San Ramon City Council
June 23, 2026

Resolution No. 2026-093

PASSED, APPROVED, AND ADOPTED, at the meeting of June 23, 2026, by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________
Mark Armstrong, Mayor
ATTEST:

Joan Snashall, City Clerk

City Council Staff Report
Item No. 6.2.

Date: June 23, 2026
To: San Ramon City Council
From: Joan Snashall, City Clerk
Subject: Update on Iron Horse Trail Dual Tracking Design Recommendation:

Background:

Attachment(s):

None

City Council Staff Report
Item No. 9.1.

Date: June 23, 2026
To: San Ramon City Council
From: Megan O'Donoghue, Director
Subject: Resolution No. 2026-094 - Authorizing Execution of the Unrepresented Miscellaneous Employees Salary and Benefits Resolution and Corresponding Salary Schedule
Executive Summary:

The Unrepresented Miscellaneous Employees Salary and Benefits Resolution (Resolution) was last updated on July 1, 2022, and provided for compensation increases through Fiscal Year 2025/2026. As such, City staff reviewed the Resolution and have proposed updates, including salary range increases through Fiscal Year 2027/2028. Approval of the Resolution will include the approval and execution of the updated Fiscal Year 2026/2027 salary schedule.

Recommendation:

The City Council’s role is to consider executing the Unrepresented Miscellaneous Employees Salary and Benefits Resolution, effective July 1, 2026.

Background:

Effective July 1, 2022, the existing Unrepresented Miscellaneous Employees Salary and Benefits Resolution provided for salary range increases through Fiscal Year 2025/2026, prompting City staff to review and propose updates to the Resolution.

The proposed Resolution includes updates related to compensation through Fiscal Year 2027/2028. The updates also include the incorporation of the four (4) Council-approved amendments to the Resolution since 2022, which amended language regarding management incentive pay, the uniform allowance for unrepresented and uniformed employees in the Police Department, and various compensation provisions for unrepresented sworn employees (Police Lieutenants and Police Captains).

Similar to the recent Memorandum of Understanding with the Service Employees International Union, Local 1021, the Resolution transitions away from the City’s prior

practice of adjusting salary ranges based on salary surveys and the Consumer Price Index (CPI); instead, City staff are proposing a fixed salary range increase of three percent (3%) for Fiscal Year 2026/2027 and Fiscal Year 2027/2028. This update is beneficial in that City staff are better able to budget and forecast costs for unrepresented miscellaneous employee salaries over the next two (2) fiscal years.

Additional updates include the following:
• provisions regarding management-level benefits, currently listed in the Personnel Rules & Regulations but going forward will be included in this Resolution • incorporation of the City's bereavement leave policy, • updates to the vacation and sick leave provisions to reflect current City practice and comply with legal statutes, and
• general language clean-up, including provisions related to pay differentials and definitions
Because the proposed Resolution includes updates to unrepresented salary ranges effective July 1, 2026, City staff are also requesting that Council approve the corresponding Fiscal Year 2026/2027 salary schedule. Please note that the proposed Fiscal Year 2026/2027 salary schedule includes updates from multiple resolutions presented at this City Council meeting. Should the Council choose to approve some but not all those resolutions, staff will present an updated salary schedule reflective of the Council’s decisions at the next available City Council meeting.

Fiscal Impact:

The new Unrepresented Miscellaneous Employees Salary and Benefits Resolution is estimated to cost $1,113,081, covering two (2) fiscal years and including projected benefit costs. These figures are based on approximately one hundred thirty-five (135) unrepresented positions governed by the Resolution.

Year One projected costs total $442,009 and cover July 1, 2026 through June 30, 2027.

Given the inherent fluctuation of personnel costs due to factors like job vacancies and employees electing to change their benefits, the Fiscal Year 2026/2027 as adopted Budget includes sufficient funding to cover the costs associated with this recommended action.

Thus, staff request no changes at this time. Departments will review all personnel accounts at mid-year and propose any necessary budget adjustments at that time.

Future budgets will include the following amounts obligated by this contract:

July 1, 2027-June 30, 2028 $671,072
Alternative Option(s):

Alternative actions that the City Council could take include:

1. Reject the proposed Unrepresented Miscellaneous Employees Salary and Benefits Resolution and direct staff to make modifications to the Resolution.

2. Approve the Unrepresented Miscellaneous Employees Salary and Benefits Resolution with modifications.

Next Steps:

Council's approval of this item will execute the Unrepresented Miscellaneous Employees Salary and Benefits Resolution and corresponding Fiscal Year 2026/2027 salary schedule.

The executed Unrepresented Miscellaneous Employees Salary and Benefits Resolution and salary schedule will be distributed to affected employees and posted on the City’s Intranet and on the City’s web page for access by others.

Should the Council choose to approve some but not all those resolutions, staff will present an updated salary schedule reflective of the Council’s decisions at the next available City Council meeting.

Attachment(s):

A. Resolution No. 2026-094
B. Unrep. Misc. Employees Salary and Benefits Resolution, eff. 7/1/2026 C. Fiscal Year 2026/2027 Salary Schedule

ATTACHMENT A
RESOLUTION NO. 2026-094

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

AUTHORIZING EXECUTION OF THE UNREPRESENTED MISCELLANEOUS EMPLOYEES

SALARY AND BENEFITS RESOLUTION AND CORRESPONDING FISCAL YEAR 2026/2027 SALARY SCHEDULE
WHEREAS, the Unrepresented Miscellaneous Employees Salary and Benefits Resolution (Resolution), effective July 1, 2022, included salary provisions through Fiscal Year 2025/2026; and
WHEREAS, City staff are proposing a new Resolution regarding compensation, benefits, work hours, and other terms and conditions of employment for unrepresented miscellaneous employees; and
WHEREAS, the new Resolution includes a three percent (3%) increase to the salary ranges of unrepresented miscellaneous job classifications for Fiscal Year 2026/2027 and Fiscal Year 2027/2028; and
WHEREAS, the new Resolution also includes the incorporation of the four (4) Council-approved amendments to the Resolution since 2022, which amended language regarding management incentive pay, the uniform allowance for unrepresented and uniformed employees in the Police Department, and various compensation provisions for unrepresented sworn employees (Police Lieutenants and Police Captains); and WHEREAS, additional updates to the Resolution include the incorporation of provisions regarding management-level benefits (formerly listed in the Personnel Rules & Regulations but more appropriately included in the Resolution), the incorporation of the City's bereavement leave policy, updates to the vacation and sick leave provisions to reflect current City practice and comply with legal statutes, and general language clean-up, including provisions related to pay differentials and definitions; and WHEREAS, because the Resolution includes increases to unrepresented salary ranges effective July 1, 2026, the increases have been included on the Fiscal Year 2026/2027 salary schedule.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Ramon does hereby authorize the execution of the Unrepresented Miscellaneous Employees Salary and Benefits Resolution and corresponding Fiscal Year 2026/2027 salary schedule.

PASSED, APPROVED, AND ADOPTED, at the meeting of June 23, 2026, by the following votes:

AYES:

Resolution No. 2026-094

NOES:

ABSENT:

ABSTAIN:
____________________________
Mark Armstrong, Mayor
ATTEST:
____________________________
Joan Snashall, City Clerk

i

CITY OF SAN RAMON

UNREPRESENTED MISCELLANEOUS

EMPLOYEES

SALARY AND BENEFITS RESOLUTION
Effective July 1, 2026

ATTACHMENT B

ii
Table of Contents
Section 1 RECOGNITION ..................................................................................................... 2

1.1 Unrepresented Recognition.................................................................................. 2

1.2 City Recognition ................................................................................................... 2 Section 2 NO DISCRIMINATION ........................................................................................ 2 Section 3 CITY RIGHTS........................................................................................................ 3 Section 4 PROBATIONARY PERIOD................................................................................. 3

4.1 Probationary Period.............................................................................................. 3

4.2 Employee Performance Report ............................................................................ 4

4.3 Dismissal of Newly Hired Employees ................................................................... 4

4.4 Demotion of Promoted Employees....................................................................... 4 Section 5 COMPENSATION ................................................................................................. 4

5.1 Compensation System ......................................................................................... 4

5.2 Salary and Wage Plan.......................................................................................... 6

5.3 Salary Ranges...................................................................................................... 6

5.4 Salary Following Promotion.................................................................................. 7

5.5 Salary for Work Performed in a Higher Classification – Temporary Upgrade and Temporary Additional Duties Pay ................................................................................ 7

5.6 City Engineer and District Engineer Pay............................................................... 8

5.7 Professional Engineering License Pay ................................................................. 8

5.8 Management Incentive Pay .................................................................................. 8

5.9 Uniform Allowance………………………………………………………………………8
Section 6 EXECUTIVE MANAGEMENT PROFESSIONAL BENEFITS AND ADMINISTRATIVE LEAVE PLAN.......................................................................................... 9

6.1 Deferred Compensation Plan…………………………………………………………9

6.2 Management Leave……………………………………………………………………9
Section 7 HOURS OF WORK AND OVERTIME COMPENSATION........................... 10

7.1 Hours Worked..................................................................................................... 10

7.2 Work Week......................................................................................................... 10

7.3 Overtime Policy .................................................................................................. 11

7.4 Overtime Compensation and Computation Policy .............................................. 11

7.5 Overtime - Conditions of Civil Disaster or Local Peril ......................................... 11

7.6 Pay Periods ........................................................................................................ 11

7.7 Compressed Work Week.................................................................................... 11 Section 8 HOLIDAYS ........................................................................................................... 11

iii
Section 9 VACATION........................................................................................................... 12

9.1 Eligibility ............................................................................................................. 12

9.2 Vacation Accrual................................................................................................. 12 Section 10 SICK LEAVE........................................................................................................ 13 Section 11 OTHER LEAVES OF ABSENCE....................................................................... 14

11.1 Leaves of Absence……………………………………………………………………14

11.2 Death in Immediate Family (Bereavement Leave)………………………………..14 Section 12 LAYOFFS............................................................................................................. 15

