Agenda packet — San Ramon City Council, May 26, 2026 (part 3 of 4)

DRAFT
City
Admin. Finance Human Resources
Commnt.

Dvlpmt
Planning
Police
Services
Public
Works
Parks &
Comm.

Services
NonDept
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 Vehicles
Abatement X
361 Dougherty Valley GHAD X
362 Northwest San Ramon GHAD X
371 Housing Successor X
501
Debt Services: Pension
Obligation Bond (2010) X
514
Debt Services: Pension
Obligation Bond (2021) X
521 LED Lights (2013) Debt Service X
705 Dougherty Valley/Performing
Arts Center/Cultural Growth X
Fund
#
Internal Service Funds (ISF)
601 Investments X
602 Vehicle/Equipment
Replacement X X X X X X X
603 Info Services Equipment
Replacement X X X X X X X
610 Insurance Liability X X X X X X X
611 Healthcare X X X X X X X
618 Infrastructure Maintenance X
FY 2026-27 Proposed Budget Page 45

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DRAFT
Statement of Revenue, Expenditures and Changes in Fund Balance General Fund Special Rev -
Operating
Special Rev - NonOperating Special Rev - GHADs Special Rev - Housing Successor
ESTIMATED FUND BALANCE - 07/01/26 $ 31,776,424 $ 9,387,892 $ 18,982,015 $ 21,455,475 $ 8,966,089

REVENUES
Property Tax 27,915,949 - - - -
Special Assessments - 5,837,815 - 2,751,937 -
Sales and Use Tax 14,125,622 - - - -
Measure N T&U 14,944,000 - - - -
Property Transfer Tax 638,282 - - - -
Transient Occupancy Taxes (TOT) 2,596,366 - - - -
Franchise Fees 4,493,072 - - - -
Licenses and Permits 4,043,662 - - 4,000 -
Intergovernmental 1,803,435 24,621,335 4,821,181 - -
Charges for Services 9,420,110 1,584,900 395,133 - -
Fines and Forfeitures 190,000 - - - -
Investment Income 1,168,304 169,821 651,548 577,461 95,532 Development Fees - 129,658 5,890,690 - 377,085
Miscellaneous Revenue 4,026,879 1,844,988 - 36,988 -
TOTAL REVENUES 85,365,682 34,188,517 11,758,552 3,370,386 472,617

EXPENDITURES
General Government 8,730,473 - - - -
Human Resources 1,448,683 -
Finance 2,520,199 - - - -
Community Development 6,598,649 5,000 230,775 - -
Police 24,577,843 13,220,729 - - -
Public Works 20,177,062 23,155,897 157,598 1,154,677 -
Parks & Community Services 12,882,939 3,000 - - -
Non-Departmental - 250,000 - - -
Housing Programs - - - - -
Debt Service - - - - -
Capital Improvement Program (CIP) - - - - -
Vehicle/IS Replacement - - - - -
Insurance - - - - -
Healthcare - - - - -
TOTAL EXPENDITURES 76,935,847 36,634,626 388,373 1,154,677 -

OTHER FINANCING SOURCES (USES)
Operating Transfers In 1,558,702 5,237,750 - - -
Operating Transfers Out (9,033,134) (4,345,613) (5,621,223) (493,757) - TOTAL OTHER FINANCING SOURCES (USES) (7,474,431) 892,137 (5,621,223) (493,757) - NET INCREASE (DECREASE) 955,403 (1,553,971) 5,748,956 1,721,952 472,617 PROJECTED FUND BALANCE - 06/30/27 $ 32,731,827 $ 7,833,921 $ 24,730,971 $ 23,177,427 $ 9,438,705

GOVERNMENTAL FUND
FY 2026-27 Proposed Budget Page 46

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DRAFT
Statement of Revenue, Expenditures and Changes in Fund Balance

PROPRIETARY
Debt Service Capital Projects Total Internal Service
Funds Grand Total
ESTIMATED FUND BALANCE - 07/01/26 $ 3,564,639 $ 15,626,441 $ 109,758,974 $ 4,763,832 $ 114,522,806

REVENUES
Property Tax - - 27,915,949 - 27,915,949
Special Assessments - - 8,589,752 - 8,589,752
Sales and Use Tax - - 14,125,622 - 14,125,622
Measure N T&U - - 14,944,000
Property Transfer Tax - - 638,282 - 638,282
Transient Occupancy Taxes (TOT) - - 2,596,366 - 2,596,366 Franchise Fees - - 4,493,072 - 4,493,072
Licenses and Permits - - 4,047,662 - 4,047,662
Intergovernmental - 200,800 31,446,751 457,405 31,904,156 Charges for Services - - 11,400,143 282,355 11,682,499
Fines and Forfeitures - - 190,000 - 190,000
Investment Income - - 2,662,666 - 2,662,666
Development Fees - - 6,397,433 - 6,397,433
Miscellaneous Revenue 3,484,909 - 9,393,764 18,691,336 28,085,100 TOTAL REVENUES 3,484,909 200,800 138,841,463 19,431,097 158,272,559

EXPENDITURES
General Government - - 8,730,473 - 9,075,555
Human Resources 345,082
Finance - - 2,520,199 - 2,520,199
Community Development - - 6,834,424 - 6,834,424
Police - - 37,798,572 - 37,798,572
Public Works - - 44,645,233 - 44,645,233
Parks & Community Services - - 12,885,939 - 12,885,939
Non-Departmental - - 250,000 - 250,000
Housing Programs - - - - -
Debt Service 5,089,859 - 5,089,859 - 5,089,859
Capital Improvement Program (CIP) - 11,010,110 11,010,110 - 11,010,110 Vehicle/IS Replacement - - - 2,489,985 2,489,985
Insurance - - - 5,695,532 5,695,532
Healthcare - - - 10,974,339 10,974,339
TOTAL EXPENDITURES 5,089,859 11,010,110 131,213,491 19,504,938 150,718,429

OTHER FINANCING SOURCES (USES)
Operating Transfers In 1,606,450 10,473,319 18,876,221 1,444,081 20,320,302 Operating Transfers Out - - (19,493,727) (826,575) (20,320,302) TOTAL OTHER FINANCING SOURCES (USES) 1,606,450 10,473,319 (617,506) 617,506 - NET INCREASE (DECREASE) 1,500 (335,991) 7,010,466 543,664 7,554,130 PROJECTED FUND BALANCE - 06/30/27 $ 3,566,139 $ 15,290,450 $ 116,769,440 $ 5,307,496 $ 122,076,936

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

FY 2026-27 Proposed Budget Page 47

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Revenue by Fund
FUND # FUND DESCRIPTION 2024/25
ACTUAL
2025/26

REVISED
CHANGE 2026/27

PROPOSED
CHANGE
101 General Fund $ 73,505,762 $ 86,233,179 17.31% 86,924,384 $ 0.80% 201 Planning Cost Recovery 388,655 360,000 -7.37% 415,847 15.51% 202 Geographic Information System 55,481 - -100.00% 11,990 203-207 Development Mitigation 1,087,362 1,342,169 23.43% 1,482,526 10.46% 208 Gas Tax 5,300,450 4,592,831 -13.35% 4,948,862 7.75% 209-210 Park Development/Henry Ranch Park Dev 2,492,647 2,145,335 -13.93% 2,216,098 3.30% 211 Crow Canyon Project - - - - -
212 SCCJEPA 352,434 1,312,608 272.44% 1,516,215 15.51%
213 Street Maintenance & Improvement 214,457 - -100.00% 73,066 100.00% 214 Traffic Improvement 101,404 799,242 688.17% 801,787 0.32% 215 Tri-Valley Transportation Fund 1,274 291,336 22769.07% 292,161 0.28% 216 Public Education & Govt. (PEG) Fund 322,601 195,000 -39.55% 139,581 -28.42% 217 Refuse Vehicle Impact Fund 1,769,744 1,522,500 -13.97% 1,615,652 6.12% 218 Open Space Development Fund 194,911 171,985 -11.76% 127,297 -25.98% 219 American Rescue Plan Act of 2021 - - - -
220 Tree Mitigation 6,400 4,000 -37.50% 4,000 0.00%
221 Microfilm & Laserfiche Fee 8,800 7,500 -14.77% 7,500 0.00% 222 San Ramon Valley Specific Plan - 16,149 100.00% 13,158 -18.52% 251-255 Community Facilities District 2014-1 648,042 756,227 16.69% 723,551 -4.32% 301 Citywide Landscaping 2,062,510 1,946,229 -5.64% 1,984,795 1.98% 302 Citywide Lighting 951,706 932,870 -1.98% 951,961 2.05% 303-319 Special Landscaping and Lighting Zones 1,702,142 1,593,267 -6.40% 1,604,631 0.71% 330 The Preserve Landscaping and Lighting 221,731 167,709 -24.36% 181,440 8.19% 341 Canyon Park 46,359 10,990 -76.29% 18,355 67.02%
342 Village Center Common Area 14,378 9,977 -30.61% 8,967 -10.12% 343 Dougherty Valley 24,551,101 27,376,049 11.51% 28,539,021 4.25% 344 Solid Waste 1,445,882 1,440,305 -0.39% 1,850,102 28.45% 345 Non Point Drainage 795,385 1,395,495 75.45% 1,020,123 -26.90% 346 Street Smarts 246,852 212,750 -13.81% 224,384 5.47% 347 TDM Programs 384,240 615,434 60.17% 530,984 -13.72% 348 Law Enforcement Block Grant 275 - -100.00% 177
349 Police Services Donations 3,285 - -100.00% -
350 Narcotic Asset Forfeiture 19,333 - -100.00% 3,551
351 TRAFFIX Program 230,217 220,686 -4.14% 226,112 2.46% 352 Abandoned Vehicle Abatement 44,400 - -100.00% -
FY 2026-27 Proposed Budget Page 48

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DRAFT
FUND # FUND DESCRIPTION 2024/25
ACTUAL
2025/26

REVISED
CHANGE 2026/27

PROPOSED
CHANGE
361 Dougherty Valley GHAD 3,022,634 2,286,726 -24.35% 2,734,010 19.56% 362 Northwest San Ramon GHAD 679,993 569,142 -16.30% 636,376 11.81% 371 Housing Successor 3,044,963 397,625 -86.94% 472,617 18.86% 401 Capital Improvement Program 12,379,747 13,149,976 6.22% 10,674,119 -18.83% 501-521 Debt Service Funds 9,874,075 8,586,647 -13.04% 5,091,359 -40.71% 705 Dougherty Valley Performing Arts/Cultural Growth 48,058 39,000 -18.85% 41,968 7.61% $ 148,219,691 $ 160,700,938 8.42% 158,108,727 $ -1.61%
601-618 Internal Service Funds 19,654,394 20,705,363 5.35% 20,875,177 0.82% $ 19,654,394 $ 20,705,363 5.35% 20,875,177 $ 0.82%
GRAND TOTAL $ 167,874,085 $ 181,406,301 8.06% 178,983,904 $ -1.34%

TOTAL PROPRIETARY FUNDS

TOTAL GOVERNMENTAL FUNDS
Internal Service
Funds
12%
CIP Fund
6%
Special Rev - NonOperating
7%
Debt Service Funds
3%
Special Rev -
GHADs
2%
Housing Successor General Fund 0%
48%
Special Rev -
Operating
22%
FY 2026-27 Proposed Budget Page 49

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DRAFT
Revenue by Source – All Funds
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED

GOVERNMENTAL FUNDS
Property Tax $ 24,550,855 $ 25,264,164 $ 26,073,885 $ 26,311,354 $ 27,915,949 Special Assessments 7,633,874 7,915,250 8,480,025 8,954,526 8,589,752 Sales & Use Tax 14,329,831 13,960,107 13,034,266 28,021,384 14,125,622 Measure N T&U - - - 14,944,000
Property Transfer Tax 709,268 721,356 708,289 638,282 638,282 Transient Occupancy Tax (TOT) 2,133,699 2,425,594 2,473,620 2,441,856 2,596,366 Franchise Fees 5,726,366 6,028,810 6,237,273 6,244,990 4,493,072 Licenses & Permits* 3,318,429 3,523,246 4,013,135 3,624,223 4,047,662 Charges for Services 8,102,614 8,225,470 8,229,324 8,770,537 11,400,143 Fines & Forfeitures* 172,002 200,084 180,036 200,000 190,000 Investment Income* 1,039,168 3,681,705 4,946,140 781,948 2,662,666 Development Fees* 6,666,100 8,508,399 4,821,918 6,480,449 6,397,433 Intergovernmental 29,580,034 28,428,469 30,880,094 31,548,239 31,446,751 Debt Proceeds - - - - -
Miscellaneous Revenue* 8,576,263 9,658,601 10,041,675 8,898,223 9,393,764 Subtotal 112,538,503 118,541,257 120,119,682 132,916,012 138,841,463 Transfers In 36,076,019 28,414,134 28,100,009 27,784,926 19,267,264 TOTAL $ 148,614,522 $ 146,955,390 $ 148,219,691 $ 160,700,938 $ 158,108,727

PROPRIETARY/INTERNAL SERVICE FUNDS
Charges for Services 105,494 207,846 282,798 205,180 282,355 Investment Income 173,712 187,367 154,873 126,443 -
Intergovernmental 789,992 194,100 467,733 286,992 457,405 Miscellaneous Revenue 12,404,937 12,824,697 14,101,557 18,611,271 18,691,336 Subtotal 13,474,136 13,414,010 15,006,961 19,229,886 19,431,097 Transfers In 2,626,419 1,998,824 4,647,433 1,475,477 1,444,081 TOTAL $ 16,100,555 $ 15,412,834 $ 19,654,394 $ 20,705,363 $ 20,875,177 GRAND TOTAL $ 164,715,076 $ 162,368,224 $ 167,874,085 $ 181,406,301 $ 178,983,904 *Included as Other Revenue for Chart
FY 2026-27 Proposed Budget Page 50

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DRAFT
Intergovernmental
20%
Property Transfer Tax
0%
TOT
2%
Transfers In
12%
Property Tax
18%
Other*
14%
Sales & Use Tax
9%
Measure N T&U
10%
Special Assessments
5%
Charges for Services
7%
Franchise Fees
3%
GOVERNMENTAL FUNDS - FY 2026/27 REVENUE
Miscellaneous Revenue
90%
Transfers In
7%
Intergovernmental
2%
Charges for Services
1% Investment
0%
PROPRIETARY FUNDS/INTERNAL SERVICE - FY 2026/27 REVENUE FY 2026-27 Proposed Budget Page 51

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DRAFT
Expenditures by Fund

PROPRIETARY
Debt Service Capital Projects Total Internal Service
Funds Grand Total
ESTIMATED FUND BALANCE - 07/01/26 $ 3,564,639 $ 15,626,441 $ 109,758,974 $ 4,763,832 $ 114,522,806

FY 2026-27 Proposed Budget Page 52

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DRAFT
Expenditures by Category
General Fund
50%
Special Rev - Operating
24%
Internal Service Funds
12%
CIP Fund
6%
Special Rev - Non-Operating
4%
Debt Service Funds
3%
Special Rev - GHADs
1% Housing Successor
0%
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED

GOVERNMENTAL FUNDS
Salaries $ 35,933,375 $ 38,370,004 $ 39,733,516 $ 41,461,016 $ 44,662,558 Benefits 7,105,959 12,378,496 14,285,270 18,491,548 18,495,905 Internal Department Charges 9,898,902 9,181,872 10,256,180 14,177,824 13,762,089 Contract Services 23,062,012 23,979,834 23,944,392 29,480,460 30,955,803 Material & Supplies 2,641,129 2,604,247 2,512,161 2,689,661 2,775,871 Instructor Payments - - - - 1,800,525
Other Costs 38,863,746 2,090,843 1,728,506 2,779,438 2,395,146 Capital Outlay 4,267,781 5,660,706 162,444 250,000 343,626 Capital Improvement Program (CIP) 20,962,586 18,403,664 17,923,414 13,431,229 11,010,110 Debt Service 5,682,843 5,910,305 5,224,303 5,223,926 5,089,859 Subtotal 148,418,332 118,579,972 115,770,185 127,985,103 131,291,491 Transfers Out 36,550,490 28,712,382 31,926,077 28,415,244 19,884,770 TOTAL $ 184,968,822 $ 147,292,355 $ 147,696,262 $ 156,400,347 $ 151,176,261 FY 2026-27 Proposed Budget Page 53

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DRAFT
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED

PROPRIETARY/INTERNAL SERVICE FUNDS
Salaries 923,729 419,157 740,780 266,664 173,967
Benefits 5,448,232 545,348 1,241,257 72,223 91,957
Internal Department Charges 88,225 66,587 55,081 58,761 79,158 Contract Services 107,391 132,234 154,461 390,000 240,000 Other Costs 12,864,302 12,412,662 15,893,012 17,817,817 16,429,871 Capital Outlay 495,223 1,358,791 271,794 2,321,547 2,489,985 Subtotal 19,927,102 14,934,779 18,356,384 20,927,012 19,504,938 Transfers Out 2,151,948 1,700,576 821,365 795,159 826,575 TOTAL $ 22,079,050 $ 16,635,355 $ 19,177,749 $ 21,722,171 $ 20,331,513 GRAND TOTAL $ 207,047,872 $ 163,927,709 $ 166,874,011 $ 178,122,518 $ 171,507,774 Salaries
30%
Benefits
12%
Internal Department Charges
9%
Contract Services
21%
Material & Supplies
2%
Instructor Payments
1%
Other Costs
2%
Capital Outlay
0%
Capital Improvement
Program (CIP)
7%
Debt Service
3%
Transfers Out
13%
GOVERNMENTAL FUNDS - FY 2026/27 EXPENDITURE
FY 2026-27 Proposed Budget Page 54

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DRAFT
Other Costs
82%
Capital Outlay
13%
Contract Services
1%
Transfers Out
4%

PROPRIETARY FUNDS/INTERNAL SERVICE -
FY 2026/27 EXPENDITURE
FY 2026-27 Proposed Budget Page 55

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DRAFT
Expenditures by Department
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED

GOVERNMENTAL FUNDS
General Government $ 3,322,899 $ 3,803,422 $ 4,120,521 $ 4,795,186 $ 8,730,473 Administrative Services 5,395,989 6,006,294 6,495,431
Finance 2,213,756 2,520,199
Human Resources 1,448,683
Community Development 5,199,354 4,873,131 5,309,723 6,983,830 6,834,424 Police 22,872,536 27,933,089 31,896,135 35,583,527 37,876,572 Public Works 34,452,959 37,456,147 36,066,830 44,286,757 44,605,233 Parks & Community Services 8,108,300 9,130,213 8,728,587 10,284,904 12,830,439 San Ramon Housing 151,472 98,801 - - -
Non-Departmental 117,867 3,646 - 250,000 250,000
TOTAL $ 79,621,376 $ 89,304,743 $ 92,617,226 $ 104,397,960 $ 115,096,023 * 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 City Administration Department. Effective FY 2024/25, the Information Technology Division was also reallocated to City Administration, and Administrative Services was reclassified as the Finance Department.

FY 2026-27 Proposed Budget Page 56

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DRAFT
Interfund Transfers
General Fund Special
Zones, LLAD
Preserve DV
CSA

NPDES SMART CIP
Projects
CIP Overhead COP 2019 Insurance
Fund
Infrastructure
Maintenance
101 303 - 319 330 343 345 346 514 611 618
General Fund 101 $ - $ - $ 16,301 $ 4,975,246 $ 211,203 $ 35,000 $ 444,100 $ 300,753 $ 1,606,450 $ 617,506 $ 826,575 $ 9,033,134 City Beautification, DIF 204 40,000 1,512 $ 41,512
Drainage Mitigation: DIF 207 40,000 1,512 $ 41,512
Gas tax 208 300,000 4,125,002 155,669 $ 4,580,671
Park Development: DIF 209 922,695 34,833 $ 957,528
Public Education Grant 216 335,000 $ 335,000
Refuse Vehicle Impact fees 217 2,674,998 $ 2,674,998
CFD 2014, Zone 1 251 174,234 $ 174,234
CFD 2014, Zone 2 252 410,000 $ 410,000
CFD 2014, Zone 3 255 117,143 $ 117,143
Citywide Landscaping 301 155,134 391,043 $ 546,177
Citywide Lighting 302 110,947 $ 110,947
Special Zones, LLADs 303 - 319 178,681 7,500 $ 186,181
FARIA Preserve 330 15,588 15,000 $ 30,588
Canyon Park 341 2,517 $ 2,517
Villag Center/Common 342 701 $ 701
DV CSA 343 148,170 $ 148,170
DV GHAD 361 93,757 400,000 $ 493,757
Infrastructure Maintenance F 618 826,575 $ 826,575
TOTAL Transfers IN - Per FUND $ 1,558,702 $ 391,043 $ 16,301 $ 4,975,246 $ 211,203 $ 35,000 $ 9,979,040 $ 494,279 $ 1,606,450 $ 617,506 $ 826,575 $ 20,711,345

TRANSFERS IN
TOTAL

TRANSFERS
OUT
Per FUND TRANSFERS OUT 401
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FY 2026-27 Proposed Budget Page 58

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Staffing
FY 2026-27 Proposed Budget Page 59

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Summary of Staffing Changes
The total authorized regular staffing level of 281.75 full-time equivalent positions (FTEs) for the FY27 Adopted Budget, was a net increase of 1 FTE from the FY26 Mid-Year Revised Budget. The total authorized FTE count change is the result of the following changes listed by department:

City Administration – No change
Human Resources – No change
Finance – Net change – +1 position
• Added: Program manager for CIP
Community Development – No change
Police – No change
Public Works – No change
Parks & Community Services – No change
FY 2026-27 Proposed Budget Page 61

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DRAFT
Full-Time Equivalents (FTE) by Department
22/23
ACTUAL
FY
CHANGE
23/24
ACTUAL
FY
CHANGE
24/25
ACTUAL
FY
CHANGE
25/26

REVISED
FY
CHANGE
26/27
BUDGET
City Administration 16.00 3.00 19.00 1.00 20.00 (2.00) 18.00 - 18.00 Community Development 22.00 - 22.00 - 22.00 1.00 23.00 - 23.00 Finance 9.00 - 9.00 - 9.00 - 9.00 1.00 10.00
Human Resources 4.00 - 4.00 - 4.00 1.00 6.00 - 6.00
Public Works 106.75 2.00 108.75 - 108.75 (3.00) 105.75 - 105.75 Police 89.00 5.00 94.00 - 94.00 (5.00) 89.00 - 89.00
Parks and Community Services 34.00 - 34.00 (4.00) 30.00 - 30.00 - 30.00 TOTAL 280.75 10.00 290.75 (3.00) 287.75 (8.00) 280.75 1.00 281.75 * 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 City Administration Department. Effective FY 2024/25, the Information Technology Division was also reallocated to City Administration, and Administrative Services was reclassified as the Finance Department. * Effective FY 2025/26, Human Resources Division was reclassified as the Human Resources Department.

Full-Time Equivalents (FTE) – Last Ten Fiscal Years & FY 2026-27 Council Level Budget FY 2026-27 Proposed Budget Page 62

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DRAFT
Full-Time Equivalents (FTE) by Classification
Job Classification FTE Count
Accountant 1.00
Administrative Analyst 8.00
Administrative Coordinator 14.75
Assistant City Attorney 1.00
Assistant City Manager 1.00
Assistant Engineer 1.00
Assistant Planner 1.00
Associate Engineer 5.00
Associate Planner 3.00
Chief Building Official 1.00
City Attorney 1.00
City Clerk 1.00
City Manager 1.00
City/District Engineer 2.00
Deputy City Clerk 1.00
Deputy City Manager 1.00
Director 5.00
Division Manager 6.00
Electrician I/II 1.00
Executive Assistant 1.00
Inspector 6.00
It Network Analyst 1.00
It Specialist 4.00
Maintenance Coordinator 16.00
Maintenance Specialist 13.00
Maintenance Supervisor 10.00
Maintenance Technician I/II 29.00
Office Specialist 13.00
Office Technician I/II 6.00
Paralegal 1.00
Planning Specialist 1.00
Plans Examiner 2.00
Police Captain 2.00
Police Chief 1.00
Police Corporal 10.00
Police Lieutenant 4.00
Police Officer 41.00
Police Records Supervisor 1.00
Police Sergeant 12.00
Police Services Technician I/II 5.00
Program Manager 14.00
Recreation Coordinator 12.00
Recreation Supervisor 6.00
Recreation Technician 2.00
Senior Administrative Analyst 2.00
Senior Civil (Plan Check) Engineer 1.00
Senior Engineer 3.00
Senior Inspector 3.00
Senior Planner 1.00
Supervising Inspector 3.00
Grand Total 281.75
FY 2026-27 Proposed Budget Page 63

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DRAFT
Full-Time Equivalents (FTE) by Department & Classification 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 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 1.00
Division Total 4.00 6.00 7.00 6.00 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 1.00
Division Total 2.00 3.00 3.00 3.00 3.00
Information Technology
Division Manager 1.00 1.00 1.00 1.00 1.00
IT Network Analyst 1.00 1.00 1.00 1.00 1.00
IT Specialist 4.00 4.00 4.00 4.00 4.00
Division Total 6.00 6.00 6.00 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 - -
Paralegal 1.00 1.00 1.00 1.00 1.00
Division Total 4.00 4.00 4.00 3.00 3.00
Department Total 16.00 19.00 20.00 18.00 18.00
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 2.00
Department Total 9.00 9.00 9.00 9.00 10.00
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Full-Time Equivalents (FTE) by Department & Classification Human Resources
Director - - 1.00 1.00
Administrative Anlayst 1.00 1.00 1.00 2.00 2.00
Administrative Coordinator 1.00 1.00 1.00 2.00 2.00
Division Manager 1.00 1.00 1.00 - -
Office Specialist 1.00 1.00 1.00 1.00 1.00
Department Total 4.00 4.00 4.00 6.00 6.00
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 1.00 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 9.00 9.00 9.00 9.00
Building
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Inspector 5.00 4.00 4.00 4.00 4.00
Office Specialist 3.00 4.00 3.00 3.00 3.00
Plans Examiner 1.00 1.00 1.00 2.00 2.00
Senior Engineer 1.00 1.00 1.00 1.00 1.00
Senior Inspector - - 1.00 1.00 1.00
Supervising Inspector 1.00 2.00 2.00 2.00 2.00
Division Total 12.00 13.00 13.00 14.00 14.00
Department Total 22.00 22.00 22.00 23.00 23.00
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Full-Time Equivalents (FTE) by Department & Classification Public Works
Transportation
Senior Administrative Analyst 1.00 - - - -
Division Manager 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator - 1.00 1.00 1.00
Office Specialist 1.00 1.00 1.00 1.00 1.00
Engineering Specialist 1.00 1.00 - - -
Associate Planner 1.00 2.00 1.00 1.00
Division Total 4.00 4.00 5.00 4.00 4.00
Engineering
Administrative Coordinator - 1.00 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 1.00
Associate Engineer 6.00 6.00 6.00 6.00 5.00
City/District Manager - - - 2.00 2.00
Division Manager 2.00 2.00 2.00 - -
Engineering Specialist 1.00 - - - -
Inspector 2.00 2.00 2.00 2.00 2.00
Office Specialist 2.00 1.00 - - -
Program Manager - - 1.00 1.00 1.00
Senior Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Senior Engineer 3.00 3.00 2.00 2.00 3.00
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 20.00 20.00 20.00
Public Services
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 16.00 16.00 16.00 16.00
Maintenance Specialist 13.00 13.00 13.00 13.00 13.00
Maintenance Supervisor 9.00 10.00 10.00 9.00 9.00
Maintenance Technician I/II 30.00 30.00 30.00 29.00 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 6.00
Senior Administrative Analyst 2.00 2.00 2.00 2.00 1.00
Division Total 81.75 83.75 83.75 81.75 81.75
Department Total 106.75 108.75 108.75 105.75 105.75
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Full-Time Equivalents (FTE) by Department & Classification Police
Administrative Services
Administrative Analyst 1.00 1.00 2.00 2.00 2.00
Administrative Coordinator 6.00 6.00 5.00 5.00 5.00
Office Specialist 3.00 4.00 4.00 3.00 3.00
Office Technician I/II 3.00 3.00 3.00 2.00 2.00
Police Technician I/II 4.00 4.00 4.00 5.00 5.00
Program Manager 1.00 1.00 1.00 - -
Police Records Supervisor - - - 1.00 1.00
Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Division Total 19.00 20.00 20.00 19.00 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
Corporal 9.00 10.00 10.00 10.00 10.00
Lieutenant 5.00 5.00 5.00 4.00 4.00
Police Officer 43.00 44.00 44.00 41.00 41.00
Sergeant 10.00 12.00 12.00 12.00 12.00
Division Total 70.00 74.00 74.00 70.00 70.00
Department Total 89.00 94.00 94.00 89.00 89.00
Parks & Community Services
Administrative Analyst 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 3.00 3.00 2.00
Office Specialist 2.00 2.00 1.00 1.00 1.00
Program Manager 3.00 3.00 3.00 3.00 4.00
Recreation Coordinator 11.00 11.00 10.00 10.00 12.00
Recreation Supervisor 6.00 6.00 6.00 6.00 6.00
Recreation Technician 3.00 3.00 3.00 3.00 2.00
Department Total 34.00 34.00 30.00 30.00 30.00
Grand Total 280.75 290.75 287.75 280.75 281.75
* Effective FY 2023/24, the Human Resources Division was reallocated from the Administrative Services Department to the City Administration Department. Effective FY 2024/25, the Information Technology Division was also reallocated to City Administration, and Administrative Services was reclassified as the Finance Department. Effective FY2025/26, the Human Resources Division was reclassified as the Human Resources Department.

