Chevron Park parcel map, Woodside Canyon, Market Place Residential, and Iron Horse Village.
7 Continued to oversee/inspect and accept the following improvements related to Dougherty Valley:

Traf�ic signal at Old Dougherty Road at Bollinger Canyon Road, Critter Crossroads Park, Rancho San Ramon Park Phase 2, Deer Creek Phase 2, and various subdivisions. 8 Continued to oversee/inspect various private improvements related to Twin Oaks (Promenade/Faria Phase 5), Sunrise Ridge Park, Summerhill Homes (BR6) including neighborhood park, Belmont Village (BR1A Senior), 2481 Deerwood Residential, and Primrose Day Care. 9 Prepared the FY 2025/26 Capital Budget and 5-Year CIP (FY 2025/26 to FY 2029/30).

8.1.a
Packet Pg. 428 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 200
10 Substantial completion of the Bollinger Canyon Road/Iron Horse Trail Bicycle and Pedestrian Overcrossing Project (CIP 905530).
11 Continued to implement compliance measures for MRP 3.0 including general reporting, �inancial reporting, and green infrastructure.
12 Continued to participate in the Innovate 680 Program as a key stakeholder for the following projects: part-time transit lanes (bus on shoulder), express lane completion (closing gap in NB HOV at 680/24 interchange), Shared Mobility Hubs, Mobility as a Service, Advanced Technologies, and automated driving systems (SAVs, etc.).
13 Continued to identify grant opportunities and submit grant applications to secure funding for implementing Local Roadway Safety Plan (LRSP) Project (CIP 000011), Citywide Bicycle Network Improvements & Enhancements Project (CIP 905613), and Citywide Intelligent Transportation System (ITS) Upgrade Project (CIP 975594).
14 Upgraded remaining �lashing crosswalk systems to Rectangular Rapid Flashing Beacon system at �ive locations (CIP 975413 and CIP 975526).
15 Issued over 300 Encroachment Permits overall, including Comcast XNET and AT&T to upgrade and install new �iber for high-speed internet, and Citywide PG&E gas line replacements.

Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goal(s)
1 Complete design and begin construction of ITS Master Plan upgrades, installing �iber on Crow Canyon Road from Bollinger Canyon Road to Tahiti Drive and Camino Ramon from Crow Canyon Road to Bollinger Canyon Road (CIP 975594).

June 2026 G4
2 Review and approve private development projects including Bishop Ranch 11 – Residential, City Walk BR1A – Residential, Morgan’s Masonry Mixed-Use, Dougherty Valley Village Center, and BR1A Park.

June 2026 G4
3 Continue to oversee/inspect and accept the following improvements related to Dougherty Valley: Traf�ic signal at Old Doughtery Road and Bollinger Canyon Road, Critter Crossroads, Rancho San Ramon Park Phase 2, and various subdivisions.

June 2026 G4
4 Continue to oversee/inspect various private improvements related to Twin Oaks (Promenade/Faria Phase 5, Summerhill Homes (BR6 City Village) including public park, Belmont Village (BR1A Senior housing), Trumark 500 Deerwood Residential, and 2481 Deerwood Residential.

June 2026 G4

8.1.a
Packet Pg. 429 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 201
5 Prepare the FY 26/27 Capital Budget and 5-year CIP (FY 2026/27 to FY 2030/31). June 2026 G4
6 Complete construction of the PMP 2025 (CIP 000015). Jan. 2026 G4 7 Complete 65% Design of Crow Canyon Road/Iron Horse Trail Bicycle and Pedestrian Overcrossing Project (CIP 905531). June 2026 G4 8 Continue to implement compliance measures for MRP 3.0 including general reporting, �inancial reporting, and green infrastructure. On-going G4 9 Develop a Forest Home Farms Renovation Plan, which includes completion of a study for Boone House Historic Building Improvements (CIP 925418).

June 2026 G4/O2
10 Implement phases 1 & 2 of the Crow Canyon Gardens Project (CIP 955421), which includes demolition of most of the Mudds’ building and renovation of a portion of the building for historic preservation.

June 2026 G4/O1
11 Complete the Intelligent Transportation System (ITS) Master Plan Update (CIP 000012). Dec. 2025 G4
12 Complete the Citywide Fiber Optic Master Plan (CIP 975594). Dec. 2025 G4/O3 13 Develop a complete drainage infrastructure inventory to assess current conditions and risks of pipe failures and �looding, with an estimate of annual cost for emergency repairs and deferred maintenance.

Dec. 2025 G4
14 Continue to participate in CCTA’s Innovate 680 Program which includes development of part-time transit lanes, express lanes, Shared Mobility Hubs, mobility on demand services, automated driving systems and countywide connected data to better manage congestion along I-680.

June. 2026 G4
Public Services Division
Statement of Purpose:

The Public Services Division is responsible for the maintenance of the City’s parks, sports �ields, and other open space; City landscape and trees; City �leet vehicles and equipment, Corporation Yards; City facilities, fountains, and pools; signals and street lights; roadways, signs, pavement markers, and sidewalks; street sweeping; catch basins, creeks and other drainage systems. Public Services is also responsible for the administration of two Landscaping and Lighting Districts, maintenance contracts, and the Solid Waste Franchise Agreement.

8.1.a
Packet Pg. 430 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 202
Performance Measures:
2023 2024 2025
1 Number of catch basins inspected and cleaned Over
4,000 4,580 4,580
2 Number of streetlight repairs 210 238 208
3 Number of sidewalk repairs 583 395 1,760
4 Number of facilities maintained and renovated
16 (294,046
sq. ft.)
17 (306,002
sq. ft.)
17 (306,002
sq. ft.)
5 Number of parks maintained and renovated
64 (387.7
acres)
64 (387.7
acres)
65 (400.6
acres)
6 Number of soccer �ields maintained and renovated 34 34 35 7 Number of baseball �ields maintained and renovated 39 39 40 8 Number of cricket pitches maintained and renovated 2 2 3 9 Number of pickle ball courts maintained and renovated - 4 4 10 Number of tennis courts maintained and renovated 12 11 12 11 Number of Iron Horse Trail rest nodes maintained and renovated 10 10 10
12 Number of skate parks maintained and renovated 2 2 2 13 Number of dog parks maintained and renovated 4 4 4
14 Number of BMX tracks maintained and renovated 1 1 1
15 Miles of trails maintained 53 53 53

8.1.a
Packet Pg. 431 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 203
Signi�icant Accomplishments for FY 2024-25:

Landscape and Irrigation Maintenance and Renovation
1 Continued to implement water management strategies and proactively respond to water usage, and monitor impact on City budget with 10% reduction in water usage. 2 Continued planned FY 2024/25 replacement and renovation of declining plant material throughout Landscaping and Lighting Districts and Dougherty Valley with 25% reduction in mowing, fertilization, and pruning.
3 Continued to implement compliance measures for AB 1572: prohibits the use of potable water for the irrigation of nonfunctional turf.
4 Assumed operations and maintenance responsibilities of Faria Preserve Parkway Phase 1 & 2 (not including roundabouts (3).
5 Completed FY 2025/26 reserve fund studies and engineer’s reports and set assessments for Landscaping and Lighting District 1984-1 and The Preserve Landscaping and Lighting District. 6 Completed the analysis of funding alternatives for the Landscaping and Lighting District Special Assessment Zone 6 - West Branch to conduct outreach to HOAs and residents. Outreach began in January 2025.
7 Dougherty Valley Tree and Planting Strip Management Plan – responded to citizen requests and claims; addressed highest priority locations that propose a hazard; deferred Annual Work Plan to FY 2025/26 due to funding shortfall (CIP 935564).

Parks Maintenance and Renovation
8 Continued to implement water management strategies and proactively respond to water usage, and monitor impact on City budget with 10% reduction in water usage. 9 Completed design and installation of new cricket pitch at Quail Run Elementary School (CIP 500002).
10 Completed annual sports �ield renovations citywide.
11 Resurfaced basketball courts at Piccadilly Park (CIP 955584). 12 Completed installation of new playground at Ramona Park (CIP 955423). 13 Replaced �ibar and plant material in various parks (CIP 955584). 14 Assumed operations and maintenance responsibilities of Sunrise Ridge Park.

8.1.a
Packet Pg. 432 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 204
Facilities & Aquatic Maintenance & Renovation
15 Replaced AEDs at Dougherty Station Community and Arts Center, Dougherty Valley Service Center, Iron Horse Gym, Pine Valley Gym, and San Ramon Service Center (CIP 925515). 16 Replaced pool plaster in the lap pool at San Ramon Olympic Pool (CIP 925479). 17 Installed shade structure in the Terrace Patio at San Ramon Community Center (CIP 200003). 18 Upgraded pasture fencing at Forest Home Farms (CIP 925418).

Roadway, Drainage, Streetlights, and Signals Maintenance 19 Replaced traf�ic signal hardware, software, and equipment to enhance and replace outdated traf�ic signal components that have reached their useful life (CIP 975526). 20 Continued to replace overhead illuminated street name sign panels with green diamond-grade re�lective sheeting signs, which will eliminate and save energy consumption at each signalized intersection while reducing staff hours for ongoing, routine maintenance activities. 21 Continued to crack seal pavement Citywide, in support of the Pavement Management Program (PMP).
22 Continued project management of sidewalk maintenance and concrete replacement in areas impacted by trees and other locations, as needed (CIP 400009 and CIP 935564). 23 Continued sediment removal at various locations along Norris Creek, Oak Creek, South San Ramon Creek, and Water Quality Control Ponds/ Detention Basins as needed. 24 Continued to upgrade street name signs in older neighborhoods and in areas receiving pavement treatments (PMP).

Fleet/Shop
25 Continued management of all non-safety vehicle maintenance and replacement operations for all departments (excluding Police Dept).
26 Continued management of Citywide Fuel Management System for all City vehicles (excluding Police Dept).
27 Continued oversight of consultant performing Citywide Zero Emissions Fleet Study (CIP 400008). 28 Continued to research and procure alternative fuel vehicle and equipment replacements Citywide where applicable.
29 Implemented new Fleet Maintenance Software for all vehicles (excluding Police Dept).

8.1.a
Packet Pg. 433 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 205
Solid Waste/Recycling
30 Reviewed consultant’s assessment of Solid Waste Rates for Rate Period 6 (2025). 31 Performed Annual Citywide Recycles Day Drop-off and Compost Giveaway event in April 2025. 32 Provided elementary schools with EcoHero assemblies and classroom presentations, which details “what goes where” for school-age children and extended SRVUSD recycling outreach consultant to San Ramon schools.
33 Reduced single-use food packaging waste further by certifying more businesses as Trash-Free, which supports businesses in using reusable dishware wherever possible. 34 Implemented polystyrene foam foodware restrictions and provided outreach regarding alternative foodware materials.
35 Continued to implement compliance measures for SB 1383, which includes edible food recovery measures, residential and commercial outreach, procurement and application of compost/mulch, and recycled content paper procurement (CIP 400010).
36 Provided additional recycling stations in Parks and City Facilities (CIP 400010). 37 Develop and implement a school education, waste reduction and recycling program for SRVUSD schools (CIP 400010).