12.1 City Council Action............................................................................................ 15

12.2 Order of Layoffs………………………………………………………………………15
Section 13 EMPLOYEE BENEFITS..................................................................................... 15

13.1 Retirement Plan ................................................................................................ 15

13.2 Disability Insurance........................................................................................... 18

13.3 Health/Life Insurance Program ......................................................................... 18

13.4 Opt-Out of Medical and/or Dental Plan.............................................................. 19

13.5 Opt-Out Rates................................................................................................... 19

13.6 Dental Care....................................................................................................... 19

13.7 Vision Plan........................................................................................................ 20

13.8 Life Insurance .................................................................................................... 20

13.9 COBRA - Continuation of Health Coverage ...................................................... 20

13.10 Deferred Compensation .............................................................................. 20

13.11 Flexible Spending Program - Section 125 ................................................... 20

13.12 Mileage Reimbursement/Allowance ............................................................ 20

13.13 Adoption Benefit.......................................................................................... 20

13.14 Retiree Medical ........................................................................................... 21 Section 14 DISCIPLINARY AND NON DISCIPLINARY PROCEEDINGS................... 22 Section 15 SAFETY................................................................................................................. 23

15.1Safety Committee Appointment.......................................................................... 23

15.2 Injury and Illness Prevention Program............................................................... 23 Section 16 SEPARABILITY AND SAVINGS...................................................................... 23 Section 17 TERM AND EFFECT.......................................................................................... 23

1 DEFINITIONS
Regular Full-Time Employee
Regular Full-Time Employee shall mean a person employed by the City in a full-time capacity, who has successfully completed a probationary period, and has been retained according to the provisions of the Personnel Rules and Regulations.

Regular Part-Time Employee
Regular Part-Time Employee shall mean a person employed in a regularly budgeted class of position to which a regular employee may be appointed and whose normal work schedule is less than the standard hours of work, but at least 20 hours per workweek.

Newly Hired Employee
Newly Hired Employee shall mean a person who has not completed a probationary period in any position within the organization or a person who has previously completed a probationary period but has had more than a three month break in service from the City.

Probationary Employee
Probationary Employee shall mean an employee working a test period during which they are required to demonstrate their fitness to perform the duties of the class of position to which they are appointed by actual performance of those duties.

Appointing Authority
Appointing Authority shall mean the City Manager or their designee.

2 SALARY AND BENEFIT RESOLUTION FOR

CITY OF SAN RAMON

UNREPRESENTED MISCELLANEOUS EMPLOYEES
This Resolution is entered into pursuant to the provisions of Section 3500, et. seq., of the Government Code of the State of California. The Resolution shall be presented to the City Council and shall remain in full force and effect from July 1, 2026, and until this Resolution is thereafter amended or rescinded by the City Council.

Section 1 RECOGNITION

1.1 Unrepresented Recognition
The City of San Ramon hereby identifies Unrepresented Miscellaneous Employees as the following class specifications: Director, Deputy City Manager, Chief Building Official, City/District Engineer, Division Manager, Program Manager, Senior Administrative Analyst, Administrative Analyst, Executive Assistant, Administrative Coordinator, Information Technology Network Analyst, Information Technology Specialist, Information Technology Technician, Senior Civil Engineer, Associate Engineer, Assistant Engineer, Engineering Specialist, Supervising Inspector, Senior Inspector, Inspector, Office Specialist, Office Technician I/II, Senior Planner, Associate Planner, Assistant Planner, Planning Specialist, Plans Examiner, Maintenance Supervisor, Recreation Supervisor, Recreation Coordinator, Recreation Technician, City Clerk, Deputy City Clerk, Assistant City Attorney, Deputy City Attorney, Paralegal, Accountant, Police Captain, Police Lieutenant, Police Records Supervisor, Police Services Technician I/II, and any other classification of employment which may hereafter be assigned by the City Manager in accordance with the provisions of the City of San Ramon Personnel Rules & Regulations. Excluded employees include: Temporary employees, as well as all employees represented by SEIU Local 1021 and San Ramon Police Officer’s Association.

1.2 City Recognition
The City Manager, or any person or organization duly authorized by the City Manager, is the representative of the City of San Ramon, hereinafter referred to as the "City" in employer-employee relations.

Section 2 NO DISCRIMINATION
Discrimination or harassment based on an individual’s protected classification is prohibited. “Protected Classifications” include, age, sex (including gender, gender identity, gender expression, transgender, pregnancy, and breastfeeding), religion, color, disability, genetic characteristics or information, race, national origin, ancestry, citizenship status, marital status, military or veteran status, medical condition, or sexual orientation (including homosexuality, bisexuality, or heterosexuality) or any other protected classification as defined by law.

3 Section 3 CITY RIGHTS
It is understood and agreed that the City retains all of its powers and authority to manage municipal services and the work force performing those services.

The following rights shall remain solely a function of management except as may be limited by this agreement and/or by applicable state and federal law:

1. Determine and modify the organization of City government and its constituent work units.

2. Determine the nature, standards, levels, and mode of delivery of services to be offered to the public.

3. Determine the methods, means, and the number and kinds of personnel by which services are to be provided.

4. Determine whether goods or services shall be made or provided by the City, or shall be purchased or contracted for.

5. Direct employees, including scheduling and assigning work, work hours, and overtime.

6. Establish employee performance standards and to require compliance therewith.

7. Discharge, suspend, demote, reduce in pay, reprimand, and withhold salary increases and benefits, or otherwise discipline employees, subject to the requirements of applicable law.

8. Relieve employees from duty because of lack of work or lack of funds or for other legitimate reasons.

9. Implement rules, regulations, and directives consistent with law and the specific provisions of this Resolution.

10. Take all necessary actions to protect the public and carry out its mission in emergencies.

Section 4 PROBATIONARY PERIOD

4.1 Probationary Period
All new appointments and reappointments shall be tentative and subject to a probationary period dated from the time of appointment to a regular full-time or regular part-time position. The probationary period for new appointments and reappointments shall be for a twelve (12) month period of actual service. The City Manager, upon written request of the Department Head, may grant an extension of the probationary period up to a maximum of

4 six (6) months beyond the end of such probationary period, for a maximum total probation of eighteen (18) months. The probationary period for promotional appointments shall be for a six (6) month period of actual service. The City Manager, upon written request of the Department Head may grant an extension of the probationary period up to a maximum of six (6) months beyond the end of such probationary period, for a maximum total probation of twelve (12) months.

4.2 Employee Performance Report
Each probationary employee shall have their performance evaluated at the end of the first twelve (12) months of service or at more frequent intervals when deemed necessary by the appointing authority. Such evaluations shall be reported in writing and in a form approved by the City Manager.

4.3 Dismissal of Newly Hired Employees
During the probationary period, a newly hired employee may be suspended, demoted or dismissed at any time by the appointing authority without the right of appeal. Notification of dismissal in writing shall be served on the newly hired employee and a copy filed with Human Resources.

4.4 Demotion of Promoted Employees
An employee who is promoted to a new position in a higher classification may be demoted to their previous position at any time during the probationary period without recourse to right of appeal. Upon such demotion, the employee shall be returned to the position which they held prior to the promotion and shall be placed at the salary level held prior to the promotion.

Section 5 COMPENSATION

5.1 Compensation System
a. Merit System
With the exception of employees in the job classification of Police Lieutenant effective July 15, 2024, in order to properly compensate an employee, adjustments in salary shall be based on a merit system. Adjustments shall not be automatic, but shall depend upon performance evaluation. All merit adjustments are recommended by the Department Head and approved by the City Manager.
a. Annual adjustments in salary (based on the anniversary of the employee’s date of hire or if applicable, the anniversary date of the most recent promotion) shall be based upon employee performance as determined by the performance evaluation. It is the duty of the supervisor and Department Head to give a fair and unbiased evaluation based on job performance of the employee.

5 b. Employees who receive a “Does Not Meet Standards” (less than 3.00 score) evaluation are ineligible for any adjustment.
c. For the period of July 1, 2020, through June 30, 2022, employees who receive “Meets Standards” or higher evaluation shall receive an increase in pay based on their rating as follows:

Rating Score on
Evaluation Raise
Exemplary 4.50 to 5.00 6% + three (3) performance days
Exceeds Standards 4.00 to 4.49 6%
Meets Standards 3.50 to 3.99 5%

3.00 to 3.49 4%
Does Not Meet Standards Less than 3.00 No raise
d. In no event shall any salary adjustment result in an employee earning salary in excess of the top of the range of their classification. e. A performance day is equal to seven and one-half (7.5) hours of leave.

Performance days do not have cash value at separation.
b. Step System
Effective July 15, 2024, the City will establish a salary schedule of five (5) steps for the job classification of Police Lieutenant, as reflected on the City’s salary schedule.

For purposes of salary administration, a step is defined as five percent (5%).

Advancement from an employee’s current salary to a higher step or portion thereof is based on overall job performance and is considered a Merit/Performance Increase.

Employees are eligible for Merit/Performance Increases only under the following conditions:

1. The employee has fulfilled the necessary time requirements for advancement to a higher salary step or portion thereof, and

2. The employee’s overall job performance is considered, by the reviewing authority, to be satisfactory or higher.

Employees shall be eligible for salary advancement consideration, as follows:

1. To “Step 2” of the salary schedule after successful completion of twelve (12) months (2080 hours) at “Step 1”. The date of this increase shall become the employee's pay review date for purposes of eligibility for future merit step increases.

2. To “Step 3” after successful completion of one (1) year (2080 hours) at “Step

2.”

6 3. To “Step 4” after successful completion of one (1) year (2080 hours) at “Step

3.”

4. To “Step 5” after successful completion of one (l) year (2080 hours) at “Step

4.”
When an employee is hired at and/or promoted to a step other than Step 1 of the salary range assigned to the position, the employee shall be eligible for a step increase one (1) year (2080 hours) from the date of employment, and this date shall become the employee's pay review date for purposes of eligibility for future merit increases.

When an employee is denied a merit increase, the employee shall be informed of such and the reasons therefore in writing. The employee shall be reconsidered for advancement within three (3) months and, if still denied, may be reconsidered for advancement at any subsequent time recommended by management of the concerned department.