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Governmental Funds
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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 86% of General Fund revenues:
 Property Taxes
 Sales and Use Taxes
 Transactions and Use Tax
 Charges for Services
 Franchise Fees
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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.

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. Property tax for FY26 was projected �lat compared to FY25 Actual Property tax receipts for FY26 are showing about 3% increase. Assuming this treand continue into, FY27 Proposed Property Tax assumes 3% increase to FY26 actual expected receipts. Property taxes are the City’s single largest revenue source; comprising 33% of the total FY27 projected revenues, or $27.9m. $21.9
$23.5 $24.6 $25.3 $26.1 $26.3
$27.9 $28.7 $29.6
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
FY 21
ACTUAL
FY 22
ACTUAL
FY 23
ACTUAL
FY 24
ACTUAL
FY 25
ACTUAL
FY 26

REVISED
FY 27

PROPOSED
FY 28

PROJECTED
FY 29

PROJECTED
Millions
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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.

Following the effects of the COVID-19 pandemic on businesses and the shift in consumer spending from brick-and-mortar 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. For FY27, the projection is based on the actual expected receipts and is about 7% above FY26 budget. This revenue source is monitored closely due to its volatility and heavy dependence on the consumer behavior driven by overall economy and pollical climate. Sales and use taxes (collectively named Sales Taxes in the budget document) are the City’s third-largest revenue source; comprising 16.6% of the total FY26 General Fund revenues, or $14.1m. $10.8
$12.1
$14.3 $14.0
$13.0 $13.2
$14.1 $14.5 $14.9
$-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
$16.0
FY 21
ACTUAL
FY 22
ACTUAL
FY 23
ACTUAL
FY 24
ACTUAL
FY 25
ACTUAL
FY 26

REVISED
FY 27

PROPOSED
FY 28

PROJECTED
FY 29

PROJECTED
Millions
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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, with the FY26 being the �irst full year the City received this revenue.

The City has relied upon the insights of a sales tax consultant, HdL Companies, and used their estimate of $14.84m for FY27 – a slight 0.7% increase compared to the FY26 . This projection makes transactions and use tax the City’s second-largest projected revenue source for FY27; comprising 17.5% of the total FY26 General Fund revenues.
$14.8
$14.9
$15.2
$15.5
$14.0
$14.5
$15.0
$15.5
$16.0
FY 26

REVISED
FY 27

PROPOSED
FY 28

PROJECTED
FY 29

PROJECTED
Millions
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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 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: Each operating department is responsible for projecting this revenue source based on the program’s historical performance, demand analyses, and costs associated with running programs.. The FY27 projection shows an overall increase of 9% , which includes the effect of the regular updates to the master fee schedule by 2.8% CPI. In addition, FY27 Revenue re�lects the change in the accounting practice resulting in the increase to revenue by about 1.8m. This one time revenue adjustments is offset by the corresponding adjustment to expenditure on the departmental level. The proposed budget for FY27 – including one-time 1.8M adjustment –totals $9.4m; comprising 11% of the General Fund budgeted revenues.
$3.3
$5.9 $6.0 $5.9
$6.8 $6.8
$9.4 $9.6 $9.9
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0
$9.0
$10.0
$11.0
FY 21
ACTUAL
FY 22
ACTUAL
FY 23
ACTUAL
FY 24
ACTUAL
FY 25
ACTUAL
FY 26

REVISED
FY 27

PROPOSED
FY 28

PROJECTED
FY 29

PROJECTED
Millions
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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: Historically, Franchise fees revenues, collected through Electric, Gas, Cable, Recycling and Garbage agreements, stream would show slight increase Year over year. However, This revenue source is signi�icantly reduced starting January 2026 due to the revision of franchise fee calculations. This revenue is expected to be about $942K below budget for FY26 and will represent about a $1.8M (or 3%) reduction to the FY27 franchise fee revenues. Cable franchise revenues are another 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 FY27 franchise fees revenue of $4.9m represents 5.3% of General Fund revenues – a decline from historical 8% of the General fund total revenue. $5.4 $5.4 $5.7 $6.0 $5.9
$6.2
$4.5 $4.6 $4.7
$-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0
FY 21
ACTUAL
FY 22
ACTUAL
FY 23
ACTUAL
FY 24
ACTUAL
FY 25
ACTUAL
FY 26

REVISED
FY 27

PROPOSED
FY 28

PROJECTED
FY 29

PROJECTED
Millions
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Statement of Revenue, Expenditures and Changes in Fund Balance – General Fund
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED
FUND BALANCE - BEGINNING $ 19,686,545 $ 26,320,263 $ 26,584,611 $ 29,060,336 $ 31,776,424

REVENUES
Property Tax 24,550,855 25,264,164 26,073,885 26,311,354 27,915,949 Sales and Use Tax 14,329,831 13,960,107 13,034,266 28,021,384 14,125,622 Measure N T&U - - 3,442,758 - 14,944,000
Property Transfer Tax 709,268 721,356 708,289 638,282 638,282 Transient Occupancy Taxes (TOT) 2,133,699 2,425,594 2,473,620 2,441,856 2,596,366 Franchise Fees 5,726,366 6,028,810 6,237,273 6,244,990 4,493,072 Licenses and Permits 3,312,029 3,518,126 4,007,135 3,621,223 4,043,662 Intergovernmental 692,301 1,010,407 3,471,268 2,326,496 1,803,435 Charges for Services 5,950,166 5,944,350 6,278,316 6,848,087 9,420,110 Fines and Forfeitures 172,002 177,101 166,863 200,000 190,000 Investment Income 380,525 1,108,772 1,490,425 418,005 1,168,304 Miscellaneous Revenue 2,840,002 3,572,431 4,244,938 3,907,227 4,026,879 TOTAL REVENUES 60,797,044 63,731,219 71,629,036 80,978,904 85,365,682

EXPENDITURES
General Government 5,369,750 6,107,439 6,536,674 8,043,068 8,730,473 Human Resources 1,303,492 1,472,808 1,768,763 1,681,106 1,448,683 Finance 1,867,230 2,022,746 2,074,417 2,412,381 2,520,199 Community Development 5,036,352 4,701,593 4,992,554 6,622,082 6,598,649 Police 14,346,896 18,026,589 20,672,237 23,098,947 24,577,843 Public Works 15,721,657 16,978,878 16,665,255 19,940,877 20,177,062 Parks & Community Services 8,108,300 9,130,213 8,728,587 10,284,904 12,882,939 TOTAL EXPENDITURES 51,753,678 58,440,267 61,438,488 72,083,365 76,935,847

OTHER FINANCING SOURCES (USES)
Audit Adjustment - ARPA & GASB 87 4,123,005
Audit Adjustment - SB1186 (51,726)
Operating Transfers In 4,576,958 6,380,783 5,319,484 5,254,275 1,558,702 Operating Transfers Out (11,109,611) (11,355,662) (13,034,307) (11,433,726) (9,033,134) TOTAL OTHER FINANCING SOURCES (USES) (2,409,648) (5,026,605) (7,714,823) (6,179,451) (7,474,431) NET INCREASE (DECREASE) 6,633,718 264,347 2,475,726 2,716,088 955,403 FUND BALANCE - ENDING $ 26,320,263 $ 26,584,611 $ 29,060,336 $ 31,776,424 $ 32,731,828 FY 2026-27 Proposed Budget Page 77

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Revenue by Source – General Fund
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED
Property Tax $ 24,550,855 $ 25,264,164 $ 26,073,885 $ 26,311,354 $ 27,915,949 Sales & Use Tax 14,329,831 13,960,107 13,034,266 28,021,384 14,125,622 Measure N T&U 14,944,000
Property Transfer Tax 709,268 721,356 708,289 638,282 638,282 Transient Occupancy Tax (TOT) 2,133,699 2,425,594 2,473,620 2,441,856 2,596,366 Franchise Fees 5,726,366 6,028,810 6,237,273 6,244,990 4,493,072 Licenses & Permits* 3,312,029 3,518,126 4,007,135 3,621,223 4,043,662 Charges for Services 5,950,166 5,944,350 6,278,316 6,848,087 9,420,110 Fines & Forfeitures* 172,002 177,101 166,863 200,000 190,000 Investment Income* 380,525 1,108,772 1,490,425 418,005 1,168,304 Intergovernmental 692,301 1,010,407 3,471,268 2,326,496 1,803,435 Miscellaneous Revenue* 2,840,002 3,572,431 4,244,938 3,907,227 4,026,879 Transfers In 4,576,958 6,380,783 5,319,484 5,254,275 1,558,702 TOTAL $ 65,374,002 $ 70,112,002 $ 73,505,762 $ 86,233,179 $ 86,924,384 Intergovernmental
2% Transfers
In…
Property Tax
32%
Other*
11%
Sales & Use Tax
16%
Measure N T&U
17%
Charges for
Services
11%
Franchise Fees
5%
TOT
3%
Property Transfer
Tax
1%
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Expenditures by Department – General Fund
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY
General Government $ 3,139,710 $ 3,596,699 $ 8,311,149 $ 8,043,068 $ 8,730,473 Administrative Services 5,395,989 6,006,294 - - -
Human Resources - - - 1,681,106 1,448,683
Finance - - 2,074,417 2,213,756 2,520,199
Community Development 5,036,352 4,701,593 4,992,554 6,622,082 6,598,649 Police 14,346,896 18,026,589 20,672,237 23,098,947 24,577,843 Public Works 15,721,657 16,978,878 16,665,255 19,940,877 20,177,062 Parks & Community Services 8,108,300 9,130,213 8,728,587 10,284,904 12,882,939 Non-Departmental 4,773 - - - -
TOTAL $ 51,753,678 $ 58,440,267 $ 61,444,199 $ 71,884,740 $ 76,935,847 General Government,

11.4%
Human Resources, 1.9%
Finance, 3.3%
Community
Development, 8.6%
Police, 32.0%
Public Works, 26.2%
Parks & Community
Services, 16.8%
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Expenditures by Category – General Fund
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED
Salaries $ 26,039,395 $ 28,147,669 $ 29,144,218 $ 30,268,066 $ 32,665,741 Benefits 5,255,763 8,821,186 10,115,442 13,079,136 13,070,949 Internal Department Charges 7,093,624 6,550,937 7,305,925 10,065,143 9,782,247 Contract Services 10,911,130 10,808,419 11,432,388 14,202,774 15,630,690 Material & Supplies 1,770,510 1,738,736 1,781,202 1,869,027 1,963,848 Instructor Payments - - - - 1,800,525
Other Costs 637,689 1,789,941 1,555,939 2,400,593 2,006,222 Capital Outlay* 45,568 583,379 103,374 - 15,626
Subtotal 51,753,678 58,440,267 61,438,488 71,884,740 76,935,847 Capital Improvement Program (CIP) Transfer Out ** 1,520,835 259,121 - 565,623 444,100 Debt Service Transfer Out** 5,396,500 5,594,521 5,948,035 5,095,200 1,606,450 Other Transfers Out** 4,192,276 5,502,020 7,758,847 5,189,253 6,982,584 Subtotal 11,109,611 11,355,662 13,706,882 10,850,076 9,033,134 GRAND TOTAL $ 62,863,289 $ 69,795,928 $ 75,145,369 $ 82,734,816 $ 85,968,981 Salaries
38%
Benefits
15%
Internal
Department
Charges
12%
Contract Services
18%
Material & Supplies
2%
Instructor Payments
2%
Other Costs
3%
Transfers OUT
10%
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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.

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 838,064

REVENUES
Intergovernmental 139,581
Investment Income -
TOTAL REVENUES 139,581
TOTAL SOURCES OF FUND 139,581

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

TRANSFER OUT
Capital Improvement Program (CIP) 335,000
TOTAL TRANSFER OUT 335,000
TOTAL USES OF FUND 585,000
NET INCREASE (DECREASE) (445,419)
PROJECTED FUND BALANCE - 06/30/27 $ 392,645
FY 2026-27 Proposed Budget Page 82

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 1,045,422

REVENUES
Special Assessments 1,972,586
Intergovernmental 11,409
Charges for Services 800
TOTAL REVENUES 1,984,795
TOTAL SOURCES OF FUND 1,984,795

EXPENDITURES
Public Works 1,311,899
TOTAL EXPENDITURES 1,311,899

TRANSFER OUT
General Fund 155,134
Capital Improvement Program (CIP) -
Special Zones 391,043
TOTAL TRANSFER OUT 546,177
TOTAL USES OF FUND 1,858,076
NET INCREASE (DECREASE) 126,719
PROJECTED FUND BALANCE - 06/30/27 $ 1,172,141
FY 2026-27 Proposed Budget Page 83

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 680,894

REVENUES
Special Assessments 951,961
TOTAL REVENUES 951,961
TOTAL SOURCES OF FUND 951,961

EXPENDITURES
Public Works 924,424
TOTAL EXPENDITURES 924,424

TRANSFER OUT
General Fund 110,947
TOTAL TRANSFER OUT 110,947
TOTAL USES OF FUND 1,035,371
NET INCREASE (DECREASE) (83,410)
PROJECTED FUND BALANCE - 06/30/27 $ 597,484
FY 2026-27 Proposed Budget Page 84

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 1,964,896

REVENUES
Special Assessments 1,213,588
TOTAL REVENUES 1,213,588

TRANSFER IN
Citywide Landscape 391,043
TOTAL TRANSFER IN 391,043
TOTAL SOURCES OF FUND 1,604,631

EXPENDITURES
Public Works 1,488,769
TOTAL EXPENDITURES 1,488,769

TRANSFER OUT
General Fund 178,681
Capital Improvement Program (CIP) 7,500
TOTAL TRANSFER OUT 186,181
TOTAL USES OF FUND 1,674,950
NET INCREASE (DECREASE) (70,319)
PROJECTED FUND BALANCE - 06/30/27 $ 1,894,577
FY 2026-27 Proposed Budget Page 85

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 452,223

REVENUES
Special Assessments 165,139
TOTAL REVENUES 165,139

TOTAL TRANSFER IN
General Fund 16,301
TOTAL TRANSFER IN 16,301
TOTAL SOURCES OF FUND 181,440

EXPENDITURES
Public Works 129,884
TOTAL EXPENDITURES 129,884

TRANSFER OUT
General Fund 15,588
Capital Improvement Program (CIP) 15,000
TOTAL TRANSFER OUT 30,588
TOTAL USES OF FUND 160,472
NET INCREASE (DECREASE) 20,968
PROJECTED FUND BALANCE - 06/30/27 $ 473,191
FY 2026-27 Proposed Budget Page 86

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 201,385

REVENUES
Special Assessments 10,990
Investment Income 7,365
TOTAL REVENUES 18,355
TOTAL SOURCES OF FUND 18,355

EXPENDITURES
Public Works 59,366
TOTAL EXPENDITURES 59,366

TRANSFER OUT
General Fund 2,517
TOTAL TRANSFER OUT 2,517
TOTAL USES OF FUND 61,883
NET INCREASE (DECREASE) (43,528)
PROJECTED FUND BALANCE - 06/30/27 $ 157,857
FY 2026-27 Proposed Budget Page 87

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 105,554

REVENUES
Miscellaneous Revenue 6,006
Investment Income 2,961
TOTAL REVENUES 8,967

TRANSFER IN
Infrastructure Maintenance Fund -

TOTAL TRANSFER IN -
TOTAL SOURCES OF FUND 8,967

EXPENDITURES
Public Works 5,842
TOTAL EXPENDITURES 5,842

TRANSFER OUT
General Fund 701
TOTAL TRANSFER OUT 701
TOTAL USES OF FUND 6,543
NET INCREASE (DECREASE) 2,424
PROJECTED FUND BALANCE - 06/30/27 $ 107,978
FY 2026-27 Proposed Budget Page 88

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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 ESTIMATED FUND BALANCE - 07/01/26 $ (47,210)

REVENUES
Intergovernmental 23,540,675
Charges for Services 23,100
Investment Income -
TOTAL REVENUES 23,563,775

TRANSFER IN
General Fund 4,975,246
TOTAL TRANSFER IN 4,975,246
TOTAL SOURCES OF FUND 28,539,021

EXPENDITURES
Police 13,220,729
Public Works 15,122,912
TOTAL EXPENDITURES 28,343,641

TRANSFER OUT
Capital Improvement Program (CIP) 148,170
TOTAL TRANSFER OUT 148,170
TOTAL USES OF FUND 28,491,811
NET INCREASE (DECREASE) 47,210
PROJECTED FUND BALANCE - 06/30/27 $ (0)
FY 2026-27 Proposed Budget Page 89

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 488,046

REVENUES
Intergovernmental 21,000
Miscellaneous Revenue 1,801,732
Investment Income 27,370
TOTAL REVENUES 1,850,102
TOTAL SOURCES OF FUND 1,850,102

EXPENDITURES
Public Works 1,838,189
TOTAL EXPENDITURES 1,838,189
TOTAL USES OF FUND 1,838,189
NET INCREASE (DECREASE) 11,913
PROJECTED FUND BALANCE - 06/30/27 $ 499,959
FY 2026-27 Proposed Budget Page 90

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 312,612

REVENUES
Special Assessments 800,000
Charges for Services 1,000
Miscellaneous Revenue 7,500
Investment Income 420
TOTAL REVENUES 808,920

TRANSFER IN
General Fund 211,203
TOTAL TRANSFER IN 211,203
TOTAL SOURCES OF FUND 1,020,123

EXPENDITURES
Public Works 1,063,353
TOTAL EXPENDITURES 1,063,353
TOTAL USES OF FUND 1,063,353
NET INCREASE (DECREASE) (43,230)
PROJECTED FUND BALANCE - 06/30/27 $ 269,382
FY 2026-27 Proposed Budget Page 91

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 312,612

REVENUES
Intergovernmental 157,000
Miscellaneous Revenue 20,750
Investment Income 11,634
TOTAL REVENUES 189,384

TRANSFER IN
General Fund 35,000
TOTAL TRANSFER IN 35,000
TOTAL SOURCES OF FUND 224,384

EXPENDITURES
Public Works 436,035
TOTAL EXPENDITURES 436,035
TOTAL USES OF FUND 436,035
NET INCREASE (DECREASE) (211,651)
PROJECTED FUND BALANCE - 06/30/27 $ 100,961
FY 2026-27 Proposed Budget Page 92

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 12,005

REVENUES
Intergovernmental 530,984
Investment Income -
TOTAL REVENUES 530,984
TOTAL SOURCES OF FUND 530,984

EXPENDITURES
Public Works 574,613
TOTAL EXPENDITURES 574,613
TOTAL USES OF FUND 574,613
NET INCREASE (DECREASE) (43,629)
PROJECTED FUND BALANCE - 06/30/27 $ (31,624)
FY 2026-27 Proposed Budget Page 93

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 240,946

REVENUES
Intergovernmental 220,686
Investment Income 5,426
TOTAL REVENUES 226,112
TOTAL SOURCES OF FUND 226,112

EXPENDITURES
Public Works 200,611
TOTAL EXPENDITURES 200,611
TOTAL USES OF FUND 200,611
NET INCREASE (DECREASE) 25,501
PROJECTED FUND BALANCE - 06/30/27 $ 266,447
FY 2026-27 Proposed Budget Page 94

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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 ESTIMATED FUND BALANCE - 07/01/26 72,046

REVENUES
Charges for Services 30,000
Miscellaneous Revenue 9,000
Investment Income 2,968
TOTAL REVENUES 41,968
TOTAL SOURCES OF FUND 41,968

EXPENDITURES
Non-Departmental 3,000
TOTAL EXPENDITURES 3,000

TRANSFER OUT
Capital Improvement Program (CIP) -

TOTAL TRANSFER OUT -
TOTAL USES OF FUND 3,000
NET INCREASE (DECREASE) 38,968
PROJECTED FUND BALANCE - 06/30/27 $ 111,014
FY 2026-27 Proposed Budget Page 95

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 719,698

REVENUES
Charges for Services 395,133
Investment Income 20,714
TOTAL REVENUES 415,847
TOTAL SOURCES OF FUND 415,847

EXPENDITURES
Community Development 230,775
TOTAL EXPENDITURES 230,775
TOTAL USES OF FUND 230,775
NET INCREASE (DECREASE) 185,072
PROJECTED FUND BALANCE - 06/30/27 $ 904,770
FY 2026-27 Proposed Budget Page 96

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 287,380

REVENUES
Charges for Services
Investment Income 11,990
TOTAL REVENUES 11,990
TOTAL SOURCES OF FUND 11,990

EXPENDITURES
Public Works 157,598
TOTAL EXPENDITURES 157,598
TOTAL USES OF FUND 157,598
NET INCREASE (DECREASE) (145,608)
PROJECTED FUND BALANCE - 06/30/27 $ 129,782
FY 2026-27 Proposed Budget Page 97

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 4,917,879

REVENUES
Development Fees 1,342,169
Investment Income 140,357
TOTAL REVENUES 1,482,526
TOTAL SOURCES OF FUND 1,482,526

TRANSFER OUT
Capital Improvement Program (CIP) 80,000
Capital Improvement Program (CIP) - Personnel 3,024
TOTAL TRANSFER OUT 83,024
TOTAL USES OF FUND 83,024
NET INCREASE (DECREASE) 1,399,502
PROJECTED FUND BALANCE - 06/30/27 $ 6,317,381
FY 2026-27 Proposed Budget Page 98

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 1,395,055

REVENUES
Intergovernmental 4,754,874
Investment Income 193,988
TOTAL REVENUES 4,948,862
TOTAL SOURCES OF FUND 4,948,862

TRANSFER OUT
General Fund 300,000
Capital Improvement Program (CIP) 4,125,002
Capital Improvement Program (CIP) - Personnel 155,669
TOTAL TRANSFER OUT 4,580,671
TOTAL USES OF FUND 4,580,671
NET INCREASE (DECREASE) 368,191
PROJECTED FUND BALANCE - 06/30/27 $ 1,763,246
FY 2026-27 Proposed Budget Page 99

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 2,138,090

REVENUES
Development Fees 2,145,335
Investment Income 70,763
TOTAL REVENUES 2,216,098
TOTAL SOURCES OF FUND 2,216,098

TRANSFER OUT
Capital Improvement Program (CIP) 922,695
Capital Improvement Program (CIP) - Personnel 34,833
TOTAL TRANSFER OUT 957,528
TOTAL USES OF FUND 957,528
NET INCREASE (DECREASE) 1,258,570
PROJECTED FUND BALANCE - 06/30/27 $ 3,396,660
FY 2026-27 Proposed Budget Page 100

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 8,185,867

REVENUES
Development Fees 1,312,608
Investment Income 203,607
TOTAL REVENUES 1,516,215
TOTAL SOURCES OF FUND 1,516,215

TRANSFER OUT
Capital Improvement Program (CIP) -
Capital Improvement Program (CIP) - Personnel -

TOTAL TRANSFER OUT -

TOTAL USES OF FUND -
NET INCREASE (DECREASE) 1,516,215
PROJECTED FUND BALANCE - 06/30/27 $ 9,702,082
FY 2026-27 Proposed Budget Page 101

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 171,278
Intergovernmental 66,307
Investment Income 6,759
TOTAL REVENUES 73,066
TOTAL SOURCES OF FUND 73,066

TRANSFER OUT
Capital Improvement Program (CIP) - Personnel -

TOTAL TRANSFER OUT -

TOTAL USES OF FUND -
NET INCREASE (DECREASE) 73,066
PROJECTED FUND BALANCE - 06/30/27 $ 171,278
FY 2026-27 Proposed Budget Page 102

