SAN RAMON VALLEY
FIRE PROTECTION DISTRICT
Item 6.1
About the District
• The San Ramon Valley Fire Protection District is structured and governed as an Independent Special District serving the communities of:
• Alamo
• Blackhawk
• Town of Danville
• Diablo
• City of San Ramon
• The southern area of Morgan Territory and the Tassajara Valley • Approximately 155 square miles with a population of 195,000 • Policy and oversight provided by Fire Board consisting of five elected officials • Managed by a Fire Chief and Executive staff
Insurance Services Office
(ISO) Class Rating
• ISO Class is a Public Protection
Classification rating given to fire
departments by the Insurance Services
Office
• ISO Class 1 is the highest possible rating,
indicating a fire department has an
exemplary fire suppression program
• Areas with Class 1 rating typically have
lower insurance premiums
• 19 fire departments in California have ISO
Class 1 rating
• Less than 1% of the fire departments
nationwide are rated as Class 1
OPERATIONS
Population: approx. 195k residents
District Coverage: approx. 155 sq. miles
4 Fire Stations
• Fire Station 30
• Fire Station 34
• Fire Station 38
• Fire Station 39
Daily suppression staff range from 3-7 employees
• Battalion Chiefs
• Captain(s)
• Engineer(s)
• Firefighter/Paramedics
• Single Role Paramedics
Specialized Teams
• HazMat
• Rescue
• Certified Type II State Teams
• Local & Mutual Aid in CA
• Arson, Peer Support, and Search K-9's
Types of Equipment
• Engines
• Trucks
• Hazardous Materials Unit
• Urban Search & Rescue Unit
• Ambulances
• Communications Support Unit
• Water Tenders
• Wildland Fire Engines
Call Statistics
• 69% of responses are Medical or Rescue
• 31% remaining responses include Fire,
Hazardous Condition, Service Call, Etc.
[CELLRANGE]
Rescue & EMS
[CELLRANGE]
Good Intent Call
[CELLRANGE]
Service Call
[CELLRANGE]
False Alarm &
False Call
[CELLRANGE]
Hazardous
Condition (No
Fire)
[CELLRANGE]
Fire
[CELLRANGE]
Other
Total Incidents in 2025 5,667
EMERGENCY MEDICAL
SERVICES
Emergency Medical
Services
• Full Service Advanced Life Support EMS
Delivery System
• Emergency Ambulance Transportation
• Continuum of Patient Care
• Received the NAMI Contra Costa
County 2024 Community Change Agent
Appreciation Award
• Received three consecutive AHA
Mission: Lifeline EMS Recognition –
Gold Achievement Award (2023-2025)
Total EMS Calls in 2025 3,962
Behavioral Health
Firefighter First
Response Program
The Firefighter First Program was
activated on October 2, 2023.
In 2025, there have been 227 behavioral
health incidents in the City of San Ramon.
Data shown is for the year 2025 only
7.1%
WARM TRANSFERS
TO 988
26.4%
FIREFIGHTER FIRST
RESPONSES
63.3%
DIVERSION RATE
12.6%
REDUCTION IN
TOTAL TIME ON TASK
2025 Performance Statistics
Total Calls 78,611
Police 65,413
Fire/EMS 13,198
New Training Tower
Completed September 2025
WILDFIRE
PREPARDNESS
Be Prepared
How Does the District Prepare?
• Red flag staffing and pre-deployment of
resources
• Fire pathways and treatment optimization
(Xyloplan)
• Water systems testing
• 6,500 hydrants tested annually
• Exterior Hazard Abatement Standards
Be Prepared
How Can You Prepare?
• Harden your home
• Create defensible space
• Create a wildfire action plan
• Firewise Communities
THANK YOU
Questions/Comments?
For additional resources and information, please visit our website www.firedepartment.org San Ramon Library
Advisory Committee
2025 ANNUAL REPORT
PARKS AND COMMUNITY SERVICES COMMISSION
APRIL 28, 2026
Item 9.1
The Library Advisory
Committee Members
• Cindy Alpert - Chair
• Jennifer Adams - Vice Chair
• Richard DeWath
• Mousumi Kottakota
• Sandra Silva
• Lana Jackman (Alternate 1)
• Siddhartha Sheetal Pillapalem (Alternate 2)
Charge of the
Library Advisory Committee
Make recommendations to
staff, Commission, Contra
Costa County Library officials
and City Council on the
delivery of library services.
Receive and evaluate input
from the community.
Act as a liaison for library
issues to other governmental,
non-profit and private
organizations.