8.1.a
Packet Pg. 434 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 206
Major Action Plan Items for FY 2025-26:

Landscape and Irrigation Maintenance and Renovation
Completion
By
Council
Goal(s)
1 Upon completion of The Preserve (Faria) development, accept Roundabouts (3). Dec. 2025 G4
2 Complete FY 2026/27 reserve fund studies and engineer’s reports and set assessments for Landscaping and Lighting District 1984-1 and the Preserve Landscaping and Lighting District.

May 2026 G2; G4
3 Upon completion, accept landscape and irrigation for Subdivisions 9300, 9301, 9297, 9298, 9299, and 9341 off Dougherty Road. Dec. 2025 G4 4 Continue to implement water management strategies and proactively respond to water usage and monitor impact on City budget with 10% reduction in water usage, including all special zones.

June 2026 G3; G4
5 Continue providing oversight for the Dougherty Valley Tree and Planting Strip Management Plan (CIP 935564). June 2026 G4 6 Complete reserve fund and maximum assessment analysis for the Landscaping and Lighting District Special Assessment Zone 7 - Bent Creek, conduct outreach to HOAs and residents.

June 2026 G2; G3;
G4; G5
Parks Maintenance and Renovation
Completion
By
Council
Goal(s)
7 Upon City acceptance, assume operations and maintenance responsibilities of Critter Crossroads Park in Doughtery Valley. June 2026 G4 8 Replace and upgrade playground at Monarch Park (CIP 955423). June 2026 G4 9 Restroom renovations at Old Ranch Park and Richard Fahey Village Green Park (CIP 955491). June 2026 G4
10 Continue park amenities replacements including picnic tables, benches, BBQs, garbage cans, drinking fountains, railings and concrete paving (CIP 955584).

June 2026 G4

8.1.a
Packet Pg. 435 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 207
Facilities & Aquatic Maintenance & Renovation
Completion
By
Council
Goal(s)
11 Continue planned replacement of facilities interior amenities including appliances, AEDs, domestic water heaters, LED upgrades, door hardware, and interior wall painting (CIP 925515).

June 2026 G4
12 Continue HVAC emergency repairs at various facilities (CIP 925425). June 2026 G4 13 Replace locker room tile at Dougherty Valley Aquatic Center (CIP 925432). June 2026 G4
14 Continue planned replacement of amenities at the San Ramon Olympic Pool and Aquatic Park and the Dougherty Valley Aquatic Center (CIP 925479 and CIP 925574).

June 2026 G4
15 Paint and seal stucco of SROP (CIP 925532). June 2026 G4 Roadway, Drainage, Streetlights, and Signals Maintenance Completion
By
Council
Goal(s)
16 Continue long-term replacement plan of traf�ic signal hardware, software, and equipment to enhance and replace outdated traf�ic signal components that have reached their useful life cycle (CIP 975526).

June 2026 G1; G4
17 Continue to replace overhead illuminated street name sign panels with green diamond-grade re�lective sheeting signs, which will eliminate and save energy consumption at each signalized intersection while reducing staff hours for ongoing, routine maintenance activities.

June 2026 G1; G4
18 Continue to crack seal pavement Citywide, in support of Pavement Management Programs (PMP). June 2026 G1; G4
19 Continue project management of sidewalk maintenance and concrete replacement in areas impacted by trees and other locations, as needed (CIP 400009 and CIP 935564).

June 2026 G1; G4
20 Continue sediment removal at various locations along Norris Creek, Oak Creek, South San Ramon Creek, and Water Quality Control Ponds/Detention Basins as needed.

June 2026 G1; G4
21 Continue to upgrade street name signs in older neighborhoods and in areas receiving pavement treatments (PMP). June 2026 G1; G4

8.1.a
Packet Pg. 436 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 208
Fleet/Shop
Completion
By
Council
Goal(s)
22 Continue management of all non-safety vehicle maintenance and replacement operations for all departments (excluding Police Dept). June 2026 G4 23 Continue management of Citywide Fuel Management System for all City vehicles (excluding Police Dept). June 2026 G1; G4
24 Continue to research and procure alternative fuel vehicle and equipment replacements Citywide where applicable. June 2026 G4 25 Continued management of Fleet Maintenance Software for all vehicles (excluding Police Dept.) June 2026 G4
Solid Waste/Recycling
Completion
By
Council
Goal(s)
26 Review consultant’s assessment of Solid Waste Rates for Rate Period 7 (2026). Dec. 2025 G3
27 Perform Annual Citywide Recycles Day Drop-off and Compost Giveaway event. April 2026 G3; G5
28 Complete Waste Facility Improvements at San Ramon Service Center (CIP 200014). June 2026 G4
29 Continue to implement compliance measures for SB 1383, which includes edible food recovery measures, residential and commercial outreach, procurement and application of compost/mulch, and recycled content paper procurement (CIP 400010).

June 2026 G3

8.1.a
Packet Pg. 437 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 209
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
Public Works
Transportation
Senior Administrative Analyst 1.00 1.00 - - -
Division Manager 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator - 1.00 1.00
Office Specialist 1.00 1.00 1.00 1.00 1.00
Engineering Specialist 1.00 1.00 1.00 - -
Associate Planner 1.00 2.00 1.00
Division Total 4.00 4.00 4.00 5.00 4.00
Engineering
Administrative Coordinator - - 1.00 1.00 1.00
Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Assistant Engineer - - 1.00 1.00 1.00
Associate Engineer 6.00 6.00 6.00 6.00 6.00
City/District Manager - - - - 2.00
Division Manager 2.00 2.00 2.00 2.00 -
Engineering Specialist 1.00 1.00 - - -
Inspector 2.00 2.00 2.00 2.00 2.00
Office Specialist 2.00 2.00 1.00 - -
Program Manager - - - 1.00 1.00
Senior Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Senior Engineer 3.00 3.00 3.00 2.00 2.00
Senior Inspector 2.00 2.00 2.00 2.00 2.00
Supervising Inspector 1.00 1.00 1.00 1.00 1.00
Division Total 21.00 21.00 21.00 20.00 20.00
Public Services
Administrative Analyst - - - - -
Administrative Coordinator 2.75 2.75 2.75 2.75 2.75
Director 1.00 1.00 1.00 1.00 1.00
Division Manager 1.00 1.00 1.00 1.00 1.00
Electrician I/II 1.00 1.00 1.00 1.00 1.00
Maintenance Coordinator 15.00 15.00 16.00 16.00 16.00
Maintenance Specialist 13.00 13.00 13.00 13.00 13.00
Maintenance Supervisor 9.00 9.00 10.00 10.00 9.00
Maintenance Technician I/II 30.00 30.00 30.00 30.00 29.00 Office Specialist 1.00 1.00 1.00 1.00 1.00
Office Technician I/II 1.00 1.00 1.00 1.00 1.00
Program Manager 5.00 5.00 5.00 5.00 5.00
Senior Administrative Analyst 2.00 2.00 2.00 2.00 2.00
Division Total 81.75 81.75 83.75 83.75 81.75
Department Total 106.75 106.75 108.75 108.75 105.75

8.1.a
Packet Pg. 438 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 210
Department Budget
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 10,730,807 $ 10,859,692 $ 11,357,770 $ 11,958,387 $ 11,708,205 Benefits 4,516,218 3,110,712 4,204,096 5,316,623 5,902,205 Internal Department Charges 3,205,114 4,110,684 3,852,371 4,404,860 5,135,180 Contract Services 15,571,165 14,644,261 15,814,907 17,585,199 18,403,018 Material & Supplies 1,427,243 1,576,286 1,597,395 1,581,118 1,554,583 Other Costs 577,769 128,123 582,446 516,394 1,139,548
Capital Outlay 66,377 23,201 47,161 - -
TOTAL $ 36,094,694 $ 34,452,959 $ 37,456,147 $ 41,362,581 $ 43,842,739

EXPENDITURES BY FUNDING SOURCE
General Fund $ 16,002,181 $ 15,721,657 $ 16,978,878 $ 18,683,713 $ 19,890,877 Geographic Information System 92,042 89,405 61,618 131,625 138,963 Citywide Landscaping 1,165,031 1,050,442 1,140,303 1,318,403 1,360,680 Citywide Lighting 594,157 721,047 782,230 931,534 934,332 Special Landscaping and Lighting Zones 1,214,471 983,636 1,077,221 1,390,079 1,470,118 The Preserve Landscaping and Lighting 13,459 42,167 63,945 116,171 83,275 Canyon Park 10,116 28,723 34,372 60,224 60,112
Village Center Common Area 4,417 4,670 4,618 6,604 6,736 Dougherty Valley 12,785,305 12,413,387 13,286,092 13,876,180 14,738,656 Solid Waste 1,881,480 1,261,422 1,233,340 1,447,642 1,520,228 Non Point Drainage 1,028,836 896,621 955,802 1,293,806 1,384,667 Street Smarts 144,260 3,008 (650) - 396,484
TDM Programs 414,780 461,451 376,274 649,424 633,851
Traffix Program 123,736 158,807 186,015 194,316 205,063 Dougherty Valley GHAD 620,190 616,103 1,261,928 1,099,021 857,704 Northwest San Ramon GHAD 234 412 14,161 163,839 160,993 TOTAL $ 36,094,694 $ 34,452,959 $ 37,456,147 $ 41,362,581 $ 43,842,739

8.1.a
Packet Pg. 439 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 211
Department Budget
General Fund
45%
Geographic Information
System
0%
Citywide Landscaping
3% Citywide Lighting
2% Special … Canyon Park
0%
The Preserve
0%
Village Center Common Area
0%
Dougherty
Valley
34%
Solid Waste
3%
Nonpoint Drainage /Stormwater
3%
Street Smarts
1%
TDM Programs
1%
Traffix Program
0%
Dougherty Valley GHAD
2% Northwest San Ramon
GHAD
0%

8.1.a
Packet Pg. 440 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 212
Department Budget
EXPENDITURES BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

TRANSPORTATION
Salaries $ 635,960 $ 607,493 $ 552,432 $ 566,926 $ 715,342 Benefits 285,724 190,682 193,755 208,952 294,118
Internal Department Charges 155,396 193,875 169,485 157,421 224,888 Contract Services 365,582 329,637 317,891 485,532 439,980 Material & Supplies 24,246 18,080 12,815 19,970 33,320
Other Costs 13,531 1,820 9,483 16,715 19,230
Capital Outlay - - - - -
DIVISION TOTAL $ 1,480,439 $ 1,341,587 $ 1,255,860 $ 1,455,516 $ 1,726,878