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 846,027

REVENUES
Development Fees 799,242
Investment Income 2,545
TOTAL REVENUES 801,787
TOTAL SOURCES OF FUND 801,787

TRANSFER OUT
Capital Improvement Program (CIP) -

TOTAL TRANSFER OUT -

TOTAL USES OF FUND -
NET INCREASE (DECREASE) 801,787
PROJECTED FUND BALANCE - 06/30/27 $ 1,647,814
FY 2026-27 Proposed Budget Page 103

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 320,742

REVENUES
Development Fees 291,336
Investment Income 825
TOTAL REVENUES 292,161
TOTAL SOURCES OF FUND 292,161
NET INCREASE (DECREASE) 292,161
PROJECTED FUND BALANCE - 06/30/27 $ 612,903
FY 2026-27 Proposed Budget Page 104

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 1,327,836

REVENUES
Charges for Services 1,522,500
Investment Income 93,152
TOTAL REVENUES 1,615,652
TOTAL SOURCES OF FUND 1,615,652

TRANSFER OUT
Capital Improvement Program (CIP) 2,674,998
TOTAL TRANSFER OUT 2,674,998
TOTAL USES OF FUND 2,674,998
NET INCREASE (DECREASE) (1,059,346)
PROJECTED FUND BALANCE - 06/30/27 $ 268,490
FY 2026-27 Proposed Budget Page 105

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 680,435

REVENUES
Development Fees 112,500
Investment Income 14,797
TOTAL REVENUES 127,297
TOTAL SOURCES OF FUND 127,297
NET INCREASE (DECREASE) 127,297
PROJECTED FUND BALANCE - 06/30/27 $ 807,732
FY 2026-27 Proposed Budget Page 106

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 10,806

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
PROJECTED FUND BALANCE - 06/30/27 $ 14,806
FY 2026-27 Proposed Budget Page 107

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 24,500

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
PROJECTED FUND BALANCE - 06/30/27 $ 27,000
FY 2026-27 Proposed Budget Page 108

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 19,792

REVENUES
Development Fees 13,158
TOTAL REVENUES 13,158
TOTAL SOURCES OF FUND 13,158
NET INCREASE (DECREASE) 13,158
PROJECTED FUND BALANCE - 06/30/27 $ 32,951
FY 2026-27 Proposed Budget Page 109

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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 ESTIMATED FUND BALANCE - 07/01/26 $ 108,356

REVENUES
Special Assessments 723,551
TOTAL REVENUES 723,551
TOTAL SOURCES OF FUND 723,551

TRANSFER OUT
General Fund 701,377
TOTAL TRANSFER OUT 701,377
TOTAL USES OF FUND 701,377
NET INCREASE (DECREASE) 22,174
PROJECTED FUND BALANCE - 06/30/27 $ 130,530
FY 2026-27 Proposed Budget Page 110

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Total Special Revenue Funds
Statement of Revenue, Expenditures and Changes in Fund Balance ESTIMATED FUND BALANCE - 07/01/26 $ 28,285,982

REVENUES
Special Assessments 5,837,815
Intergovernmental 29,442,516
Charges for Services 1,980,033
Development Fees 6,020,348
Miscellaneous Revenue 1,844,988
Investment Income 821,369
TOTAL REVENUES 45,947,069

TRANSFER IN
General Fund 5,237,750
Infrastructure Maintenance Fund 391,043
TOTAL TRANSFER IN 5,628,793
TOTAL SOURCES OF FUND 51,575,862

EXPENDITURES
Community Development 235,775
Police 13,220,729
Public Works 23,313,495
Non-Departmental 253,000
TOTAL EXPENDITURES 37,022,999

TRANSFER OUT
General Fund 1,464,945
Debt Service -
Capital Improvement Program (CIP) 8,308,365
Capital Improvement Program (CIP) - Personnel 193,526
TOTAL TRANSFER OUT 9,966,836
TOTAL USES OF FUND 46,989,835
NET INCREASE (DECREASE) 4,586,028
PROJECTED FUND BALANCE - 06/30/27 $ 32,872,010
FY 2026-27 Proposed Budget Page 111

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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.

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Geologic Hazard Abatement District Board
Mark Armstrong
Board Chairperson
Marisol Rubio
Vice Chairperson
Richard Adler
Board Member
Robert Jweinat
Board Member
Sridhar Verose
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
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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 FY24 due to extremely heavy rain events and a protracted heavy rainy season. Expenses in FY27 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 FY27 is $19,726,774.

The NWSR GHAD anticipates continuing to take ownership and maintenance responsibilities in FY27. No improvements will be turned over that are not in good condition; therefore, maintenance costs are expected to be modest. The largest expenses for FY27 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 FY27 is $3,450,653.

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Significant Accomplishments for FY 2025-26:
1 Completed reserve fund studies and engineer’s reports and set assessments for FY 2026-27. 2 Undertook acceptances for NWSR GHAD and DV GHAD.
3 Completed maintenance inspections and repairs.
4 Worked withConservation Easement holders to maintain or enhance environmental benefits.

Major Action Plan Items for FY 2026-27:

Completion
By
Council
Goals/
Strategies
1 Complete reserve fund studies and engineer’s reports and set assessments for FY 2027-28 May 2027 G2
2 Undertake acceptance for NWSR GHAD and DV GHAD, as appropriate June 2027 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
FY 2026-27 Proposed Budget Page 115

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Statement of Revenue, Expenditures and Changes in Fund Balance ESTIMATED FUND BALANCE - 07/01/26 $ 18,460,790 $ 2,994,685 $ 21,455,475

REVENUES
Special Assessments 2,190,213 561,724 2,751,937
Licenses and Permits 4,000 - 4,000
Investment Income 502,809 74,652 577,461
Miscellaneous Revenue 36,988 - 36,988
TOTAL REVENUES 2,734,010 636,376 3,370,386
TOTAL SOURCES OF FUND 2,734,010 636,376 3,370,386

EXPENDITURES
Public Works 974,269 180,408 1,154,677
TOTAL EXPENDITURES 974,269 180,408 1,154,677

TRANSFER OUT
General Fund 93,757 - 93,757
Capital Improvement Program (CIP) 400,000 - 400,000
TOTAL TRANSFER OUT 493,757 - 493,757
TOTAL USES OF FUND 1,468,026 180,408 1,648,434
NET INCREASE (DECREASE) 1,265,984 455,968 1,721,952
PROJECTED FUND BALANCE - 06/30/27 $ 19,726,774 $ 3,450,653 $ 23,177,427 FY 2026-27 Proposed Budget Page 116

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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.

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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 2025-26:
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), by-right approval, “missing middle” standards, and General Plan Amendment review process; expanding belowmarket rate home ownership; adoption of objective design and development standards; and facilitating housing development.
6 Conducted one below market rate homeownership workshops (attendees in-person and virtual). 7 Implementation of ADUpre-approved program.
8 Updated and adopted Residential and Commercial Linkage Fee Affordable Housing Development Impact Fee.
9 Continued the RFQ process and contract for third party facilitation and qualification of applicants for purchase of BMR units in approved housing projects.

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Major Action Plan Items for FY 2026-27:

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/G6 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 nonprofit service provides, conduct below market rate homeownership workshops, and develop multi-language fair housing factsheets.

On-going G3/G6
6 Conduct public information campaigns 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
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Statement of Revenue, Expenditures and Changes in Fund Balance Expenditures by Category & Funding Source
Expenditures by Program
ESTIMATED FUND BALANCE - 07/01/26 $ 8,966,089

REVENUES
In Lieu Fees 472,617
TOTAL REVENUES 472,617
TOTAL SOURCES OF FUND 472,617
NET INCREASE (DECREASE) 472,617
PROJECTED FUND BALANCE - 06/30/27 $ 9,438,706
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 397,625 $ - $ - $ - $ -
Benefits 30,731 - - - -
Internal Department Charges 6,941 - - - -
Contract Services - - - - -
Capital Outlay 4,948,387 - - - -
Transfer Out 701,000 2,071,613 - - -
TOTAL $ 6,084,684 $ 2,071,613 $ - $ - $ -

FUNDING SOURCE
Housing Successor $ 6,041,686 $ 3,044,963 $ 444,841 $ 397,625 $ 472,617 TOTAL $ 6,041,686 $ 3,044,963 $ 444,841 $ 397,625 $ 472,617

SPECIAL REVENUE FUND - HOUSING SUCCESSOR

EXPENDITURES BY PROGRAM PROGRAM REVENUE

ADOPTED

PROGRAM

EXPENDITURE

ADOPTED

NET COST

ADOPTED
Housing Administration $ 472,617 $ - $ 472,617
PROGRAM TOTAL $ 472,617 $ - $ 472,617
FY 2026-27 Proposed Budget Page 120

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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.

The following charts and schedules summarize the City’s outstanding debt balances, the debt service budgeted for FY27, and the future annual debt service requirements.

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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 6/30/2026
Assessed Valuation per County Assessor Office
Secured $ 29,015,457,841
Unsecured 499,089,404
Taxable Assessed Valuation 29,514,547,245
Converted assessed value (at 25% of Taxable Value) 7,378,636,811 Debt Limit (15% of Assessed Value) 1,106,795,522
Less Outstanding Certificates of Participation Debt (20,810,650) LEGAL DEBT MARGIN $ 1,085,984,872
COMPLIANCE TO DEBT POLICY 6/30/2026
General Fund Operating Revenues $ 85,313,182
Dougherty Valley Fund Operating Revenues 23,563,775
Total Operating Revenues 108,876,957
Debt Policy Limit (at 10% of Operating Revenues) 10,887,696 Debt Policy Limit (at 15% of Operating Revenues) 16,331,544 Assessed Valuation 29,514,547,245
DEBT POLICY LIMIT (MAX. 2% OF ASSESSED VALUE) $ 590,290,945 FY 2026-27 Proposed Budget Page 122

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Statement of Revenue, Expenditures and Changes in Fund Balance POB
2010
POB
2021
COP #13
2019

TOTAL CITY
DEBT
ESTIMATED FUND BALANCE - 07/01/26 $ 3,331,875 $ 3,630 $ 356,392 $ 3,691,897

REVENUES
Department Charges 1,397,350 2,087,559 - 3,484,909
TOTAL REVENUES 1,397,350 2,087,559 - 3,484,909
Transfer In - - 1,606,450 1,606,450
TOTAL SOURCES OF FUND 1,397,350 2,087,559 1,606,450 5,091,359

EXPENDITURES
Principal 620,000 1,730,000 799,000 3,149,000
Interest 771,200 355,038 801,450 1,927,688
Admin & Trustee Costs 6,150 2,521 4,500 13,171
TOTAL EXPENDITURES 1,397,350 2,087,559 1,604,950 5,089,859 Transfer Out - - - -
TOTAL USES OF FUND 1,397,350 2,087,559 1,604,950 5,089,859 NET INCREASE (DECREASE) - - 1,500 1,500
PROJECTED FUND BALANCE - 06/30/27 $ 3,331,875 $ 3,630 $ 357,892 $ 3,693,397 FY 2026-27 Proposed Budget Page 123

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Outstanding Debt Schedule
POB 2010 POB 2021 COP #13 TOTAL CITY
DEBT
MATURITY DATE 02/01/39 07/01/35 06/01/39
Original Issue Amount $ 17,650,000 $ 23,345,000 $ 20,990,000 $ 61,985,000 Principal 12,050,000 16,855,000 15,890,000 44,795,000
Interest 6,060,480 1,935,034 4,920,650 12,916,164
TOTAL DEBT OUTSTANDING - 7/1/26 18,110,480 18,790,034 20,810,650 57,711,164 POB 2010 POB 2021 COP #13 TOTAL CITY
DEBT
PRINCIPAL OUTSTANDING - 7/1/26 12,050,000 16,855,000 15,890,000 44,795,000 Principal Due (620,000) (1,730,000) (925,000) (3,275,000) Interest Due (771,200) (355,038) (675,450) (1,801,688)
TOTAL ANNUAL DEBT SERVICE DUE (1,391,200) (2,085,038) (1,600,450) (5,076,688) PRINCIPAL OUTSTANDING - 6/30/27 11,430,000 15,125,000 14,965,000 41,520,000 Due FY28 1,391,520 2,082,578 1,599,200 5,073,298
Due FYs 29-33 6,975,120 10,406,768 8,002,200 25,384,088 Due FYs 34-38 6,958,800 4,215,651 8,007,200 19,181,651
Due FY39 1,393,840 1,601,600 2,995,440
TOTAL DEBT OUTSTANDING - 6/30/27 $ 16,719,280 $ 16,704,996 $ 19,210,200 $ 52,634,476 FY 2026-27 Proposed Budget Page 124

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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.

The total Capital improvements program budget for the projects undertaken in FY27 is 10.2m.

Speci�ic project details can be found within the CIP document. The CIP document can be obtained by visiting the City’s website Engineering - City of San Ramon. Questions can be directed to the Public Works Director www.sanramon.ca.gov/our_city/departments_and_divisions/public_works.

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Statement of Revenue, Expenditures and Changes in Fund Balance ESTIMATED FUND BALANCE - 07/01/26 $ 15,626,441

REVENUES
Intergovernmental 200,800
Interest Revenue -
Miscellaneous Revenue -
TOTAL REVENUES 200,800
TRANSFER IN 10,473,319
TOTAL SOURCES OF FUND 10,674,119

EXPENDITURES
Circulation 6,800,000
Drainage 165,000
Facilities 1,535,670
Landscaping 115,070
Parks 705,000
Signal 415,000
Other 444,100
Finace Administration 582,352
Public Works Administration 247,918
TOTAL EXPENDITURES 11,010,110

TRANSFER OUT
Other -

TOTAL TRANSFER OUT -
TOTAL USES OF FUND 11,010,110
NET INCREASE (DECREASE) (335,991)
PROJECTED FUND BALANCE - 06/30/27 $ 15,290,450
FY 2026-27 Proposed Budget Page 126

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No Prj # Project Name Prior Years 2026-27 2027-28 2028-29 2029-30 2030-31 Total 5Yr Beyond 5Yr Total Proj PROJECTS THAT WILL BE UNDERTAKEN IN FY 2026-27
Capital Improvement Program 2026/27 - 2030/31
1 100001 2023 Storm Damage Repairs $1,290,000 $0 $0 $0 $0 $0 $0 $0 $1,290,000 500004 Alcosta Senior and Community
Center Park Outdoor Fitness Equipment
2 $0 $75,000 $0 $0 $0 $0 $75,000 $0 $75,000
5628 Bartlett Pear Park (Bishop Ranch
6 Neighborhood Park)
3 $4,500,000 $0 $0 $0 $0 $0 $0 $0 $4,500,000
300007 Bent Creek Zone Improvements -
Zone 7
4 $161,768 $0 $2,500 $2,000 $0 $0 $4,500 $115,500 $281,768 905325 Bollinger Canyon Rd. Widening
(Alcosta to Canyon Lakes) (C1.5)
5 $1,889,980 $0 $0 $0 $0 $0 $0 $929,609 $2,819,589
300003 Canyon Lakes Zone
Improvements - Zone 3
6 $345,000 $0 $15,000 $15,000 $0 $10,000 $40,000 $0 $385,000 300015 Circle E Zone Improvements -
Zone 15
7 $61,664 $0 $0 $1,000 $0 $2,500 $3,500 $54,000 $119,164 925432 City Facilities Floor Covering
Replacement
8 $572,617 $78,575 $493,381 $116,512 $239,400 $68,880 $996,748 $3,132,953 $4,702,318 400017 Citywide ADA Compliance and
Implementation
9 $0 $200,000 $150,000 $50,000 $50,000 $50,000 $500,000 $150,000 $650,000 945485 Citywide Aerial Mapping and GIS
Support
10 $269,843 $0 $10,000 $0 $10,000 $0 $20,000 $100,000 $389,843 500003 Citywide Dog Park Renovations
and Improvements
11 $150,000 $0 $50,000 $0 $50,000 $0 $100,000 $0 $250,000 915548 Citywide Drainage Infrastructure
Repairs
12 $3,608,552 $165,000 $165,000 $40,000 $40,000 $40,000 $450,000 $1,500,000 $5,558,552 975594 Citywide Intelligent Transportation
System Upgrade
13 $2,526,975 $0 $1,031,794 $3,292,360 $1,646,180 $1,975,416 $7,945,750 $37,111,748 $47,584,473 300002 Citywide Landscaping Zone
Improvements - Zone 2
14 $500,000 $0 $0 $15,300 $0 $52,800 $68,100 $451,000 $1,019,100 955584 Citywide Parks Amenities
Replacement and Improvements
15 $3,692,692 $0 $1,690,966 $200,665 $101,555 $499,429 $2,492,615 $3,377,441 $9,562,748 16 955423 Citywide Playground Upgrades $1,651,547 $100,000 $285,000 $285,000 $175,000 $220,000 $1,065,000 $2,583,236 $5,299,783 400015 Citywide Soundwall and Retaining
Wall Repairs
17 $250,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 $1,750,000

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No Prj # Project Name Prior Years 2026-27 2027-28 2028-29 2029-30 2030-31 Total 5Yr Beyond 5Yr Total Proj PROJECTS THAT WILL BE UNDERTAKEN IN FY 2026-27
Capital Improvement Program 2026/27 - 2030/31
500006 Citywide Trail Amenities
Replacement & Improvements
18 $7,722 $400,000 $61,648 $5,148 $2,574 $16,692 $486,062 $10,051,939 $10,545,723 300009 Country View Zone
Improvements - Zone 9
19 $21,000 $0 $2,500 $0 $0 $2,500 $5,000 $40,000 $66,000 955421 Crow Canyon Gardens Facilities
Improvements
20 $3,485,063 $0 $1,800,000 $1,700,000 $1,700,000 $975,000 $6,175,000 $0 $9,660,063 905531 Crow Canyon Rd. / Iron Horse
Trail Bicycle Pedestrian Overcrossing
21 $2,534,471 $0 $0 $0 $0 $0 $0 $21,484,445 $24,018,916 905328 Crow Canyon Rd. Widening 4 - 6
Lanes (Alcosta to West Branch) (C 1.10)
22 $16,821,400 $0 $0 $413,630 $0 $0 $413,630 $3,722,665 $20,957,695 300013 Crown Ridge Zone
Improvements - Zone 13
23 $38,546 $0 $0 $2,000 $0 $2,500 $4,500 $46,000 $89,046 400013 Data Consolidation & Inter-Agency
Collaboration Software
24 $124,100 $124,100 $124,100 $112,500 $112,500 $0 $473,200 $0 $597,300 300008 Deerwood Zone Improvements -
Zone 8
25 $81,441 $3,500 $0 $2,500 $0 $0 $6,000 $0 $87,441
925574 Dougherty Valley Aquatic Center
Equipment Replacement
26 $1,687,515 $0 $357,787 $977,034 $107,628 $0 $1,442,449 $1,933,201 $5,063,165 300023 Dougherty Valley Steel Fence
Replacement
27 $200,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $200,000 $650,000 700002 Dougherty Valley Streetlight
Improvements
28 $25,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $275,000 $550,000 935564 Dougherty Valley Tree
Management Program
29 $4,222,857 $0 $0 $0 $0 $0 $0 $15,500,000 $19,722,857 300012 El Nido Zone Improvements -
Zone 12
30 $10,809 $1,000 $1,000 $0 $0 $0 $2,000 $10,500 $23,309 31 925418 Forest Home Farms Improvements $837,617 $674,295 $1,878,282 $1,061,036 $1,232,937 $931,032 $5,777,582 $1,000,000 $7,615,199 955478 Fountain Repairs and
Replacement
32 $1,326,143 $30,000 $113,440 $18,580 $0 $20,000 $182,020 $461,908 $1,970,071 300019 Glass House Zone
Improvements - Zone 19
33 $33,134 $1,000 $1,000 $0 $0 $0 $2,000 $201,532 $236,66634 400018 Green Infrastructure Retrofit $0 $20,000 $40,000 $0 $0 $0 $60,000 $0 $60,000

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No Prj # Project Name Prior Years 2026-27 2027-28 2028-29 2029-30 2030-31 Total 5Yr Beyond 5Yr Total Proj PROJECTS THAT WILL BE UNDERTAKEN IN FY 2026-27
Capital Improvement Program 2026/27 - 2030/31
300017 Henry Ranch Zone
Improvements - Zone 17
35 $34,157 $0 $0 $0 $0 $2,500 $2,500 $11,500 $48,157
000012 Intelligent Transportation System
Master Plan Update
36 $56,980 $0 $0 $0 $0 $0 $0 $57,322 $114,302
37 925515 Interior Amenities Renovation $1,669,627 $58,000 $543,990 $272,616 $188,005 $193,010 $1,255,621 $4,084,569 $7,009,817 400003 Kami Court Landslide Repair
Project
38 $5,500,000 $0 $0 $0 $0 $0 $0 $0 $5,500,000
925474 Marquee Installations at
Community Centers
39 $201,000 $0 $0 $0 $0 $0 $0 $100,000 $301,000
300010 Old Ranch Estates Zone
Improvements - Zone 10
40 $130,000 $0 $6,800 $0 $0 $2,500 $9,300 $0 $139,300
300018 Old Ranch Summit Zone
Improvements - Zone 18
41 $210,000 $0 $0 $3,000 $0 $5,000 $8,000 $25,000 $243,000 42 000017 Pavement Management 2026 $7,000,000 $800,000 $0 $0 $0 $0 $800,000 $0 $7,800,00043 000019 Pavement Management 2027 $0 $6,000,000 $0 $0 $0 $0 $6,000,000 $0 $6,000,000 000018 Pavement Repair - Stop Gap
2026/2027
44 $400,000 $0 $0 $0 $0 $0 $0 $0 $400,000
45 975413 Pedestrian Enhancement Devices $1,375,949 $160,000 $0 $0 $0 $0 $160,000 $0 $1,535,949 200013 Permit Center and City Hall
Renovations
46 $75,000 $100,000 $427,500 $0 $0 $0 $527,500 $0 $602,500 200007 Police and Fire District Joint
Public Safety Complex
47 $27,735,000 $0 $0 $0 $0 $0 $0 $0 $27,735,00048 200016 Police Substation $191,000 $0 $0 $0 $0 $0 $0 $0 $191,00049 955482 Public Art in Parks $414,700 $40,000 $70,000 $0 $70,000 $0 $180,000 $140,000 $734,700 200010 Public Meeting Access
Enhancements
50 $925,000 $335,000 $0 $0 $0 $0 $335,000 $0 $1,260,00051 975481 Radar Speed Display Sign $167,434 $0 $0 $0 $0 $0 $0 $52,966 $220,400 925590 Recreation Program and Facilities
Equipment Replacement
52 $537,206 $29,800 $0 $0 $0 $0 $29,800 $0 $567,006
53 955491 Restroom Renovations $784,497 $0 $274,300 $274,300 $400,000 $0 $948,600 $1,070,700 $2,803,797 5348 San Catanio Creek Park (Wood
Lot)
54 $1,713,400 $0 $0 $0 $0 $0 $0 $0 $1,713,400

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No Prj # Project Name Prior Years 2026-27 2027-28 2028-29 2029-30 2030-31 Total 5Yr Beyond 5Yr Total Proj PROJECTS THAT WILL BE UNDERTAKEN IN FY 2026-27
Capital Improvement Program 2026/27 - 2030/31
200015 San Ramon Olympic Pool and
Aquatic Center 50 Meter Pool Renovation
55 $0 $250,000 $2,750,000 $2,750,000 $2,750,000 $2,750,000 $11,250,000 $0 $11,250,000 925479 San Ramon Olympic Pool
Equipment Replacement
56 $2,984,362 $10,000 $393,280 $294,237 $386,820 $94,000 $1,178,337 $2,230,762 $6,393,461 400010 Senate Bill 1383 Implementation
Projects
57 $341,884 $0 $0 $0 $0 $0 $0 $0 $341,884
58 955566 Shade Structure Improvement $500,788 $60,000 $39,000 $78,000 $0 $0 $177,000 $1,207,369 $1,885,157 59 400009 Sidewalk Repairs 2024/2025 $250,000 $0 $0 $0 $0 $0 $0 $0 $250,00060 400016 Sidewalk Repairs 2026/2027 $250,000 $0 $0 $0 $0 $0 $0 $0 $250,000 935488 Street Landscape Planting
Renovation
61 $2,422,876 $42,570 $75,000 $75,000 $75,000 $75,000 $342,570 $1,616,600 $4,382,046 62 300030 The Preserve Zone Improvements $0 $15,000 $15,000 $15,000 $15,000 $15,000 $75,000 $0 $75,000 300016 Thomas Ranch Zone
Improvements - Zone 16
63 $1,000 $1,000 $0 $0 $0 $0 $1,000 $15,000 $17,00064 905381 Traffic Calming Program $206,484 $0 $10,000 $10,000 $10,000 $10,000 $40,000 $10,000 $256,484 975526 Traffic Signals Improvements &
Enhancements
65 $2,333,962 $205,000 $206,000 $208,000 $215,000 $222,000 $1,056,000 $1,965,634 $5,355,596 300011 Village Parkway Zone
Improvements - Zone 11
66 $65,904 $1,000 $1,000 $0 $0 $2,500 $4,500 $6,700 $77,104 67 000016 Vision Zero Action Plan $150,000 $0 $0 $0 $0 $0 $0 $0 $150,000 300004 Vista San Ramon Zone
Improvements - Zone 4
68 $45,564 $0 $14,500 $0 $0 $2,500 $17,000 $4,600 $67,16469 200014 Waste Facility Improvements $300,000 $0 $0 $0 $0 $0 $0 $900,000 $1,200,000 300006 West Branch Zone
Improvements - Zone 6
70 $177,920 $0 $14,900 $19,600 $3,600 $21,100 $59,200 $1,236,000 $1,473,120 Totals $112,079,151 $10,179,840 $13,314,668 $12,510,018 $9,781,199 $8,461,859 $54,247,584 $120,167,399 $286,494,134

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Proprietary Funds
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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. There are two main categories of the Proprietary funds:
• Enterprise Funds - Used for services provided primarily to the public for a fee (such as water, sewer, or airport operations).
• Internal Service Funds - Used for services provided primarily within the government itself, on a cost-reimbursement basis (such as fleet maintenance, IT, insurance, or central services).

City of San Ramon does not provide good or services to the Public that require to be accounted in the Enterprise funds.