Serve as a resource and
advocate to the City on
library issues.
Review County library policies
and provide input to the
County on policies for the San
Ramon libraries.
San Ramon Library
Governance Roles
Contra Costa County Library
City of San Ramon
San Ramon Library Foundation
Library Advisory Committee
2025 Goals and Objectives
SIX GOALS WERE SET FOR 2025
Received information on the retention and
use of the Library Performance Standards
Standards encompass several key
service indicators:
Meeting Room Accessibility
Technology Access
Collection Updates
Operating Hours
2025 Goals and Objectives
Evaluated library services to ensure they
meet and adapt to the evolving needs of
the San Ramon community.
Received updates on:
Programs and Event Performances
Facility Usage
Staffing Levels
Circulation Trends
2025 Goals and Objectives
Monitor the implementation of the
Contra Costa County Library Strategic
Plan as it pertains to San Ramon libraries.
Contra Costa County Library Managers
provided an update on the Strategic Plan:
Outlining Priorities & Initiatives
2025 Goals and Objectives
Reviewed and approved Story Walk books
A Way With Wild Things! written by Larissa
Theule and illustrated by Sara Palacios for Spring
Hello World! by Ethan Long for Summer
The Leaf Thief, by Alice Hemming, illustrated by
Nicola Slater for Fall
Thank You, Except Antarctica! By Todd Sturgell for
Winter
2025 Goals and Objectives
Explored Performance Usage Indicators:
Received information on:
Circulation Rates
Attendance
Digital Resource Usage
Patron Satisfaction
Operational Efficiency
2025 Goals and Objectives
Collaborated with County and City on a
process to gather feedback from San Ramon
library users.
The Library Advisory Committee reviewed
feedback gathered through the Contra Costa
Library system’s 2024 patron survey.
Survey insights into library usage:
Language Preferences
Visitation Patterns
Satisfaction
Accessibility
Goals and Objectives for 2026
The Library Advisory Committee will annually review library programs, facilities, activities, services, and policies and provide recommendations to City staff, the Parks and Community Services Commission, and the City Council to support continuous improvement at San Ramon libraries.(MPG 4.5B, 4.6E) The Library Advisory Committee will monitor key library performance indicators, such as circulation trends, in-person attendance, digital resource usage, and patron satisfaction, and provide feedback on the provided services.(MPG 4.1D,4.5B) The Library Advisory Committee will annually review how the Contra Costa County Library Strategic Plan is being implemented at the San Ramon Library and Dougherty Station Library and provide feedback to ensure alignment with local needs and priorities.(MPG 4.5B,4.6E)
Goals and Objectives for 2026
The Library Advisory Committee will review and compare City and County library services, identify overlaps, clarify roles, and recommend opportunities for complementary collaboration with the San Ramon Library Foundation.(MPG 4.1D)
The Library Advisory Committee will review and approve StoryWalk book selections presented by the Community Library Manager. (MPG 4.3B)
The Libraries thank you for your continued support!
City Council
Budget Workshop
FY 2026-27
EXPENDITURES AND CIP
OVERVIEW
APRIL 28, 2026
1 City of San Ramon
Item 9.2
REPORT STRUCTURE
Fiscal Sustainability Guidelines
Balancing Strategy
Review Draft Major Fund Expenditures
Review Draft Capital Improvement Program
Receive feedback from the City Council
Next Steps
2 October 28, 2025 City Council Meeting
• No new programs or positions without a tradeoff
• No spending money that we don’t have
• No unsustainable commitments
3 February 14, 2026 Department Budget Mtg
• Contain expenditures grow within 2.3%
• Recognize non-discretionary items
March 24, 2026 City Council Meeting
4 • Target expenditure growth 2% below revenue growth
General Fund
• Personnel Costs: 72.2% of budget, $55.44M
◦ Average growth: 1.57%
• Professional and consulting services: 10.5% of budget, $8.96M ◦ Average growth: 5%, built-in contract terms