ENGINEERING
Salaries $ 2,678,267 $ 2,448,826 $ 2,722,980 $ 2,779,100 $ 2,780,121 Benefits 999,910 761,835 951,411 1,010,650 1,040,698
Internal Department Charges 632,182 774,209 666,231 763,939 863,138 Contract Services 663,714 640,805 1,198,851 1,614,368 1,459,807 Material & Supplies 38,274 31,204 74,876 94,198 50,313
Other Costs 42,037 5,979 38,572 49,127 91,403
Capital Outlay - - - - -
DIVISION TOTAL $ 5,054,384 $ 4,662,859 $ 5,652,921 $ 6,311,382 $ 6,285,480

PUBLIC SERVICES
Salaries $ 7,416,580 $ 7,803,373 $ 8,082,358 $ 8,612,361 $ 8,212,742 Benefits 3,230,585 2,158,195 3,058,930 4,097,021 4,567,389 Internal Department Charges 2,417,536 3,142,600 3,016,656 3,483,500 4,047,154 Contract Services 14,541,869 13,673,819 14,298,165 15,485,299 16,503,231 Material & Supplies 1,364,722 1,527,001 1,509,704 1,466,950 1,470,950 Other Costs 522,202 120,325 534,392 450,552 1,028,915
Capital Outlay 66,377 23,201 47,161 - -
DIVISION TOTAL $ 29,559,871 $ 28,448,513 $ 30,547,366 $ 33,595,683 $ 35,830,381 DEPARTMENT TOTAL $ 36,094,694 $ 34,452,959 $ 37,456,147 $ 41,362,581 $ 43,842,739

8.1.a
Packet Pg. 441 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 213
Department Budget
REVENUE BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED
Transportation $ 816,128 $ 690,860 $ 638,644 $ 908,845 $ 1,204,105 Engineering 1,525,379 1,898,526 1,432,071 1,271,306 1,367,320 Public Services 2,356,146 2,102,746 2,282,914 2,942,897 2,522,755 TOTAL $ 4,697,652 $ 4,692,131 $ 4,353,628 $ 5,123,048 $ 5,094,180

8.1.a
Packet Pg. 442 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Public Works
Proposed Budget 2025-26 214
Department Budget

EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROPOSED

PROGRAM

REVENUE

PROPOSED

NET COST

PROPOSED

TRANSPORTATION DIVISION
Transportation Administration $ 181,767 $ 48,735 $ 133,032 Residential Traffic Calming 139,777 - 139,777
Traffic Safety 39,233 - 39,233
Transportation Planning 130,703 - 130,703
Transportation Demand Modal (TDM) 633,851 756,934 (123,083) Street Smarts 396,484 177,750 218,734
Measure J Traffix 205,063 220,686 (15,623)
DIVISION TOTAL 1,726,878 1,204,105 $ 522,773

ENGINEERING DIVISION
Engineering Services Admin $ 1,029,346 $ (179,305) $ 1,208,651 CIP Administration 1,156,679 - 1,156,679
Development 2,379,798 1,541,125 838,673
GHAD 1,018,697 4,500 1,014,197
Landscape/Drainage 700,960 1,000 699,960
DIVISION TOTAL 6,285,480 1,367,320 4,918,160

PUBLIC SERVICES DIVISION
Public Services Admin $ 2,781,500 $ 13,500 $ 2,768,000
Solid Waste 829,195 1,440,305 (611,110)
Aquatics Maintenance 2,743,949 - 2,743,949
Facilities Maintenance 4,898,083 1,150 4,896,933
Landscaping Maintenance 8,479,969 12,209 8,467,760
Parks Maintenance 9,681,203 1,042,085 8,639,118
Service Center 1,308,292 - 1,308,292
Roadway Maintenance 4,291,695 6,006 4,285,689
Flood Control 816,495 7,500 808,995
DIVISION TOTAL 35,830,381 2,522,755 $ 33,307,626
DEPARTMENT TOTAL $ 43,842,739 $ 5,094,180 $ 38,748,559

8.1.a
Packet Pg. 443 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 215
Parks and
Community Services

8.1.a
Packet Pg. 444 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 216
Department Statement of Purpose:

The Parks & Community Services Department provides a wide variety of cultural, sporting, and educational events and programming for all segments of the San Ramon community. The Department is responsible for partnering with Contra Costa County in managing the two San Ramon libraries.

Department Budget Highlights for FY 2025-26:

Department Revenues $5,344,631 (decrease of $170,587 or 3% compared to the FY 24/25 Revised Budget)
 Increases of $7,375 in revenue due to credit card surcharges for theater performances; $40,436 due to camps, pool rentals, and aquatic classes; $30,670 due to the success of art gallery exhibits, music classes, and Presenting Series ticket sales; $27,160 due to restoring Dive-In-Movies admission fees, increase in Art & Wind Festival charges and sponsorship, new Nature programming; $22,138 due to new senior classes, fees for summer BBQ, and fees for Recreation Therapy programming; and $2,614 due to the popularity of Open Gym and Adult League registrations. The increases offset the decrease of visual art classes and theater classes. Decreases of $278,646 in Facilities revenue due to overly optimistic revenue targets from previous �iscal year and $22,334 due to reduction in Teen Center enrollment.

Department Expenditures $10,346,598 (increase of $1,376,989 or 15% compared to the FY 24/25 Revised Budget)*
 FT salaries decreased by $115K. Bene�its increased by $1.2M since a portion of bene�its were funded by a bond last FY. PT salaries increased by $41K due to minimum wage increases and benchmark wage adjustments. Contracts increased by $303K due to the restoration of additional library hours and contractual increases. Supplies increased by $736. “Other” increased by $57K due to increase of I/S replacement charge and Vehicle Replacement Charge.

8.1.a
Packet Pg. 445 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 217
Performance Measures July 1, 2023 –
March 26, 2024
July 1, 2024 –
March 31, 2025
# of Senior Congregate meals distributed 5,581 7,121
# of 30 minute swim lessons 5,709 4,769
# Open Gym participants 15,409 14,643
# of pool, gym, and �ield usage hours 68,428 77,057*
# of facility rentals 1,119 1,178
# of ticketed event attendees at the DV Performing Arts Center 9,609 8,546 # of participants for historic property �ield trips** 1,180 1,861 # of Forest Home Farm Saturday Program attendees 5,528 3,799*** *High school usage of the pools not tracked before FY25 **Removed 3rd grade speci�ication starting in FY25
***Lost 9 weeks of programs due to budget cuts in FY25
Signi�icant Accomplishments for FY 2024-25:

Initiated Boone House Preservation study with a consultant to identify phasing and costs associated with the preservation and renovation of the Boone House. MPG 2.1D, 4.3D Created a new Family Pickleball League, which activated the pickleball courts with City-sponsored programs. MPG 3.1A-3, 3.2C
Completed a Master Plan for Crow Canyon Gardens with a phasing plan and estimated costs. MPG

4.3E
Collaborated with Public Works, the San Ramon Valley Uni�ied School District, and the San Ramon Cricket Association to add a third cricket pitch to San Ramon at Quail Run Elementary School. MPG

4.3 Installed “Inspire” Public Art at the San Ramon Library to enhance placemaking and the visibility of art in the community. MPG 4.3B
Applied and received a grant from Contra Costa County Area Agency on Aging for the installation of a commercial dishwasher and dishware for serving lunch at the Alcosta Senior & Community Center, to reduce trash generated from the senior nutrition program and meet the goals of the TrashFree San Ramon initiative. MPG 3.1C, 4.3I

8.1.a
Packet Pg. 446 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 218
Coordinated with County Connection to provide three Mobile Lobby events at the Alcosta Senior & Community Center to educate seniors on transportation resources. MPG 3.3A Celebrated the Grand Opening of Sunrise Ridge with a park dedication event. MPG 2.3C Introduced Citywide trash and recycling initiatives at all Community Centers and public facilities to assist with waste management. MPG 2.4
Collaborated with Discover San Ramon for the Art & Wind Festival, which resulted in a $20,000 sponsorship. MPG 4.6A
Enhanced aquatic operations and training through the use of digital record keeping software and virtual reality training technology. MPG 4.5
Initiated and executed an Agreement to bring bee boxes to Forest Home Farms to enhance the educational programs, strengthen the organic garden, and celebrate the history of the site. MPG 2.1 Analyzed usage of two gymnasium facilities, identifying underutilized space and developed methods to optimize space utilization, which resulted in over 323 additional rental hours. MPG

4.5B
Developed partnerships with Shakespeare and Performing Arts Regional Company (SPARC), San Francisco Opera, and San Ramon Academy of Music to bring live performances and free workshops to San Ramon. MPG 3.2, 3.3
Collaborated with Public Services and the Fabrique family to develop a Yellow Tulip Hope Garden at Memorial Park. MPG 4.3B
Major Action Plan Items for FY 2025-26
Completion By Council
Goal(s)
Develop and enhance outdoor rental opportunities of the newly covered Terrace Patio and other existing interconnected outdoor spaces. MPG 2.3, MPG 4.3
Sept. 2025 G4
Collaborate with local adult education providers, such as Diablo Valley College, to deliver free educational programs designed to enhance the enrichment and lifelong learning opportunities for San Ramon’s older adult community. MPG 3.1B-2; 3.2A, 4.6A
Sept. 2025 G2; G5
Explore partnerships with East Bay Regional Park District and the American Red Cross to achieve common goals related to offering aquatics programming and improved safety to the community. MPG 4.6
October 2025 G1; G3;
G5
Update the current Parks & Community Services Emergency Action Plans and Crash Books to ensure the safety of San Ramon employees and customers in San Ramon parks and facilities.

October 2025 G1

8.1.a
Packet Pg. 447 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 219
Create a Nature page on the City website to consolidate information on Nature Programs, Trails, City Gardens, rental allotments, volunteer opportunities and environmental services information and resources. MPG

2.3, MPG 3.4
October 2025 G5
Complete the San Ramon Trails Master Plan to create a long-term vision for the City’s trail system. MPG 1.2, 2.2, 2.3 Dec. 2025 G4; G5 Update the San Ramon Public Art Program Guidelines to address the increase in Public Art in the walking district and stream line the approval process.

MPG 1.3, MPG 4.6E
Dec. 2025 G4
Partner with the San Ramon Chamber of Commerce to promote the San Ramon Artist Directory to connect local artists and businesses for commissions, exhibitions, and collaborations. MPG 3.3B
Dec. 2025 G3; G5
Complete the �irst phase of the Crow Canyon Gardens Renovation project.