Internal Service Funds
Internal Service Funds are used to account for t for centralized services provided primarily to other City departments on a cost-reimbursement basis.. Below is a summary of the City’s internal service funds:
 Investment Fund (#601) - Used to account for the management of investments. This fund is no longer in use effective FY27.
 Equipment Replacement Fund (#602) - 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 (#603) - Used to account for the replacement of computerrelated 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 (#610) - 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 (#611) - Used to account for employees’ healthcare premiums and claims.  Infrastructure Maintenance Fund (#618) - Used to account for the cost of maintaining City buildings and infrastructure.

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Statement of Revenue, Expenditures, and Changes in Fund Balance FUND 602 FUND 603 FUND 610 FUND 611 FUND 618
Equipment &
Vehicle
Replacement
Information
Services
Replacement
Insurance
Liability
Health Care Infrastructure
Maintenance
Total
ESTIMATED FUND BALANCE - 07/01/26 $ 2,070,032 $ 1,646,136 $ - $ 1,881,641 $ 108,668 $ 5,706,477

REVENUES
Intergovernmental 457,405 457,405
Charges for Services 270,355 12,000 282,355
Interest Revenue -
Department Charges 1,092,645 492,342
Healthcare Charges 10,980,767 10,980,767
Leave Liability Charges 745,691 745,691
Insurance Liability Charges 5,379,891 5,379,891
TOTAL REVENUES 1,092,645 762,697 6,582,987 10,980,767 12,000 19,431,097 TRANSFER IN 617,506 826,575 1,444,081
TOTAL SOURCES OF FUND 1,092,645 762,697 7,200,493 10,980,767 838,575 20,875,177

EXPENDITURES
Equipment 439,300 679,300 1,118,600
Vehicle 1,033,813 1,033,813
Software 337,572 337,572
Pension Replacement Benefits 240,000 240,000
Insurance 5,379,891 5,379,891
Healthcare 69,213 10,980,767 11,049,980
Administrative Services -
TOTAL EXPENDITURES 1,473,113 1,016,872 5,689,104 10,980,767 19,159,856

TRANSFER OUT
Capital Projects Fund - 826,575 826,575
TOTAL TRANSFER OUT - - - - 826,575 826,575
TOTAL USES OF FUND 1,473,113 1,016,872 5,689,104 10,980,767 826,575 19,986,431 NET INCREASE (DECREASE) (380,468) (254,175) 1,511,389 - 12,000 888,746 PROJECTED FUND BALANCE - 06/30/26 $ 1,689,564 $ 1,391,961 $ 1,511,389 $ 1,881,641 $ 120,668 $ 6,595,223 FY 2026-27 Proposed Budget Page 134

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Vehicle and Equipment Replacement Listing

DEPARTMENT/DIVISION TYPE PURPOSE UNIT COST QNTY TOTAL
City Administration Vehicles N/A* 22,257 1 22,257
CITY ADMINISTRATION TOTAL 22,257
Police Equipment Bullet Proof Vest Replacements (12) 1,500 15 22,500 Police Vehicles Patrol Vehicle Replacement (Veh #: 132,142,143,146,147) 103,000 5 515,000 Police Vehicles Patrol Admin Vehicle Replacement (#321) 57,000 1 57,000 POLICE TOTAL 594,500
Public Works - Public Services Equipment ELGIN FURY STREET SWEEPER - EKOS #73 325,600 1 325,600 Public Works - Public Services Equipment JOHN DEERE 3320 UTILITY TRACTOR W/ 300X LOADER - EKOS #3005 91,200 1 91,200 Public Works - Public Services Vehicles VEHICLE #74: GMC Sierra 200HD, VIN #36805 108,259 1 108,259 Public Works - Public Services Vehicles VEHICLE #80: GMC Sieraa 3500HD, VIN #32301 149,500 1 149,500 Public Works - Public Services Vehicles VEHICLE #82: GMC Sierra 1500, VIN #75107 47,103 1 47,103 Public Works - Engineering Vehicles VEHICLE #84: GMC Sierra 200HD, VIN #45061 108,259 1 108,259 PUBLIC WORKS TOTAL 829,921
Parks and Community Services Vehicles N/A* 26,435
PARKS AND COMMUNITY SERVICES TOTAL 26,435
GRAND TOTAL $ 1,473,113
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Information Services Replacement Listing

DEPARTMENT/DIVISION TYPE PURPOSE QUANTITY UNIT COST TOTAL City Administration - City Attorney Equipment Computer - Surface 1 3,750 3,750 City Administration - City Clerk Equipment Computer - Desktop 2 2,800 5,600 City Administration - Information Technology Equipment Computer - Surface 3 3,750 11,250 City Administration - Information Technology Equipment Computer - Desktop 5 2,800 14,000 City Administration - Information Technology Equipment Network & Backup Hardware: Servers, Routers,
1 388,500 388,500
CITY ADMINISTRATION TOTAL 423,100
Human Resources Equipment Computer - Desktop 1 2,800 2,800 HUMAN RESOURCES TOTAL 2,800
Finance Equipment Computer - Surface 2 3,375 6,750
FINANCE TOTAL 6,750
Community Development Equipment Computer - Surface 1 3,750 3,750 Community Development Equipment Computer - Surface 4 4,500 18,000 Community Development Equipment Computer - Desktop 6 2,800 16,800 POLICE TOTAL 38,550
Police Equipment Computer - Surface 2 3,750 7,500
Police Equipment Computer - Desktop 22 2,800 61,600
POLICE TOTAL 69,100
Public Works - Transportation Equipment Computer - Surface 4 3,750 15,000 Public Works - Engineering Equipment Computer - Surface 6 3,750 22,500 Public Works - Engineering Equipment Computer - Desktop 2 2,800 5,600 Public Works - Public Services Equipment Computer - Surface 2 3,750 7,500 Public Works - Public Services Equipment Computer - Laptops 3 3,000 9,000 Public Works - Public Services Equipment Computer - Desktop 16 2,800 44,800 PUBLIC WORKS TOTAL 104,400
Parks and Community Services Equipment Computer - Laptops 5 3,000 15,000 Parks and Community Services Equipment Computer - Desktop 7 2,800 19,600 PARKS AND COMMUNITY SERVICES TOTAL 34,600
GRAND TOTAL $ 679,300
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Fiscal Year 2025-26 Adopted Budget 149
Department Budgets
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Department Budget Highlights for FY 2025-26
Department Revenues: $2,500 - $225.00 decrease 8.26% from FY26 Adopted Budget, charges for services.

Department Expenditures: $8,730,473 - an $687,405 increase or 8.6% from FY 26 Adopted Budget. The increase is attributed to the following items:

1. Personnel costs related to merits and bene�its: $212 K;

2. Citizens request management system implementation: 68K;

3. Increased costs of required cybersecurity services and system upgrades: $206K.

4. Website upgrades to meet ADA compliance requirements: $45K.

5. Increased costs for training and employees’ professional development: $48K.

City Council
City Manager City Attorney
Deputy City Manager Assistant City
Communications
Economic Development
Human Resources/Risk
Management
Information Technology
Legislative Advocacy
City Clerk’s Of�ice
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City Council
Statement of Purpose:

The City Council is elected by the citizens to provide overall policy directions 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.

The City Council serves as the Board of Directors of the San Ramon Public Financing Authority, the Geologic Hazard Abatement Districts, the Successor Agency, and the San Ramon Housing Authority. In addition, Council members represent the City on the governing boards of numerous Joint Powers Authorities.

FY 2026/27City San Ramon City 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 Goal #1: Maintain a Safe and Secure Environment
Objective #1: Implement a Police Dept Strategic Plan
Objective #2: Enhance departmental technological capabilities to improve ef�iciency Objective #3: Increase and improve public safety public engagement Objective #4: Enhance Emergency Management and Training Preparedness and Practices Goal #2: Maintain a Secure Financial Base
Objective #1: Evaluate reserve policy requirement (36%) and alternatives Objective #2: Develop and Implement a Parks & Community Services Cost Recovery/Sustainable Subsidy Policy
Objective #3: Enhance �inancial forecasting and explore revenue growth options alongside broader cost-saving strategies
Goal #3: Provide Cost Effective and Responsive Services to Sustain Quality of Life Objective #1: Develop a City Council Code of Conduct/Rules & Procedures document Objective #2: Elevate Risk Management program by providing both public and Council brie�ings on program performance
Objective #3: Standardize how departments analyze and report service data, ensuring consistent metrics for evaluating program performance and resource needs
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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: Approve and Implement the Trails Master Plan Objective #3: Initiate the Crow Canyon Bridge project and achieve 50% design completion Objective #3: Advance the Rancho San Ramon Community Park Phase II to the next project milestone, including redesign and developer completion re�inement
Goal #5: Enhance Engagement and Communication with Residents and Business Community Objective #1: Refresh the City website (content and design) to improve user experience Objective #2: Conduct a community survey with national benchmarks to measure how resident satisfaction scores compare with other US cities
Objective #3: Complete a comprehensive assessment of the San Ramon economy to place local performance within the broader Tri-Valley and Bay Area region Goal 6 Balance Land Use Planning for Housing, Retail, Jobs, and Open Space Objective #1:  Work with stakeholders on new in�ill development opportunities within the city core and existing commercial centers
Objective #2: Work with property owners/developers and permitting entities (internal and external agencies) to transition approved projects to construction phases Objective #3: Strengthen the ADU program by aligning standards with State law, updating permit-ready plans, and administering construction rebate incentives through the ADU Accelerator Program FY 2026-27 Proposed Budget Page 141

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City Administration
Statement of Purpose:

The City Manager provides professional leadership in managing the City and implementing City Council policies. This of�ice ensures effective municipal services through the coordination and direction of all City activities.

City Administration now comprises the following divisions:
• City Manager’s Of�ice
• City Clerk’s Of�ice
• Communications
• Council Relations
• Economic Development
• Information Technology
• Legislative Affairs
Effective Fiscal Year 2025–26, Finance and Human Resources & Risk Management are established as standalone departments, separate from City Administration.

Signi�icant Accomplishments for FY 2025-26:
1 Reduced current number of city committees for greater government ef�iciency 2 Continued engagement with the Revenue Measure Stakeholder Group by gathering feedback and incorporating insights into quarterly newsletters to ensure transparency and maintain community trust following the successful placement of Measure N on the November 2024 ballot
3 Continued to work on a succession plan that captures institutional knowledge from longterm 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 Presented to Council a framework for a Communications Strategic Plan for enhancing communications and community engagement
7 Reorganized Administrative Services Department into standalone Finance and Human Resources Departments, while also moving Information Technology Division to the City Administration Department
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Major Action Plan Items for FY 2026-27:

Completion
By
Council
Goal(s)
1 Standardize how departments analyze and report service data, ensuring consistent metrics for evaluating program performance and resource needs
July 2026 G3/O3
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 Oct 2026 G2; G3 4 Refresh the City website (content and design) to improve user experience
June 2027 G5/O1
5 Replace the current Client Request Management (CRM) system for resident requests
Dec 2026 G5/O2
6 Complete a comprehensive assessment of the San Ramon
economy—including industry trends, workforce dynamics,
commercial activity, and competitive positioning—to place local performance within the broader Tri-Valley and Bay Area region June 2026 G5/O3
7 Upgrade city website to improve end-user experience and content organization
Apr 2027 G5/O1
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City Attorney
The City Attorney is appointed by the City Council as its Chief legal counsel, providing professional legal advice to the City Council and City departments. This includes both informal legal guidance at public meetings and formal production of written opinions to the Mayor, City Council, and the City’s departments, boards, and commissions. In addition, the City Attorney’s Of�ice drafts and reviews ordinances, resolutions, contracts, leases, insurance provisions, deeds, and other essential City documents.

The City Attorney’s Of�ice also prosecutes violations of the San Ramon Municipal Code, such as zoning or building code infractions, and represents the City in civil lawsuits, administrative hearings, and other legal proceedings in state and federal courts.

Signi�icant Accomplishments for FY 2025-26:
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 2026-27:

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
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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.

Performance Measures:
2023 2024 2025
1 Number of City Council Agendas published 38 34 34
2 Number of City Council Resolutions processed 150 120 130 3 Number of Minute Orders processed 27 9 4
4 Number of Ordinances processed 1 4 8
5 Number of Proclamations processed 19 26 19
6 Number of Public Records Requests responded 306 384 448 7 Number of FPPC Forms 700 collected 109 115 87
8 Number of Claims received 94 43 38
9 Number of Bid Openings 23 20 28
10 Number of BCC Recruitments 24 18 16
11 Number of BCC Interviews 9 9 6
Signi�icant Accomplishments for FY 2025/26:
1 Successfully deployed the new agenda management system 2 Strengthened records governance and continue to digitize legacy records 3 Coordinated Government 101 Class in Spring 2026 and Third Grade School Tours 4 Improved coordination and information exchange with the City Council 5 Coordinated the successful destruction of 355 boxes of records that exceeded retention FY 2026-27 Proposed Budget Page 145

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Major Action Plan Items for FY 2026/27
Completion
By
Council
Goals/
Strategies
1 Lead city in the transition from paper-based to digital records, increasing accessibility and efficiency.

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 facilitate staff training on legislative procedures and effective records management practices.

Ongoing G3, G5
4 Operationalize Senate Bill 707 changes to agenda posting, public access, and teleconferencing processes.

July 2026 G5
5 Administer the November 2026 Municipal Election in full compliance with state and local election laws.

November
2026
G5
6 Organize and present a Candidate Information Session to inform potential candidates ahead of the filing period
July 2026 G5
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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-build-management 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 (CRM) 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.

Performance Measures:
2026
1 Total count of hardware devices / software applications 1465 2 Total software applications supported 100+
3 Support labor costs per hardware device 971
4 Total hardware devices supported 1,465
5 Malicious email messages blocked 381,320
6 Malicious DNS requested blocked 98,500
7 Count of IT staff 6
Signi�icant Accomplishments for FY 2025-26:
1 Created LaserFiche forms & work�lows to automate daily tasks and meet retention requirements
2 Expanded the use of Multi-Factor Authentication for high pro�ile accounts to enhance security
3 Initiated a comprehensive (5 year) IT strategic plan (projected completion Oct 2026) 4 Expanded data backup solutions providing expanded redundancy 5 Enhanced network security by adding an identity monitoring solution FY 2026-27 Proposed Budget Page 147

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Major Action Plan Items for FY 2026-27:

Completion
By
Council
Goals
1 Evaluate technology to replace the city’s legacy phone system June 2027 G4 2 Refresh the City’s website June 2027 G5/O1
3 Update server infrastructure (City Hall & PD) with current technology
Jan 2027 G4
4 Implement a ticketing/asset management system for IT
requests
Feb 2027 G4
5 Con�igure & Go Live with an updated CRM system for public outreach
Dec 2026 G5
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Full-Time Equivalents (FTE) by Department & Classi�ication 22/23
Actual
23/24
Actual
24/25
Actual
25/26
Revised
26/27
Council
General Government
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 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 1.00
Division Total 4.00 6.00 7.00 6.00 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 1.00
Division Total 2.00 3.00 3.00 3.00 3.00
Information Technology
Division Manager 1.00 1.00 1.00 1.00 1.00
IT Network Analyst 1.00 1.00 1.00 1.00 1.00
IT Specialist 4.00 4.00 4.00 4.00 4.00
Division Total 6.00 6.00 6.00 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 - -
Paralegal 1.00 1.00 1.00 1.00 1.00
Division Total 4.00 4.00 4.00 3.00 3.00
Department Total 16.00 19.00 20.00 18.00 18.00
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Department Budget
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY

EXPENDITURES BY CATEGORY
Salaries $ 2,549,445 $ 2,762,650 $ 2,886,927 $ 2,872,627 $ 3,105,392 Benefits 807,325 1,076,363 1,224,241 1,393,183 1,419,174 Internal Department Charges 777,550 690,780 705,359 1,013,043 966,734 Contract Services 1,193,738 1,533,859 1,688,836 2,385,132 2,810,814 Material & Supplies 155,139 147,724 141,341 178,238 177,699 Other Costs 64,969 102,785 127,554 200,844 250,660
Capital Outlay - - - - -
TOTAL $ 5,548,166 $ 6,314,162 $ 6,774,258 $ 8,043,068 $ 8,730,473

EXPENDITURES BY FUNDING SOURCE
General Fund $ 5,364,977 $ 6,107,439 $ 6,542,385 $ 8,043,068 $ 8,730,473 Street Smarts 183,189 206,722 231,872 - -
TOTAL $ 5,548,166 $ 6,314,162 $ 6,774,258 $ 8,043,068 $ 8,730,473 General Fund
100%
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EXPENDITURES BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY

CITY COUNCIL
Salaries $ 95,157 $ 94,454 $ 98,050 $ 97,555 $ 100,815
Benefits 96,672 165,078 174,812 212,587 234,210
Internal Department Charges 18,607 37,624 63,899 96,481 91,398 Contract Services 9,638 5,981 1,999 16,240 51,240
Material & Supplies 68,145 70,645 71,072 77,829 78,487
Other Costs 26,073 23,273 42,658 33,744 42,604
DIVISION TOTAL $ 314,292 $ 397,054 $ 452,490 $ 534,436 $ 598,754

CITY MANAGER
Salaries $ 711,430 $ 837,255 $ 932,713 $ 829,763 $ 1,007,015 Benefits 195,168 307,110 355,206 370,728 413,192
Internal Department Charges 205,289 183,271 185,507 281,016 269,300 Contract Services 181,483 407,998 227,022 242,574 207,474 Material & Supplies 42,795 42,259 26,437 50,360 50,280
Other Costs 14,283 37,918 27,093 111,317 135,043
Capital Outlay - - - -
DIVISION TOTAL $ 1,350,449 $ 1,815,810 $ 1,753,979 $ 1,885,758 $ 2,082,304

CITY ATTORNEY
Salaries $ 648,403 $ 640,645 $ 644,788 $ 648,109 $ 672,206 Benefits 188,327 206,608 208,690 198,168 205,443
Internal Department Charges 190,284 156,994 120,635 159,152 154,502 Contract Services 24,320 22,324 64,106 200,200 200,200
Material & Supplies 28,715 15,293 19,371 22,009 18,227
Other Costs 9,514 9,140 14,840 24,842 23,688
DIVISION TOTAL $ 1,089,563 $ 1,051,004 $ 1,072,430 $ 1,252,481 $ 1,274,266

CITY CLERK
Salaries $ 267,971 $ 296,881 $ 366,877 $ 464,824 $ 467,837 Benefits 87,279 123,394 171,228 228,573 208,982
Internal Department Charges 93,490 76,240 98,761 172,213 164,033 Contract Services 107,419 28,629 183,769 217,980 379,513 Material & Supplies 7,542 7,244 4,694 3,300 6,125
Other Costs 4,894 7,167 16,293 35,621 29,635
DIVISION TOTAL $ 568,595 $ 539,554 $ 841,622 $ 1,122,511 $ 1,256,125

INFORMATION TECHNOLOGY
Salaries $ 826,484 $ 893,415 $ 844,182 $ 832,376 $ 857,519 Benefits 239,877 274,174 314,140 383,127 357,347
Internal Department Charges 269,880 236,652 236,440 304,181 287,501 Contract Services 870,877 1,068,928 1,211,939 1,658,138 1,922,387 Material & Supplies 7,943 12,284 19,767 24,740 24,580
Other Costs 10,205 25,288 26,670 45,320 69,690
DIVISION TOTAL $ 2,225,267 $ 2,510,740 $ 2,653,137 $ 3,247,882 $ 3,519,024 DEPARTMENT TOTAL $ 5,548,166 $ 6,314,162 $ 6,773,658 $ 8,043,068 $ 8,730,473 FY 2026-27 Proposed Budget Page 151

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REVENUE BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY
City Council $ 1,777 $ 1,725 $ 1,560 $ - $ -
City Manager 223,856 100,119 118,750 - -
City Clerk 83,516 62,329 8,488 2,725 2,500
TOTAL $ 309,149 $ 164,173 $ 128,798 $ 2,725 $ 2,500

EXPENDITURES & REVENUES BY PROGRAM

PROGRAM

REVENUE

ADOPTED

PROGRAM

EXPENDITURE

ADOPTED

NET COST

ADOPTED

CITY COUNCIL DIVISION
City Council $ - $ 598,754 $ 598,754
DIVISION TOTAL $ - $ 598,754 $ 598,754

CITY MANAGER DIVISION
City Management $ - $ 1,329,736 $ 1,329,736
Communication & Public Affairs - 606,510 606,510
Economic Development - 146,058 146,058
Street Smarts - - -
DIVISION TOTAL $ - $ 2,082,304 $ 2,082,304

CITY ATTORNEY DIVISION
City Attorney $ - $ 1,274,266 $ 1,274,266
DIVISION TOTAL $ - $ 1,274,266 $ 1,274,266

CITY CLERK DIVISION
City Clerk Administration $ 2,500 $ 876,625 $ 874,125
Election/Voter Outreach - 310,676 310,676
Legislative History - 68,824 68,824
DIVISION TOTAL $ 2,500 $ 1,256,125 $ 1,253,625

INFORMATION TECHNOLOGY DIVISION
Information Technology $ - $ 2,800,995 $ 2,800,995
Project Development - 38,311 38,311
Telecommunications - 489,655 489,655
Web Services - 171,912 171,912
911 Dispatch Center - 18,151 18,151
DIVISION TOTAL $ - $ 3,519,024 $ 3,519,024
DEPARTMENT TOTAL $ 2,500 $ 8,730,473 $ 8,727,973
FY 2026-27 Proposed Budget Page 152

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Finance
FY 2026-27 Proposed Budget Page 153

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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 significant changes starting with the FY2025-26. 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 the continued reorganization efforts, the Administrative Services Department was reclassified as the Finance Department.

Department Statement of Purpose:

The Finance Department provides various financial and support services to other departments, individual employees, and the public. It is responsible for overseeing all City financial operations to maintain financial stability, ensure transparency, and establish long-term financial management of the city’s resources with integrity and innovation. The Finance Department functions include 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 financial review, and long-range financial forecast. Additionally,the department ensures compliance with accounting standards and financial reporting regulations.

FY 2026-27 Proposed Budget Page 154

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Department Budget Highlights for FY27:

Department Revenues: $102,231 – an increase of 30,231 or 41.99% from FY26  $20,031 – Increase in State Revenue SB 90, Mandated Costs;  $10,200 – Increase in revenue from Charges for services and fees collection Department Expenditures: $2,520,199 - an increase of $107,818 of 4.47 % from FY26  $11,793 - Increases in salary and benefit costs;
 $96,026 – Audit, staff development and Consulting �inancial services.

Future Budgetary Needs:
 Implementation of the Budget and ACFR software;
 Consulting services for Financial modeling and forecast.

Performance Measures:
2024 2025 2026
1 Number of Funds managed 81 76 75
2 Number of Purchase Orders issued 1,741 1,683 1,645
3 Number of Accounts Payable checks, wires, & EFTs issued 6,380 5,912 9,137 4 Number of Payroll checks and direct deposits issued 10,345 8,812 8,644 Signi�icant Accomplishments for FY 2025-26:
1 Took ownership of the City’s �inances in meetings and communications across the organization 2 Created a role for Finance as a thought partner with the other departments of the City 3 Began work with the City Council and City staff on Financial Resilience:
• -Communicated new & expanded �inancial norms
• -Created budget guidelines
• -Established two models for forecasting
4 Committed the department to on-going professional development for staff at all levels 5 Set foundation for fostering a department culture of support, communication, and learning FY 2026-27 Proposed Budget Page 155

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Major Action Plan Items for FY 2025-26:

Completion
By
Council
Goals
1 Continue work with the City Council and City staff on developing Financial Resilience Framework:
• -Policy Discussions
o -Infrastructure Maintenance Policy
o -Reserve Policy
o -Pension Funding Policy
o -Other Post-Employment Bene�its Funding Policy
• -Operational Discussions
o -Department programming
o -Revenue generation
June, 2027 G2/O3
2 Implement the FY25 Memorandum on Internal Controls
recommendations to strengthen Finance Department process and procedure
October 2026 G2/O3
3 Develop Financial Forecast Model October 2026 G2/O3
4 Develop 5-year Financial Projection as part of the Long-term �iscal sustainability framework
October 2026 G2/O3
5 Continuing on-going professional development for staff at all levels of the Department
Ongoing G2
Full-Time Equivalents (FTE) by Department & Classi�ication 22/23
Actual
23/24
Actual
24/25
Actual
25/26
Revised
26/27
Council
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 2.00
Department Total 9.00 9.00 9.00 9.00 10.00
FY 2026-27 Proposed Budget Page 156

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Department Budget
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY

EXPENDITURES BY CATEGORY
Salaries $ 2,364,670 $ 2,468,489 $ 1,846,332 $ 1,046,600 $ 1,230,414 Benefits 605,085 771,397 705,723 474,943 489,361
Internal Department Charges 814,874 722,396 561,205 433,071 445,257 Contract Services 1,215,087 1,426,003 1,532,654 214,120 312,291 Material & Supplies 65,692 60,204 40,025 21,830 18,620
Other Costs 330,581 557,806 41,616 23,192 24,256
TOTAL $ 5,395,989 $ 6,006,294 $ 4,727,555 $ 2,213,756 $ 2,520,199

EXPENDITURES BY FUNDING SOURCE
General Fund 5,395,989 6,006,294 4,727,555 2,213,756 2,520,199 Capital Improvement Programm (CIP) - - - - 247,918
TOTAL $ 5,395,989 $ 6,006,294 $ 4,727,555 $ 2,213,756 $ 2,768,117 FY 2026-27 Proposed Budget Page 157

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REVENUE BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25

REVISED
2025/26

ADOPTED
2026/27

PRELIMINARY
Finance $ 155,622 $ 88,633 $ 72,000 $ 72,000 $ 102,231.00 TOTAL $ 155,622 $ 88,633 $ 72,000 $ 72,000 $ 102,231

REVENUES & EXPENDITURES BY PROGRAM

PROGRAM

REVENUE

ADOPTED

PROGRAM

EXPENDITURE

ADOPTED

NET COST

ADOPTED

FINANCE
Administration $ 102,231 $ 506,081 $ 403,850
Accounting - 1,093,813 1,093,813
Payroll - 424,537 424,537
Cash Management - - -
Budget - 495,768 495,768
Capital Improvement Programs (CIP) - 247,918 247,918
DIVISION TOTAL $ 102,231 $ 2,768,117 $ 2,665,886
DEPARTMENT TOTAL $ 102,231 $ 2,768,117 $ 2,665,886
FY 2026-27 Proposed Budget Page 158

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Human Resources
FY 2026-27 Proposed Budget Page 159

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Update Regarding Department Status and Reorganization:

With the Council’s approval of the Fiscal Year 2025/2026 budget, the City created a standalone Human Resources Department (formerly a Division of the City Administration Department). All related operational funding for Human Resources was transferred from City Administration to Human Resources.