5.2 Salary and Wage Plan
The City Manager shall administer the Compensation Plan for employees. 1 All initial employment shall be at a salary level which is within the salary range for the classification for which the employee is hired. 2 New employees who are hired shall be placed on the salary scale. All initial employment shall be at a salary level which is within the salary range for the classification for which the employee is hired. No employee shall be hired at or promoted to a level below the salary range minimum.
3 Effective dates for the purpose of performance review and merit adjustments will be on the anniversary of the date of hire or, if applicable, the anniversary date of the most recent promotion.
4 Employees will be evaluated for performance-based merit adjustments and/or step adjustments thirty (30) days prior to their anniversary date. 5 All pay for performance bonuses will be paid on a one-time non-cumulative basis.

5.3 Salary Ranges
Effective July 1, 2026, salary ranges (top and bottom) shall be adjusted by three percent (3%), excluding the salary ranges for Police Lieutenant and Police Captain.

Effective July 1, 2027, salary ranges (top and bottom) shall be adjusted by three percent (3%), excluding the ranges for Police Lieutenant and Police Captain.

Effective July 15, 2024, the City agrees to maintain the top step (Step 5) for Police Lieutenant at five percent (5%) above the maximum total compensation, defined in this case as base salary plus all possible incentive pays, for Police Sergeant. The City further

7 agrees to maintain a seven and one-half percent (7.5%) differential between the top step for Police Lieutenant and the top of the salary range for Police Captain. Because of these set differentials, the salary adjustments outlined above will not apply to the salary ranges for Police Lieutenant and Police Captain.

5.4 Salary Following Promotion

1. When an employee is promoted to a position allocated to a classification with a higher salary range, such employee shall be placed in the new salary range 5.0% above the previous salary level and/or the salary step in the new salary range that is at least 5.0% above the employee’s previous salary level.

2. Upon recommendation of the Department Director, the City Manager may approve assignment to any other salary within the higher salary range and/or any other salary steps within the higher salary range.

3. Assignment shall not be made outside the salary range.

4. A performance evaluation shall be completed prior to the completion of a six (6) month probationary period in the promoted classification to determine regular status.

5. The employee's annual performance review schedule shall change to the effective date of the promotion.

5.5 Salary for Work Performed in a Higher Classification – Temporary Upgrade and Temporary Additional Duties Pay
a. Temporary Upgrade Pay
On occasion an employee may be temporarily required to perform duties of another classification with a higher salary range due to illness, vacation, leave of absence, etc. To qualify for Temporary Upgrade Pay, an employee must perform the full duties of the upgraded position. In such cases, the employee's salary will be adjusted to compensate for the higher level of duties.

In order to receive adjusted compensation for working in a higher classification the employee must be assigned, assume and perform substantially all the duties and responsibilities of the position, and perform them for at least one week (five consecutive working days, without regard to the calendar week).

Adjusted compensation for working in a higher classification shall consist of a flat five percent (5%) increase above the employee's current salary or the lowest salary within the higher salary range, whichever is greater, but not to exceed the maximum of the range established for the higher classification.

8 Each case will be evaluated on an individual basis and recommendation for compensation for work in a higher classification will be made by the Department Director and approved by the City Manager. Such approval should be made in advance whenever possible.

Temporary Upgrade Pay will be limited to 960 hours a fiscal year for assignments in vacant positions qualifying for temporary upgrade pay. Temporary Upgrade Pay is reportable to the California Public Employee Retirement System (CalPERS), as defined by CCR 571(a)(3) for classic CalPERS members, to the extent allowed by law.
b. Temporary Additional Duties Pay
An employee who is temporarily assigned for a minimum of one (1) work week to perform significant additional duties outside the scope of the job specification of the employee’s classification, in addition to the employee’s regular job duties, will receive Special Assignment Pay at a rate of five percent (5%) above the employee’s base salary.

Merit increases in salary that occur, as provided in Section 5, while an employee is assigned Special Assignment or Temporary Upgrade Pay shall be applied to the employee’s base salary in their base classification. When an employee in a Special or Temporary Upgrade assignment is promoted, the salary increase shall be calculated from base salary from the position the employee is promoted from.

5.6 City Engineer and District Engineer Pay
Employees in the classification of Department Director and Division Manager, who are designated by the City as either a City Engineer or District Engineer, are eligible for an additional five percent (5%) of base pay.

5.7 Professional Engineering License Pay
Employees in the classification of Associate Engineer, upon attainment of a registered Professional Civil or Traffic Engineer license in the State of California, are eligible for an additional five percent (5%) of base pay.

5.8 Management Incentive Pay
Due to the inherent additional and unpredictable duties required for employees in management positions, the City will provide Management Incentive Pay to all employees in the following job classifications as follows:

Rate Job Classifications
$230.77/pay period City Manager, City Attorney, and Department Director
$92.31/pay period Deputy City Manager, City/District Engineer, Chief

9 Building Official, Division Manager, City Clerk,
Assistant City Attorney, Program Manager
In accordance with CCR 571(a)(1), Management Incentive Pay is defined as compensation granted to management employees in the form of additional time off or extra pay due to the unique nature of their job. Employees within the group cannot have the option to take time off or receive extra pay. This compensation will be reported periodically as earned and must be for duties performed during normal work hours.

This language is effective July 1, 2000, codifying the City’s past practice.

5.9 Uniform Allowance
All unrepresented and uniformed employees assigned to the Police Department will be responsible for the purchase of their own uniforms with the following exceptions:
• The City will purchase one (1) complete set of uniforms for any newly hired employee.
• The City will replace any uniform apparel damaged during the course of the employee's duties, with the exception of normal wear and tear.

Beginning January 1, 2019, and in lieu of City-provided uniforms, unrepresented and uniformed employees assigned to the Police Department will receive a uniform allowance of $40.38 per pay period. These employees will also receive an annual boot allowance of $100, to be disbursed during the month of December each year. The annual boot allowance will not be reported to CalPERS.

Section 6 EXECUTIVE MANAGEMENT PROFESSIONAL BENEFITS AND

ADMINISTRATIVE LEAVE PLAN
All employees designated as Executive Management or Management Professional or designated as non-covered or exempt according to the provisions of the Fair Labor Standards Act (FLSA) are exempt employees, not eligible for overtime pay for working hours in addition to the normal workweek. These employees are designated by classification within the Salary & Wage Plan adopted annually by the City Council. These employees shall be entitled to all benefits previously mentioned as well as the following additional benefits when and if they are made available and approved by the City Council.

6.1 Deferred Compensation Plan
The City may from time to time authorize an amount recommended by the City Manager and approved by the City Council, expressed as a percentage of the employee’s base salary, to be contributed into the City’s designated deferred compensation plan. The employee may contribute additional percentages, up to the legal limit, to such programs.

6.2 Management Leave

10 1. Executive Management employees will be granted management leave of up to ten (10) days per calendar year. Executive Management hired after July 1 will be granted five (5) days.

2. Management/Professional employees will be granted up to seven (7) days of management leave per calendar year. Management/Professional employees hired after July 1 will be granted three and one half (3.5) days.

3. Management leave shall be scheduled as far in advance as possible with the Department Head and taking into consideration the work demands of the Department.

Approval of the Department Head prior to taking management leave time off is required.

4. Management leave may not be taken beyond the amount which has been granted or without Department Head recommendation and City Manager approval.

5. There is no provision for accrual of management leave.

6. Management leave must be used prior to the end of the calendar year. Since employees will not be paid for unused management leave, this leave cannot be approved following the employee’s formal tendering of employment termination.

Section 7 HOURS OF WORK AND OVERTIME COMPENSATION

7.1 Hours Worked
Work hours will be determined on the basis of operational efficiency. The normal work days and hours for unrepresented miscellaneous employees shall be Monday through Friday, 7.5 hours per day. Management reserves the right to determine work days and hours based on the operational needs of the City.

In an effort to align the work period of all sworn classifications, effective August 30, 2021, all unrepresented sworn classifications (i.e. Police Captain and Police Lieutenant) will transition from a thirty-seven and one-half (37.5) hour work week to a forty (40) hour work week. Captains and Lieutenants, who as a result of this change, have a calculated rate of pay that is above the established range for their classification, will keep their current rate and be ineligible for an increase until the range catches up to their current rate of pay (YRated).

7.2 Work Week
The workweek for employees as defined by the Fair Labor Standards Act is a regular recurring period of 168 hours in the form of seven consecutive 24 hour periods. The workweek is not necessarily the same as the calendar week. The typical workweek for all City of San Ramon unrepresented miscellaneous employees begins at 12:00 a.m. Monday and ends at 11:59 p.m. Sunday, except that the work week for employees on an Alternative Work Schedule may be modified based on individual schedules to accommodate thirtyPage 143 of 306 11 seven and one-half (37.5) hours in a seven (7) day work period. For employees assigned to the 9/75 work schedule, each employee’s designated FLSA work week (168 hours in length) shall begin exactly three and one-half (3.5) hours after the start of the employee’s seven (7) hour shift on the day of the week that corresponds to the employee’s alternating regular day off. The same day of the week shall be permanently designated as the employee’s alternating regular day off.

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

Overtime work for employees, except as otherwise provided, shall be defined as any time worked beyond 37.5 hours in any work week.

7.4 Overtime Compensation and Computation Policy
Please reference Section 421 of the City’s Personnel Rules & Regulations regarding overtime compensation and computation.

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

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

7.7 Compressed Work Week
The regular work hours for unrepresented miscellaneous employees on a compressed work week schedule shall be nine (9) shifts of eight and one third (8.33) hours in a fourteen (14) day work period. Overtime shall be computed after the regular weekly hours have been exceeded.

Section 8 HOLIDAYS
The City recognizes ten and a half (10.5) federal holidays and two (2) discretionary holidays for pay purposes. Effective January 1, 2023, the City will recognize one (1) additional discretionary holiday in recognition of Juneteenth.

Please reference Sections 424 through 426 of the City’s Personnel Rules & Regulations

12 regarding holidays, employees eligible for holiday pay and employees required to work on a holiday.