MPG 2.3, MPG 4.3E Dec. 2025 G4
Partner with notable performing arts organizations and promoters to bring new, high-quality performances to San Ramon. MPG 3.1B-1, MPG 3.2A, MPG

3.3B,
March 2026 G3
Investigate partnership opportunities with local organizations to offer more diverse, experiential enrichment activities for youth and teens including play-based science activities and nature-focused programs to foster environmental stewardship. MPG 2.3E, MPG 3.1B-3
April 2026 G3; G5
Continue to investigate opportunities to increase shade and seating along the Iron Horse Trail through strategic partnerships and interagency collaboration. MPG 1.1B-1, MPG 1.1B-2
April 2026 G4; G6
Revamp and update the City’s Scholarship program to include both youth and adult scholarships and simplify the application process. MPG 3.1, MPG

3.1C, MPG 4.6A
June 2026 G2
Complete the �ive-year update on the Parks, Trails, Open Space and Recreation Masterplan. MPG 4.6E June 2026 G3; G4;G5; G6

8.1.a
Packet Pg. 448 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 220
Referenced San Ramon Parks, Trails, Open Space, & Recreation Master Plan Goals MPG 1.1: Enhance the Iron Horse Trail.

MPG 1.1B-1: Increase shade along the trail with the installation of large trees and/or shade structures.

MPG 1.1B-2: Increase seating opportunities along the trail.

MPG 1.2: Create a network of connected and inviting trails.

MPG 1.2B: Maintain and support a comprehensive vision for future trails within and around San Ramon.

MPG 1.3: Develop a Framework Plan for a Walking District near the City Center.

MPG 1.4B: Maintain and continually update website and app-based trail planning.

MPG 2.1: Acquire, preserve, and maintain open space and its natural resources for future generations.

MPG 2.1D: Identify historic resources in City parks and open spaces.

MPG 2.2: De�ine and measure the City’s open space and trails system.

MPG 2.3: Provide facilities and programming that connect people to nature.

MPG 2.3C: Consider opportunities for future and renovated parks.

MPG 2.3E: Continue to provide broad-based outdoor education programming such as guided trail hikes.

MPG 2.3G: Partner with EBRPD and other nature-based organizations to increase access to and offerings of other outdoor education programs.

MPG 2.3H: Encourage the development of more specialized, science-based programming by partner agencies and organizations.

MPG 2.4: Increase use of sustainable maintenance practices.

MPG 3.1: Re�lect and meet the needs of an aging and diverse population.

MPG 3.1A-3: Plan to accommodate the growing demand for pickleball.

MPG 3.1A-4: Evaluate the demand for additional bocce courts.

MPG 3.1A-7: Evaluate opportunities to incorporate ping pong and badminton, where appropriate.

MPG 3.1B-1: Increase cultural arts program offerings by one to two classes a year.

MPG 3.1B-2: Increase senior program offerings by adding one to two senior program a year that focus on wellness and sport.

MPG 3.1B-3: Maintain levels of City-provided programming for youth, special needs, and teens.

MPG 3.1C: Address operational opportunities.

8.1.a
Packet Pg. 449 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 221
MPG 3.2: Develop park amenities and events that promote wellness and community connectedness to reduce social isolation and relieve stress.

MPG 3.2A
Emphasize programming that responds to different cultural segments, focuses on multigenerational and intergenerational opportunities, and brings a geographically diverse community together.

MPG 3.2C: Increase �itness and wellness programming offerings by two to three a year.

MPG 3.3: Utilize partnerships to increase use of park facilities.

MPG 3.3A: Enhance transit access to parks and facilities.

MPG 3.3B: Increase communications and partnerships with community groups by leveraging their communication networks to increase awareness and bene�its of parks and programs.

MPG 3.4: Use technology to increase park use and participation in recreation programs.

MPG 4.3: Renew existing facilities to increase use, address trends, and diversify amenities.

MPG 4.3B: Incorporate art, nature, education, and culture into parks to create distinction between facilities and enhance place-making.

MPG 4.3D: Forest Home Farms Historic Park enhancements.

MPG 4.3E: Crow Canyon Gardens enhancements.

MPG 4.3I: Alcosta Senior and Community Center renovation.

MPG 4.3K: Dougherty Station Community Center Programming and Reuse Plan.

MPG 4.5: Utilize technology and tracking and performance measures to establish and execute programming, operations, and maintenance.

MPG 4.5B:

Continue tracking of performance measures for recreation programs to continually evaluate need, market focus, and the ability of the program to meet service and �inancial goals.

MPG 4.6: Increase �inancial resources to meet maintenance and service level needs.

MPG 4.6A: Evaluate funding sources and their applicability for San Ramon.

MPG 4.6E:

Maintain and enhance partnerships to implement Master Plan recommendations (e.g.

SRVUSD, EBRPD, community foundations, volunteer groups, business community, Walking District Committee, and hospitals).

8.1.a
Packet Pg. 450 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 222
Full-Time Equivalents (FTE) by Department & Classification 21/22
Actual
22/23
Actual
23/24
Actual
24/25
Revised
25/26
Proposed
Parks & Community Services
Administrative Analyst 2.00 1.00 1.00 1.00 1.00
Administrative Coordinator 1.00 1.00 1.00 1.00 1.00
Director 1.00 1.00 1.00 1.00 1.00
Division Manager 1.00 1.00 1.00 1.00 1.00
Office Technician I/II 5.00 5.00 5.00 3.00 3.00
Office Specialist 2.00 2.00 2.00 1.00 1.00
Program Manager 3.00 3.00 3.00 3.00 3.00
Recreation Coordinator 10.00 11.00 11.00 10.00 10.00
Recreation Supervisor 6.00 6.00 6.00 6.00 6.00
Recreation Technician 3.00 3.00 3.00 3.00 3.00
Department Total 34.00 34.00 34.00 30.00 30.00

8.1.a
Packet Pg. 451 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 223
Department Budget
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 3,930,105 $ 4,381,791 $ 4,799,500 $ 5,094,466 $ 4,954,466 Benefits 1,188,937 732,103 1,184,015 891,038 1,715,340
Internal Department Charges 894,247 1,139,030 1,016,150 1,062,303 1,479,719 Contract Services 1,438,576 1,667,561 1,836,770 1,581,093 1,798,535 Material & Supplies 178,548 178,606 201,767 254,905 255,641 Other Costs 144,089 9,209 92,010 85,804 142,897
TOTAL $ 7,774,503 $ 8,108,300 $ 9,130,213 $ 8,969,609 $ 10,346,598

EXPENDITURES BY FUNDING SOURCE
General Fund $ 7,774,503 $ 8,108,300 $ 9,130,213 $ 8,969,609 $ 10,346,598 TOTAL $ 7,774,503 $ 8,108,300 $ 9,130,213 $ 8,969,609 $ 10,346,598 General Fund
100%

8.1.a
Packet Pg. 452 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Parks and Community Services
Proposed Budget 2025-26 224
Department Budget
REVENUE BY DIVISION 2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED
Parks and Community Services $ 4,217,684 $ 4,530,336 $ 5,114,149 $ 5,515,218 $ 5,344,631 TOTAL $ 4,217,684 $ 4,530,336 $ 5,114,149 $ 5,515,218 $ 5,344,631

EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROPOSED

PROGRAM

REVENUE

PROPOSED

NET COST

PROPOSED
Administration $ 2,381,890 $ 21,095 $ 2,360,795
Aquatics 1,358,922 1,096,323 262,599
Facilities 1,819,459 1,317,580 501,879
The Arts 1,342,460 580,493 761,967
Special Programs & Events 1,017,602 262,840 754,762
Youth/Teen Services 911,833 599,764 312,069
Adult & Senior Enrichment 570,368 179,790 390,578
Adult & Youth Sports 944,064 1,286,746 (342,682)
DEPARTMENT TOTAL $ 10,346,598 $ 5,344,631 $ 5,001,967

8.1.a
Packet Pg. 453 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Non-Departmental
Proposed Budget 2025-26 225
Non-Departmental
Love art at the San Ramon Community Center
Department Statement of Purpose:

The non-departmental budget summary includes items related to the City as a whole that cannot be easily allocated to various departments for equipment replacement, healthcare, insurance liability premiums, cablevision, and contingency appropriation.

8.1.a
Packet Pg. 454 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Non-Departmental
Proposed Budget 2025-26 226
Department Budget
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 654,324 $ 879,714 $ 368,680 $ - $ 81,101
Benefits 1,552,647 5,437,248 531,780 - 34,431
Internal Department Charges 58,476 76,749 55,931 - 28,491 Contract Services 18,347 112,163 132,234 190,000 290,000 Other Costs 12,083,737 12,864,302 12,412,662 16,626,843 18,022,817 Capital Purchases 614,550 608,317 1,362,437 1,112,789 2,571,547 TOTAL $ 14,982,082 $ 19,978,495 $ 14,863,723 $ 17,929,632 $ 21,028,387

EXPENDITURES BY FUNDING SOURCE
General Fund $ - $ 4,773 $ - $ 50,000 $ 50,000
Public Education & Government (PEG) $ 12,229 $ 113,094 $ 3,646 $ 250,000 $ 250,000 Internal Service Fund/Equipment Replacement $ 1,518,917 $ 1,351,478 $ 1,963,964 $ 372,200 $ 1,650,627 Internal Service Fund/Info Svcs Replacement $ 227,450 $ 366,006 $ 342,829 $ 490,589 $ 670,920 Internal Service Fund/Insurance Liability $ 6,398,004 $ 6,745,998 $ 6,252,752 $ 6,479,866 $ 8,119,863 Internal Service Fund/Healthcare $ 6,825,482 $ 11,397,146 $ 6,300,531 $ 10,286,977 $ 10,286,977 TOTAL $ 14,982,082 $ 19,978,495 $ 14,863,723 $ 17,929,632 $ 21,028,387 General Fund
0%
Public Education & Government (PEG)
1% Internal Service
Fund/Equipment
Replacement
8%
Internal Service
Fund/Info Svcs
Replacement
3%
Internal Service
Fund/Insurance
Liability
39%
Internal Service
Fund/Healthcare
49%

8.1.a
Packet Pg. 455 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Department Budgets – Non-Departmental
Proposed Budget 2025-26 227
Department Budget

EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROPOSED

PROGRAM

REVENUE

PROPOSED

NET COST

PROPOSED
General Fund $ 50,000 $ - $ 50,000
Public Education & Government (PEG) 250,000 195,000 55,000 Internal Service Fund/Equipment Replacement 1,650,627 1,481,327 169,300 Internal Service Fund/Info Svcs Replacement 670,920 657,389 13,531 Internal Service Fund/Insurance Liability 8,119,863 7,249,400 870,463 Internal Service Fund/Healthcare 10,286,977 10,286,977 - DEPARTMENT TOTAL $ 21,028,387 $ 19,870,093 $ 1,158,294

8.1.a
Packet Pg. 456 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Proposed Budget 2025-26 228
Reference Material

8.1.a
Packet Pg. 457 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Reference Material
Proposed Budget 2025-26 229
Central Park Sports park
Play Pool at the Dougherty Valley Aquatic Center

8.1.a
Packet Pg. 458 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Reference Material
Proposed Budget 2025-26 230
Glossary of Terms
Account Balance: Total dollars remaining in an
account after current expenditures for operations
and capital improvements are subtracted.