As a standalone Department, Human Resources became the central hub of risk management for the City, taking the program from a reactive to proactive approach. This shift required additional staf�ing, so, when the Human Resources Division Manager was promoted to Human Resources Director, the then-vacant Division Manager position was converted to two new positions as part of the Mid-Year Budget process: a Risk and Labor Relations Analyst position and a Risk and Disability Coordinator position. Staff anticipates that both positions will be �illed by the end of Fiscal Year 2025/2026.

Department Statement of Purpose:

The Human Resources Department 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; classification and compensation; training; labor relations; personnel management; organizational development; claims management and processing (both general liability and workers’ compensation); employee benefits; disability and leave management; and employee safety and wellness.

Department Budget Highlights for FY 2026-27
Department Expenditures - $1,448,683, a decrease of 232,423 related to department’s restructure and reallocation of personnel costs.

FY 2026-27 Proposed Budget Page 160

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Performance Measures:

FY 2024 FY 2025
1 Total job postings/recruitments 46 45
2 Total job applicationsreceived 967 1,783
3 Total new hires, re-hires, and promotions processed (Permanent) 62 95 4 Average # of employees on Family and Medical Leave (FML) (per month) 3.2 3.1 5 Average length of FML (days) 41.9 38.5
6 Average # of total FML hours (per employee) 248.1 223 7 Total workers’ compensation claims processed 40 25
*Moving forward, the Human Resources Department will report performance measures on a calendar year basis, rather than fiscal year, which will allow for greater accuracy and clarity.

Signi�icant Accomplishments for FY 2025-26:
1 Successfully negotiated and implemented the new MOU with SEIU 2 Completed comprehensive revision of the City’s Personnel Rules & Regulations 3 Centralized the City’s Risk Management program
4 Commenced the digitization of the City’s personnel files 5 Reviewed and updated the Unrepresented Miscellaneous Employees Salary and Benefits Resolution and Unrepresented Executive Employees Salary and Benefits Agreement Major Action Plan Items for FY 2026-27:

Completion
By
Council
Goal(s)
1 Finalize update of the City’s Personnel Rules & Regulations for Council adoption June 2027 G3
2 Elevate Risk Management program by providing briefings on program performance and structure to the public, Council, and internal staff June 2027 G3 3 Develop training and best practices guides for risk management, including insurance requirements for contracts
June 2027 G3
4 Review and update, as necessary, the City’s Performance Evaluation System June 2027 G3 FY 2026-27 Proposed Budget Page 161

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Full-Time Equivalents (FTE) by Department & Classi�ication 22/23
Actual
23/24
Actual
24/25
Actual
25/26
Revised
26/27
Council
Human Resources
Human Resources
Director - - 1.00 1.00
Administrative Anlayst 1.00 1.00 1.00 2.00 2.00
Administrative Coordinator 1.00 1.00 1.00 2.00 2.00
Division Manager 1.00 1.00 1.00 - -
Office Specialist 1.00 1.00 1.00 1.00 1.00
Department Total 4.00 4.00 4.00 6.00 6.00
FY 2026-27 Proposed Budget Page 162

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Department Budget
2021/22
ACTUAL
2022/23
ACTUAL
2023/24
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY

EXPENDITURES BY CATEGORY
Salaries $ 487,857 $ 512,529 $ 547,231 $ 748,910 $ 862,380 Benefits 92,074 125,796 191,871 283,577 387,796
Internal Department Charges 184,420 166,124 164,837 240,758 301,436 Contract Services 165,888 116,091 270,383 140,070 78,190 Material & Supplies 52,427 37,461 26,977 66,606 54,760
Other Costs 320,826 514,807 567,463 201,185 109,203
TOTAL $ 1,303,492 $ 1,472,808 $ 1,768,763 $ 1,681,106 $ 1,793,765

EXPENDITURES BY FUNDING SOURCE
General Fund 1,303,492 1,472,808 1,768,763 1,681,106 1,448,683 Insurance Liability Fund 171,924 180,520 189,546 199,023 345,082 TOTAL $ 1,475,416 $ 1,653,328 $ 1,958,309 $ 1,880,129 $ 1,793,765 FY 2026-27 Proposed Budget Page 163

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REVENUES & EXPENDITURES BY PROGRAM

PROGRAM

REVENUE

ADOPTED

PROGRAM

EXPENDITURE

ADOPTED

NET COST

ADOPTED

HUMAN RESOURCES
Human Resources $ - $ 862,380 $ 862,380
Labor Relations - $ 387,796 387,796
Organizational Development - $ 301,436 301,436
Recruitment - $ 78,190 78,190
Risk Management & Safety - $ 54,760 54,760
Wages & Benefits - $ 109,203 109,203
DEPARTMENT TOTAL $ - $ 1,793,765 $ 1,793,765
FY 2026-27 Proposed Budget Page 164

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Community Development
Development Projects FY 26-27
FY 2026-27 Proposed Budget Page 165

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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 $6,341,157 (increase of $373,583 or 6.26% compared to the FY26 adpoted budget).
 Application of the FY2026-27 master Fee schedule
 Growth in planning and development activities
Department Expenditures $6,983,830.40 (increase of $812,793 or 13.17% compared to the FY25 revised budget)
 The budget takes into consideration current full staffing at the existing level  Non-personnel expenditures budgeted based on actual experience.

Future Budgetary Needs:

Director
Planning Services Division
Division Manager
Building & Safety Services Division
Chief Building Of�icial
Architectural Review
Development Review
Dougherty Valley Oversight
Economic Development
Environmental Review
General Plan Administration
Housing Programs
Housing Rehabilitation

Building Inspections
Building Plan Checking
Building Permits
Neighborhood Preservation
FY 2026-27 Proposed Budget Page 166

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 Additional staff will be needed to keep pace with development activity and State requirements.

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:
2023* 2024* 2025*

1. Number of Planning applications applied for/in process 344 401 397

2. Number of Planning applications processed 275 271 271

3. Number of Business Licenses issued 4,066 3,972 3,771 *Based on Calendar Year
Significant Accomplishments for FY 2025-26:

1. Conducted the Citizen’s Planning Academy and Government 101

2. Adopted Zoning Ordinance revisions in response to the General Plan Update, non-retail land use policy, revised findings of approval, and updating development standards such as parking, bee keeping, height limits, reasonable accommodations, etc.

3. Adopted and developed the framework for the Climate Action Plan, developed the Sustainability Committee by laws, and established an interdepartmental response framework.

4. Nexus Fees Study for Impact fees - June 2026

5. Ongoing refinement of housing program and amended the Measure G-related Zoning Ordinance standards

6. Complete onboarding and staffing assignments for Housing Development programs (part of Succession Planning)
FY 2026-27 Proposed Budget Page 167

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Major Action Plan Items for FY 2026-27:

Completion
By
Council
Goal(s)

1. Conduct the Citizen’s Planning Academy and Government 101 Oct 2026 G5

2. Process Development Applicationsfor Orchards June 2027 G6

3. Monitor Housing Programs and revisions to State Housing law to ensure compliance with State requirements and reporting standards June 2027 G6

4. Work with stakeholders on new infill development opportunities within the City Core and existing commercial centers June 2027 G6/O1

5. Transition approved projects to construction phases in collaboration with property owners, developers, and permitting entities June 2027 G6/O2 FY 2026-27 Proposed Budget Page 168

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Building & Safety Services Division
Performance Measures:
2023* 2024* 2025*

1. Number of building inspections performed 15,202 13,672 13,186

2. Number of building permits issued 3,386 2,912 3,117

3. Number of Code Enforcement cases investigated 233 322 346 *Based on Calendar Year
Significant Accomplishmentsfor FY 2025-26:

1. Adopted 2025 Building Code with local amendments, and adopted San Ramon Vally Fire Protection District (SRVFPD) 2025 Fire Code with local amendments

2. Inspected major development projects – Avalon Bay permit issued February 2026, and Related (plan check complete, construction Fall 2026), Trumark Homes residential development, BR6 Summerhill Homes residential development, Aria on Deerwood, Iron Horse Village (ongoing through 2027)

3. Implemented Decision Engine; new user options for online permit applications by creating new step-bystep instructions with improved guidance, allowing more types of over-the-counter permit types and minimizing incorrect submittal types

4. Began the plan review process for permit review for major developments, including Marketplace, Woodside Canyon, Camino Ramon Apartments, BR7, BR8, BR11 and BR12 residential developments.

5. Completed onboarding and staffing assignments for vacant Chief Building Official, Plans Examiner, Senior Inspector and Building Inspector positions

6. Code Enforcement – monitored commercial properties consistent with nuisance and zoning Regulations; responded to residential code inquiries

7. Entered into department agreement for vendor scanning services to convert large-format plans and microfiche into more accessible digital formats, improving records management and retrieval efficiency
FY 2026-27 Proposed Budget Page 169

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Major Action Plan Items for FY 2026-27:

Completion
By
Council
Goal(s)

1. Inspect major development projects – Avalon Bay, 453 units, BR3A Multifamily projects, Trumark Homes residential development, BR6 Summerhill Homesresidential development (ongoing through 2027), Iron Horse Village residential development, Woodside Canyon Residential development
Ongoing G1

2. Begin or complete the plan review process for permit review of major developments including Marketplace, Woodside Canyon, Bartlett (BR7), Eden Housing, and the Laborer’s site.

Ongoing G1

3. Code Enforcement – monitor commercial properties consistent with nuisance and zoning regulations; respond to residential code inquiries Ongoing G1

4. Strengthen the ADU program by aligning standards with State law, updating permit-ready plans, and administering construction rebate incentives through the ADU Accelerator Program June 2027 G6/O3

5. Facilitate City Hall tenant improvements Ongoing G4
FY 2026-27 Proposed Budget Page 170

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Full-Time Equivalents (FTE) by Department & Classi�ication 22/23
Actual
23/24
Actual
24/25
Actual
25/26
Revised
26/27
Council
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 1.00 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 9.00 9.00 9.00 9.00
Building
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Inspector 5.00 4.00 4.00 4.00 4.00
Office Specialist 3.00 4.00 3.00 3.00 3.00
Plans Examiner 1.00 1.00 1.00 2.00 2.00
Senior Engineer 1.00 1.00 1.00 1.00 1.00
Senior Inspector - - 1.00 1.00 1.00
Supervising Inspector 1.00 2.00 2.00 2.00 2.00
Division Total 12.00 13.00 13.00 14.00 14.00
Department Total 22.00 22.00 22.00 23.00 23.00
FY 2026-27 Proposed Budget Page 171

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Department Budget
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY

EXPENDITURES BY CATEGORY
Salaries $ 2,515,112 $ 2,749,188 $ 2,887,862 $ 3,165,474 $ 3,237,023.00 Benefits 607,969 897,552 1,105,120 1,428,875 1,320,558
Internal Department Charges 832,787 790,358 861,321 1,176,563 1,114,841 Contract Services 1,188,363 389,411 412,584 1,091,787 1,038,174 Material & Supplies 39,357 30,348 26,449 58,750 59,197
Other Costs 15,765 16,274 16,387 62,381 64,631
TOTAL $ 5,199,354 $ 4,873,131 $ 5,309,723 $ 6,983,830 $ 6,834,424

EXPENDITURES BY FUNDING SOURCE
General Fund 5,036,352 4,701,593 4,992,554 6,622,082 6,598,649 General Plan Cost Recovery 163,002 171,538 317,169 356,748 230,775 Microfilm Laserfiche Fee - - - 5,000 5,000
TOTAL $ 5,199,354 $ 4,873,131 $ 5,309,723 $ 6,983,830 $ 6,834,424 General Fund
95%
General Plan Cost
Recovery
5%
Microfilm Laserfiche Fee
0%
FY 2026-27 Proposed Budget Page 172

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Department Budget
EXPENDITURES BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY

PLANNING
Salaries $ 760,730 $ 834,935 $ 897,320 $ 805,344 $ 794,327 Benefits 197,487 259,832 332,103 413,834 397,076
Internal Department Charges 239,335 174,834 203,038 339,092 333,514 Contract Services 96,191 107,249 153,500 279,087 220,474 Material & Supplies 19,169 16,665 16,336 32,425 34,047
Other Costs 3,911 6,435 25 16,100 16,100
DIVISION TOTAL $ 1,316,823 $ 1,399,950 $ 1,602,322 $ 1,885,882 $ 1,795,538

BUILDING
Salaries $ 1,754,382 $ 1,914,253 $ 1,990,542 $ 2,360,130 $ 2,442,696 Benefits 410,482 637,720 773,016 1,015,041 923,482
Internal Department Charges 593,452 615,524 658,283 837,471 781,327 Contract Services 1,092,172 282,163 259,084 812,700 817,700 Material & Supplies 20,189 13,683 10,112 26,325 25,150
Other Costs 11,854 9,839 16,363 46,281 48,531
DIVISION TOTAL $ 3,882,531 $ 3,473,181 $ 3,707,400 $ 5,097,948 $ 5,038,886 DEPARTMENT TOTAL $ 5,199,354 $ 4,873,131 $ 5,309,723 $ 6,983,830 $ 6,834,424 REVENUE BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
202/26

REVISED
2026/27

PRELIMINARY
Planning $ 720,014 $ 762,853 $ 1,669,543 $ 1,238,824 $ 1,567,407 Building 3,963,010 4,538,165 4,634,823 4,728,750 4,773,750 TOTAL $ 4,683,024 $ 5,301,019 $ 6,304,366 $ 5,967,574 $ 6,341,157 FY 2026-27 Proposed Budget Page 173

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REVENUES & EXPENDITURES BY PROGRAM

PROGRAM

EXPENDITURE

PROPOSED

PROGRAM

REVENUE

PROPOSED

NET COST

PROPOSED

PLANNING
Community Development Administration $ 21,953 $ - $ 21,953 Planning Administration 1,217,912 902,472 315,441
Planning Development 405,673 463,985 (58,312)
General Plan Management - 12,500 (12,500)
General Plan Zoning - 8,000 (8,000)
Special Planning Studies 150,000 180,450 (30,450)
DIVISION TOTAL $ 1,795,538 $ 1,567,407 $ 228,131

BUILDING
Building Administration $ 1,645,294 $ 750 $ 1,644,544
Inspection 1,448,204 3,597,000 (2,148,796)
Code Enforcement 379,332 - 379,332
Plan Checking 1,566,056 1,176,000 390,056
DIVISION TOTAL $ 5,038,886 $ 4,773,750 $ 265,136
DEPARTMENT TOTAL $ 6,834,424 $ 6,341,157 $ 493,267
FY 2026-27 Proposed Budget Page 174

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Police Services
FY 2026-27 Proposed Budget Page 175

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Department Statement of Purpose:

The Police 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: $1,838,962 (decrease of $542,992 or 22.8% compared to the FY26 adopted budget)
 The decrease in Revenue primarily due to the conclusion of the Organized Retail Theft Prevention Grant
Department Expenditures: $37,858,506 (increase of $2,261,236 or 6.35% compared to the FY26 Revised Budget)
 13% increase to the animal control contract with Contra Costa County: $126K.  4.5% increase to the dispatch services contract with San Ramon Valley Fire Protection District $100K.
 48% increase to the AXON cameras (body and interrogation rooms) contract renewal of $101K.  I/S and Vehicle Replacement charges reinstated for FY27 Chief of Police
Captain Captain
Administrative Support
Community Resource s & Crime Prevention
Finance
Dispatch Services
Professional Standards
Property & Evidence
Records
&
T
Volunteers
Support Services
Fleet
Patrol
Investigations
SWAT
Traf�ic
Special Events
Youth Services
Police ServiceTechnicians
Operations
FY 2026-27 Proposed Budget Page 176

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Performance Measures:
2024 2025
1 Average Priority 1 response time 4 minutes 25
seconds
4 minutes 6
seconds
2 Total calls for service 79,805 80,059
3 Community-generated calls for service 36,548 37,054
4 Total self-initiated activity calls for service 43,257 43,005 5 Total reports written 3,391 3,427
6 Total stops conducted 7,851 8,581
7 Maintain low crime rates (crimes per 1,000 residents) 12.22 10.97 Signi�icant Accomplishments for FY 2025-26:
1 Initiated implementation of recommendations from the Municipal Resource Group (MRG) organizational assessment to improve operational effectiveness. 2 Successfully launched the Peregrine system, enhancing investigative ef�iciency and interagency information sharing.
3 Conducted a comprehensive investigation into Heller Jewelers robbery, resulting in the prosecution of more than two dozen suspects.
4 Hosted two Community Academies to educate residents on law enforcement operations and enhance community partnership.
5 Updated all policies in Lexipol to maintain compliance. 6 Continued mandatory and POST required training for staff. 7 Continued to identify grant opportunities and secured funding from CHP Cannabis Tax Fund Grant and Of�ice of Traf�ic Safety (STEP and TRIP) grants. 8 Continued ongoing work to combat Organized Retail Theft. 9 Continued improving of�icer wellness and mental health through funding from the BSCC. 10 Completed replacement of portable radios (CIP Project 400014).

FY 2026-27 Proposed Budget Page 177

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Major Action Plan Items for FY 2026-27:

Completion
By
Council
Goals/
Objectives
1 Implement a Police Department Strategic Plan June 2027 G1/O1 2 Enhance technological capabilities to improve public safety ef�iciency
On-going G1/O2
3 Increase and improve public safety public engagement On-going G1/O3 4 Enhance Emergency Management and Training Preparedness and Practices
On-going G1/O4
Full-Time Equivalents (FTE) by Department & Classi�ication 22/23
Actual
23/24
Actual
24/25
Actual
25/26
Revised
26/27
Council
Police
Administrative Services
Administrative Analyst 1.00 1.00 2.00 2.00 2.00
Administrative Coordinator 6.00 6.00 5.00 5.00 5.00
Office Specialist 3.00 4.00 4.00 3.00 3.00
Office Technician I/II 3.00 3.00 3.00 2.00 2.00
Police Technician I/II 4.00 4.00 4.00 5.00 5.00
Program Manager 1.00 1.00 1.00 - -
Police Records Supervisor - - - 1.00 1.00
Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Division Total 19.00 20.00 20.00 19.00 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
Corporal 9.00 10.00 10.00 10.00 10.00
Lieutenant 5.00 5.00 5.00 4.00 4.00
Police Officer 43.00 44.00 44.00 41.00 41.00
Sergeant 10.00 12.00 12.00 12.00 12.00
Division Total 70.00 74.00 74.00 70.00 70.00
Department Total 89.00 94.00 94.00 89.00 89.00
FY 2026-27 Proposed Budget Page 178

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Department Budget

EXPENDITURES BY CATEGORY
Salaries $ 13,992,972 $ 15,064,694 $ 17,062,495 $ 16,941,195 $ 18,938,536 Benefits 1,457,668 4,488,850 5,659,186 7,430,043 7,408,407 Internal Department Charges 2,463,536 2,339,528 3,468,325 4,707,223 4,647,583 Contract Services 4,023,880 4,035,760 4,379,862 4,994,112 5,328,940 Material & Supplies 633,992 579,094 720,408 554,563 557,427 Other Costs 169,002 763,652 443,414 956,391 917,679
Capital Outlay 131,486 661,511 162,444 - 78,000
TOTAL $ 22,872,536 $ 27,933,089 $ 31,896,135 $ 35,583,527 $ 37,876,572

EXPENDITURES BY FUNDING SOURCE
General Fund 14,346,896 18,026,589 20,672,237 23,098,947 24,577,843 Dougherty Valley 8,306,909 9,906,222 11,159,351 12,484,580 13,220,729 Asset Forefeiture 218,456 278 11,141 - -
Abandoned Vehicle Abatement 275 - 53,406 - 78,000
TOTAL $ 22,872,536 $ 27,933,089 $ 31,896,135 $ 35,583,527 $ 37,876,572 FY 2026-27 Proposed Budget Page 179

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Department Budget
EXPENDITURES BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED

ADMINISTRATIVE SERVICES
Salaries $ 4,617,851 $ 5,014,982 $ 5,252,632 $ 4,171,201 $ 5,167,320 Benefits 572,811 1,719,451 2,041,318 2,372,520 2,385,154 Internal Department Charges 992,501 983,629 1,101,068 1,498,339 1,539,426 Contract Services 3,523,169 3,567,804 3,716,063 4,035,431 4,231,082 Material & Supplies 476,104 504,802 510,162 456,650 450,602 Other Costs 156,112 750,730 440,026 943,791 904,579
Capital Outlay 3,910 29,646 - - -
DIVISION TOTAL $ 10,342,458 $ 12,571,044 $ 13,061,270 $ 13,477,932 $ 14,678,163

OPERATIONS
Salaries $ 9,375,121 $ 10,049,712 $ 11,809,862 $ 12,769,994 $ 13,771,216 Benefits 884,857 2,769,399 3,617,868 5,057,523 5,023,253 Internal Department Charges 1,471,035 1,355,898 2,367,258 3,208,884 3,108,157 Contract Services 500,711 467,956 663,799 958,681 1,097,858 Material & Supplies 157,888 74,292 210,246 97,913 106,825 Other Costs 12,891 12,923 3,388 12,600 13,100
Capital Outlay 127,576 631,865 162,444 - 78,000
DIVISION TOTAL $ 12,530,078 $ 15,362,045 $ 18,834,865 $ 22,105,595 $ 23,198,409 DEPARTMENT TOTAL $ 22,872,536 $ 27,933,089 $ 31,896,135 $ 35,583,527 $ 37,876,572 FY 2026-27 Proposed Budget Page 180

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Department Budget
REVENUE BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED
Administrative Services $ 349,130 $ 320,933 $ 370,192 $ 119,650 $ 141,750 Operations 345,380 650,604 1,922,936 2,262,304 1,697,212 TOTAL $ 694,510 $ 971,538 $ 2,293,128 $ 2,381,954 $ 1,838,962

EXPENDITURES & REVENUES BY PROGRAM

PROGRAM

EXPENDITURE

ADOPTED

PROGRAM

REVENUE

ADOPTED

NET COST

ADOPTED

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
FY 2026-27 Proposed Budget Page 181

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Public Works
FY 2026-27 Proposed Budget Page 182

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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.

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Department Budget Highlights for FY 2026-27:

Department Revenues - $5,814,256 (increase of $863,076 or 17.4% compared to the FY26 Revised Budget)
 Increased plan check & inspection fees - $345,294
 Increased misc. charge for services - $179,305
 Increased electric vehicle charging fees - $33,950
 Increased Solid Waste services - $382,427
 Decreased TDM state grant funds – ($84,450)
Department Expenditures - $44,605,233 (increase of $360,788 or 0.82% compared to the FY26 Revised Budget)
 Personnel - $22,966,698 (increase of $240,427 or 1.1%)  Increased salaries - $428,750
 Increased benefits (health/dental/vision/life insurance, employee assistance, disability, Medicare) - $18,070
 Decreased internal benefits (POB, OPEB, liability insurance, leave liability) – ($206,393)  Decreased TDM temporary employee – ($60,337)
 Increased street smarts temporary employees - $3,000
 Increased department admin - $10,000
 Increased developmenttemporary employees - $63,000
 Increased GHADtemporary employees - $63,000
 Contracts - $9,944,998 (increase of $54,503 or 0.6%)
 Removed one time development of ADA transition plan cost – ($50,000)  Increased development review - $160,000
 Removal of NPDES group costs – ($329,524)
 Increased Solid Waste consulting services - $25,000
 Increased GIS software - $20,628
 Added new Streetlight software - $32,000
 Increased household hazardous waste removal - $35,000  Increased roadway striping - $50,000
 Removed one time auto accident repair costs - ($30,540)  Increased custodial services - $34,870
 Utilities - $9,347,881 (increase of $414,333 or 4.6%)  Decreased communications – ($6,125)
 Increased gas and electricity - $81,420
 Increased water - $339,038
 Materials & Supplies - $1,549,888 (decrease of $4,695 or .3%)  Reallocated and reduced various materials & supplies - ($4,695) FY 2026-27 Proposed Budget Page 184

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DRAFT
 Other - $795,768 (decrease of $343,780 or 30.2%)
 Decreased training/conferences/mileage reimbursement – ($7,750)  Increased community promotions – $23,000
 Decreased vehicle and equipment replacement charge – ($369,276)  Increased information systems replacement charge - $7,996  Increased property taxes - $2,250
Reductions Carried Over from Last Year:
 Facilities carpet cleaning
 Facilities �loor re�inishing
 Facilities & parks janitorial services (~50% Reduction)  Facilities window cleaning (2x/year) (eliminated)
Future Budgetary Needs:
 Acceptance of Rancho San Ramon Phase 2 in 2026-27
 Janitorial services, landscape maintenance, gas & electric, water, maintenance, and repair Supplies: ~$71K (excludes personnel costs)
 Engineering - Associate Engineer request in 2027-28: ~$262K  Public Services - Landscape Maintenance Supervisor (Urban Forester) request in 2027-28: ~$252K  Public Services - Parks Maintenance Supervisor request in 2027-28: ~$252K  Public Services - Parks & Trails - Maintenance Technician request for 2027-28: ~$194K  Public Services - Roadway/Flood Control - Maintenance Technician request for 2027-28: ~$194K  Engineering - GIS Specialist - request in 2028-29: ~$205K  Public Services - Facilities - Maintenance Technician request in 2028-29: ~$205K  Public Services - Aquatics/Facilities - Maintenance Technician request in 2028-29: ~$205K  Public Services - Roadway/Flood Control - Maintenance Specialist request in 2029-30: ~$230K  Public Services - Roadway/Flood Control - Maintenance Technician request in 2029-30: ~$218K  Public Services - Facilities - Maintenance Technician request in 2030-31: ~$231K FY 2026-27 Proposed Budget Page 185

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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:

FY24 FY25 CY25
1 Number of SR TRAFFIX passes sold to students for school bus program participation 1203 1226 1226
2 Number of Transit passes distributed 825 825 850
3 Number of GoSanRamon rides (rides on demand) 700 1123 2033 4 Number of Residential Traffic Calming requests 35 75 81 5 Number of Street Smarts Assemblies 34 38 40
FY 2026-27 Proposed Budget Page 186

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DRAFT
Significant Accomplishments for FY 2025-26:
1 Planning #1 - Negotiated approval to execute Vision Zero Action Plan funding agreement with FHWA/SS4A (CIP 000016).
2 Planning #2 - Completed Bicycle Master Plan Update (CIP 000010). 3 Planning #3 - Continued the oversight of the Residential Traffic Calming Program with feedback from the Transportation Advisory Committee (TAC).
4 TRAFFIX #1 - Completed the integration of updated route maps for integration with GIS stack. 5 TRAFFIX #2 - Executed, administered and closed TFCA Grant 25CC08 and successfully applied for additional funding on behalf of City and SWAT.
6 TRAFFIX #3 - Analyzed results of existing LOS Study to better understand concentration of students, development impacts, and add, combine, or remove routes as appropriate. 7 TDM #1 - Expanded regional vanpool incentive offerings to support existing vans and start new ones.
8 TDM #2 - Maintained and adapted GoSanRamon Program to promote commute trips as well as local trips.
9 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 Bike to Wherever Month incentives. 10 Street Smarts #1 - Established new Walk and Roll Program for SRVUSD. 11 Street Smarts #2 - Coordinated a redesign of Street Smarts name and identity. 12 Street Smarts #3 - Developed staffing plan for service expansions and existing “assembly” workload.
13 CCTA #1 - Worked with CCTA staff to develop a trajectory for Vision Zero in San Ramon funded by SS4A.
14 CCTA #2 - Continued coordination and completed the Autonomous High Occupancy Bus program known as PRESTO with CCTA, BEEP, and Sunset offering the service to the public at Bishop Ranch for Year 3 of the pilot program as part of regional Innovate 680 program. 15 CCTA #3 - Supported 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.
16 CCTA #4 - Attended 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.