• Utilities and maintenance: 7.7% of budget, $6.63M
◦ Average growth: 7.7%, service providers’ rate increases • TOTAL Expenditures growth: 2.61%, $2.2M
◦ Excluding Transfers Out (Operations only): 6.59%, $4.7M 5 SUMMARY – GENERAL FUND EXPENSES
6 FY 2026
Projected
Actuals
FY 2027
Draft
$ Change:
FY 2027 to
FY 2026
% Change
FY 2027 to
FY 2026
City Administration - TOTAL $ 7,993,067 $ 8,680,473 $ 687,406 8.60% Personnel $ 5,278,853 $ 5,491,300 $ 212,447 4.02%
Non-Personnel $ 2,714,214 $ 3,189,173 $ 474,959 17.50%
Human Resources - TOTAL $ 1,681,106 $ 1,448,683 $ (232,423) -13.83% Personnel $ 1,272,245 $ 1,206,530 $ (65,715) -5.17%
Non-Personnel $ 408,861 $ 242,153 $ (166,708) -40.77%
Finance - TOTAL $ 2,412,381 $ 2,520,199 107,818 4.47%
Personnel $ 2,153,239 $ 2,165,032 $ 11,793 0.55%
Non-Personnel $ 259,142 $ 355,167 $ 96,025 37.05%
Community Development - TOTAL $ 6,622,082 $ 6,598,649 (23,433) -0.35% Personnel $ 5,414,164 $ 5,441,647 $ 27,483 0.51%
Non-Personnel $ 1,207,918 $ 1,157,002 $ (50,916) -4.22% Police Services - TOTAL $ 23,098,947 $ 24,566,152 1,467,205 6.35% Personnel $ 18,918,031 $ 20,172,942 $ 1,254,911 6.63%
Non-Personnel $ 4,180,916 $ 4,393,210 $ 212,294 5.08%
Public Works - TOTAL $ 19,940,876 $ 20,137,062 196,186 0.98% Personnel $ 12,525,406 $ 12,605,751 $ 80,345 0.64%
Non-Personnel $ 7,415,470 $ 7,531,311 $ 115,841 1.56%
Parks & Community Services - TOTAL$ 10,284,904 $ 12,830,439 2,545,535 24.75% Personnel *** $ 8,048,031 $ 8,353,224 $ 305,193 3.79%
Non-Personnel $ 2,236,873 $ 4,477,215 $ 2,240,342 100.16% Non-Departmental 50,000 50,000 0 0.00%
TOTAL - Operational Budget 72,083,363 76,831,656 4,748,293 6.59% Transfers OUT 11,433,726 8,866,162
TOTAL GENERAL FUND 83,517,089 85,697,818 2,180,728 2.61% FY27 Expenditure and Transfers Out - Trend Lines (In Millions) 7 $70.0
$90.0
$110.0
$130.0
$150.0
$170.0
$190.0
FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36
Historic (9%)
FY27 (7.1%)
Target (2.3%)
General Fund by department: in Millions, % of
budget, number of FTEs
8 Transfers Out, $8.87
10%
City Administration, $8.73
10% - 18 FTE
Human Resources, $1.45
2% - 6 FTE
Finance, $2.52
3% - 9 FTE
Community Development, $6.60
8% - 23 FTE Police, $24.57
29% - 89 FTE
Public Works, $20.14
23% - 105.75 FTE
Parks and Commnity Services, $12.83
15% - 30 FTE
Reserve Calculation
9 FY 2026
PROJECTED
ACTUALS
FY 2027
DRAFT
GF Operting Expenditures $ 72,083,363 $ 76,831,656
GF Transfer to DVF 4,149,817 5,054,633
Targeted Reserve of 36% $ 27,443,945 $ 29,479,064
Excess/Deficit to Target $ 4,332,482 $ 2,846,105
Reserve at June 30 41.7% 39.5%
Dougherty Valley County Service Area
(DV CSA)
10 • Funded through (Revenue):
◦ County Special Assessments: 2.48% CPI increase growth ◦ 1% Ad Valorem Property Tax: 4% growth
TOTAL Revenue growth from FY 2025-26: 1.6%, $371K
• Major Expense Categories:
◦ Patrol services: 6.8% growth, 841K
◦ Parks, Roads, and Landscape services: 2.6% growth, $383K TOTAL Expenditures growth from FY 2025-26: 4.52%, $1.2M DV CSA - Draft
11 Description
FY 2026
PROJECTED
ACCTUAL
FY27
DRAFT
% Change FY27 DRAFT
vs
FY26
REVENUE
CSA Special Assessment $ 23,225,582 $ 23,540,675 1.36% $ 315,093 Miscellaneous Revenue 650 56,486 8590.15% 55,836
TOTAL REVENUES $ 23,226,232 $ 23,597,161 1.60% $ 370,929
EXPENDITURES
Police Services $ 12,372,856 $ 13,214,354 6.80% $ 841,498 Public Works 14,740,141 15,122,912 2.60% 382,771
TOTAL EXPENDITURES $ 27,112,997 $ 28,337,266 4.52% $ 1,224,269
OTHER FINANCING SOURCES (USES)
Operating Transfers In $ 4,149,817 $ 5,054,633 21.80% $ 904,816 Operating Transfers Out $ (151,327) $ (148,170) 2.09% $ (3,157)
TOTAL OTHER FINANCING SOURCES
(USES) $ 3,998,490 $ 4,906,463 22.71% $ 907,973
Over (Under) Expenditures 111,725 166,358 54,633
DOUGHERTY VALLEY FUND
REVENUE - EXPENDITURE - FUND BALANCE
OTHER FUNDS
12 • Special Revenue Funds
• Operating - Special assessments, LLAD, and CIP. Total draft expenditure budget. These funds are required for supporting basic City operations