Accrual Basis: A basis of accounting in which
transactions are recognized at the time they are
incurred, as opposed to when cash is received or
spent.

Activity: Departmental efforts which contribute
to the achievement of a speci�ic set of program
objectives.

Actual: Actual level of expenditure approved for
�iscal year noted.

Adjusted Budget: Adjustment to the adopted
budget made during the current �iscal year.

Adopted Budget: A budget that has been legally
approved by the governing body.

Adoption: Formal action by the City Council,
which sets the spending limits for the �iscal year.

The City’s budget is adopted by Council
Resolution.

Appropriation: An authorization by the City
Council to make expenditures and to incur
obligations for a speci�ic purpose.

Appropriations Limit: Article XIIIB, of the
California Constitution, was amended by
Proposition 4, “The Gann Initiative”, in 1979. This
Article limits growth in government spending to
changes in population and in�lation, by
multiplying the limit for the prior year, by the
percentage change in the cost of living (or per
capita personal income, whichever is lower); then
multiplying the �igure resulting from the �irst
step, by the percentage change in population. The
base year limit (FY 1978-79) amount consists of
all tax proceeds appropriated in that year. The
Appropriations Limit calculation worksheet can
be found in the Budget Summaries section.

Assessed Valuation: The valuation is established
upon real estate and certain personal property by
the Assessor as a basis for levying property taxes.

Assessment: Revenue collected for City services,
which bene�it properties in speci�ic areas or
districts.

Assets: Property owned by the City for which
monetary value has been established.

Audit: Prepared by an independent Certi�ied
Public Accountant (CPA), the primary
objective of an audit is to determine if the
City’s Financial Statements present fairly the
City’s �inancial position and results of
operations in conformity with generally
accepted accounting principles. In conjunction
with their performance of an audit, it is
customary for an independent auditor to issue
a Management Letter stating the adequacy of
the City’s internal controls, as well as
recommending improvements to the City’s
�inancial management practices.

Authorized Positions: These are employee
positions, which are authorized in the adopted
budget, to be �illed during the year.

Beginning Fund Balance: This is the balance
that is available in a fund, from the end of the
prior year, for the use in the following year.

Bonds: A bond is a written promise to pay a
speci�ied sum of money (called the face value
or principal amount) at a speci�ied date or
dates in the future (called the maturity date)
together with period interest at a speci�ied
rate.

Budget: A plan of �inancial activity for a
speci�ied period (�iscal year end) indicating all
planned revenue and expenses for the budget
period.

8.1.a
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Proposed Budget 2025-26 231
Budget Amendment: The City Council has
the sole responsibility for adopting the City’s
budget and may amend or supplement the
budget at any time after adoption. The City
Manager has the authority to approve
administrative adjustments to the budget as
outlined in the Financial and Administrative
Policies set by the Council.

Budget Calendar: The schedule of key dates
which a government follows in the
preparation and adoption of the budget.

Budget Document: The instrument used by
the budget- making authority to present a
comprehensive �inancial program to the
appropriating body.

Budget Message: A general outline of the
budget which includes comments regarding
the City’s �inancial status at the time of the
message, and recommendations regarding the
�inancial policies for the coming period.

Capital Budget: The appropriation of funds
for improvement of facilities, and other
infrastructure.

Capital Improvement Program (CIP): The
program or schedule of expenditure for major
construction of roads, sidewalks, City facilities
and/or park improvements and for the
purchase of equipment. San Ramon’s CIP
follows a �ive-year schedule and includes
projects which cost $25,000 or more to
complete. The City adopts the CIP budget in a
process which is an ongoing plan of single and
multiple year capital expenditures and is
updated annually.

Capital Outlay: Fixed assets, which have a value
of $5,000 or more and have a useful economic life
of more than one (1) year.

Capital Project: Major construction, acquisition,
or renovation activities which add value to a
government’s physical assets or signi�icantly
increase their useful life; also called capital
improvements.

Contingency: An appropriation of funds to cover
unforeseen events that occur during the �iscal
year such as federal mandates, shortfalls in
revenue, and similar eventualities.

Contract Services: This is an agreement for a
speci�ic term in professional or contractual
service.

Debt Service: The cost of paying principal and
interest in borrowed money according to the
predetermined payment schedule.

Defer: The means to delay expenditure until a
future budget year.

Department: A major organizational unit of the
City with overall management responsibility for
an operation or a group of related operations
within a functional area. In San Ramon,
Department Heads are the chief administrators
within a department. Program Managers
typically report to either the Department Head or
a Division Manager.

Division: An organization sub-unit of a
department, which encompasses a substantial
portion of the duties assigned to a department.

Encumbrance: The commitment of appropriated
funds for future expenditure.

Expenditure: The out�low of funds paid or to be
paid for an asset obtained or goods and services
obtained. Note: An encumbrance is not an
expenditure encumbrance reserves funds to be
expended.

Fiscal Year: The period designated by the City
for the beginning and ending of �inancial
transactions. In San Ramon, this period of time is
July 1 through June 30.

Fixed Assets: These are non-consumable assets
of a long- term nature such as land, buildings,
machinery, furniture, and other equipment. The
City has de�ined such assets as those with an

8.1.a
Packet Pg. 460 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) Reference Material
Proposed Budget 2025-26 232
expected life more than one (1) year and an
acquisition cost more than $5,000.

Full-Time Equivalent (FTE): The decimal
equivalent of a position converted to a full-time
basis. For example, one person working half time
would count as 0.50 FTE; one person working
full-time would count as 1.0 FTE. Elected
positions are budgeted; however, they are not
included
in net FTE totals.

Fund: Municipal governments organize and
operate their accounting systems on a fund basis.

The formal de�inition of the fund is an
independent �inancial and accounting entity with
a self-balancing set of accounts in which cities
record �inancial transactions relating to revenue,
expenditures, assets, and liabilities. Each fund
has a budget with the exception of the General
Fund (which accounts for general-purpose
actions and has unrestricted revenue sources).

Each remaining fund typically has a unique
funding source and purpose. Establishing funds
enables the City to account for the use of
restricted revenue sources and carry-on speci�ic
activities or pursue speci�ic objectives.

Fund Balance: The fund balance is the excess of
the assets of a fund over its liabilities, reserves,
and carryover.

Generally Accepted Accounting Principles
(GAAP): Uniform minimum standards and
guidelines for �inancial accounting and reporting.

They govern the form and content of the �inancial
statements of an entity. GAAP encompasses the
conventions, rules and procedures necessary to
de�ine accepted accounting practice at a
particular time. The primary authoritative body
on the application of GAAP to State and local
governments is the Government Accounting
Standards Board (GASB).

General Fund: The City’s principal operating
fund, all revenue that is not allocated by law or
contractual agreement to a speci�ic fund, which is
supported by general taxes and fees, and which
can be used for any legal purpose.

Goal: A statement of broad direction, purpose or
intent. In San Ramon’s budget, goals are
synonymous with mission statements.

Grant: A transfer or awarding of funds from
either the Federal or State government to the City
to �inance a speci�ic activity or program. The City
receiving the grant funds is not required to repay
the awarding entity the amount in the future.

General Obligation (GO) Bonds: A type of
municipal bond in which the bond repayments
(principal and interest) are guaranteed by the
total revenue generated by the government
entity. In other words, the repayment is
guaranteed by both tax revenue and operating
revenue generated by various projects. GO bonds
are primarily used to subsidize the development
of public projects. No assets are used as
collateral.

Indirect Costs: Those elements of cost are
necessary in the performance of a service, which
cannot be accurately or readily allocated to the
unit of service. Usually, they relate to those
expenditures, which are not an integral part of
the service.

Infrastructure: The physical assets of the
government (e.g., streets, parks and public
buildings).

Interest: Income earned on the investment of
available cash balances.

Internal Service: Accounts for capital
equipment purchases, insurance and bene�it
liability, and investment management.

Materials and Supplies: Expendable materials
and operating supplies necessary to conduct
departmental orientation.

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Proposed Budget 2025-26 233
Non-Departmental: Program costs that do not
relate to any one department but represent costs
of a general Citywide nature.

Objective: Something to be accomplished in
speci�ic, well-de�ined, and measurable terms and
that is achievable within a speci�ic timeframe.

Operating Budget: The operating budget
provides a plan for current expenditures and the
proposed means of �inancing them. In a broader
sense, the annual operating budget is a statement
of what services the municipality will deliver to
its citizens.

Other Costs: Expenditure category which
includes employee training and development,
insurance and subsidies.

Personnel Services: An expenditure category
which generally accounts for the salaries of fulltime, part-time and temporary employees, overtime expenses, all employee bene�its for City
employees, such as medical, dental and
retirement.

Program: Represents major areas or support
functions; they are de�ined as a service provided
to citizens, other
departments, or other agencies.

Program Revenue (Income): This is revenue
earned by a program, including fees for services,
license and permit fees, and �ines.

Proposed Budget: Proposed level of
expenditure/FTEs as outlined in the proposed
budget document. This is the City Manager’s
recommended budget, which will be considered
by the City Council for approval.

Reprogram: The re-appropriation of funds that
were previously earmarked for another use.

Reserve: An account which the City uses to
either set aside revenue that it does not need to
spend in the current �iscal year or to earmark
revenue for a speci�ic future purpose. Reserves
are typically established and budgeted through
City Council policy action.

Resolution: A special order by the City Council
requiring less legal formality than an Ordinance
in terms of public notice prior to approval.

Resources: Total amount available for
appropriation, including estimated revenue,
beginning fund balances, and fund transfers.

Revenue: Amount of funds received from the
collection of taxes, fees, permits, licenses,
interest, and grants during the �iscal year.

Special Revenue Fund: A fund used to account
for revenue sources that are restricted by law or
administrative action to expenditures for special
purposes.

Structural De�icit: The permanent �inancial gap
results when discounting economic cycles,
ongoing revenue does not match or keep pace
with ongoing expenditures.

Surplus: An excess of total current resources
over total current requirements.

Transfers In/Out: Amounts transferred from
one fund to another to assist in �inancing the
services for the recipient fund.