FY 2026-27 Proposed Budget Page 187

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DRAFT
Major Action Plan Items for FY 2026-27:

Completion
By
Council
Goal(s)
1 Planning 1 - Execute Vision Zero Action Plan funding agreement with FHWA/SS4A (CIP 000016). Dec. 2026 G1/O3 & G4
2 Planning 2 - Integrate Bicycle Master Plan Update with Trails Master Plan. June 2027 G1/O3 & G4
3 Planning 3 - Continue the oversight of the Residential Traffic Calming Program with feedback from the Transportation Advisory Committee (TAC) or other assigned committee.

On-going G4 & G5
4 TRAFFIX 1 - Complete the integration of updated route maps with GIS stack. This will improve understanding of TRAFFIX services available and help planning for Safe Routes to School.

June 2027 G1/O3 &
G5/O1
5 TRAFFIX 2 - Execute and administer TFCA Grant 26CC07. August 2026 G2 6 TRAFFIX 3 - Facilitate the development of a new T-1 District funded bus route. June 2027 G4
7 TDM 1– Expand regional vanpool incentive offerings to support existing vans and start new ones using new Regional Vanpool Grant 26CC02.

On-going G4
8 TDM 2 - Maintain and adapt GoSanRamon Program to better promote both commute trips as well as local trips (seniors). On-going 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 for Bike to Wherever Month in May.

On-going G4
10 Street Smarts 1 - Roll out new Walk and Roll Program for three schools in SRVUSD. Jan. 2027 G1/O3 & G5
11 Street Smarts 2 - Hold Be Reel Video Contest and awards ceremony. April 2027 G1/O3 & G5 12 Street Smarts 3 - Develop staffing plan for service expansions and existing “assembly” workload. On-going G1 & G5
FY 2026-27 Proposed Budget Page 188

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DRAFT
13 CCTA 1 - Work with CCTA staff to develop a trajectory for Vision Zero in San Ramon funded by SS4A and avoid duplication of efforts. On-going G1 & G4 14 CCTA 2 - Coordinate discussions on the next phase of high occupancy autonomous mobility in the Walking District (future circulator concepts).

On-going 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.

On-going 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.

On-going G4
FY 2026-27 Proposed Budget Page 189

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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; traffic engineering and safety; development engineering and inspection; encroachment permits; Flood Plain Management Program; drainage and open space management; and the City’s Geographic Information System (GIS) Program.

Performance Measures:

FY24 FY25 CY25
1 Number of bicycle detection cameras installed at intersections 2 2 3 2 Number of encroachment permits issued 300 300 325
3 Number of ADA curb ramps upgrade 47 28 0
4 Miles of road paved 27.00 13.00 13.43
5 Miles of bike lane restriped and bike infrastructure improvements 6 2.2 3.8 6 Number of pedestrian crosswalk upgrades 2 5 23
7 Miles of fiber optic cable installed 0 1.25 0
FY 2026-27 Proposed Budget Page 190

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DRAFT
Significant Accomplishments for FY 2025-26:
1 Completed construction and opened the Bollinger Canyon Road Overcrossing on July 19, 2025 (CIP 905530).
2 Reviewed and approved private development projects including Bishop Ranch 3A (Avalon Bay), Bishop Ranch 8 (Canopy), Bishop Ranch 11 (Trumark), Bishop Ranch 12 (Annabel), 2453 Camino Ramon (Eden Housing), and Orchards Master Plan and Residential (Chevron Park). 3 Continued to oversee/inspect and accept the following improvements related to Dougherty Valley: Traffic signal at Old Doughtery Road and Bollinger Canyon Road, Critter Crossroads, Rancho San Ramon Park Phase 2, and the last subdivision (9301). 4 Continued to oversee/inspect various private improvements related to Twin Oaks (Promenade/Faria Phase 5), Bishop Ranch 1A Senior Housing (Belmont Village), Bishop Ranch 1A (Heritage Park), Bishop Ranch 6 (Summerhill Homes/City Village), Bishop Ranch 7 Residential (Bartlett), 500 Deerwood Residential (Aria), 18 Crow Canyon Court (Woodside Canyon), 3401 Crow Canyon Road (Iron Horse Village), and 2481 Deerwood Road Residential (Trumark). 5 Prepared the FY 2026/27 Capital Budget and 5-year CIP (FY 2026/27 to FY 2030/31). 6 Completed construction of the PMP 2025 (CIP 000015).
7 Completed RFQ and Interview Process to Select a Designer for the Crow Canyon Road/IronHorse Trail Bicycle and Pedestrian Overcrossing Project (CIP 905531). 8 Continued to implement compliance measures for MRP 3.0 including general reporting, financials reporting, and green infrastructure.
9 Developed a Forest Home Farms Renovation Plan, which includes completion of a conceptual design and cost estimate for Boone House Historic Building Improvements (CIP 925418). 10 Began implementation of phases 1 & 2 of the Crow Canyon Gardens Project (CIP 955421), which includes demolition of most of the Mudd’s building and renovation of a portion of the building for historic preservation, with work to continue into FY 2026/27. 11 Developed a complete drainage infrastructure inventory to assess current conditions and risks of pipe failures and flooding, with an estimate of annual cost for emergency repairs and deferred maintenance.
12 Continued to participate in CCTA’s Innovate 680 Program which includes development of parttime transit lanes, express lanes, Shared Mobility Hubs, mobility on demand services, automated driving systems, Coordinated Adaptive Traffic Signals (CATS), Coordinated Adaptive Ramp Metering (CARM), and countywide connected data to better manage congestion along I-680. 13 Completed the Cabrillo Avenue storm drain pipe repair as part of the Citywide Drainage Infrastructure Repairs Project (CIP 915548).

FY 2026-27 Proposed Budget Page 191

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DRAFT
Major Action Plan Items for FY 2026-27:

Completion By
Council
Goal(s)
1 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, Coordinated Adaptive Traffic Signals (CATS), Coordinated Adaptive Ramp Metering (CARM), and countywide connected data to better manage congestion along I-680.

On-going G1/O2
& G4
2 Complete construction of PMP 2026 (CIP 000017). Jan. 2027 G4 3 Prepare the FY 2027/28 Capital Budget and 5-year CIP (FY 2027/28 to FY 2031/32). June 2027 G4
4 Finalize the $2 million grant agreement for the Citywide Fiber Optic Master Plan upgrades (CIP 975594) and initiate design and construction of fiber installations along Crow Canyon Road (Bollinger Canyon Road to Tahiti Drive), Camino Ramon (Crow Canyon Road to Bollinger Canyon Road), and San Ramon Valley Boulevard (Alcosta Boulevard to Bollinger Canyon Road).

June 2027 G1/O2
& G4
5 Review and approve private development projects including Porter Drive residential, Crow Canyon place (Brookfield), Club Sport residential, Eden Housing, Market Place residential, Morgan’s Masonry, Orchards Residential (Chevron Park).

June 2027 G4
6 Continue to oversee/inspect and accept the following
improvements related to Dougherty Valley: Critter Crossroads, and Rancho San Ramon Park Phase 2.

June 2027 G4/O5
7 Continue to oversee/inspect various private improvements related to Twin Oaks (Promenade/Faria Phase 5), Bishop Ranch 3A (Avalon Bay), Bishop Ranch 6 (Summerhill Homes/City
Village), Bishop Ranch 7 Residential (Bartlett), Bishop Ranch 8 (Canopy), Bishop Ranch 11 (Trumark), Bishop Ranch 12
(Annabel), 2453 Camino Ramon (Eden Housing), 500 Deerwood Residential (Aria), 18 Crow Canyon Court (Woodside Canyon), 3401 Crow Canyon Road (Iron Horse Village), and 2481 Deerwood Road Residential (Trumark).

June 2027 G4
FY 2026-27 Proposed Budget Page 192

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DRAFT
8 Continue to develop a Forest Home Farms Renovation Plan including design, cost estimates, and phasing structure for the Boone House Historic Building Improvements (CIP 925418).

June 2027 G4/O2
9 Complete the Intelligent Transportation System (ITS) Master Plan Update (CIP 000012). June 2027 G1/O2 & G4
10 Complete the Citywide Fiber Optic Master Plan (CIP 975594). June 2027 G1/O2 & G4
11 Continue to implement Phase 1 and 2 of the Crow Canyon Gardens Project (CIP 955421), which includes demolition of the Mudd’s building and renovation of a portion of the building for historic preservation.

June 2027 G4/O1
FY 2026-27 Proposed Budget Page 193

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Public Services Division
Statement of Purpose:

The Public ServicesDivision is responsible for the maintenance ofthe City’s parks, sports fields, and other open space; City landscape and trees; City fleet vehicles and equipment; Service Centers; City facilities, fountains, and pools; traffic 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.

Performance Measures:

FY24 FY25 CY25
1 Number of catch basins inspected and cleaned 4,580 4,580 4,726 2 Number of streetlight repairs 238 208 217
3 Number of sidewalk repairs 395 1,760 1,889
4 Number of traffic signal intersections maintained 103 103 103 5 Number of rectangular rapid flashing beacons
(RRFB) maintained 17 17 17
6 Number of video detection camera systems for
traffic signals maintained 61 61 61
7 Number of audible/touchless traffic signal
crosswalks maintained 36 36 36
8 Number of water quality control ponds (WQCP) &
detention basins maintained 27 27 27
9 Number of radar speed signs maintained 18 18 18
10 Number of fleet vehicles maintained 99 99 99
11 Number of maintenance equipment maintained 92 93 93
12 Number of tons of waste diverted from landfill
through recycling and composting 21,546 21,710 21,346
13 Number of aquatic centers maintained (total - two
50M pools, two play pool, one lap pool) 2 2 2
14 Number of participatory fountains maintained 2 2 2
15 Number of display fountains maintained 4 4 4
16 Number of facilities maintained
17 (306,002
sq. ft.)
17 (306,002
sq. ft.)
17 (306,002
sq. ft.)
17 Number of landscape acres maintained 387.7 acres 403.1 acres 403.1 acres FY 2026-27 Proposed Budget Page 194

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18 Number of parks maintained 64
(387.7 acres)
65 (400.6 acres)
65 (400.6 acres)
19 Number of soccer fields maintained 34 35 35
20 Number of baseball fields maintained 39 40 40
21 Number of cricket pitches maintained 2 3 3
22 Number of pickle ball courts maintained 4 4 4
23 Number of tennis courts maintained 11 12 12
24 Number of Iron Horse Trail rest nodes maintained 10 10 10 25 Number of skate parks maintained 2 2 2
26 Number of dog parks maintained 4 4 4
27 Number of BMX tracks maintained 1 1 1
28 Miles of trails maintained 53 53 53
FY 2026-27 Proposed Budget Page 195

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DRAFT
Significant Accomplishments for FY 2025-26:

Landscape and Irrigation Maintenance and Renovation
1 Replaced four (4) sections of failing/hazardous steel fence (CIP 300023). 2 Completed 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. 3 Upon City acceptance, assumed landscape and irrigation maintenance responsibility for Subdivisions 9300 and 9301 off Dougherty Road in Gale Ranch 4. 4 Continued to implement water management strategies and proactively respond to water usage and monitor impact on City budget.
5 Completed the FY 2025/26 Dougherty Valley Tree and Planting Strip Management Annual Work Plan, Subdivision 9021 (CIP 935564).
6 Continued Zone 6 West Branch outreach. Survey mailers sent out the week of January 5, 2026.

Next step to meet with Zone residents to discuss survey results and address other concerns.

Parks Maintenance andRenovation
7 Upon City acceptance, assumed operations and maintenance responsibilities of Critter Crossroads Park inDougherty Valley.
8 Continued park amenities replacements, including picnic tables, benches, BBQs, garbage cans, drinking fountains, railings and concrete paving (CIP 955584). 9 Completed blacktop track resurfacing at Walt Disney School Park (CIP 955584).

Facilities & Aquatic Maintenance & Renovation
10 Continued planned replacement of facilities interior amenities including appliances, AEDs, domestic water heaters, LED lighting, door hardware, and interior wall painting (CIP 925515). 11 ContinuedHVAC emergency repairs at various facilities (CIP 925425). 12 Replaced locker room tile at Dougherty Valley Aquatic Center (CIP 925432). 13 Continued planned replacement of amenities at the San Ramon Olympic Pool and Aquatic Park and the Dougherty Valley Aquatic Center (CIP 925479 and CIP 925574). 14 Painted and sealed stucco at San Ramon Olympic Pool and Aquatic Park (CIP 925532). 15 Completed installation of Terrace Room patio shade structure at the San Ramon Community Center (CIP 200003).

FY 2026-27 Proposed Budget Page 196

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DRAFT
Roadway, Drainage, Streetlights, and Signals Maintenance 16 Continued long-term replacement plan of traffic signal hardware, software, and equipment to enhance and replace outdated traffic signal components that have reached their useful life cycle (CIP 975526).
17 Continued to replace overhead illuminated street name sign panels with green diamond-grade reflective sheeting signs, which will eliminate and save energy consumption at each signalized intersection while reducing staff hours for ongoing, routine maintenance activities. 18 Continued to crack seal pavement Citywide, in support of Pavement Management Programs (PMP). 19 Continued project management of sidewalk maintenance and concrete replacement in areas impacted by trees and other locations, as needed (CIP 400009 and CIP 935564). 20 Continued sediment removal at various locations along Norris Creek, Oak Creek, South San Ramon Creek, and in Water Quality Control Ponds/Detention Basins as needed. 21 Continued to upgrade street name signs in older neighborhoods and in areas receiving pavementtreatments (PMP).
22 Completed upgrade/replacement of failing LED fixtures/poles in the Dougherty Valley (CIP 700002).

Fleet/Shop
23 Continued management of all non-safety vehicle maintenance and replacement operations for all departments (excluding Police Dept).
24 Continued management of Citywide Fuel Management System for all City vehicles (excluding Police Dept).
25 Procured five (5) electric vehicles Citywide (excluding Police Dept.). 26 Continued management of Fleet Maintenance Software for all vehicles (excluding Police Dept.) 27 Continued compliance with CARB’s Advanced Clean Fleets (ACF) regulation (excluding Police Dept.) by ensuring that at least 50% of new vehicle replacements over 8,600lbs GVWR that would otherwise be internal combustion engine (ICE) vehicles are replaced with alternative fuel vehicles.

Solid Waste/Recycling
28 Reviewed consultant’s assessment of Solid Waste Rates for Rate Period 7 (2026). 29 Performed Annual Citywide Recycles Day Drop-off and Compost Giveaway event. 30 Reviewed and amended ACI Franchise Agreement to update Franchise Fee. 31 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).

FY 2026-27 Proposed Budget Page 197

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DRAFT
Major Action Plan Items for FY 2026-27:

Landscape and Irrigation Maintenance and Renovation
Completion By Council
Goal(s)
1 Continue replacing failing/hazardous steel fences throughout the Dougherty Valley (CIP 300023). June 2027 G4
2 Continue Zone 6 West Branch maximum assessment rate outreach.

Receive community feedback and continue rate analysis. Complete ballot process.

June 2027 G3 & G5
3 Zone 7 Bent Creek maximum assessment rate outreach. Compile survey information, create a resident mailer, and meet with Zone residents to discuss survey results and address other concerns.

June 2027 G3 & G5
4 Continue to implement water management strategies and proactively respond to water usage and monitor impact on City budget. June 2027 G2 & G4 5 Upon acceptance, assume landscape and irrigation maintenance responsibility for The Preserve roundabouts. June 2027 G4 Parks Maintenance andRenovation
Completion By Council
Goal(s)
6 Continue park amenities replacements, including picnic tables, benches, BBQs, garbage cans, drinking fountains, railings and concrete paving (CIP 955584).

June 2027 G4
7 Replace playground at Monarch Park (CIP 955423). June 2027 G4 8 Complete restroom renovations atOld Ranch Park and Richard Fahey Village Green Park (CIP 955491). June 2027 G4
9 Install new shade structure at Bellingham Park (CIP 955566). June 2027 G4 10 Install new railing replacements at the Alcosta Senior & Community Center (CIP 955584). June 2027 G4
11 Replace restroom at Centennial Park (CIP 955491). June 2027 G4 12 Replace playground at Centennial Park (CIP 955423). June 2027 G4 13 Remove and replace trees at Central Park (CIP 955584). June 2027 G4 14 Replace turf at Central Park Soccer Field #2 (CIP 955584). June 2027 G4 15 Install baseball field safety netting at Sunrise Ridge (CIP 955584). June 2027 G4 FY 2026-27 Proposed Budget Page 198

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DRAFT
Facilities & Aquatic Maintenance & Renovation
Completion By Council
Goal(s)
16 Continue HVAC emergency repairs at various facilities (CIP 925425). June 2027 G4 17 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 2027 G4
18 Continue emergency roof repairs at various facilities (CIP 925433). June 2027 G4 19 Hire consultant/architect for SROP 50M upgrades (CIP 200015). June 2027 G4 Roadway, Drainage, Streetlights, and Signals Maintenance Completion By Council
Goal(s)
20 Continue long-term replacement plan of traffic signal hardware, software, and equipment to enhance and replace outdated traffic signal components that have reached their useful life cycle (CIP 975526).

June 2027 G4
21 Continue to replace overhead illuminated street name sign panels with green diamond-grade reflective sheeting signs, which will eliminate and save energy consumption at each signalized intersection while reducing staff hours for ongoing, routine maintenance activities.

June 2027 G4
22 Continue project management of sidewalk maintenance and concrete replacement in areas impacted by trees and other locations, as needed (CIP 400009, CIP 400016 and CIP 935564).

June 2027 G4
23 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 2027 G1 & G4
24 Continue to upgrade street name signs in older neighborhoods and in areas receiving pavement treatments (PMP). June 2027 G4 25 Continue to upgrade/replace failing LED fixtures/poles in the Dougherty Valley (CIP 700002). June 2027 G4
FY 2026-27 Proposed Budget Page 199

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DRAFT
Fleet/Shop
Completion By Council
Goal(s)
26 Continue management of all non-safety vehicle maintenance and replacement operations f (excluding Police Dept). June 2027 G4 27 Continue management of Citywide Fuel Management System for all City vehicles (excluding Police Dept).

June 2027 G4
28 Continue to research and procure alternative fuel vehicle and equipment replacements Citywide where applicable.

June 2027 G4
29 Continue management of Fleet Maintenance Software for all vehicles (excluding Police Dept.).

June 2027 G4
30 Continue fleet regulatory compliance with CARB’s Advanced Clean Fleets (ACF) regulation (excluding Police Dept.) June 2027 G1 Solid Waste/Recycling
Completion By Council
Goal(s)
31 Review consultant’s assessment of Solid Waste Rates for Rate Period 8 (2027), and amend ACI franchise fee, as necessary. Dec. 2026 G3 32 Perform Annual Citywide Recycles Day Drop-off and Compost Giveaway event. April 2027 G1 & G5
33 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 2027 G1
34 Implement and monitor compliance measures for SB 54, which includes achieving plastic source reduction targets, ensuring producer participation in Responsibility Organizations, and updating procurement policies to favor circular and recycled-content packaging.

June 2027 G1
FY 2026-27 Proposed Budget Page 200

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DRAFT
Full-Time Equivalents (FTE) by Department & Classi�ication 22/23
Actual
23/24
Actual
24/25
Actual
25/26
Revised
26/27
Council
Public Works
Transportation
Senior Administrative Analyst 1.00 - - - -
Division Manager 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator - 1.00 1.00 1.00
Office Specialist 1.00 1.00 1.00 1.00 1.00
Engineering Specialist 1.00 1.00 - - -
Associate Planner 1.00 2.00 1.00 1.00
Division Total 4.00 4.00 5.00 4.00 4.00
Engineering
Administrative Coordinator - 1.00 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 1.00
Associate Engineer 6.00 6.00 6.00 6.00 5.00
City/District Manager - - - 2.00 2.00
Division Manager 2.00 2.00 2.00 - -
Engineering Specialist 1.00 - - - -
Inspector 2.00 2.00 2.00 2.00 2.00
Office Specialist 2.00 1.00 - - -
Program Manager - - 1.00 1.00 1.00
Senior Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Senior Engineer 3.00 3.00 2.00 2.00 3.00
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 20.00 20.00 20.00
Public Services
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 16.00 16.00 16.00 16.00
Maintenance Specialist 13.00 13.00 13.00 13.00 13.00
Maintenance Supervisor 9.00 10.00 10.00 9.00 9.00
Maintenance Technician I/II 30.00 30.00 30.00 29.00 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 6.00
Senior Administrative Analyst 2.00 2.00 2.00 2.00 1.00
Division Total 81.75 83.75 83.75 81.75 81.75
Department Total 106.75 108.75 108.75 105.75 105.75
FY 2026-27 Proposed Budget Page 201

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DRAFT
Department Budget
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY

EXPENDITURES BY CATEGORY
Salaries $ 10,859,692 $ 11,357,770 $ 10,495,291 $ 11,699,944 $ 12,128,694 Benefits 3,110,712 4,204,096 4,614,302 5,898,881 5,916,950 Internal Department Charges 4,110,684 3,852,371 3,700,125 5,127,447 4,921,054 Contract Services 14,644,261 15,814,907 15,371,710 18,866,904 19,292,879 Material & Supplies 1,576,286 1,597,395 1,403,546 1,554,033 1,549,888 Other Costs 128,123 582,446 481,857 1,139,548 795,768
Capital Outlay 23,201 47,161 - -
TOTAL $ 34,452,959 $ 37,456,147 $ 36,066,830 $ 44,286,757 $ 44,605,233

EXPENDITURES BY FUNDING SOURCE
General Fund $ 15,721,657 $ 16,978,878 $ 16,665,255 $ 19,940,877 $ 20,137,062 Geographic Information System 89,405 61,618 129,617 141,938 157,598 Citywide Landscaping 1,050,442 1,140,303 1,178,664 1,372,680 1,311,899 Citywide Lighting 721,047 782,230 767,740 964,872 924,424 Special Landscaping and Lighting Zones 983,636 1,077,221 1,091,820 1,543,718 1,488,769 The Preserve Landscaping and Lighting 42,167 63,945 154,811 122,775 129,884 Canyon Park 28,723 34,372 8,640 58,929 59,366
Village Center Common Area 4,670 4,618 4,870 5,736 5,842 Dougherty Valley 12,413,387 13,286,092 12,686,933 14,787,352 15,122,912 Solid Waste 1,261,422 1,233,340 1,352,162 1,680,228 1,838,189 Non Point Drainage 896,621 955,802 800,191 1,381,116 1,063,353 Street Smarts 3,008 (650) 98 411,484 436,035
TDM Programs 461,451 376,274 400,890 633,851 574,613
Traffix Program 158,807 186,015 188,880 205,063 200,611 Dougherty Valley GHAD 616,103 1,261,928 593,484 881,064 974,269 Northwest San Ramon GHAD 412 14,161 42,777 155,074 180,408 TOTAL $ 34,452,959 $ 37,456,147 $ 36,066,830 $ 44,286,757 $ 44,605,233 FY 2026-27 Proposed Budget Page 202

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DRAFT
General Fund
45%
Geographic Information
System
0%
Citywide Landscaping
3% Citywide Lighting
2%
Special Zones
3%
Canyon Park
0%
The …
Village Center Common Area
0%
Dougherty Valley
34%
Solid Waste
4%
Nonpoint Drainage /Stormwater
2%
Street Smarts
1%
TDM Programs
1%
Traffix Program
0%
Dougherty Valley GHAD
2%
Northwest San Ramon
GHAD
0%
FY 2026-27 Proposed Budget Page 203

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DRAFT
EXPENDITURES BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY

TRANSPORTATION
Salaries $ 607,493 $ 552,432 $ 438,908 $ 730,342 $ 697,645 Benefits 190,682 193,755 172,648 294,118 311,899
Internal Department Charges 193,875 169,485 131,075 224,888 211,281 Contract Services 329,637 317,891 307,170 439,980 509,531 Material & Supplies 18,080 12,815 6,690 33,320 11,800
Other Costs 1,820 9,483 10,060 19,230 46,922
Capital Outlay - - - - -
DIVISION TOTAL $ 1,341,587 $ 1,255,860 $ 1,066,552 $ 1,741,878 $ 1,789,078

ENGINEERING
Salaries $ 2,448,826 $ 2,722,980 $ 2,288,037 $ 2,756,860 $ 3,089,173 Benefits 761,835 951,411 883,040 1,037,374 1,028,666
Internal Department Charges 774,209 666,231 600,570 855,405 861,973 Contract Services 640,805 1,198,851 590,760 1,559,807 1,336,665 Material & Supplies 31,204 74,876 137,704 50,313 54,863 Other Costs 5,979 38,572 37,882 91,403 68,351
Capital Outlay - - - - -
DIVISION TOTAL $ 4,662,859 $ 5,652,921 $ 4,537,992 $ 6,351,162 $ 6,439,691

PUBLIC SERVICES
Salaries $ 7,803,373 $ 8,082,358 $ 7,768,346 $ 8,212,742 $ 8,341,876 Benefits 2,158,195 3,058,930 3,558,614 4,567,389 4,576,385 Internal Department Charges 3,142,600 3,016,656 2,968,481 4,047,154 3,847,800 Contract Services 13,673,819 14,298,165 14,473,780 16,867,117 17,446,683 Material & Supplies 1,527,001 1,509,704 1,259,152 1,470,400 1,483,225 Other Costs 120,325 534,392 433,915 1,028,915 680,495
Capital Outlay 23,201 47,161 - - -
DIVISION TOTAL $ 28,448,513 $ 30,547,366 $ 30,462,287 $ 36,193,717 $ 36,376,464 DEPARTMENT TOTAL $ 34,452,959 $ 37,456,147 $ 36,066,830 $ 44,286,757 $ 44,605,233 REVENUE BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY
Transportation $ 690,860 $ 638,644 $ 721,739 $ 1,062,605 $ 978,155 Engineering 1,898,526 1,432,071 1,080,301 1,365,820 1,891,419 Public Services 2,102,746 2,282,914 2,883,929 2,522,755 2,944,682 TOTAL $ 4,692,131 $ 4,353,628 $ 4,685,969 $ 4,951,180 $ 5,814,256 FY 2026-27 Proposed Budget Page 204

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DRAFT

REVENUES & EXPENDITURES BY PROGRAM

PROGRAM

REVENUE

ADOPTED

PROGRAM

EXPENDITURE

ADOPTED

NET COST

ADOPTED

TRANSPORTATION DIVISION
Transportation Administration $ 48,735 $ 275,831 $ 227,096 Residential Traffic Calming - 163,703 163,703
Traffic Safety - 26,446 26,446
Transportation Planning - 111,839 111,839
Transportation Demand Modal (TDM) 530,984 574,613 43,629 Street Smarts 177,750 436,035 258,285
Measure J Traffix 220,686 200,611 (20,075)
DIVISION TOTAL $ 978,155 $ 1,789,078 $ 810,923

ENGINEERING DIVISION
Engineering Services Admin $ - $ 1,117,341 $ 1,117,341
CIP Administration - 1,153,075 1,153,075
Development 1,886,419 2,648,049 761,630
GHAD 4,000 1,154,677 1,150,677
Landscape/Drainage 1,000 366,550 365,550
DIVISION TOTAL $ 1,891,419 $ 6,439,691 $ 4,548,272

PUBLIC SERVICES DIVISION
Public Services Admin $ 13,500 $ 2,424,802 $ 2,411,302
Solid Waste 1,822,732 1,078,053 (744,679)
Aquatics Maintenance - 2,719,120 2,719,120
Facilities Maintenance 19,500 5,127,971 5,108,471
Landscaping Maintenance 12,209 8,556,630 8,544,421
Parks Maintenance 1,063,235 9,968,164 8,904,929
Service Center - 1,061,001 1,061,001
Roadway Maintenance 6,006 4,621,028 4,615,022
Flood Control 7,500 819,695 812,195
DIVISION TOTAL $ 2,944,682 $ 36,376,464 $ 33,431,782
DEPARTMENT TOTAL $ 5,814,256 $ 44,605,233 $ 38,790,977
FY 2026-27 Proposed Budget Page 205

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DRAFT
Department Statement of Purpose:

San Ramon Parks and Community Services creates community through people, parks, partnerships, and programs. 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 2026-27:

Department Expenditures $12,830,439 (increase of $2,484,041 or 24%)  Changed methodology of reporting instructor payments under revenue as net revenue.