• Non-Operating –Restricted revenue sources, often non-recurring • TOTAL Expenditures budget: $46.7M, 6% decrease from FY26 Debt Services
13 Debt Service Funds:
• Pension Obligation Bonds (2010 and 2021)
• Certificate of Participation (2019) – $5.5 M
Remaining debt obligation as June 30, 2027 : $41.52M
Capital Improvement Program (CIP)
Changes for FY27
#1: CIP/Grants Program Manager (1.0 FTE)
▪New position in the Finance Department; will offset with future FTE vacancies
▪Provides fiscal oversight and analysis of capital projects ▪Serves as the lead for information and activity related to the CIP ▪Oversees development of the Capital Budget and the Five-Year CIP ▪Responsible for compliance and reporting on restricted revenues and grants
14 Capital Improvement Program (CIP)
Changes for FY27 (continued)
#2: Separation of maintenance projects from the CIP
▪Year-end asset capitalization is problematic
▪Unclear what is ongoing versus one-time
▪New use of the Infrastructure Maintenance Fund (IMF)
Feedback: How would Council like to see the FY27 Adopted Budget; with the new CIP/IMF format or the historical?
15 Capital Improvement Program (CIP)
Changes for FY27 (continued)
#3: Alignment of CIP/IMF and City budget development
▪CIP/IMF budget timeline has historically lagged behind the City budget, creating workflow issues right before adoption
▪Starting in FY27, the CIP/Grants Program Manager will coordinate with the Budget Manager to ensure seamless integration of the two budget processes
16 FY27 Draft CIP/IMF
▪Total draft budget is $10.2M
▪Funding from the General Fund
▪$148,170 for Dougherty Valley
▪$444,100 for CIP
▪$826,575 for IMF
17 Future CIP Consideration
▪ Current funding for annual pavement management is not sufficient to maintain current Pavement Condition Index (PCI) of 74. ▪ Expected to be 76 (“good”) by end of 2026 but projected to decline to 71 (“fair”) by 2031.
▪ Council will need to determine whether to allocate additional funding to maintain the PCI of 71.
18 CONCLUSIONS
19 • Preliminary TOTAL General Fund expenditure growth
of 2.61% is close to targeted 2.3%.
• However, Operational General Fund expenditures
growth of 6.59% driven by existing non-discretionary
contractual obligations.
• Development of the long-term financial plan will
help in identifying further cost containment
measures.
NEXT STEPS
▪ Staff will incorporate feedback from City
Council on tonight’s presentation
✓ Additional workshop if necessary
▪ Preliminary Budget Presentation: May 12,
2026
✓ Total budget, CIP, transfers In/Out,
reserve analyses
20 Discussion of
Informational Community
Event(s) on Housing &
Transportation
April 28, 2026
Item 9.3
Council Said:
“Consider for future agenda
item, a town hall on housing
and transportation.”
- Whether it should be one town hall for
both, or two separate town halls
- “It would be very beneficial to help the
public really wrap their minds around
what the vision for San Ramon is.”
Who’s the Audience?
•Residents?
•Business Community?
•Anyone else?
What’s the Objective?
•What do you want people to understand?
•What questions would you like this event
to answer?
•What questions or comments are you
hearing from residents?
•Is this timely or urgent?
Recommended
Next Steps:
Research
Conduct a community survey to identify:
- What questions people have
- How they would like to receive information
Review Proposed Approach
Council Meeting in June 2026
Implement Proposed Approach
Outreach in July 2026
Evaluate Proposed Approach
Council Meeting in August 2026
Example of This Model in Practice:
Budget Roundtable for FY27
• Objective
Refine budget presentation for future community engagement on Measure N & City Budget
•Research
Feedback from prior presentations, conversations & survey of stakeholders during FY26 budget process
•Planning
In-person roundtable presentation with Q&A throughout
• Evaluation / Impact
Conversational format with Q&A generated collaboration and practical feedback on future Budget & Measure N communications Discussion / Feedback