8.1.a
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Proposed Budget 2025-26 234
Acronyms
AB Assembly Bill LED Light Emitting Diode
ADA American Disabilities Act LLC Limited Liability Company ARPA American Rescue Plan Act of 2021 LLP Limited Liability Partnership AT&T American Telephone & Telegraph
(Formerly Paci�ic Bell) LOCC League of California Cities BAAQMD Bay Area Air Quality Management
District LUCA Local Update of Census Addresses
BMX Bicycle Motocross MOU Memorandum of Understanding
CAFR Comprehensive Annual Financial Report MPA Municipal Pooling Authority CalPERS California Public Employees’ Retirement
System MRP Municipal Regional Permit
CIP Capital Improvement Program MVLF Motor Vehicle License Fees COP Certi�icates of Participation NPDES National Pollutant Discharge Elimination System
CRM Citizen Request Management NWSP Northwest Speci�ic Plan CSA County Service Area NWSR Northwest San Ramon
CSMFO California Society of Municipal Finance
Of�icers OBAG One Bay Area Grant
DOT Department of Transportation OPEB Other Post-Employment Bene�its DRFA Dougherty Regional Fire Authority PCI Pavement Condition Index DV Dougherty Valley PD Police Department
DVOC Dougherty Valley Oversight Committee PCS Parks & Community Services EBMUD East Bay Municipal Utility District PEG Public Education & Government EBRCS East Bay Regional Communication
System PEPRA Public Employees’ Pension Reform Act
EBTR Employer Based Trip Reduction PERS Public Employees’ Retirement System EDAC Economic Development Advisory
Committee PDA Public Employees’ Retirement System
EDSP Economic Development Strategic Plan PG&E Paci�ic Gas & Electric EIR Environmental Impact Report POB Pension Obligation Bond EMS Energy Management System RDA Redevelopment Agency Geographic

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Proposed Budget 2025-26 235
ERP Enterprise Resource Planning RHNA Regional Housing Needs Allocation EPA Environmental Protection Agency SCCJEPA South Contra Costa Joint Exercise Powers Agreement
FPPC Fair Political Practice and Commission SB Senate Bill F/T Full Time SRPD San Ramon Police Department
FTE Full-Time Equivalent SRVB San Ramon Valley Blvd.

FY Fiscal Year SRVFPD San Ramon Valley Fire Protection
District
GAAP Generally Accepted Accounting
Principles SRVUSD San Ramon Valley Uni�ied School District GASB Governmental Accounting Standards
Board SWAT Southwest Ares Transportation
GFOA Government Finance Of�icers
Association TA Tax Allocation
GHAD Geologic Hazard Abatement District TAC Transportation Advisory Committee GIS Geographic Information System TDM Transportation Demand Management HOA Homeowners Association TOT Transient Occupancy Tax
HVAC Heating, Ventilation, and Air
Conditioning TRAFFIX
Congestion relief program aimed at
school-related traf�ic. The program is
funded by Measure J, the ½ cent sales
tax approved by Contra Costa voters in
2004
IT Information Technology TVTC Tri-Valley Transportation Council I/S Information Services UCLA University of California Los Angeles ISF Internal Service Fund WAN Wide Area Network
L & L Landscaping and Lighting District

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Proposed Budget 2025-26 236
Listing of Funds
101 General Fund 313 Crown Ridge
201 Planning Cost Recovery 314 Four Oaks**
202 Geographic information System 315 Circle E Ranch**
203 Child Care* 316 Thomas Ranch**
204 City Beautification* 317 Henry Ranch**
205 Conditions of Approval* 318 Old Ranch Summit**
206 Creek Study & Mitigation* 319 Glass House**
207 Drainage Mitigation* 330 The Preserve Lighting & Landscaping 208 Gas Tax 341 Canyon Park
209 Park Development 342 Village Center Common Area
211 Crow Canyon Project 343 Dougherty Valley CSA
212 South Contra Costa Joint Exercise Powers
Agreement (SCCJEPA) 344 Solid Waste
213 Street Maintenance and Improvement 345 Non-Point Drainage / Stormwater 214 Traffic Improvement 346 Street Smarts
215 Tri-Valley Transportation 347 TDM Programs
216 Public Education & Government (PEG) 348 Local Law Enforcement Block Grant 217 Vehicle Refuse Impact 349 Police Special Revenue
218 Open Space Development 350 Narcotic Asset Forfeiture 219 American Rescue Plan Act of 2021 351 TRAFFIX Program 220 Tree Mitigation 352 Abandoned Vehicle Abatement
221 Microfilm & Laserfiche 353 Narcotic Asset Forfeiture - Federal 222 San Ramon Village Specific Plan 354 Narcotic Asset Forfeiture - State 251 Community Facilities District 2014-1 (Acres) 361 Dougherty Valley GHAD 252 Community Facilities District 2014-1 (Faria) 362 Northwest San Ramon GHAD 253 Community Facilities District 2014-1
(Deerwood) 371 San Ramon Housing – Unrestricted
254 Community Facilities District 2014-1
(Aspenwood) 401 Capital Improvement Projects – Capital
Project Fund

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Proposed Budget 2025-26 237
255 Community Facilities District 2014-1
(Promenade) 501 Pension Obligation Bonds (2010) – Debt
Service Fund
301 Citywide Landscaping 512 COP #12 (2011) – Debt Service Fund 302 Citywide Lighting 513 COP #13 (2019) – Debt Service Fund 303 Canyon Lakes** 514 Pension Obligation Bonds (2021) – Debt Service Fund
304 Vista San Ramon** 521 LED Lights (2012) – Debt Service Fund 305 Summerwood Loop** 601 Investments – Internal Service Fund 306 West Branch** 602 Vehicle/Equipment Replacement -
Internal Service Fund
307 Bent Creek** 603 Info Services Equipment Replacement - Internal Service Fund
308 Deerwood** 610 Insurance Liability - Internal Service Fund 309 Country View** 611 Healthcare - Internal Service Fund 310 Old Ranch Estates** 618 Infrastructure Maintenance - Internal Service Fund
311 Village Parkway** 705 Dougherty Valley Performance Arts Theater
312 El Nido **
*Development Mitigation Funds
**Special Landscaping and Lighting Zones

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Proposed Budget 2025-26 238

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Proposed Budget 2025-26 239
San Ramon Community Center
The Permit Center at City Hall

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Insert Reso for Adopted FY 25/26 Operating and Capital Budget Insert Exhibits
**(Budget Resolution & Appropriation Limit)**

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Insert Reso for Adopted FY 25/26 Operating and Capital Budget Insert Exhibits
**(Budget Resolution & Appropriation Limit)**

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Insert Reso for Adopted FY 25/26 Operating and Capital Budget Insert Exhibits
**(Budget Resolution & Appropriation Limit)**

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Insert Reso for Adopted FY 25/26 Operating and Capital Budget Insert Exhibits
**(Budget Resolution & Appropriation Limit)**

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Insert Reso for Adopted FY 25/26 Operating and Capital Budget Insert Exhibits
**(Budget Resolution & Appropriation Limit)**

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Proposed Budget 2025-26 245
Dougherty Station Community Center
City of San Ramon Amador Rancho Center

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General Fund Reserve Policy

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Dougherty Valley Performance Arts Center
Fountain at the San Ramon Community Center

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Debt Management & Disclosure Policy

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City Center Bishop Ranch
Bishop Ranch Business Of�ices

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Proposed Budget 2025-26 268
Investment Policy

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Packet Pg. 512 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) CITY of SAN RAMON, CALIFORNIA

PROPOSED OPERATING BUDGET
FISCAL YEAR 2025-2026

8.1.a
Packet Pg. 513 Attachment: Exhibit 1: FY2025-26 Proposed Budget [Revision 1] (2025-059 : FY25/26 Proposed Budget) A. FY24 APPROPRIATIONS LIMIT $ 98,868,065
B. ADJUSTMENT FACTORS

1. City Population Growth 0.9972

2. California Per Capita Income 1.0362
Total Adjustment % 1.0333
C. ANNUAL ADJUSTMENT 3,292,172
D. FY25 REVISED APPROPRIATION LIMIT $ 102,160,237
A. PROCEEDS OF TAXES:

Property Tax $ 26,258,005
Sales & Use Tax 13,172,719
Property Transfer Tax 1,028,326
Transient Occupancy Tax 2,332,685
Interest Earned on Proceeds of Taxes 418,005
Total Proceeds of Taxes $ 43,209,740
B. EXCLUSIONS:

Debt Service (5,208,255)
C. APPROPRIATIONS SUBJECT TO LIMITATION $ 38,001,485
D. CURRENT YEAR LIMIT $ 102,160,237
E. OVER (UNDER) LIMIT $ (64,158,752)
A. FY25 APPROPRIATIONS LIMIT $ 102,160,237
B. ADJUSTMENT FACTORS

1. City Population Growth 1.0018

2. California Per Capita Income 1.0644
Total Adjustment % 1.0663
C. ANNUAL ADJUSTMENT 6,774,850
D. FY26 APPROPRIATION LIMIT $ 108,935,087
A. PROCEEDS OF TAXES:

Property Tax $ 26,311,354
Sales & Use Tax 13,179,800
Transactions & Use Tax 14,841,584
Property Transfer Tax 638,282
Transient Occupancy Tax 2,441,856
Interest Earned on Proceeds of Taxes 418,005
Total Proceeds of Taxes $ 57,830,881
B. EXCLUSIONS:

Debt Service (5,208,255)
C. APPROPRIATIONS SUBJECT TO LIMITATION $ 52,622,626
D. CURRENT YEAR LIMIT $ 108,935,087
FISCAL YEAR 2025-26 APPROPRIATIONS SUBJECT TO LIMITATION

CITY OF SAN RAMON APPROPRIATION LIMIT CALCULATION
FISCAL YEAR 2024-25 REVISED APPROPRIATIONS LIMIT
FISCAL YEAR 2024-25 APPROPRIATIONS SUBJECT TO LIMITATION EXHIBIT 2
FISCAL YEAR 2025-26 APPROPRIATIONS LIMIT

8.1.b
Packet Pg. 514 Attachment: Exhibit 2: CIty of San Ramon Appropriations Limit Calculation (2025-059 : FY25/26 Proposed Budget) E. OVER (UNDER) LIMIT $ (56,312,461)

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Packet Pg. 515 Attachment: Exhibit 2: CIty of San Ramon Appropriations Limit Calculation (2025-059 : FY25/26 Proposed Budget)

CITY COUNCIL STAFF REPORT
DATE:

TO:

FROM:

May 27, 2025
City Council/City Manager
Brad Morris, Parks & Community Services Division Manager By: Jessica Reaber, Recreation Supervisor
SUBJECT: Teen Council Annual Report

RECOMMENDED ACTION
Staff recommends that the City Council receive the Teen Council Annual Report for 2024/2025, and provide direction to the Teen Council for the 2025/2026 term.

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

This report was prepared by the Teen Council with input from staff and approved on April 15, 2025. The Parks and Community Services Commission reviewed this report on May 14, 2025, and recommended it be forwarded to the City Council.

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

STEPS FOLLOWING APPROVAL
The Teen Council will proceed with their work plan and goals for 2025/2026 as approved.