Section 9 VACATION

9.1 Eligibility
Regular full-time and regular part-time employees having completed six (6) months of continuous service shall be eligible for paid vacation at their current rate of pay.

Please reference Sections 901 through 906 of the City’s Personnel Rules & Regulations regarding vacation eligibility, vacation accrual, use of vacation, maximum accumulation, vacation at termination and holidays falling during vacation.

9.2 Vacation Accrual
Vacation accruals for miscellaneous (non-safety) employees are calculated based on a seven and one-half (7.5) hour working day. As a result of transitioning to a forty (40) hour work week, for the purposes of accruing/earning leave, all leave for unrepresented sworn classifications (i.e. Police Captain and Police Lieutenant) will be calculated based on an eight (8) hour day.

Each regular full-time and probationary employee shall accrue vacation at the following rate for continuous service performed as follows:

1. 1st through 4th year of service:

Twelve (12) working days of vacation during each complete year of service. (1 [7.5 hours] day per month)

2. Beginning the 5th year through 9th year of service:

Fifteen (15) working days of vacation during each complete year of service. (1.25 days [9.375 hours] per month)

3. Beginning the 10th through 14th year of service:

Twenty (20) working days of vacation during each complete year of service. (1.66 days [12.5 hours] per month)

4. Beginning the 15th year through the 19th year of services:

Twenty-two (22) working days of vacation during each complete year of service. (1.83 days [13.75 hours] per month)

5. Beginning the 20th year of service:

13 Twenty-five (25) working days of vacation during each complete year of service. (2.083 days [15.625 hours] per month)
Regular part-time and probationary part-time employees shall accrue vacation in an amount proportionate to the ratio of scheduled hours of work per week to the standard work week but in no case shall the number of days of vacation accrued per year exceed those days allowed by the appropriate subsection above. Employees must be in a paid status to accrue vacation leave. Temporary employees are not eligible to accrue vacation leave. Vacation accrual shall begin with the date of employment and shall accrue bi-weekly for each employee based on their date of employment. As a recruitment incentive, and with City Manager approval, the City may provide a supplemental grant of vacation hours to be immediately available to a new hire, may frontload vacation for a new hire, and/or may recognize years of service with another agency in determining the employee’s vacation accrual rate, up to a maximum of five (5) years of service.

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

Section 10 SICK LEAVE
Paid sick leave is an employee benefit of time off granted to an employee in cases of personal illness or accident, medical or dental treatment, or as outlined below.

An employee may be granted time off with pay for the following:
a. Absence due to the diagnosis, care, or treatment of an existing health condition of the employee or the diagnosis, care, or treatment of an existing health condition of a member of the employee's immediate family. Family member is defined as the employee’s child, parent, spouse, registered domestic partner, grandparent, grandchild, sibling, or designated person. An existing health condition may include an employee’s birth of a child or the birth of a child by an employee’s immediate family member, which requires care by the employee.

A designated person means any individual related by blood or whose association with the employee is the equivalent of a family relationship. The designated person may be identified by the employee at the time when the employee requests paid sick leave with the approval of the City Manager or their designee, and the City may limit an employee to one (1) designated person per 12-month period for paid sick leave.
b. For an employee who is a victim of domestic violence, sexual assault, stalking, or other crime in order for the employee to engage in any of the following activities: (1) obtain or attempt to obtain a temporary restraining order or other court assistance to help ensure the health safety or welfare of the employee or their covered family member; or (2) obtain medical attention or psychological counseling, services from a shelter, program or crisis center, or (3) participate in safety planning or other actions to increase safety.

14 c. Absence beyond five (5) days due to the death of a member of the employee's immediate family, as defined in Section 12.6(a).
d. Absence due to child bonding in conjunction with CFRA leave, if the employee has exhausted all available accrued leaves (vacation, discretionary holidays, performance days, etc.).
e. For an employee who is a Victim of a qualifying crime, to obtain any relief, including but not limited to, a temporary restraining order, restraining order, or other injunctive relief, to help ensure the health, safety, or welfare of the Victim, to appear in court to comply with a subpoena or other court order as a witness in any judicial proceeding, or for an employee who is a Victim or has a Family Member who is a Victim of a Qualifying Act of Violence for purposes listed in Gov. Code § 12945.8(b)(1)-(10).

Please reference Sections 802 through 815 of the City’s Personnel Rules & Regulations for additional provisions regarding sick leave eligibility, sick leave accrual, accruals during illness or injury, sick leave accumulation, sick leave conversion, abuse of sick leave, use of sick leave, holidays during sick leave, depletion of sick leave, leave chargeable to sick leave, workers’ compensation disability payments, on the job injury, long term disability and off the job injury.

Effective August 30, 2021, in an effort to align the benefits of all sworn classifications, unrepresented sworn classifications will not be eligible to cash out a portion of their unused sick leave at retirement or termination of employment. Upon retirement, 100% of their unused sick leave will be automatically applied to Ca1PERS service credit.

As a recruitment incentive, and with City Manager approval, the City may provide a supplemental grant of sick leave hours to be immediately available to a new hire, and/or may frontload sick leave for a new hire.

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

Section 11 OTHER LEAVES OF ABSENCE

11.1 Leaves of Absence
Please reference Sections 1001 through 1012 of the City’s Personnel Rules & Regulations regarding authorized leave of absence without pay, Military Leave of Absence, Military Reserve Training, Pregnancy Disability Leave of Absence, Subpoena, Jury Duty, Unauthorized Leave of Absence, FMLA, School Visit Leave, Voting Leave and Domestic Violence Leave.

11.2 Death in Immediate Family (Bereavement Leave)

15 Employees shall be granted up to five (5) working days leave with pay by the Department Head in the event of death in the immediate family of the employee. For the purposes of bereavement leave, family is defined as a spouse, child of either spouse, stepchild, parent of either spouse, stepparent of either spouse, sibling, grandparent, grandchild, registered domestic partner, parent-in-law, niece/nephew, sibling-in-law, or designated person. The use of bereavement leave for a designated person is limited to one use per rolling 12-month period.

Bereavement leave does not need to be taken concurrently but must be taken within three (3) months of the date of death. Additional time off in excess of five (5) days may be taken by an employee with prior approval of their Department Head and the City Manager. Such additional time off is to be charged in the following order:
a. Accumulated sick leave.
b. Accumulated vacation leave.
c. Accumulated compensatory time.
d. Discretionary days.
e. Leave of absence without pay.

Section 12 LAYOFFS

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

12.2 Order of Layoffs
To determine which employee is to be laid off as a result of an eliminated position, Human Resources shall use the procedure outlined in the City’s Personnel Rules & Regulations.

Section 13 EMPLOYEE BENEFITS

13.1 Retirement Plan
a. Tier I: Employees hired before July 1, 2012 shall participate in the California Public Employees Retirement System (CalPERS), 2.7% at age 55, calculated based on single highest year compensation. The plan includes the 4th Level 1959 Survivor’s Benefit.
• Employer-Paid Member Contributions (“EPMC”): Effective July 1, 2006, the City shall pay the full cost of the employee’s eight percent (8%) normal member contribution towards CalPERS and shall report the same percentage (8%) to CalPERS as “special compensation” for purposes of calculating as employee’s “final compensation” in accordance with Government Code

16 Section 20042.
• Cost-Sharing: Employees shall share in the City’s CalPERS costs by contributing eight percent (8%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f). • In addition, employees shall contribute three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of eleven percent (11%).
b. Tier 2: Employees hired on or after July 1, 2012 and who are “classic members” (i.e. those employees not meeting the definition of “new member” under the California Public Employees’ Pension Reform Act of 2013 (“PEPRA”) shall participate in the CalPERS two percent (2%) at age 60 formula, with final compensation earnable calculated based on highest three-year average compensation. The Plan includes the 4th Level 1959 Survivor’s Benefit. • Employer-Paid Member Contributions (“EPMC”): Effective September 11, 2012, the City shall pay the full cost of the employee’s seven percent (7%) normal member contribution towards CalPERS and shall report the same percentage (7%) to CalPERS as “special compensation” for purposes of calculating as employee’s “final compensation” in accordance with Government Code Section 20042.
• Cost-Sharing: Employees shall share in the City’s CalPERS costs by contributing seven percent (7%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f). • In addition, employees shall contribute three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of ten percent (10%).
c. PEPRA: Employees hired on or after January 1, 2013 and classified as a “new member” of CalPERS as defined in PEPRA are responsible for paying one-half of the normal cost of the retirement plan and subject to the reportable annual compensation limit per Government Code Section 7522.10. • Employees will pay three percent (3%) toward the employer’s pension contributions, above the rate determined by CalPERS.
d. Tier 1 Sworn: Sworn police employees not represented by the Police Officers Association (“POA”) (Lieutenant and Captain) and hired before July 1, 2012, shall participate in the CalPERS three percent (3.0%) at age 50 formula, calculated based on single highest year compensation. The plan includes the 4th Level 1959 Survivor’s Benefit.

17 • Employer-Paid Member Contributions (“EPMC”): Effective November 14, 2006, the City shall pay the full cost of the employee’s nine percent (9%) normal member contribution towards CalPERS and shall report the same percentage (9%) to CalPERS as “special compensation” for purposes of calculating as employee’s “final compensation” in accordance with Government Code Section 20042.
• Cost-Sharing: Employees shall share in the City’s CalPERS costs by contributing nine percent (9%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f). • In addition, employees shall contribute three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of twelve percent (12%).
e. Tier 2 Sworn: Sworn police employees not represented by POA (Lieutenant and Captain) and who are hired on or after July 1, 2012 and who are “classic members” under PEPRA shall participate in the CalPERS three percent (3.0%) at age 55 formula, calculated based on highest three-year average compensation. The Plan includes the 4th Level 1959 Survivor’s Benefit.
• Employer-Paid Member Contributions (“EPMC”): Effective November 14, 2021, the City shall pay the full cost of the employee’s nine percent (9%) normal member contribution towards CalPERS and shall report the same percentage (9%) to CalPERS as “special compensation” for purposes of calculating as employee’s “final compensation” in accordance with Government Code Section 20042.
• Cost-Sharing: Employees shall share in the City’s CalPERS costs by contributing nine percent (9%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f). • In addition, employees shall contribute three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of twelve percent (12%).
f. PEPRA Sworn: Sworn police employees not represented by POA (Lieutenant and Captain) and who are hired on or after January 1, 2013 and classified as “new member” of CalPERS as defined by PEPRA are responsible for paying one-half of the normal cost of the retirement plan and subject to the reportable annual compensation limit her Government Code Section 7522.10.