Instructor payments are now reported under expenses and account for $1.8M of the increase in expenditures.
 Increase of $104K due to 10% increase in additional library staffing hours beyond what County provides, $204K due to part-time staff wage increases in minimum wage and to avoid compaction; $100K due to transition to overlap of recreation registration software replacement; $56K due to increases in Theater Management staffing fees; $24K in required contract escalators; $125K due to office/program supplies, uniforms, dues, staff development, mileage reimbursement, and new City community holiday event: Glow in the Meadow.

Department Revenues $7,537,567 (increase of $2,192,936 or 41%) Previously, instructor payments would be reported under revenue, reflecting only net revenue.

The FY27 budget now reflects gross revenue.
Reduction in $9K for Rec Swim, $44K for Picnic Rentals, $4K for Art Galleries, offset by increases in other programs. Increase in revenue of $176K in Swim Lessons, $163K in Pool Rentals, $36K in Field & Gym Rentals, $43K in Facility & Studio Rentals, $7K in Art Events; $1.7M in Classes & Camps; $20K in DVPAC Rentals; $55K due to additional Presenting Series show; $16K in Community Gardens and Glow in the Meadow, and $35K in Teen Centers.

FY 2026-27 Proposed Budget Page 207

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DRAFT
Significant Accomplishments for FY 2025-26:

People

1. Expanded inclusive recreation and enrichment opportunities across all age groups, including new youth tennis tournaments (80 participants), a beach volleyball class, in-house ceramics, and expanded adult/senior fitness and social support programs. MPG 3.1, 3.2, 4.3

2. Strengthened teen leadership and workforce pathways by expanding the Leaders in Training program and partnering with local high schools, colleges, and regional job fairs to recruit a diverse part-time workforce. MPG 3.1B, 3.2B, 3.1C-3

3. Increased senior engagement through new classes, support groups, transportation education in partnership with County Connection, and robust National Senior Center Month programming with events, presentations, and resource fairs. MPG 2.3, 3.1, 3.2, 3.3 Parks

1. Expanded access to parks and recreation amenities with the opening of Sunrise Ridge Park, improved field and facility use and added storage at Dougherty Valley Aquatic Center to better support user groups. MPG 3.1A, 3.1C, 4.2

2. Upgraded recreation infrastructure through a cricket pitch renovation at Gale Ranch, AV and theater enhancements at Front Row Theater and Dougherty Valley Performing Arts Center, improving both programming quality and operational efficiency. MPG 3.1C, 3.4, 4.1D

3. Advanced environmental and agricultural assets through presentation of the Trails Master Plan and expanded garden-based education with over 50% growth in participation. MPG 2.1C, 2.3, 4.3E Partnerships

1. Strengthened partnerships to expand community services, including a new Learn-to-Swim program with San Ramon Valley Aquatics, arts partnerships with SPARC, and San Ramon Academy of Music, delivering 75+ free workshops, classes, and performances. MPG 3.1, 3.2, 3.3

2. Collaborated with schools, County agencies, and community organizations to support workforce recruitment, senior transportation outreach, and civic services, including hosting polling locations and election training. MPG 3.1C-3, 3.3B, 4.6E

3. Partnered to enhance cultural and historic resources at Forest Home Farms, including facility improvements, expanded exhibits, and programming that served over 9,500 participants. MPG

2.1D, 4.3D
Programs

1. Broadened recreation and cultural programming with new events and opportunities, including Third Thursday Arts & Eats, expanded Art & Wind Festival artist participation, and new multigenerational classes and activities. MPG 3.2A, 4.3B

2. Delivered high-impact educational and enrichment programming through camps, nature experiences (including Adventure Club excursions), and living history programs connecting the community to local resources and heritage. MPG 2.1D, 2.3E, 2.3G

3. Improved operational efficiency and customer access through updated policies (Athletic Facilities Co-sponsorship), enhanced Activity Guide design, new Nature webpage, and streamlined Community Gardens systems with registration, handbooks, and online service tools. MPG 3.1C, 3.4,

4.5 FY 2026-27 Proposed Budget Page 208

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DRAFT
Performance Measures 2023 2024 2025 2026
# of Senior Congregate meals distributed 3,953 5,581 7,121 6.873 # of 30-minute swim lessons 6,103 5,709 4,769 3,020
# Open Gym participants 13,930 15,409 14,643 14,595
# of pool, gym, and �ield usage hours 65,002 68,428 77,057* 86,684 # of facility rentals 1,260 1,119 1,178 1,293****
# of ticketed event attendees at the DV Performing
Arts Center
10,913 9,609 8,546 13,511
# of participants for historic property �ield trips** 1,200 1,180 1,861 1,958 # of Forest Home Farm Saturday Program
attendees
5,000 5,528 3,799*** 4,307*****
* 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 **** includes ongoing rentals and contracts for Gracie’s Place 184 & Discovery Counseling ***** reduced winter programming by 6 weeks in FY26
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 FY 2026-27 Proposed Budget Page 209

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DRAFT
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 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 using 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 2026-27
Completion By Council
Goal(s)
Partner with Public Works and the San Ramon Historic Foundation to initiate the Boone House Restoration project, including identifying funding sources and applying for various grants. MPG 4.3D
July 2026 G2, G3,
G4
Develop and enhance outdoor rental opportunities of the newly covered Terrace Patio and other existing interconnected outdoor spaces. MPG 2.3, MPG 4.3
Continued this goal for FY27 since the shade is being completed now.

September
2026
G4
FY 2026-27 Proposed Budget Page 210

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DRAFT
Establish and implement a comprehensive department equipment inventory to guide five-year budget planning and ensure all PCS facilities maintain essential equipment and furnishings. MPG4.5A, MPG 4.6A October 2026 G1, G2,
G3, G4
Restructure Community Gardens' rental allotments to build on the recent success of the North and South Gardens. Provide an updated handbook, implement quarterly meetings, and create a quarterly newsletter to increase communication and highlight other nature and garden-focused programs that may be of interest. MPG 2.3C
November
2026
G1, G3,
G4, G5
Expand the volunteer program in collaboration with all City departments to increase civic engagement and maximize community participation, including a Communitywide Clean Up Day/Adopt a Park program. MPG

3.3B, 4.6E
December
2026
G5
Expand youth sports programming to provide affordable, introductorylevel programming focused on skill development and positive sportsmanship. MPG 3.2C, 4.6E
December
2026
G2, G3
Expand evening and weekend adult and senior programming, including tabletop social games, at multiple facilities to improve access, participation, and flexibility for working seniors. MPG 3.2C, 3.1B-2
January 2027 G2, G3
Pilot new enrichment programs to respond to emerging community interests and needs for youth & adults. Explore partnerships with local community providers to diversify class and camp offerings. MPG 3.1B-3,

3.3B, 4.6E
January 2027 G3, G5
Support partnerships with community and county service providers to expand age-friendly presentations and onsite service access at the Alcosta Senior and Community Center and citywide.

February 2027 G3
Develop and implement a comprehensive communications strategy that promotes programs and events, especially arts, and increases overall visibility through coordinated digital and print media efforts. Strengthen department-wide communications and the Parks Make Life Better campaign with engaging social media content, including video and strategic influencer partnerships. MPG 3.3B, MPG 3.4A
February 2027 G5
Complete the first phase ofthe Crow Canyon Gardens Renovation project.

MPG 2.3, MPG 4.3E
Continued for FY27.

March 2027
G1, G4
Increase collaboration with local historical agencies and museums to increase awareness and access to historic educational opportunities and exhibits. MPG 2.1C
March 2027 G4, G5
FY 2026-27 Proposed Budget Page 211

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DRAFT
Continue to establish new partnerships to provide greater access to sciencebased nature programming for all ages. MPG 2.3HG, MPG 2.3HApril 2027 G3 Partner with the Visual Arts Society of San Ramon and local performing arts businesses to enhance education, exhibition, and outreach opportunities for local artists and performers. MPG 3.3B, MPG 4.6E
April 2027 G3, G5
Develop and implement a community mural program in city facilities to connect local artists with opportunities to create and exhibit their talents.

MPG1.3, MPG 4.6E
May 2027 G4
Develop and host a Community Aquatics Safety Day at the San Ramon Olympic Pool in partnership with public safety agencies to promote water safety education, emergency preparedness, and injury prevention, in support of maintaining safe, welcoming, and secure recreation environments for the community. MPG 3.2, MPG 3.3
May 2027 G1
Expand the dive-in movie nights to create additional opportunities for family-friendly recreation while enhancing engagement and communication with residents and the local business community through sponsorships and partnerships to focus on community connections and vibrant public spaces. MPG 3.2, MPG 3.3
May 2027 G5
Evaluate and implement goals using the Trails Master Plan as an example to develop new trails in the Old Ranch Open Space and improve wayfinding to the trails with updated signage and a new mobile app. MPG 1.2, MPG 1.4 June 2027 G4
Partner with local organizations to increase access to social recreation activities for participants with various disabilities. MPG 3.1B, 3.2A June 2027 G3
Revitalize Recreation Therapy volunteer program and partner with local agencies to enhance support of people with disabilities in recreation programs. MPG 3.1B, 3.2A
June 2027 G3, G5
FY 2026-27 Proposed Budget Page 212

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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.

FY 2026-27 Proposed Budget Page 213

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DRAFT
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).

The Master Plan Goals can be found on the Parks and Community Services website at:

SanRamon.ca.gov/masterplan.

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DRAFT
Full-Time Equivalents (FTE) by Department & Classi�ication 22/23
Actual
23/24
Actual
24/25
Actual
25/26
Revised
26/27
Budget
Parks & Community Services
Administrative Analyst 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 3.00 3.00 2.00
Office Specialist 2.00 2.00 1.00 1.00 1.00
Program Manager 3.00 3.00 3.00 3.00 4.00
Recreation Coordinator 11.00 11.00 10.00 10.00 12.00
Recreation Supervisor 6.00 6.00 6.00 6.00 6.00
Recreation Technician 3.00 3.00 3.00 3.00 2.00
Department Total 34.00 34.00 30.00 30.00 30.00
Grand Total 280.75 290.75 287.75 280.75 281.75
FY 2026-27 Proposed Budget Page 215

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DRAFT
Department Budget
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED

EXPENDITURES BY CATEGORY
Salaries $ 4,381,791 $ 4,799,500 $ 4,851,561 $ 4,986,266 $ 5,334,086 Benefits 732,103 1,184,015 1,096,041 1,582,046 1,645,616 Internal Department Charges 1,139,030 1,016,150 1,031,448 1,479,719 1,444,342 Contract Services 1,667,561 1,836,770 1,499,652 1,838,335 2,104,515 Material & Supplies 178,606 201,767 173,181 255,641 358,280 Instructor Payments 1,800,525
Other Costs 9,209 92,010 76,705 142,897 198,269
Capital Outlay 27,211 93,654 15,626
TOTAL $ 8,108,300 $ 9,130,213 $ 8,728,587 $ 10,378,558 $ 12,901,259

EXPENDITURES BY FUNDING SOURCE
General Fund $ 8,108,300 $ 9,130,213 $ 8,728,587 $ 10,284,904 $ 12,901,259 TOTAL $ 8,108,300 $ 9,130,213 $ 8,728,587 $ 10,284,904 $ 12,901,259 General Fund
100%
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Department Budget
REVENUE BY DIVISION 2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PROPOSED
Parks and Community Services $ 4,530,336 $ 5,114,149 $ 5,292,531 $ 5,283,137 $ 7,485,067 TOTAL $ 4,530,336 $ 5,114,149 $ 5,292,531 $ 5,283,137 $ 7,485,067

REVENUES & EXPENDITURES BY PROGRAM

PROGRAM

REVENUE

ADOPTED

PROGRAM

EXPENDITURE

ADOPTED

NET COST

ADOPTED
Administration $ 24,095 $ 2,610,666 $ 2,586,571
Aquatics 1,452,617 1,789,799 337,182
Facilities 1,419,391 1,869,912 450,521
The Arts 931,719 1,764,522 832,803
Special Programs & Events 295,004 1,077,786 782,782
Youth/Teen Services 990,681 1,121,929 131,248
Adult & Senior Enrichment 192,039 579,154 387,115
Adult & Youth Sports 2,179,521 2,087,491 (92,030)
DEPARTMENT TOTAL $ 7,485,067 $ 12,901,259 $ 5,416,192
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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 that cannot be easily allocated to various departments for equipment replacement, healthcare, insurance liability premiums, cablevision, and contingency appropriation.

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Department Budget
2022/23
ACTUAL
2023/24
ACTUAL
2024/25
ACTUAL
2025/26

REVISED
2026/27

PRELIMINARY

EXPENDITURES BY CATEGORY
Salaries $ 779,714 $ 268,680 $ 740,780 $ - $ -
Benefits 5,365,324 451,260 1,051,711 $ - $ -
Internal Department Charges 76,749 55,931 55,081 $ - $ - Contract Services 112,163 132,234 154,461 440,000 240,000 Other Costs 12,864,302 12,412,662 15,893,012 17,817,817 16,429,871 Capital Purchases 608,317 1,362,437 271,794 2,571,547 2,739,985 TOTAL $ 19,806,571 $ 14,683,203 $ 18,166,838 $ 20,829,364 $ 19,409,856

EXPENDITURES BY FUNDING SOURCE
Public Education & Government (PEG) $ 113,094 $ 3,646 $ - $ 250,000 $ 250,000 Internal Service Fund/Equipment Replacement $ 1,351,478 $ 1,963,964 $ 872,400 $ 1,650,627 $ 1,473,113 Internal Service Fund/Info Svcs Replacement $ 366,006 $ 342,829 $ 305,594 $ 670,920 $ 1,016,872 Internal Service Fund/Insurance Liability $ 6,574,074 $ 6,072,232 $ 7,952,211 $ 7,920,840 $ 5,689,104 Internal Service Fund/Healthcare $ 11,397,146 $ 6,300,531 $ 9,036,633 $ 10,286,977 $ 10,980,767 TOTAL $ 19,801,798 $ 14,683,203 $ 18,166,838 $ 20,779,364 $ 19,409,856 Public Education & Government (PEG)
1%
Internal Service
Fund/Equipment
Replacement…
Internal Service
Fund/Info Svcs
Replacement…
Internal Service
Fund/Insurance
Liability…
Internal Service
Fund/Healthcare
57%
FY 2026-27 Proposed Budget Page 219

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REVENUES & EXPENDITURES BY PROGRAM

PROGRAM

REVENUE

PRELIMINARY

PROGRAM

EXPENDITURE

PRELIMINARY

NET COST

PRELIMINARY
Public Education & Government (PEG) 139,581 250,000 (110,419) Internal Service Fund/Equipment Replacement 1,092,645 1,473,113 (380,468) Internal Service Fund/Info Svcs Replacement 762,697 1,016,872 (254,175) Internal Service Fund/Insurance Liability 7,200,493 5,689,104 1,511,389 Internal Service Fund/Healthcare 10,980,767 10,980,767 - DEPARTMENT TOTAL $ 20,176,183 $ 19,409,856 $ 766,327
FY 2026-27 Proposed Budget Page 220

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Fiscal Year 2025-26 Adopted Budget 231
Reference Material
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FY 2026-27 Proposed Budget Page 222

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Fiscal Year 2025-26 Adopted Budget 231
Reference Material
FY 2026-27 Proposed Budget Page 223

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Reference Material
Central Park Sports park
Play Pool at the Dougherty Valley Aquatic Center
FY 2026-27 Proposed Budget Page 224

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Reference Material
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 speciϐic set of program
objectives.

Actual: Actual level of expenditure approved for
ϐiscal year noted.

Adjusted Budget: Adjustment to the adopted
budget made during the current ϐiscal 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 ϐiscal 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 speciϐic 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 inϐlation, 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 ϐigure resulting from the
ϐirst 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 beneϐit properties in speciϐic areas or
districts.

Assets: Property owned by the City for which
monetary value has been established.

Audit: Prepared by an independent Certiϐied
Public Accountant (CPA), the primary
objective of an audit is to determine if the
City’s Financial Statements present fairly the
City’s ϐinancial 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 ϐinancial management practices.

Authorized Positions: These are employee
positions, which are authorized in the
adopted budget, to be ϐilled 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
speciϐied sum of money (called the face value
or principal amount) at a speciϐied date or
dates in the future (called the maturity date)
together with period interest at a speciϐied
rate.

Budget: A plan of ϐinancial activity for a
speciϐied period (ϐiscal year end) indicating
all planned revenue and expenses for the
budget period.

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Reference Material
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 budgetmaking authority to present a comprehensive ϐinancial program to the appropriating body.

Budget Message: A general outline of the budget
which includes comments regarding the City’s
ϐinancial status at the time of the message, and
recommendations regarding
the ϐinancial 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 ϐive-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 signiϐicantly
increase their useful life; also called capital
improvements.

Contingency: An appropriation of funds to cover
unforeseen events that occur during the ϐiscal
year such as federal mandates, shortfalls in
revenue, and similar eventualities.

Contract Services: This is an agreement for a
speciϐic 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.

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 outϐlow 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 ϐinancial
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 deϐined such assets as those with an
expected life more than one (1) year and an
acquisition cost more than $5,000.

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Reference Material
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 deϐinition of the fund is an
independent ϐinancial and accounting entity with
a self-balancing set of accounts in which cities
record ϐinancial 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 speciϐic
activities or pursue speciϐic 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 ϐinancial accounting and reporting.

They govern the form and content of the
ϐinancial statements of an entity. GAAP
encompasses the conventions, rules and
procedures necessary to deϐine 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 speciϐic 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 ϐinance a speciϐic 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 beneϐit
liability, and investment management.

Materials and Supplies: Expendable materials
and operating supplies necessary to conduct
departmental orientation.

Non-Departmental: Program costs that do not
relate to any one department but represent costs
of a general Citywide nature.

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Reference Material
Objective: Something to be accomplished in
speciϐic, well-deϐined, and measurable terms and
that is achievable within a speciϐic timeframe.

Operating Budget: The operating budget
provides a plan for current expenditures and the
proposed means of ϐinancing 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 beneϐits for City
employees, such as medical, dental and
retirement.

Program: Represents major areas or support
functions; they are deϐined 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 ϐines.

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 ϐiscal year or to earmark
revenue for a speciϐic 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 ϐiscal 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 Deϐicit: The permanent ϐinancial 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 ϐinancing the
services for the recipient fund.

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Reference Material
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 Paciϐic 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 Certiϐicates of Participation NPDES National Pollutant Discharge Elimination System
CRM Citizen Request Management NWSP Northwest Speciϐic Plan CSA County Service Area NWSR Northwest San Ramon
CSMFO California Society of Municipal Finance
Ofϐicers OBAG One Bay Area Grant
DOT Department of Transportation OPEB Other Post-Employment Beneϐits 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 Paciϐic Gas & Electric EIR Environmental Impact Report POB Pension Obligation Bond EMS Energy Management System RDA Redevelopment Agency Geographic FY 2026-27 Proposed Budget Page 229

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Reference Material
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 Uniϐied School District GASB Governmental Accounting Standards Board SWAT Southwest Ares Transportation GFOA Government Finance Ofϐicers 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 schoolrelated trafϐic. 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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Reference Material
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 FY 2026-27 Proposed Budget Page 231

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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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Reference Material
San Ramon Community Center
The Permit Center at City Hall
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Reference Material
Budget Resolution & Appropriation Limit
Insert Reso for Adopted FY 25/26 Operating and Capital Budget Insert Exhibits
**(Budget Resolution & Appropriation Limit)**
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Reference Material
Each year, the City calculates its Gann Limit by adjusting for the costs of living and growth in population estimates as provided by the State Department of Finance in May. For the FY 20226-27, the City's appropriations subject to limitation is $56,298,665. With a current year's limit of $114,395,970 the City is under the limit by $58,097,305. For the FY 2025-26, the City's appropriations subject to limitation was $52,622,656 and appropriation limit of $108,935,087, the City was under the limit by $56,312,461. The City has continues to be under the spending limit.

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Reference Material
Dougherty Station Community Center
City of San Ramon Amador Rancho Center
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General Fund Reserve Policy
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Fiscal Year 2025-26 Adopted Budget 254
Dougherty Valley Performance Arts Center
Fountain at the San Ramon Community Center

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Debt Management & Disclosure Policy
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Fiscal Year 2025-26 Adopted Budget 266
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Fiscal Year 2025-26 Adopted Budget 269
City Center Bishop Ranch
Bishop Ranch Business Ofϐices

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Investment Policy
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RESOLUTION NO. 2026- 046

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

STATEMENT OF INVESTMENT POLICY FOR
FISCAL YEAR 2026- 27
WHEREAS, the California Government Code § 53646 requires the annual submission of a Statement of Investment Policy to the City Council; and WHEREAS, the Statement of Investment Policy for Fiscal Year 2026- 2027 was submitted to Meeder Public Funds to review the policy and make necessary changes to comply with City Policy and Government Code; and
WHEREAS, on April 14, 2026, at a Regular City Council meeting, the City Council reviewed and accepted the Statement of Investment Policy for Fiscal Year 2026- 2027.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Ramon does hereby approve the Statement of Investment Policy for Fiscal Year 2026- 2027 that is attached as Exhibit B.

PASSED, APPROVED, AND ADOPTED, at the meeting of April 14, 2026 by the following votes:

AYES: Cm. Adler, Jweinat, Verose, and Mayor Armstrong
NOES:

ABSENT: Cm. Rubio
ABSTAIN:

ATTEST:
oa Snashall, City Clerk
a LG'
Mark Armstrong, Mayor
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4 San Ramon

CITY OF SAN RAMON

STATEMENT OF INVESTMENT POLICY
Fiscal Year 2026- 27
Purpose and Annual Policy Review and Adoution
This statement implements § 53646 of the Government Code, of the State of California, by providing a Statement of Investment Policy. It is intended to provide sound procedures for the prudent investment and management of public funds of the City of San Ramon. Consistent with provisions of this code section, this policy shall be annually reviewed and adopted by the City Council.

Scone
This policy applies to all liquid financial assets of the City of San Ramon. These assets are accounted for in the City' s Annual Comprehensive Financial Report ( ACFR), which includes the annual independent audit report, under the following categories:

General Fund
Special Revenue Funds
Capital Project Funds
Debt Service Funds
Internal Service Funds
Trust and Agency Funds
Funds excluded from this policy:

Bond Proceeds - The investment of bond proceeds held with trustees is directed by the City, but is governed by the restrictions on permitted investments in the applicable bond indenture or similar agreements.

2. Deferred Compensation, Retirement, Other Post -Employment Benefits ( OPEB) 115 Trust, and Supplement Pension 115 Trust — Investments related to these plans are not subject to this policy since third -party administrators or trustees manage the funds and either the individual plan participants or trustees direct investment selection. lof16
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Obeective
The City's objective is to accurately monitor and forecast expenditures and revenues, thus enabling the City to invest idle funds to the fullest extent possible. Idle cash management and investment transactions are the responsibility of the Finance Division of the Administrative Services Department. The City shall attempt to obtain a market rate of return, provided that criteria for safety and liquidity are adequately met, and that all provisions ofthis investment policy are strictly adhered to.

Investment Obiectives and Prudence
The City of San Ramon operates its temporary pooled idle cash investments under the ' prudent investor standard ". This standard states: When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs ofthe agency, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct offunds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs ofthe agency. Within the limitations ofthis section and considering individual investments as part of an overall strategy, investments may be acquired as authorized by law.