ATTACHMENT
A: Teen Council Annual Report 2024/25
B: Teen Council Annual Report Presentation

9.1 Packet Pg. 516
2024-2025 Annual Report to the City Council
San Ramon Teen Council
Presented to the Parks Commission – May 14, 2025
Scheduled to Present to the City Council – May 27, 2025 I. Charge of the Teen Council

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

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

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

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

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

6. Advocate for teen issues within the entire community.

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

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

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

II. History of the Committee
The Teen Council was established by the City Council on August 23, 1994, pursuant to a recommendation by the Parks and Community Services Commission. Currently, the Teen Council consists of 17 members and 2 alternates, in grades 9-12 from California High School, Dougherty Valley High School, and The Quarry Lane School. There were five appointed Ad Hoc Committees this year including the Wellness Ad Hoc Committee, Outstanding Teen Citizenship Award Ad Hoc Committee, Senior Technology Day Ad Hoc Committee, Wish Tree Ad Hoc Committee, and the Ambassador Program Ad Hoc Committee.

III. Review of 2024-2025 Committee Accomplishments and Projects

1. Teen Wellness Ad Hoc Committee
Chair: Harshitha Karippara
The Wellness Ad-Hoc Committee helped establish a baseline of understanding of where specific needs may exist for teens and then develop a plan to directly address it. Teen Council members were able to work through their respective schools and support multiple wellness events at San Ramon schools throughout the year. Analyzing the feedback received will help future Teen Councils by providing informed and valuable insights for improving city services and teen wellness in San Ramon.

2. Outstanding Teen Citizenship Award (OTCA) Ad Hoc Committee Chair: Shreya Arun
The Outstanding Teen Citizenship Award was established in 2011 and was first awarded in the 2012– 13 term. Since then, the Teen Council has been proud to present this award to several qualified applicants in San Ramon. This year, the OTCA Ad Hoc Committee sought to find an applicant who had made a significant contribution toward enhancing the quality of life for San Ramon residents. There were eleven applications submitted for the 2024–2025 award. With the help of several other Teen

9.1.a
Packet Pg. 517 Attachment: A: Teen Council Annual Report 2024/25 (DOC-2025-9 : Teen Council Annual Report) Council members, the OTCA Ad Hoc Committee conducted a thorough application review process.

This year, the San Ramon Teen Council OTCA Ad Hoc Committee awarded the Outstanding Teen Citizenship Award to Kenneth Sarip, a senior at Dougherty Valley High School. Kenneth led Books for the Barrios, a nonprofit initiative through which he donated over 15,000 books and thousands of dollars’ worth of school supplies to underserved communities in the Philippines. His project also created a lasting impact in San Ramon by partnering with ten local schools to free up library storage, improve organizational efficiency, reduce waste, and support sustainability efforts.

The Teen Council approved the following enhancements to next year’s OTCA Application process:

The application was released in April with information shared through social media and Teen Council members sharing at their respective schools; the application will be open through August 22, 2025 allowing students more time to complete the application; A final reminder of the application will be sent during the first two weeks of the 2025-2026 school year, highlighting the application deadline; in mid-September Teen Council members will review applications and conduct interviews; the OCTA recipient will be approved at the October Teen Council Meeting; and in December the OTCA recipient will attend the Chamber of Commerce Business and Community Awards Dinner.

3. Senior Technology Day Ad Hoc Committee
Chair: Trisha Rajganesh
The Senior Technology Day Ad Hoc committee worked to assist seniors in San Ramon to help make them feel more comfortable using their electronic devices. This year, the Committee organized and executed four Senior Technology Days at the Alcosta Senior & Community Center. Additionally, the committee reached out to the Ambassador Program to have ambassadors volunteer at Technology Days, in addition to the Teen Council members. During Senior Tech Days, volunteers worked with seniors to clear up any questions they had about their devices and showed seniors new tricks to make tech use easy. Senior Tech Days included new Workshops this year which revolve around the needs of our Senior Population. The themes have been Cybersecurity ranging to simple “How To…” Workshops.

Tech Days were able to gain greater traction this year due to outreach efforts, which included putting up flyers in the Senior Center as well as making lunchtime announcements. Each Tech Day was very well received, and seniors who were walking by an event often decided to drop in and participate. These events were both informative and fun for the volunteers and seniors who participated, and they should be continued by subsequent committees.

4. Wish Tree Ad Hoc Committee
Chair: Rhea Bhandari
Throughout the year, the Wish Tree Ad Hoc Committee spread positivity and offered teens of San Ramon opportunities to share their thoughts and encouragement. The Wish Tree topics were posted on the San Ramon Teen Council Instagram account and had varying themes throughout the year including anti-bullying awareness, goals and growth, Earth Day, and mental health and stress management.

Students from throughout the school district and community participated and shared their voices. By using features on Instagram to allow users to send responses to the prompts and asking viewers to send in their responses on the monthly posts, the Teen Council has found some success in engaging teens on these topics; however, there has been less interest in engaging with the Wish Tree at the San Ramon Community Center. Therefore, the Teen Council does not recommend supporting the Wish Tree next term.

9.1.a
Packet Pg. 518 Attachment: A: Teen Council Annual Report 2024/25 (DOC-2025-9 : Teen Council Annual Report)

5. Ambassador Program Ad Hoc Committee
Chair: Surabhi Verma
The San Ramon Teen Council Ambassador Program exists to support and help execute the goals of the San Ramon Teen Council. Their work as liaisons ensures that the work done through the Teen Council is being shared with peers at their respective schools and enhances Teen Council outreach. The ambassadors also share particular areas of interest in helping to address issues affecting teens in San Ramon, such as mental health, desire for more volunteer opportunities, and interest in more skill-based workshops. Ambassadors sought input from peers at their schools and worked through existing ad hoc committees to further the work being done in these areas. In addition to those items, the ambassadors have assisted in various activities that the Teen Council has conducted, including Senior Tech Days, and getting involved in the Wellness Ad-Hoc Committee and the Wish Tree Ad-Hoc Committee. They have also helped the Teen Council spread the word about initiatives and events.

IV. Volunteer Activities
Teen Council members are required to commit to eight hours of volunteer work each month that supports the activities and goals of the Council. This requirement ensures an active membership in the community and encourages their peers to volunteer. Teen Council members were able to remain active by participating in a variety of events including Senior Technology Days, Teen Job Fair, Tri-Valley YAC Roundtable.

V. Representation in City Government
The Teen Council has liaisons for the Arts Advisory Committee, Housing Advisory Committee, Library Advisory Committee, Planning Commission, Open Space Advisory Committee, Senior Advisory Committee, Transportation Advisory Committee, Parks and Community Services Commission, and City Council. Teen Council members attend meetings and report back to the Teen Council to consider various aspects of other committees' work when making suggestions.

VI. Programs of the 2024-2025 Term
● Community outreach and engagement through San Ramon Teen Council’s Instagram page, through various prompts with themes surrounding Unity Day, gratitude posts around the holidays, and managing stress during finals week.
● Further development and purpose of the Teen Council Ambassador program ● Networking with local youth advisory committees in Danville, Livermore, Dublin, and Pleasanton ● Serving seniors in person by hosting Senior Technology Days at the Alcosta Senior and Community Center
● Reviewed applications and awarded the Outstanding Teen Citizenship Award in partnership with the San Ramon Chamber of Commerce and Realty One. Recognized the winner at a Parks and Community Services Commission Meeting.
● Participated in Unity Day through social media posts, Wish Tree Prompts, and engagement at respective schools by wearing orange and passing out orange bracelets to spread awareness of the day.
● Participation in events such as the Teen Job Fair and Tri-Valley YAC Roundtable.

9.1.a
Packet Pg. 519 Attachment: A: Teen Council Annual Report 2024/25 (DOC-2025-9 : Teen Council Annual Report) VII. Suggestions for the 2025-2026 Term

1. Continue to collaborate with staff on ways to support teens through partnership opportunities and resource sharing including the addition of resource information on the SRTeen.org webpage.

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

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

4. Continue to collaborate with local organizations and youth advisory committees to gain insight and knowledge into addressing the needs of the teen population.

5. Continue the Teen Council Ambassador Program ensuring early connection to existing Ad Hoc Committees as a framework to increase the ambassadors' involvement at the Teen Council and Ad Hoc Committee meetings.

6. Continue the Outstanding Teen Citizenship Award, seek partnerships with local organizations, and accept submissions to restart the Teens in Action page, which highlights the accomplishments of teens in our community.

7. Explore collaborating on a project with the Arts Advisory Committee and engaging with the new Dougherty Station Community Arts Center as a potential space for outreach engagement.

8. Continue to pursue a stronger social media presence for Teen Council using Instagram, and other prospective platforms, by developing a social media content calendar and introducing “stories”, “reels”, and collaboration posts, and appointing a social media content advisor.

9. Enhance presence in the community and outreach by appointing an Ad Hoc Committee to connect with local groups and clubs and sharing existing events, clubs, and volunteer opportunities via existing social media channels.

10. Increase engagement with the middle school population through the ambassador program and work with staff to create opportunities for high school students to connect with peers and middle school students in a mentorship capacity, teaching specific technical skills.

11. Continue to diversify and increase outreach for all existing and potential Teen Council-related applications and surveys.

9.1.a
Packet Pg. 520 Attachment: A: Teen Council Annual Report 2024/25 (DOC-2025-9 : Teen Council Annual Report) A N N U A L R E P O R T 2 0 2 4 - 2 0 2 5
Teen Council
Presented By : Tanishka Chawla

9.1.b
Packet Pg. 521 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) The Teen Council, founded in 1994, is a
group of dedicated high school students (17
regular members and 2 alternates) who are
passionate about San Ramon, the
government, and the teen community

H I S T O R Y A N D B A C K G R O U N D

9.1.b
Packet Pg. 522 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report)

M E E T T H E M E M B E R S
Tanishka Chawla, Chair
Selma Bahrani, Vice Chair
Surabhi Verma, Secretary
Eliana Horn
Rhea Bandari
Varsha Jonnalagadda
Tanya Grewal
Naina Rana
Harshitha Karippari
Andrew Ellicot-Pesic
Veer Singh
Defne Akkaya
Pranav Aiyer
Srishreya Arun
Trisha Rajganesh
Esha Bindlish
Ishaan Savla
Adhya Miryala, Alternate
Spoorthi Bedadam, Alternate

9.1.b
Packet Pg. 523 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) In order to meet the various goals for the
2024-2025 school year, temporary, projectbased committees were formed to spearhead various assignments.

A D H O C C O M M I T T E E A C C O M P L I S H M E N T S

9.1.b
Packet Pg. 524 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) A D H O C C O M M I T T E E C H A I R:

H A R S H I T A K A R I P P A R A
Teen Wellness

9.1.b
Packet Pg. 525 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Improving mental health across San Ramon
through activities that promote connection
and relationship building.

C O M M I T T E E G O A L S

9.1.b
Packet Pg. 526 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) • Utilizing the social media, we’ve been able to put out prompts that encourage healthy thinking patterns,
including finding gratefulness and moments of enjoyment in everyday life.
• Collaborations with respective schools’ Wellness Centers and administrative staff to host Teen Council at
numerous events, including Wellness Fests, Mental
Health Days, and more.