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

13.2 Disability Insurance
During the term of this agreement, the City shall provide major long-term disability insurance for employees. The cost for this insurance shall be paid for by the City.

Please reference Section 1102 of the City’s Personnel Rules and Regulations regarding disability insurance.

13.3 Health/Life Insurance Program
The City of San Ramon shall continue to contract with California Public Employees Retirement to make available to eligible City of San Ramon employees the CalPERS Medical Insurance Program, subject to the provisions below:
a. Core-Flex Benefit Plan – Active Employees
The City of San Ramon will establish and maintain a “core-flex” benefit plan. The “core” shall consist of the CalPERS Medical Plan (Bay Area Rates) and the existing dental plan.
b. Employer Minimum Share
Under CalPERS rules, the City will contribute the following amounts as the “employer minimum share” per employee per month toward the health plan:
2026 $162
Subsequent years As determined by CalPERS
c. City Monthly Contribution Amounts – Active Employees For calendar year 2026, the City will contribute the following monthly amounts, including the CalPERS Medical Plan “employer minimum share” (as noted in Section 12.3(b) contribution towards the election of medical and dental benefits in the plan, or the actual premiums whichever is less.

Coverage Level Dental Plan Medical Plan Total City
Contribution
Employee Only $62.60 $1,168.86 $1,231.46
Employee + 1 $109.10 $2,337.72 $2,446.82
Employee + 2 or more $181.60 $3,039.04 $3,220.64
The above monthly amounts are based on the 2026 premium rates for the City’s dental plan and the Kaiser CalPERS premium rates. Employees electing enrollment in a CalPERS medical plan with premium rates greater than the 2026 Kaiser CalPERS premium rates shall contribute the difference between the 2026 Kaiser

19 CalPERS plan for the coverage level elected and the actual premium cost of the medical plan selected for the coverage level elected
d. Future Increase or Decrease in Kaiser CalPERS and City Dental Plan Premium – Active Employee
For the term of this agreement, the City shall increase or decrease its monthly contribution by an amount equal to the increase or decrease in the Kaiser CalPERS premium rates. Employees electing to enroll in a medical plan with premium rates higher than the CalPERS Kaiser Plan shall be required to pay the difference in premium rates between the Kaiser Medical Plan and the plan selected by the employee.

13.4 Opt-Out of Medical and/or Dental Plan
Employees electing not to enroll in the “Core-Flex” plan (i.e., who wish to waive enrollment in the medical and/or dental plan) and demonstrate annually to the satisfaction of the City their enrollment in another medical and/or dental plan, shall receive opt-out premiums as set forth in Section 12.5 below. In the event both spouses are employed by the City and are eligible for enrollment in the Core-Flex plan, one employee may elect not to enroll in the medical and dental plan and will receive the employee only opt-out rate if enrolled under the spouses medical and dental coverage.

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

Employee Rate: Medical $300+/- dental $50 =$350/monthly maximum Two-party Rate: Medical $400+/- dental $75 = $475/monthly maximum Family Rate: Medical $500+/- dental $100 = $600/monthly maximum Re-enrollment in the medical and/or dental plan shall only be allowed based on a qualifying event as defined by the IRS Codes or during an open enrollment period. Employees electing to opt-out of the medical or dental plan may do so only during an open enrollment period and must annually provide proof of alternative coverage which meets the ACA definition of minimally essential coverage to maintain their opt-out status.

Unrepresented sworn employees shall receive opt-out rates consistent with represented sworn employees.

13.6 Dental Care
Effective January 1, 2023, the City shall provide employees and eligible dependents with a dental insurance plan with an annual benefit cap of $2,500 and the level of benefits in

20 effect as of January 1, 2012. The City shall pay the full premium cost of the plan for the employee and eligible dependents.

13.7 Vision Plan
The City shall provide employees with a vision insurance plan with the level of benefits in effect as of January 1, 2022. The City shall pay the full premium cost of this plan for the employee and eligible dependents.

13.8 Life Insurance
The City shall provide to each employee an employer-paid life insurance policy with maintenance of the same levels of coverage as currently exist, which is two (2) times employee’s base annual salary. Employees shall be eligible for coverage upon their first day of employment as a regular employee.

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

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

13.11 Flexible Spending Program - Section 125
The City shall make an annual contribution (first pay period of each calendar year) of $500 to the flexible medical spending account for each employee. Any employee hired after January 1 shall have a prorated amount contributed into the flexible medical spending account in the employee’s name.

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

13.13 Adoption Benefit

21 Adoption benefits will be provided to all employees. An employee who adopts a child will be eligible to receive reimbursement from the City for fifty percent (50%) of the costs related to the adoption up to a maximum reimbursement of five thousand dollars ($5,000).

13.14 Retiree Medical
Employees are eligible for retiree health benefits if they retire from the City on or after age 50, which is the first eligibility date for a CalPERS pension, and have met the minimum vesting period required to receive the benefit.

Please reference the Retiree Health Benefits Administrative Regulations, Resolution No. 2007-189 for details of the retiree medical benefits.
a. For miscellaneous (non-safety) employees hired before July 1, 2006 and for safety employees hired on, or before July 1, 2007, medical, dental and vision premium payments shall be made on behalf of employees + spouse/domestic partner who retire from the City of San Ramon based on the following formula:
0 to 3 years of service No payment
4 to 7 years of service 50% of the cost of premiums
8 to 11 years of service 75% of the cost of premiums
12 years of more of service 100% of the cost of premiums For the safety employees hired on, or before July 1, 2007, the City will grant vesting credit for service to be used in computing the years of service requirements for retiree health coverage to those with prior San Ramon experience under the Sheriff Contract, shall be the same as other represented sworn employees.
b. For miscellaneous (non-safety) employees hired after July 1, 2006 and for safety employees hired after July 1, 2007, but before July 1, 2014, medical, dental and vision premium payments shall be made on behalf of employees only who retire from the City of San Ramon based on the following formula:

Upon completion of 5 years of service 25% of the cost of the premiums After 5 years Additional 5% for each year of
service so that at the end of 20 years
of service 100% of the cost of
premium
c. For employees hired after July 1, 2014, the City will contribute an amount equal to 3% of the employee’s salary to a Retirement Health Savings Plan with MissionSquare Retirement (formerly known as ICMA-RC), while employed with the City to be used to purchase a medical, dental, and/or vision plan. This will replace participation in the defined benefit retiree health plan. For unrepresented sworn employees hired after July 1, 2014, the City contribution shall be the same as other represented sworn employees.

22 d. Retiree Medical Insurance – Early Retirees
Under CalPERS rules, the City will directly contribute the “employer minimum share” toward the cost of retiree medical coverage through CalPERS and make such payment on behalf of the retiree directly to CalPERS each month. Additional City contribution will be made to eligible retirees each month based on the applicable schedule provided in Section 12.14(a) and 12.14(b).
e. Medicare Eligible Retirees
CalPERS rules provide for the continued enrollment in the CalPERS medical insurance plan when a retiree reaches Medicare eligibility and requires the City to continue to pay the “employer minimum share” payment for the retiree who continues enrollment in a CalPERS Medical plan. Upon reaching Medicare eligibility, CalPERS rules require the retiree to enroll in a CalPERS Supplement/Managed Medicare Plan. San Ramon City Council Resolution 2007 – 189 provides that retirees may receive a reimbursement of up to $461.51 (2022 rate) per month adjusted annually by 2% (in some cases an additional $461.51 per month for a spouse) to purchase a Medicare supplemental insurance policy and to pay for dental and vision coverage.

Upon reaching Medicare eligibility, and contingent upon continued enrollment in the CalPERS Medical Insurance program, the City will reimburse the eligible retiree the difference between the amount the retiree is eligible to receive to purchase a Medicare Supplement and other available health benefits, pursuant to the San Ramon City Council Resolution 2007 -189, for the purchase of a Medicare supplement and the “employer minimum share.” For example, if the Medicareeligible retiree receives $461.51 (2022 rate) per month (and meets the remaining eligibility requirements for receiving a City payment), the retiree will receive $461.51 per month less the “employer minimum share” (which will be paid by the City directly to CalPERS on behalf of the retiree) resulting in no net reduction in the payments made by the City of San Ramon, provided the retiree provides evidence of coverage for other benefits such as dental, vision, etc. f. Method of Payment for Coverage
The current system of retiree payment and any City reimbursement to the retiree shall be made through a Health Reimbursement Arrangement (HRA). Eligible retirees shall be required to provide the City of San Ramon with the appropriate authorization form upon retirement from the City and at other times after retirement if required to administer the retiree medical benefit.

Section 14 DISCIPLINARY AND NON DISCIPLINARY PROCEEDINGS Please reference Sections 1301 through 1307 and Sections 1401 through 1404 of the City’s Personnel Rules & Regulations.

23 Section 15 SAFETY

15.1 Safety Committee Appointment
Employees will be appointed by department to be a representative of the Safety Committee.

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

Section 16 SEPARABILITY AND SAVINGS
If any provision of this Agreement is held invalid by a court of competent jurisdiction, such provision shall be inoperative but all other provisions shall not be affected thereby and shall continue in full force and effect.

Section 17 TERM AND EFFECT
This Resolution is intended to provide authorization for salaries, benefits and other terms and conditions of employment for the period beginning July 1, 2022 and until this Resolution is thereafter amended or rescinded by the City Council.