Consistent with this principle, the following basic tenets shall serve to guide the City' s investment program:

Safe — The first priority for the investment program shall be the safety of principal investment. Procedures for ensuring safety of principal shall involve compliance with legal requirements set forth under sections of the Government Code, development and maintenance of adequate records and controls, and avoidance of market speculation through an underlying " buy and hold" investment strategy.

Liquidity — The second priority for the investment program shall be to provide adequate cash for operations or capital purposes on an as -needed basis. Procedures for ensuring adequate liquidity shall include maintenance of pro forma City cash needs through analysis of historical and projected future cash flows, and matching investment maturities to cash requirements.

Yield —The City's investment portfolio shall be designed with the objective of attaining a market rate ofreturn throughout budgetary and economic cycles, taking into consideration the investment risk constraints and liquidity needs. Yield on the City' s investment portfolio is of secondary importance compared to the safety and liquidity objectives described above.

Investments are limited to relatively low -risk securities in anticipation of earning a market rate of return relative to the risk being assumed. Nevertheless, investment performance shall be periodically monitored and evaluated by the Administrative Services Director by comparison with other benchmark yields.
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DeleEation of Authority
The City of San Ramon Municipal Code assigns treasury responsibilities to the Administrative Services Director who serves as the City Treasurer. The Administrative Services Director currently performs the duties of the Director of Finance. The authority to invest City Funds rests with the Administrative Services Director and his designated staff, herein referred to as the Deputy Treasurer. The Administrative Services Director has further authority, with consent of the City Council to delegate investment portfolio management to Meeder Public Funds, an Investment Advisory firm. No person may engage in an investment transaction except as provided for under the terms of this policy.

The Administrative Services Director shall be responsible for all transactions undertaken and will establish a system of controls to regulate the activities of subordinate officials.

Ethics and Conflicts of Interest
Officers, Councilmembers, and employees involved in the investment process shall refrain from personal business activity that conflicts with proper execution of the investment program, or impairs their ability to make impartial investment decisions. Employees, Councilmembers and investment officials shall disclose any material financial interests that could be related to the performance of the City' s investment portfolio.

GASB 31
The Government Accounting Standards Board ( GASB) Statement No. 31 requires that governmental entities report all investments with a maturity in excess of one-year at fair market value in the balance sheet or other statement of financial condition as of the end of the annual reporting cycle. Market value increases/ declines are recognized by booking the variation against earnings at year-end. This book gain/ loss would be realized by way of an increase/ reduction in reserves, increasing/ reducing funds available for appropriation.

Because longer -term investments are subject to greater fluctuations in price and market value, specific constraints in the form of percentage limitations have been incorporated into this policy. These limitations minimize material gains/ losses in the value of the portfolio in a declining/rising interest rate environment and mitigate the risks inherent in GASB Statement 31.

Permitted Investments
United States ( U.S.) Treasury Obligations
California State Code: 53601 ( b)
Maximum Term: 5 years
Maximum Type Allocation: 100%
Maximum Issuer Concentration: 100%
Minimum Issuer Rating: N/A
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Federal Agency Securities
California State Code: 53601 ( f)
Maximum Term: 5 years
Maximum Type Allocation: 100%
Maximum Issuer Concentration: 50%
Minimum Issuer Rating: N/A
Money Market Funds
California State Code: 53601 ( r)
Maximum Term: 1 day
Maximum Type Allocation: 20%
Maximum Issuer Concentration: 20%
Minimum Issuer Rating: The money market funds must have an average weighted maturity of90 days or less and abide by SEC
regulations; funds must receive the highest ranking
by 2 of the 3 largest nationally recognized rating
agencies OR retain an investment advisor who is
registered, or exempt from registration, with the SEC
and has at least 5 years' experience managing money
market funds in excess of $500 million
Other: Invest in U. S. Treasuries, U.S. Federal Agencies, or repurchase agreements fully collateralize by U. S.
treasury/ federal agency securities and maintain a
constant net asset value (" NAV" ). The purchase
price of the MMF shares shall not exceed 20% of
the City' s surplus funds. ( Per section 53601- L)
City of San Ramon Bonds and Obligations
California State Code: 53601 ( e)
Maximum Term:

Maximum Type Allocation:

Maximum Issuer Concentration:

Minimum Issuer Rating:
5 years
10%
10%
Aa3 or AA- by one NRSRO
State Obligations — California and Others
California State Code: 53601 ( c) ( d)
Maximum Term: 5 years
Maximum Type Allocation: 3%
Maximum Issuer Concentration: 3%
Minimum Issuer Rating: Aa3 or AA- by one NRSRO
California Local Agency Bonds and Obligations
California State Code: 53601 ( e)
Maximum Term:

Maximum Type Allocation:

Maximum Issuer Concentration:

Minimum Issuer Rating:
5 years
10%
2%
Aa3 or AA- by one NRSRO
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Bankers' Acceptances
California State Code: 53601 ( g)
Maximum Term: 180 days
Maximum Type Allocation: 40%
Maximum Issuer Concentration: 2%
Minimum Issuer Rating: A 1 / P 1 by S& P or Moody' s
Local Agency Investment Fund (" LAIF")
California State Code: 16429. 1
Maximum Term: None
Maximum Type Allocation: $ 75 million (per LAIF account) Maximum Issuer Concentration: None
Joint Powers Authority Pool (" JPA")
California State Code: 53601 ( p)
Maximum Term: N/A
Maximum Type Allocation: None
Maximum Issuer Concentration: None
Other: Must retain an investment advisor who is registered with the SEC ( or exempt from registration), has assets under management in excess of $500 million, and has
at least five years' experience investing in instruments authorized by Section 53601, subdivisions ( a) to ( o).

Commercial Paper (" CP")
California State Code: 53601( h)( 2)( c)
Maximum Term: 397 days
Maximum Type Allocation: 25%
Maximum Issuer Concentration: 10% in a single issuer and 2% in aggregate with corporate notes/ bonds and certificate of deposits
CDs") at time of purchase.

Minimum Issuer Rating: A- 1, P- 1, F- 1 equivalent or better by a NRSRO Other: 1. is organized within the U.S. as a special
purpose corporation, trust, or LLC, and has
program wide credit enhancements, and have
CP that is rated " A- l" or higher, or the
equivalent, by a NRSRO.

2. Is organized within the United States as a
special purpose corporation, trust, or limited
liability company, has programmable credit
enhancements including, but not limited to,
overcollateralization, letters of credit, or
surety bond, has commercial paper rated " A1
to
or higher, or the equivalent, by a NRSRO.
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Negotiable CD (At or below the FDIC Limit)
California State Code: 53601( i)
Maximum Term: 5 years
Maximum Type Allocation: 30%
Maximum Issuer Concentration: 2% in aggregate with corporate notes/ bonds and CP Minimum Issuer Rating: Not applicable
Other: Issued by a nationally or state -chartered bank, or . a state or federal savings and loan association, or by a
state -licensed branch of a foreign bank.

Negotiable CD
California State Code: 53601( i)
Maximum Term: 5 years
Maximum Type Allocation: 30%
Maximum Issuer Concentration: 2% in aggregate with corporate notes/ bonds and CP Minimum Issuer Rating: provided ( 1) that the senior debt obligations of the issuing institution are rated Aa2 or better by Moody' s or rated AA or better by -S& P and ( 2) that the
financial institution has received a minimum overall
satisfactory" rating for meeting the credit needs of
California communities in its most recent evaluation
Other: issued by a nationally or state -chartered bank or a state or federal savings and loan association or by a
state -licensed branch of a foreign bank.

Medium -Term Corporate Notes
California State Code: 53601 ( k)
Maximum Term: 5 years
Maximum Type Allocation: 30%
Maximum Issuer Concentration: 2% in aggregate with CDs and CP Minimum Issuer Rating: A/A2 less than 4yrs, Aa-/ Aa3 greater than 4 yrs by at least two of the NRSRO' s.

Repurchase Agreements
California State Code: 53601 0)
Maximum Term: 30 days
Maximum Type Allocation: 30%
Maximum Issuer Concentration: Not applicable
Minimum Issuer Rating: Not applicable
Collateral: 102%, by treasury and federal agency securities Marked -to -Market At least weekly
Other: Executed with a bank organized and operating or
licensed to operate in the United States under federal
or state law or a securities dealer which is a registered broker/ dealer, designated by the Federal Reserve
Bank of New York as a primary dealer in United
States government securities, and in full compliance
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Collateralized Bank Deposits
California State Code:

Maximum Term:

Maximum Type Allocation:

Maximum Issuer Concentration:

Minimum Issuer Rating:

Supranational Obligations
California State Code:

Maximum Term:

Maximum Type Allocation:

Maximum Issuer Concentration:

Minimum Issuer Rating:

Other:

Ineligible Investments
with all applicable capital requirements, City
Treasurer maintains a list of approved counterparties
following a thorough review, counterparties execute a
Master Repurchase Agreement, counterparties
regularly provide audited financial statements
53601 ( n)
5 years
none
none
N/A
53601( q)
5 years
30%
5%
Must be rated AA or better by at least two NRSRO.

Must be senior unsubordinated obligations
denominated in U. S. Dollars.

Issued by International Bank for Reconstruction and
Development (" IBRD"), International Finance
Corporation (" IFC"), or the Inter -American
Development Bank (" IDB"). Obligations shall be
denominated in U. S. dollars, be senior unsecured
unsubordinated debt, purchased from a registered
broker/ dealer
Any security type not specifically approved by this policy is hereby specifically prohibited.

Security types which are thereby prohibited include, but are not limited to:

Complex" derivative structures such as range notes, dual index notes, inverse floaters, leveraged or deleveraged floating- rate notes, or any other complex variable -rate or structured note.

Interest only strips that are derived from a pool of mortgages, or any security that could result in zero interest accrual if held to maturity.

Asset Backed Securities
Common Stocks
Reverse Repurchase Agreements
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Maximum Maturity
Pursuant to Government Code § 53601, the City Council limits investments to securities with remaining maturity periods of no greater than five years.

Credit/Issuer Risk
The City will seek to mitigate credit risk by requiring that issuers meet specific qualifying criteria.

The following guidelines will be used to determine the distribution of funds between issuers.

For medium term corporate notes and negotiable certificates of deposit, issuers must possess an acceptable long- term senior debt rating by at least two ofthe nationally recognized ratings services, i.e. Moody' s, S& P' s, and Fitch, as detailed below:

1. For maturities offour years or less, a minimum rating of A2 by Moody' s, A by S& P, or A by Fitch.

2. For maturities of four to five years, a minimum rating of Aa3 by Moody' s, AA- by S& P, or AA- by Fitch.

In the event an issuer is downgraded to below A2 ( Moody' s) or A ( S& P or Fitch), an analysis will be prepared ofthe exposure to the City and a recommendation will be made regarding holding the security or a possible sale.

Market Risk
Market risk shall be addressed by diversification of security types and distribution. Percentage limitations and maturity restrictions will comply with the State of California Government Code.

Maturity distribution, particularly as impacted by changes in the yield curve will be frequently monitored by staff. Market risk will further be mitigated by maintaining at least 30% of the total book value in securities having a maturity of one ( 1) year or less, this will provide sufficient liquidity to meet daily expenditure requirements. The weighted average maturity of the portfolio shall not exceed 2. 5 years. The amount of maturities required within one- year and the weighted average maturity of the portfolio shall be considered at time of purchase.

Diversification by Investment Type and Issuer
Percentage limitations by investment type are outlined in Section 53600 ofthe Government Code.

As described above the City will further diversify the portfolio by issuer, with the exception of Treasury securities, which will have no percentage limitations. The City shall seek to preserve principal by mitigating credit risk by diversifying the investment portfolio so that the failure of any one issuer or backer will not place an undue financial burden on the City. Listed below are sector and issuer limitations:
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CA
San Gov.

CA Gov. Code Ramon Code Minimum Rating
of funds Max. San Ramon NRSROs: S& P, Moody' s,
Sector permitted Limits Years Max. Years Fitch)
U.S. Treasuries 100% 100% 5 Years 5 Years N/A
100% 100%; 5 Years 5 Years N/A
Federal Agencies
50% of
a single
issuer
Money Market
20% 20% N/A N/A AAA/Aaa by at least two
NRSROs
100% 10%; 5 Years 5 Years Aa3 or AA- by one NRSRO
City of San Ramon 10% of
Bonds a single
issuer
100% 3%; 3% 5 Years 5 Years Aa3 or AA- by one NRSRO
State of California of a
Obligations single
issuer
100% 10%; 5 Years 5 Years Aa3 or AA- by one NRSRO
Local Agencies of 2% of a
California single
issuer
40%; 30% of a 40%; 180 180 Days A 1 / P 1 by S& P or Moody' s Bankers' Acceptances
single issuer 2%* of Days
a single
issue
Local Agency 75 million per N/A N/A N/A Per CA Code Limit $75 million Investment Fund ( LAIF) account per account
Joint Powers Authority N/A N/ A N/A N/A N/A
Pool ( JPA)
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CA
San Gov.

CA Gov. Code Ramon Code Minimum Rating
of funds Max. San Ramon NRSROs: S& P, Moody s,
Sector permitted Limits Years Max. Years Fitch)
25%; 5% of a 25%; 397 397 Days A1/ P l/ F 1 and long- term Commercial Paper
single issuer 2%* of Days A/A2/A by one NRSRO
a single
issuer
30% 30%; 5 Years 5 Years See page 4 for rating criteria Negotiable CDs
2%* of
a single
issuer
30% 30%; 5 Years 5 Years A/A2 less than 4 yrs, Aa-/Aa3
Medium -Term Notes
2%* of greater than 4 yrs by at least two
a single NRSROs
issuer
Repurchase Agreements 100% 30% 1 Year 30 Days N/A
Collateralized Bank N/A N/A 5 Years 5 Years N/A
Deposits
Supranational
30%; 30% of a 5 Years 5 Years AA/Aa2 by at least two
Obligations ( IFC, IBRD,
single issuer o30%; 5 / o of a NRSROs
and IADB)
single
issuer
The issuer limits for Banker' s Acceptances, Commercial Paper, Negotiable Certificates of Deposits and Medium -Term Corporate Notes shall be calculated in aggregate at time of purchase.

Sale of Securities
The City does not make investments for the purpose of trading or speculation but buys with the prevalent intent to hold securities to maturity. The prohibition of speculative investment precludes pursuit of profit through unusual risk or conjectural fluctuations in market prices.

However, fluctuations in market rates or changes in credit quality may produce situations where securities may be sold at a nominal loss in order to mitigate further erosion of principal. Securities shall generally be held until maturity with the following exceptions:
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A security with declining credit may be sold early to minimize loss of principal.

A security swap would improve the quality, yield, or target duration in the portfolio.

Liquidity needs ofthe portfolio require that the security be sold.

Brokers/Dealers
A competitive bid/ offer process, utilizing a minimum of three financial institutions on the approved broker/ dealer list maintained by the City or the City' s Investment Advisor, will be used to place all investment purchases and sales of secondary traded issues, if possible. Some secondary issues may be offered by only one or two broker/ dealers. Purchases of securities that are new issues do not require three offers.

All brokers/ dealers with whom business is transacted shall be subject to regulation by the Securities and Exchange Commission. The investment advisor annually conducts a review of all broker/ dealers, including their adherence to the Securities and Exchange Commission Uniform Net Capital Rule ( Rule 156- 1).

Safekeeping and Custody
The assets of the City shall be secured through third -party custody and safekeeping procedures.

Bearer instruments shall be held only through third -party institutions. Collateralized securities such as repurchase agreements shall be purchased using the delivery versus payment procedures.

Reporting Reauirements
Pursuant to Government Code § 53646, the Administrative Services Director shall render a quarterly investment report to the City Manager and City Council showing the type of investment, issuer, purchase date, purchase price, date of maturity, amount of deposit, coupon rate of interest, investment yield, and, for investments with a maturity exceeding 12 months, current market value, and source of market valuation. The quarterly report shall state its relationship to the adopted investment policy and shall provide assurance that the investment portfolio provides sufficient cash flow to meet the cash requirements for the following six months. The investment report shall be submitted within 30 days following the end of the quarter. Additionally, pursuant to Government Code § 53607, a monthly transaction report shall be presented to the City Manager and City Council.

Performance Standards
The City portfolio is managed with the objective of obtaining a market rate of return, commensurate with identified risk constraints and cash flow characteristics. The appropriate benchmarks will be periodically reviewed by the City Council Finance Committee.

Allocation of Interest
Interest from the City' s pooled investments is allocated proportionately to the City' s various funds in the month it is received.
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Internal Controls
The Finance Director shall establish an annual process of independent review by an external auditor. This review will provide internal control by assuring compliance with policies and procedures.

Collateralization
California Government Code, Sections 53652, et. seq., requires depositories to post certain types and levels of collateral for public funds above the FDIC insurance amounts. The collateral requirements apply to bank deposits, both active ( checking and savings accounts) and inactive non-negotiable time certificates of deposit).

Due Diligence of Investment Pools
The City shall conduct a thorough investigation of any pool or mutual fund prior to making an investment, and on a continual basis thereafter. Annually, the Finance Director or their designee shall seek responses to the following questions from any investment pool or mutual fund in which the City invests:

A description of eligible investment securities, and a written statement of investment policy and objectives.

A description of interest calculations and how it is distributed, and how gains and losses are treated.

A description of how the securities are safeguarded ( including the settlement processes), and how often the securities are priced and the program audited.

A description of who may invest in the program, how often, what size deposit and withdrawal are allowed.

A schedule for receiving statements and portfolio listings.

Are reserves, retained earnings, etc. utilized by the pool/ fund? A fee schedule, and when and how it is assessed.

Is the pool/ fund eligible for bond proceeds and/ or will it accept such proceeds? 12 of 16
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Glossary
Annual Comprehensive Financial Report (ACFR): The official annual financial report for the City. It includes combined statements for each individual fund and account group prepared I conformity with Generally Accepted Accounting Principles. It also includes supporting schedules necessary to demonstrate compliance with finance related legal and contractual provisions, extensive introductory material and a details Statistical section.

Agencies: Federal agency securities.

Banker' s Acceptance ( BA): A draft or bill or exchange accepted by a bank or trust company.

The accepting institution guarantees payment ofthe bill, as well as the issuer. The drafts are drawn on a bank by an exporter or importer to obtain funds to pay for specific merchandise. An acceptance is a high grade negotiable instrument.

Benchmark: A comparative base for measuring the performance or risk tolerance of the investment portfolio. A benchmark should represent a close correlation to the level of risk and the average duration of the portfolio' s investments.

Bid: The price offered by a buyer of securities. ( When you are selling securities, you ask for a bid.)
Broker: A broker brings buyers and sellers together for a commission. He/ she does not take a position.

Certificate of Deposit ( CD): A time deposit with a specific maturity evidenced by a certificate.

Large -denomination CD' s are typically negotiable.

Collateral: Securities, evidence of deposit or other property, which a borrower pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposits of public monies.

Commercial Paper: Short term unsecured promissory note issued by a corporation ( including limited liability companies) to raise working capital. These negotiable instruments are purchased at a discount to par value or at par value with interest bearing. Commercial paper is issued by corporations such as General Motors Acceptance Corporation, IBM, Bank of America, etc.

Coupon: a) The annual rate of interest that a bond' s issuer promises to pay the bondholder on the bond' s face value. b) A certificate attached to a bond evidencing interest due on a payment date.

Custody: A banking service that provides safekeeping for the individual securities in a customer' s investment portfolio under a written agreement which also calls for the bank to collect and pay out income, to buy, sell, receive and deliver securities when ordered to do so by the principal.

Dealer: A dealer, as opposed to a broker, acts as a principal in all transactions; buying and selling for his/ her own account.

Delivery versus Payment: There are two methods of delivery of securities: delivery versus payment and delivery versus receipt. Delivery versus payment is delivery of securities with an 13of16
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exchange of money for the securities. Delivery versus receipt is delivery of securities with an exchange of a signed receipt for the securities.

Derivatives: ( 1) Financial instruments whose return profile is linked to, or derived from, the movement of one or more underlying index or security, and may include a leveraging factor, or 2) financial contracts based upon notional amounts whose value is derived from an underlying index or security ( interest rates, foreign exchange rates, equities or commodities).

Diversification: Dividing investment among a variety of securities offering independent returns with the objective of lowering risk.

Federal Deposit Insurance Corporation (FDIC): A Federal agency that insures bank deposits, currently up to $250, 000 per deposit.

Federal Home Loan Banks ( FHLB): Government sponsored wholesale banks which lend funds and provide correspondent banking services to member commercial banks, thrifty institutions, credit unions and insurance companies. The mission ofthe FHLBs is to liquefy the housing related assets of its members who must purchase stock in their district Bank.

Federal Home Loan Mortgage Corporation ( FHLMC): The FHLMC was created under the Federal Home Loan Mortgage Act, Title III of the Emergency Home Finance Act of 1970 as a stockholder owned government - sponsored enterprise. Freddie Mac, as the corporation is called, is charged with providing stability and assistance to the secondary home mortgage market by buying first mortgages and participation interests and reselling these securities in the form of guaranteed mortgage securities. Although agency obligations are not explicitly guaranteed by the federal government, the rating agencies believe that in the unlikely event of financial difficulties, the federal government will support the agency to the extent necessary to provide for full and timely payment on their securities.

Federal National Mortgage Association ( FNMA): FNMA, like GNMA was chartered under the Federal National Mortgage Association Act in 1938. FNMA is a federal corporation working under the auspices ofthe Department of Housing and Urban Development ( HUD). It is the largest single provider of residential mortgage funds in the United States. Fannie Mae, as the corporation is called, is a private stockholder -owned corporation. The corporation' s purchases include a variety of adjustable mortgages and second loans, in addition to fixed- rate mortgages. FNMA' s securities are also highly liquid and are widely accepted. FNMA assumes and guarantees that all security holders will receive timely payment of principal and interest.

Federal Reserve System: The central bank ofthe United States created by congress and consisting of a seven -member Board of Governors in Washington, D. C.; 12 regional banks and approximately 38 percent of the 8, 039 commercial banks in the United States are members ofthe Federal Reserve System. National banks must be members; state -chartered banks may join if they meet certain requirements.

Interest Rate: The annual yield earned on an investment, expressed as a percentage. 14 of 16
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Liquidity: A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value. A security is said to be liquid if the spread between bid and asked prices is narrow and a reasonable size can be done at those quotes.

Market Value: The price at which a security is trading and could presumably be purchased or sold.

Maturity: The date upon which the principal or stated value of an investment becomes due and payable.

Money Market: A segment of the financial market in which short- term debt instruments ( bills, commercial paper, bankers' acceptances, etc.) are traded.

Municipal Securities of Local Agencies: Debt securities issued by states, cities, counties and other governmental entities to fund day- to- day obligations and to finance capital projects. The purchase of municipal securities is a loan to the bond issuer in exchange for regular interest payments and the return of the original investment.

Nationally Recognized Statistical Rating Organization (" NRSRO"): Firms that review and assess the creditworthiness of an obligor as an entity or with respect to specific securities or money market instruments and express their opinion in the form of a letter rating. A credit rating agency may apply to the SEC for registration as a nationally recognized statistical rating organization NRSRO"). The primary rating agencies are Standard & Poor' s Corporation, Moody' s Investor Services, Inc. and Fitch, Inc.

Negotiable Certificates of Deposit: Unsecured obligations of the financial institution, bank or savings and loan, bought at par value with the promise to pay face value plus accrued interest at maturity. They are high- grade negotiable instruments, paying a higher interest rate than regular certificates of deposit.

Offer: The price asked by a seller of securities. ( When you are buying securities, you ask for an offer.) See " Asked" and " Bid".

Portfolio: Collection of securities held by an investor.

Primary Dealer: A group of government securities dealers who submit daily reports of market activity and positions and monthly financial statements to the Federal Reserve Bank ofNew York and are subject to its informal oversight. Primary dealers include Securities and Exchange Commission ( SEC) -registered securities broker/dealers, banks and a few unregulated firms.

Rate of Return: The yield obtainable on a security based on its purchase price or its current market price. This may be the amortized yield to maturity; on a bond, the current income return.

Repurchase Agreement ( RP OR REPO): A holder of securities sells these securities to an investor with an agreement to repurchase them at a fixed date. The security " buyer" in effect lends the " seller" money for the period of the agreement, and the terms of the agreement are structured to compensate him for this.
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Risk: Degree of uncertainty of return on an asset.

Safekeeping: A service to customers rendered by banks for a fee whereby securities and valuables of all types and descriptions are held in the bank' s vaults for protection.

Structured Notes: Notes issued by Government Sponsored Enterprises ( FHLB, FNMA, FHLMC, etc.) and Corporations, which have imbedded option ( e. g. call features, step- up coupons, floating rate coupons, derivative -based returns) into their debt structure. Their market performance is impacted by the fluctuation of interest rates, the volatility of the imbedded options and shifts in the shape of the yield curve.

Securities & Exchange Commission: Agency created by Congress to protect investors in securities transactions by administering securities legislation.

SEC Rule 15C3- 1: See " Uniform Net Capital Rule".

Supranational Securities: A supranational organization is formed by a group of countries through an international treaty with specific objectives such as promoting economic development.

Supranational organizations also issue debt in the United States. The most commonly recognized supranational debt is issued by the International Bank for Reconstruction and Development (IBRD or World Bank).

Treasury Bills: A non -interest -bearing discount security issued by the U.S. Treasury to finance the national debt. Most bills are issued to mature in three months, six months, or one year.

Treasury Bond: Long- term U.S. Treasury securities having initial maturities of more than 10 years.

Treasury Notes: Intermediate - term coupon bearing U.S. Treasury having initial maturities of from one year to ten years.

Trustee: A financial institution with powers to act in a fiduciary capacity for the benefit of the bondholders in enforcing the terms of the bond contract.

Uniform Net Capital Rule: Securities and Exchange Commission requirement that member firms as well as nonmember broker/dealers in securities maintain a maximum ratio of indebtedness to liquid capital of 15 to 1; also called net capital rule and net capital ratio. Indebtedness covers all money owed to a firm, including margin loans and commitments to purchase securities, one reason new public issues are spread among members of underwriting syndicates. Liquid capital includes cash and assets easily converted into cash.

Yield: The rate of annual income return on an investment expressed as a percentage. ( a) Income Yield is obtained by dividing the current dollar income by the current market price for the security. b) Net Yield or Yield to Maturity is the current income yield minus any premium above par or plus any discount from par in purchase price, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond.
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San Ramon City CouncilMay 26, 2026

San Ramon City Council
May 26, 2026