C U R R E N T A C T I V I T I E S

9.1.b
Packet Pg. 527 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) A D H O C C O M M I T T E E C H A I R:

S H R E Y A A R U N
Outstanding Teen
Citizenship Award

9.1.b
Packet Pg. 528 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) A W A R D W I N N E R : K E N N E T H S A R I P

9.1.b
Packet Pg. 529 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) In addition to the annual selection of the Outstanding Teen Citizenship Award winner, the committee approved the following enhancements Outstanding Teen Citizenship Award process:
• Releasing the application in April of the current school year to increase circulation time, capture more applicants, allow applicants more time to complete the application.
• Suggesting to the 2025-2026 council to establish the Ad Hoc at the first meeting of the school year with a streamlined committee structure with 4–5 members (each from a different school).

C O M M I T T E E U P D A T E S

9.1.b
Packet Pg. 530 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) A D H O C C O M M I T T E E C H A I R :

T R I S H A R A J G A N E S H
Senior Technology Days

9.1.b
Packet Pg. 531 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) S E N I O R T E C H D A Y S @ A L C O S T A S E N I O R C E N T E R

9.1.b
Packet Pg. 532 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) A D H O C C O M M I T T E E C H A I R:

R H E A B H A N D A R I
Wish Tree

9.1.b
Packet Pg. 533 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report)

9.1.b
Packet Pg. 534 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) A D H O C C O M M I T T E E C H A I R :

S U R A B H I V E R M A
Ambassador Program

9.1.b
Packet Pg. 535 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) • Ambassadors representing:
⚬ Cal High, Dougherty Valley, Quarry Lane, Dorris
Eaton, Pine Valley, Windemere Ranch, Gale Ranch
• Work with existing Ad Hoc committees to address
issues impacting teens and make recommendations
on the delivery of teen programs, facilities, activities, services, and policies

A M B A S S A D O R P R O J E C T

9.1.b
Packet Pg. 536 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report)

A M B A S S A D O R P R O G R A M

9.1.b
Packet Pg. 537 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report)

T E E N C O U N C I L C O L L A B O R A T I O N / I N V O L V E M E N T

9.1.b
Packet Pg. 538 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) S U G G E S T E D G O A L S F O R 2 0 2 5 - 2 0 2 6

1.Continue to collaborate with staff on ways to support teens through partnership opportunities and resource sharing including the addition of resource information on the SRTeen.org webpage.

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

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

4.Continue to collaborate with local organizations and youth advisory committees to gain insight and knowledge into addressing the needs of the teen population.

5.Continue the Teen Council Ambassador Program ensuring early connection to existing Ad Hoc Committees as a framework to increase the ambassadors' involvement at the Teen Council and Ad Hoc Committee meetings.

6.Continue the Outstanding Teen Citizenship Award, seek partnerships with local organizations, and accept submissions to restart the Teens in Action page, which highlights the accomplishments of teens in our community.

9.1.b
Packet Pg. 539 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) S U G G E S T E D G O A L S F O R 2 0 2 5 - 2 0 2 6

7.Explore collaborating on a project with the Arts Advisory Committee and engaging with the new Dougherty Station Community Arts Center as a potential space for outreach engagement.

8.Continue to pursue a stronger social media presence for Teen Council using Instagram, and other prospective platforms, by developing a social media content calendar and introducing “stories”, “reels”, and collaboration posts, and appointing a social media content advisor.

9.Enhance presence in the community and outreach by appointing an Ad Hoc Committee to connect with local groups and clubs and sharing existing events, clubs, and volunteer opportunities via existing social media channels.

10.Increase engagement with the middle school population through the ambassador program and work with staff to create opportunities for high school students to connect with peers and middle school students in a mentorship capacity, teaching specific technical skills.

11.Continue to diversify and increase outreach for all existing and potential Teen Councilrelated applications and surveys.

9.1.b
Packet Pg. 540 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Congratulations to our Seniors!

9.1.b
Packet Pg. 541 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Surabhi Verma
UC Berkeley

9.1.b
Packet Pg. 542 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Eliana Horn
Undecided

9.1.b
Packet Pg. 543 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Rhea Bhandari
University of Washington, Seattle

9.1.b
Packet Pg. 544 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Harshitha Karippari
Undecided

9.1.b
Packet Pg. 545 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Defne Akkaya
UC Los Angeles

9.1.b
Packet Pg. 546 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Shreya Arun
Washington University

9.1.b
Packet Pg. 547 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Trisha Rajganesh
Northeastern University

9.1.b
Packet Pg. 548 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Esha Bindlesh
Undecided

9.1.b
Packet Pg. 549 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Tanishka Chawla
UT Austin

9.1.b
Packet Pg. 550 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report) Thank You!

9.1.b
Packet Pg. 551 Attachment: B: Teen Council Annual Report Presentation (DOC-2025-9 : Teen Council Annual Report)

CITY COUNCIL STAFF REPORT
DATE: May 27, 2025
TO: City Council/City Manager
FROM: Christina Franco, City Clerk
By: Christina Franco, City Clerk
SUBJECT: Consideration Of, and Direction to Staff Regarding the Interview Process and Applicants to Interview for the Planning Commission

RECOMMENDED ACTION
Staff recommends that the City Council discuss and provide direction to staff regarding the interview process and how many applicants the Council would like to invite to interview.

BACKGROUND/DISCUSSION
The Planning Commission consists of five members with staggered terms. The term limits for Gary Alpert, Dave Curtis and Eric Wallis expire June 2025.

The Clerk’s office listed the vacancies on the City’s website and social media accounts soliciting applications. A total of 11 applications were received by the May 21, 2025 deadline.

The Clerk’s office does keep unsuccessful applications on file for six months. The City Council previously interviewed five of the eleven candidates at a noticed special meeting on February 19, 2025. The recording of the special meeting can be found on the San Ramon City Council meeting agenda website page.

The candidates as listed in alphabetical order below.

1. Allis Bruce

2. Gary Alpert

3. Todd Flavio

4. Sara Gao - Interviewed 2/19/25

5. Santhosh Kanjula

6. Chirag Kathrani - Interviewed 2/19/25

7. Sirnivasa Kottakota

8. Sajeev Sidher - Interviewed 2/19/25

9. Yohannes Tilahun - Interviewed 2/19/25

10. Tiffany Uhri Chu

11. Donald Yakulis - Interviewed 2/19/25

9.2 Packet Pg. 552
In February 2025, when City Council conducted interviews for the Planning Commission, it was decided that each candidate would be interviewed for 30 minutes, answering two questions per Councilmember for a total of 10 questions. Time was also allotted for opening and closing statements from the applicants. If the Council decides to interview all applicants, factoring in breaks, interviewing all 11 applicants is expected to take approximately 6.5 hours.

Staff is requesting that the City Council provide direction regarding the interview process and how many applicants the Council would like to invite to interview.

FISCAL ANALYSIS
None.

STEPS FOLLOWING APPROVAL
Staff will notify the applicants of their interview by the City Council, to be held in June 2025.

ATTACHMENT
Planning Commission Applications

9.2 Packet Pg. 553
From: [email protected]
To: Joan Snashall
Subject: Planning Commission Application 2025-05-16 03:03 PM(PST) Submission Notification Date: Friday, May 16, 2025 3:04:07 PM
***| EXTERNAL EMAIL: Think before you click and do not open attachments unless you know they are safe. |***
Planning Commission Application 2025-05-16 03:03 PM(PST) was submitted by Guest on 5/16/2025 6:03:57 PM (GMT-08:00) US/Pacific
Name Value
fullname BRUCE DANIEL ALLS
cellphone
primaryphone cellprimary
firstname BRUCE
businessphone
middlename Daniel
homephone
lastname Alls
address1
email
address2 Enter Address Line 2
Gender male
city San Ramon
state GA
zip 94583
18years yes
policeacademy
planacademy
gov101
none none
residency 3 years
experience Construction Project Manage, Forensic Construction Consultant occupation construction investigator
companyname Govan Associates
position Forensic Construction Consultant
availability open
Project Management Professional (PMP, CSM) with 10+ years of experience managing construction, utility infrastructure, and forensic consulting projects. Skilled in coordinating cross-functional teams,

9.2.a
Packet Pg. 554 Attachment: Planning Commission Applications (2025-24 : PC Interview Direction) edu-exp
managing stakeholders, and ensuring compliance with international construction standards. Proven track record in delivering complex capital projects on time and under budget. Experienced in contract management, risk mitigation, and dispute resolution. Adept at working with global teams and navigating diverse business cultures. Education San Jose State University | B.S. Construction Management | 2008 – 2011 Certifications • Project Management Professional (PMP) • Certified Scrum Master (CSM) • Xactimate Estimating Software • JIRA Software (Agile Project Tracking) goodcandidate
I am an ideal candidate for the San Ramon Planning Commission because I combine a deep understanding of construction, development, and urban planning with a genuine commitment to serving our community’s best interests. As a professional with years of experience in construction project management and construction consulting, I am highly familiar with the complexities of local regulations, sustainable development, and the longterm impacts of land use decisions. Living and raising my family in San Ramon, I have a personal stake in preserving what makes our city special while supporting smart growth, balanced housing, and vibrant economic opportunities. I approach challenges analytically and collaboratively, always seeking practical solutions that consider community input, safety, and long-term value. My professional background ensures I can interpret technical documents, ask the right questions, and anticipate the implications of planning decisions qualities essential for a commissioner. I am also committed to transparency and fairness, ensuring all stakeholders are heard and that decisions are made objectively and responsibly. planning_zoning
I have significant experience in planning and zoning through my professional work as a construction project manager and construction consultant. Over my career, I have been directly involved in numerous residential and commercial development projects, which required in-depth knowledge of local planning codes, zoning regulations, and permitting processes I am familiar with the principles of land use planning, site analysis, and compliance with General Plans and zoning ordinances. My role has included coordinating with city officials, architects, engineers, and stakeholders to ensure that projects meet all regulatory requirements while addressing community concerns and long-term sustainability. I have interpreted zoning maps, assessed variance requests, and managed projects requiring conditional use permits and entitlements. Additionally, as a resident and active community member in San Ramon, I have followed local planning initiatives and participated in community forums, giving me a well-rounded perspective on how planning and zoning decisions affect neighborhoods and the city’s future growth.
contribution
The most important contribution I can make as a member of the Planning Commission is providing a balanced, practical perspective that bridges technical expertise with the real needs and values of our community. I bring hands-on experience in construction and project management, which allows me to understand the real-world implications of planning decisions both the opportunities and the challenges. Equally important, I am committed to being a voice for transparency, fairness, and open communication. I will work to ensure that decisions are made objectively, based on facts and long-term impacts, while actively listening to residents

San Ramon City CouncilMay 27, 2025

San Ramon City Council
May 27, 2025