Dated: __________________, 2026
City of San Ramon
___________________________
Steven Spedowfski, City Manager
Attest:

Joan Snashall, City Clerk

City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on June 23, 2026
Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum
Monthly
Minimum
Monthly
Maximum
Annual
Minimum
Annual
Maximum

ELECTED OFFICIALS
CITY COUNCIL (Ordinance No. 365) E100 100 N/A 12/01/2024 MAYOR (Ordinance No. 365) E105 100 N/A 12/01/2024

APPOINTED EMPLOYEES
CITY ATTORNEY1 (Reso 2025-114) A100 200 N/A 09/25/2025
CITY MANAGER1 (Reso 2026-002) A105 200 N/A 07/13/2026

UNREPRESENTED MISCELLANEOUS EMPLOYEES
ACCOUNTANT U210 600 37.5 07/01/2026 $ 52.7637 $ 65.9547 $ 8,574.11 $ 10,717.63 $ 102,889.28 $ 128,611.60 ADMINISTRATIVE ANALYST U150 600 37.5 07/01/2026 $ 55.2547 $ 73.6546 $ 8,978.88 $ 11,968.88 $ 107,746.60 $ 143,626.60 ADMINISTRATIVE COORDINATOR U130 600 37.5 07/01/2026 $ 46.4263 $ 58.0347 $ 7,544.27 $ 9,430.63 $ 90,531.22 $ 113,167.60 ASSISTANT CITY ATTORNEY1 U316 600 37.5 07/01/2026 $ 87.0887 $ 116.1180 $ 14,151.91 $ 18,869.18 $ 169,822.90 $ 226,430.10 ASSISTANT CITY MANAGER1 U190 600 37.5 07/01/2026 $ 121.8978 $ 162.4895 $ 19,808.40 $ 26,404.54 $ 237,700.84 $ 316,854.46 ASSISTANT ENGINEER U515 600 37.5 07/01/2026 $ 59.2698 $ 74.0807 $ 9,631.35 $ 12,038.11 $ 115,576.24 $ 144,457.30 ASSISTANT PLANNER U720 600 37.5 07/01/2026 $ 55.9464 $ 69.9307 $ 9,091.29 $ 11,363.73 $ 109,095.48 $ 136,364.80 ASSOCIATE ENGINEER U516 600 37.5 07/01/2026 $ 65.9790 $ 82.4736 $ 10,721.60 $ 13,401.96 $ 128,659.18 $ 160,823.52 ASSOCIATE PLANNER U721 600 37.5 07/01/2026 $ 62.3053 $ 77.8750 $ 10,124.62 $ 12,654.70 $ 121,495.40 $ 151,856.38 CHIEF BUILDING OFFICIAL1 U195 600 37.5 07/01/2026 $ 80.5383 $ 107.3574 $ 13,087.47 $ 17,445.59 $ 157,049.62 $ 209,347.06 CITY CLERK 1 U225 600 37.5 07/01/2026 $ 74.3454 $ 98.8794 $ 12,081.14 $ 16,067.91 $ 144,973.66 $ 192,814.96 CITY/DISTRICT ENGINEER 1 U200 600 37.5 07/01/2026 $ 87.3059 $ 116.3786 $ 14,187.20 $ 18,911.53 $ 170,246.44 $ 226,938.40 DEPARTMENT DIRECTOR 1 D100 300 37.5 07/01/2026 $ 110.8162 $ 147.7178 $ 18,007.64 $ 24,004.15 $ 216,091.72 $ 288,049.84 DEPUTY CITY ATTORNEY U315 600 37.5 07/01/2026 $ 79.1712 $ 105.5620 $ 12,865.32 $ 17,153.83 $ 154,383.84 $ 205,845.90 DEPUTY CITY CLERK U220 600 37.5 07/01/2026 $ 50.6189 $ 67.4750 $ 8,225.58 $ 10,964.70 $ 98,706.92 $ 131,576.38 DEPUTY CITY MANAGER 1 U185 600 37.5 07/01/2026 $ 91.8209 $ 122.3973 $ 14,920.90 $ 19,889.57 $ 179,050.82 $ 238,674.80 DIVISION MANAGER 1 U180 600 37.5 07/01/2026 $ 78.3962 $ 104.5019 $ 12,739.39 $ 16,981.55 $ 152,872.72 $ 203,778.64 ENGINEERING SPECIALIST U510 600 37.5 07/01/2026 $ 51.3399 $ 64.5436 $ 8,342.73 $ 10,488.34 $ 100,112.74 $ 125,860.02 EXECUTIVE ASSISTANT U140 600 37.5 07/01/2026 $ 51.3238 $ 64.1521 $ 8,340.13 $ 10,424.72 $ 100,081.54 $ 125,096.66 INSPECTOR U610 600 37.5 07/01/2026 $ 57.0382 $ 71.2845 $ 9,268.72 $ 11,583.74 $ 111,224.62 $ 139,004.84 IT NETWORK ANALYST U420 600 37.5 07/01/2026 $ 60.4615 $ 80.6235 $ 9,824.99 $ 13,101.31 $ 117,899.86 $ 157,215.76 IT SPECIALIST U415 600 37.5 07/01/2026 $ 51.4091 $ 64.2612 $ 8,353.97 $ 10,442.45 $ 100,247.68 $ 125,309.34 IT TECHNICIAN U410 600 37.5 07/01/2026 $ 42.8444 $ 53.5488 $ 6,962.22 $ 8,701.68 $ 83,546.58 $ 104,420.16 MAINTENANCE SUPERVISOR U980 600 37.5 07/01/2026 $ 61.5081 $ 76.8789 $ 9,995.07 $ 12,492.83 $ 119,940.86 $ 149,913.92 OFFICE SPECIALIST U120 600 37.5 07/01/2026 $ 39.5615 $ 49.4538 $ 6,428.74 $ 8,036.25 $ 77,144.86 $ 96,435.04 OFFICE TECHNICIAN I U110 600 37.5 07/01/2026 $ 29.7121 $ 37.1338 $ 4,828.22 $ 6,034.25 $ 57,938.66 $ 72,411.04 $30,519.39
$319,752.16
$366,232.62
$1,085.94
$1,185.94
$13,031.28
$14,231.28
$26,646.01
1 Eligible for Management Incentive Pay

AATTACHMENT C

City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on June 23, 2026
Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum
Monthly
Minimum
Monthly
Maximum
Annual
Minimum
Annual
Maximum
UNREPRESENTED MISCELLANEOUS EMPLOYEES (Continued)
OFFICE TECHNICIAN II U111 600 37.5 07/01/2026 $ 32.9406 $ 41.1802 $ 5,352.86 $ 6,691.79 $ 64,234.30 $ 80,301.52 PARALEGAL U310 600 37.5 07/01/2026 $ 48.7050 $ 60.8834 $ 7,914.57 $ 9,893.56 $ 94,974.88 $ 118,722.76 PLANNING SPECIALIST U710 600 37.5 07/01/2026 $ 39.5531 $ 49.4433 $ 6,427.37 $ 8,034.54 $ 77,128.48 $ 96,414.50 PLANS EXAMINER U715 600 37.5 07/01/2026 $ 60.6607 $ 75.8213 $ 9,857.36 $ 12,320.97 $ 118,288.30 $ 147,851.60 POLICE RECORDS SUPERVISOR U815 600 37.5 07/01/2026 $ 57.3255 $ 71.6526 $ 9,315.39 $ 11,643.56 $ 111,784.66 $ 139,722.70 POLICE SERVICES TECHNICIAN I U810 600 37.5 07/01/2026 $ 35.6559 $ 44.5546 $ 5,794.08 $ 7,240.13 $ 69,528.94 $ 86,881.60 POLICE SERVICES TECHNICIAN II U811 600 37.5 07/01/2026 $ 39.7764 $ 49.7224 $ 6,463.67 $ 8,079.89 $ 77,563.98 $ 96,958.68 PROGRAM MANAGER1 U170 600 37.5 07/01/2026 $ 65.6474 $ 87.5301 $ 10,667.71 $ 14,223.65 $ 128,012.56 $ 170,683.76 RECREATION COORDINATOR U915 600 37.5 07/01/2026 $ 46.4263 $ 58.0347 $ 7,544.27 $ 9,430.63 $ 90,531.22 $ 113,167.60 RECREATION SUPERVISOR U920 600 37.5 07/01/2026 $ 59.3127 $ 74.1344 $ 9,638.31 $ 12,046.84 $ 115,659.70 $ 144,562.08 RECREATION TECHNICIAN U910 600 37.5 07/01/2026 $ 35.2047 $ 43.9973 $ 5,720.76 $ 7,149.57 $ 68,649.10 $ 85,794.80 SENIOR ADMINISTRATIVE ANALYST U160 600 37.5 07/01/2026 $ 64.8229 $ 81.0173 $ 10,533.73 $ 13,165.32 $ 126,404.72 $ 157,983.80 SENIOR CIVIL ENGINEER U520 600 37.5 07/01/2026 $ 79.4538 $ 99.3173 $ 12,911.25 $ 16,139.07 $ 154,935.04 $ 193,668.80 SENIOR INSPECTOR U615 600 37.5 07/01/2026 $ 63.5164 $ 79.3839 $ 10,321.42 $ 12,899.88 $ 123,856.98 $ 154,798.54 SENIOR PLANNER U725 600 37.5 07/01/2026 $ 64.4743 $ 85.9659 $ 10,477.07 $ 13,969.45 $ 125,724.82 $ 167,633.44 SUPERVISING INSPECTOR U620 600 37.5 07/01/2026 $ 66.2579 $ 88.3529 $ 10,766.90 $ 14,357.35 $ 129,202.84 $ 172,288.22

UNREPRESENTED SWORN MANAGEMENT EMPLOYEES
POLICE CAPTAIN U825 610 40.0 07/13/2026 $ 120.2623 $ 146.1796 $ 20,845.46 $ 25,337.80 $ 250,145.48 $ 304,053.62 POLICE CHIEF D105 300 40.0 07/13/2026 $ 132.2885 $ 160.7976 $ 22,930.01 $ 27,871.59 $ 275,160.08 $ 334,459.06 POLICE LIEUTENANT U820 610 40.0 07/13/2026 Step 1 $ 111.8719 Step 1 $ 19,391.13 Step 1 $ 232,693.50 Step 2 $ 117.4655 Step 2 $ 20,360.69 Step 2 $ 244,328.24 Step 3 $ 123.3388 Step 3 $ 21,378.72 Step 3 $ 256,544.60 Step 4 $ 129.5057 Step 4 $ 22,447.66 Step 4 $ 269,371.96 Step 5 $ 135.9810 Step 5 $ 23,570.04 Step 5 $ 282,840.48 1 Eligible for Management Incentive Pay

City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on June 23, 2026
Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum
Monthly
Minimum
Monthly
Maximum
Annual
Minimum
Annual
Maximum
SEIU LOCAL 1021
ELECTRICIAN I M200 500 37.5 07/01/2026 $ 42.4776 $ 53.0968 $ 6,902.61 $ 8,628.23 $ 82,831.32 $ 103,538.76 ELECTRICIAN II M201 500 37.5 07/01/2026 $ 46.7253 $ 58.4065 $ 7,592.87 $ 9,491.06 $ 91,114.40 $ 113,892.74 MAINTENANCE ASSISTANT M105 500 37.5 07/01/2026 $ 31.2621 $ 39.0705 $ 5,080.10 $ 6,348.96 $ 60,961.16 $ 76,187.54 MAINTENANCE COORDINATOR M120 500 37.5 07/01/2026 $ 48.6185 $ 60.7752 $ 7,900.51 $ 9,875.97 $ 94,806.14 $ 118,511.64 MAINTENANCE TECHNICIAN I M110 500 37.5 07/01/2026 $ 34.9980 $ 43.7518 $ 5,687.18 $ 7,109.68 $ 68,246.10 $ 85,316.14 MAINTENANCE TECHNICIAN II M111 500 37.5 07/01/2026 $ 39.0778 $ 48.8378 $ 6,350.15 $ 7,936.15 $ 76,201.84 $ 95,233.84 MAINTENANCE SPECIALIST M115 500 37.5 07/01/2026 $ 43.6057 $ 54.5003 $ 7,085.93 $ 8,856.29 $ 85,031.18 $ 106,275.52 Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum
Monthly
Minimum
Monthly
Maximum
Annual
Minimum
Annual
Maximum
SAN RAMON POLICE OFFICERS ASSOCIATION Hourly Rate Monthly Rate Annual Rate POLICE OFFICER P105 400 40.0 07/13/2026 Step 1 $ 67.2164 Step 1 $ 11,650.84 Step 1 $ 139,810.06 Step 2 $ 70.5772 Step 2 $ 12,233.39 Step 2 $ 146,800.68 Step 3 $ 74.1061 Step 3 $ 12,845.06 Step 3 $ 154,140.74 Step 4 $ 77.8114 Step 4 $ 13,487.31 Step 4 $ 161,847.66 Step 5 $ 81.7019 Step 5 $ 14,161.66 Step 5 $ 169,939.90 POLICE CORPORAL P110 400 40.0 07/13/2026 Step 1 $ 73.9380 Step 1 $ 12,815.92 Step 1 $ 153,791.04 Step 2 $ 77.6349 Step 2 $ 13,456.71 Step 2 $ 161,480.54 Step 3 $ 81.5167 Step 3 $ 14,129.55 Step 3 $ 169,554.58 Step 4 $ 85.5925 Step 4 $ 14,836.03 Step 4 $ 178,032.40 Step 5 $ 89.8721 Step 5 $ 15,577.84 Step 5 $ 186,934.02 POLICE SERGEANT P115 400 40.0 07/13/2026 Step 1 $ 81.3318 Step 1 $ 14,097.50 Step 1 $ 169,170.04 Step 2 $ 85.3984 Step 2 $ 14,802.36 Step 2 $ 177,628.36 Step 3 $ 89.6683 Step 3 $ 15,542.50 Step 3 $ 186,509.96 Step 4 $ 94.1517 Step 4 $ 16,319.62 Step 4 $ 195,835.38 Step 5 $ 98.8593 Step 5 $ 17,135.60 Step 5 $ 205,627.24 1 Eligible for Management Incentive Pay

City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on June 23, 2026
Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum

MISCELLANEOUS TEMPORARY CLASSIFICATIONS
ACTIVITY MANAGER X316 700 Varies 01/01/2026 $ 22.0000 $ 26.4000 ASSIST ACTIVITY MANAGER X315 700 Varies 01/01/2026 $ 19.8000 $ 23.7600 ASSISTANT POOL MANAGER X355 700 Varies 01/01/2026 $ 20.7000 $ 24.8400 BUILDING ATTENDANT I X320 700 Varies 01/01/2026 $ 18.9000 $ 22.6800 BUILDING ATTENDANT II X321 700 Varies 01/01/2026 $ 21.0000 $ 25.2000 CASHIER X330 700 Varies 01/01/2026 $ 16.9000 $ 20.2800
INTERN X150 700 Varies 01/01/2026 $ 16.9000 $ 16.9000
LIFEGUARD I X335 700 Varies 01/01/2026 $ 17.5000 $ 21.0000 LIFEGUARD II X336 700 Varies 01/01/2026 $ 19.2500 $ 23.1000 NUTRITION PROGRAM ASSIST X325 700 Varies 01/01/2026 $ 19.8000 $ 23.7600 OFFICE ASSISTANT X331 700 Varies 01/01/2026 $ 21.0000 $ 25.2000 POLICE OFFICER TRAINEE X100 700 Varies 01/13/2026 $ 55.0000 $ 55.0000 POOL MANAGER X356 700 Varies 01/01/2026 $ 23.0000 $ 27.6000 PROGRAM SPECIALIST X360 700 Varies 01/01/2026 $ 24.5000 $ 29.4000 RECREATION LEADER I X310 700 Varies 01/01/2026 $ 16.9000 $ 20.2800 RECREATION LEADER II X311 700 Varies 01/01/2026 $ 18.5900 $ 22.3100 SEASONAL MAINTENANCE WORKER X200 700 Varies 01/01/2026 $ 16.9000 $ 20.3400 SENIOR LIFEGUARD X340 700 Varies 01/01/2026 $ 19.5500 $ 23.4600 SWIM INSTRUCTOR X345 700 Varies 01/01/2026 $ 19.2500 $ 23.1000 1 Eligible for Management Incentive Pay

City Council Staff Report
Item No. 9.2.

Date: June 23, 2026
To: San Ramon City Council
From: Megan O'Donoghue, Director
Subject: Resolution No. 2026-095 - Authorizing Execution of the Unrepresented Executive Employees Salary and Benefits Agreement and Corresponding Salary Schedule
Executive Summary:

The Unrepresented Executive Employees Salary and Benefits Agreement (Agreement) was executed by the City Council effective November 26, 2024, and provided for compensation increases through Fiscal Year 2025/2026. As such, City staff reviewed the Agreement and have proposed updates, including salary range increases through Fiscal Year 2027/2028.

Approval of the Agreement will include the approval and execution of the proposed Fiscal Year 2026/2027 salary schedule.

Recommendation:

The City Council’s role is to consider executing the Unrepresented Executive Employees Salary and Benefits Agreement, effective July 1, 2026.

Background:

Effective November 26, 2024, the existing Unrepresented Executive Employees Salary and Benefits Agreement provided for salary range increases through Fiscal Year 2025/2026, prompting City staff to review and propose updates to the Agreement.

The proposed Agreement includes updates for the following:
• compensation through Fiscal Year 2027/2028
• incorporation of the two (2) Council-approved amendments to the Agreement since 2024, which amended language regarding management incentive pay and the uniform allowance for unrepresented and uniformed employees in the Police Department.
• language regarding the salary differential between the salary ranges for Police Captain and Police Chief, which was approved by Council in November 2024 but

listed in the Unrepresented Miscellaneous Employees Salary and Benefits Resolution; the language has been moved to the Agreement because the Agreement now applies to the current Police Chief and any future Police Chiefs Similar to the recent Memorandum of Understanding with the Service Employees International Union, Local 1021, the Agreement transitions away from the City’s prior practice of adjusting salary ranges based on salary surveys and the Consumer Price Index (CPI); instead, City staff are proposing a fixed salary range increase of three percent (3%) for Fiscal Year 2026/2027 and Fiscal Year 2027/2028. This update is beneficial in that City staff are better able to budget and forecast costs for unrepresented executive employee salaries over the next two (2) fiscal years.

Additional updates incorporate the following:
• provisions regarding management-level benefits currently listed in the Personnel Rules & Regulations but now included in this Agreement
• the City's bereavement leave policy
• updates to the vacation and sick leave provisions to reflect current City practice and comply with legal statutes, and
• general language clean-up, including provisions related to pay differentials and definitions.

Because the proposed Agreement includes updates to unrepresented executive salary ranges effective July 1, 2026, staff request that Council approve the corresponding Fiscal Year 2026/2027 salary schedule. Please note that the proposed Fiscal Year 2026/2027 salary schedule includes updates from multiple resolutions presented at this City Council meeting. Should the Council choose to approve some but not all those resolutions, staff will present an updated salary schedule reflective of the Council’s decisions at the next available City Council meeting.

Fiscal Impact:

The new Unrepresented Executive Employees Salary and Benefits Agreement is estimated to cost $46,467, covering two (2) fiscal years and including projected benefit costs. These figures are based on approximately five (5) unrepresented executive positions governed by the Agreement.

Year One costs are projected to total $3,562 and cover costs from July 1, 2026, through June 30, 2027.

Given the inherent fluctuation of job vacancies and employee benefit selection changes, the Fiscal Year 2026/2027 Adopted Budget includes sufficient funding to cover these increases to salaries and benefits, so no changes are requested at this time. Departments will review all personnel accounts at mid-year and propose any necessary changes at that time.

Future budgets will include the following amounts obligated by this contract:

July 1, 2027-June 30, 2028 $42,905
Alternative Option(s):

Alternative actions that the City Council could take include:

1. Reject the proposed Unrepresented Executive Employees Salary and Benefits Agreement and direct staff to make modifications to the Agreement.

2. Approve the Unrepresented Executive Employees Salary and Benefits Agreement with modifications.

Next Steps:

Council's approval of this item will execute the Unrepresented Executive Employees Salary and Benefits Agreement and corresponding Fiscal Year 2026/2027 salary schedule. The executed Unrepresented Executive Employees Salary and Benefits Agreement and salary schedule will be distributed to affected employees and posted on the City’s Intranet and on the City’s web page for access by others.

Should the Council choose to approve some but not all those resolutions, staff will present an updated salary schedule reflective of the Council’s decisions at the next available City Council meeting.

Attachment(s):

A. Resolution No. 2026-095
B. Unrep. Exec Employees Agreement, effective 7/1/2026
C. Fiscal Year 2026/2027 Salary Schedule

ATTACHMENT A
RESOLUTION NO. 2026-095

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

AUTHORIZING EXECUTION OF THE UNREPRESENTED EXECUTIVE EMPLOYEES SALARY AND BENEFITS AGREEMENT AND CORRESPONDING FISCAL YEAR 2026/2027

SALARY SCHEDULE
WHEREAS, the Unrepresented Executive Employees Salary and Benefits Agreement (Agreement), effective November 26, 2024, included salary provisions through Fiscal Year 2025/2026; and
WHEREAS, City staff are proposing a new Agreement regarding compensation, benefits, work hours, and other terms and conditions of employment for unrepresented executive employees; and
WHEREAS, the new Agreement includes a three percent (3%) increase to the salary ranges of unrepresented executive job classifications for Fiscal Year 2026/2027 and Fiscal Year 2027/2028; and
WHEREAS, the new Agreement also includes the incorporation of the two (2) Council-approved amendments to the Agreement since 2024, which amended language regarding management incentive pay and the uniform allowance for unrepresented and uniformed employees in the Police Department; and
WHEREAS, additional updates to the Agreement include the incorporation of provisions regarding management-level benefits (formerly listed in the Personnel Rules & Regulations but more appropriately included in the Agreement), the incorporation of the City's bereavement leave policy, updates to the vacation and sick leave provisions to reflect current City practice and comply with legal statutes, and general language clean-up, including provisions related to pay differentials and definitions; and WHEREAS, because the Agreement includes increases to unrepresented salary ranges effective July 1, 2026, the increases have been included on the Fiscal Year 2026/2027 salary schedule.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Ramon does hereby authorize the execution of the Unrepresented Executive Employees Salary and Benefits Agreement and corresponding Fiscal Year 2026/2027 salary schedule.

PASSED, APPROVED, AND ADOPTED, at the meeting of June 23, 2026, by the following votes:

AYES:

NOES:

Resolution No. 2026-095

ABSENT:

ABSTAIN:
____________________________
Mark Armstrong, Mayor
ATTEST:
____________________________
Joan Snashall, City Clerk

i

CITY OF SAN RAMON

UNREPRESENTED EXECUTIVE

EMPLOYEES

SALARY AND BENEFITS AGREEMENT
Effective July 1, 2026

ATTACHMENT B

ii
Table of Contents
Section 1 RECOGNITION ..................................................................................................... 2

1.1 Unrepresented Recognition.................................................................................. 2

1.2 City Recognition ................................................................................................... 2 Section 2 NO DISCRIMINATION ........................................................................................ 2 Section 3 CITY RIGHTS........................................................................................................ 2 Section 4 COMPENSATION ................................................................................................. 3

4.1 Merit System......................................................................................................... 3

4.2 Salary and Wage Plan.......................................................................................... 3

4.3 Salary Ranges .................................................................................................... 4

4.4 Merit-Based Salary Adjustments .......................................................................... 4

4.5 Salary Following Promotion.................................................................................. 5

4.6 Salary for Work Performed in a Higher Classification – Temporary Upgrade and Temporary Additional Duties Pay ................................................................................ 5

4.7 Management Incentive Pay .................................................................................. 6

4.8 Uniform Allowance ………………………………………………………………………6
Section 5 EXECUTIVE MANAGEMENT PROFESSIONAL BENEFITS AND ADMINISTRATIVE LEAVE PLAN …………………………………………………………..6

5.1 Deferred Compensation Plan …………………………………………………………7

5.2 Management Leave ……………………………………………………………………7
Section 6 HOURS OF WORK AND OVERTIME COMPENSATION............................. 7

6.1 Hours Worked....................................................................................................... 7

6.2 Work Week........................................................................................................... 8

6.3 Pay Periods .......................................................................................................... 8 Section 7 HOLIDAYS ............................................................................................................. 8 Section 8 VACATION............................................................................................................. 8

8.1 Eligibility ............................................................................................................... 8

8.2 Vacation Accrual................................................................................................... 8 Section 9 SICK LEAVE.......................................................................................................... 9 Section 10 OTHER LEAVES OF ABSENCE....................................................................... 11

10.1 Leaves of Absence ………………………………………………………………….11

10.2 Death in Immediate Family (Bereavement Leave) ………………………………11 Section 11 SEVERANCE PROVISION ............................................................................... 11 Section 12 EMPLOYEE BENEFITS..................................................................................... 12

12.1Retirement Plan.................................................................................................. 12

iii

12.2Disability Insurance ............................................................................................ 14

12.3Health/Life Insurance Program........................................................................... 14

12.4Opt-Out of Medical and/or Dental Plan............................................................... 15

12.5Opt-Out Rates .................................................................................................... 15

12.6Dental Care ........................................................................................................ 16

12.7Vision Plan.......................................................................................................... 16

12.8Life Insurance..................................................................................................... 16

12.9COBRA - Continuation of Health Coverage........................................................ 16

12.10 Deferred Compensation .............................................................................. 16

12.11 Flexible Spending Program - Section 125 ................................................... 17

12.12 Mileage Reimbursement/Allowance ............................................................ 17

12.13 Adoption Benefit.......................................................................................... 17

12.14 Retiree Medical ........................................................................................... 17 Section 13 DISCIPLINARY AND NON DISCIPLINARY PROCEEDINGS................... 19 Section 14 SAFETY................................................................................................................. 19

14.1Safety Committee Appointment.......................................................................... 19

14.2Injury and Illness Prevention Program................................................................ 19 Section 15 SEPARABILITY AND SAVINGS...................................................................... 19 Section 16 TERM AND EFFECT.......................................................................................... 19

1 DEFINITIONS
Appointing Authority
Appointing Authority shall mean the City Manager or their designee.

2 SALARY AND BENEFIT AGREEMENT FOR

CITY OF SAN RAMON

UNREPRESENTED EXECUTIVE EMPLOYEES
This Agreement is entered into pursuant to the provisions of Section 3500, et. seq., of the Government Code of the State of California. The Agreement shall be presented to the City Council and shall remain in full force and effect from July 1, 2026, and until this Agreement is thereafter amended or rescinded by the City Council.

Section 1 RECOGNITION

1.1 Unrepresented Recognition
The City of San Ramon hereby identifies Unrepresented Executive Employees as the following class specifications: Department Director, Assistant City Manager, Police Chief, and any other classification of employment which may hereafter be assigned by the City Manager in accordance with the provisions of the City of San Ramon Personnel Rules & Regulations. Excluded employees include any employees included in the City’s competitive service, as well as any incumbents in the job classifications of Department Director, Assistant City Manager, and Police Chief, who were hired into those positions prior to November 26, 2024.

1.2 City Recognition
The City Manager, or any person or organization duly authorized by the City Manager, is the representative of the City of San Ramon, hereinafter referred to as the "City" in employer-employee relations.

Section 2 NO DISCRIMINATION
Discrimination or harassment based on an individual’s protected classification is prohibited. “Protected Classifications” include, age, sex (including gender, gender identity, gender expression, transgender, pregnancy, and breastfeeding), religion, color, disability, genetic characteristics or information, race, national origin, ancestry, citizenship status, marital status, military or veteran status, medical condition, or sexual orientation (including homosexuality, bisexuality, or heterosexuality) or any other protected classification as defined by law.

Section 3 CITY RIGHTS
It is understood and agreed that the City retains all of its powers and authority to manage municipal services and the work force performing those services.

The following rights shall remain solely a function of management except as may be limited by this agreement and/or by applicable state and federal law:

3 1. Determine and modify the organization of City government and its constituent work units.

2. Determine the nature, standards, levels, and mode of delivery of services to be offered to the public.

3. Determine the methods, means, and the number and kinds of personnel by which services are to be provided.

4. Determine whether goods or services shall be made or provided by the City, or shall be purchased or contracted for.

5. Direct employees, including scheduling and assigning work, work hours, and overtime.

6. Establish employee performance standards and to require compliance therewith.

7. Discharge, suspend, demote, reduce in pay, reprimand, and withhold salary increases and benefits, or otherwise discipline employees, subject to the requirements of applicable law.

8. Relieve employees from duty because of lack of work or lack of funds or for other legitimate reasons.

9. Implement rules, regulations, and directives consistent with law and the specific provisions of this Agreement.

10. Take all necessary actions to protect the public and carry out its mission in emergencies.

Section 4 COMPENSATION

4.1 Merit System
In order to properly compensate an employee, adjustments in salary shall be based on a merit system. Adjustments shall not be automatic, but shall depend upon performance evaluation. All merit adjustments are recommended and approved by the City Manager or their designee.

4.2 Salary and Wage Plan
The City Manager shall administer the Compensation Plan for employees. 1 All initial employment shall be at a salary level which is within the salary range for the classification for which the employee is hired. 2 New employees who are hired shall be placed on the salary scale. All initial

4 employment shall be at a salary level which is within the salary range for the classification for which the employee is hired. No employee shall be hired at or promoted to a level below the salary range minimum.
3 Effective dates for the purpose of performance review and merit adjustments will be on the anniversary of the date of hire or, if applicable, the anniversary date of the most recent promotion.
4 Employees will be evaluated for performance-based merit adjustments thirty (30) days prior to their anniversary date.
5 All pay for performance bonuses will be paid on a one-time non-cumulative basis.

4.3 Salary Ranges
Effective July 1, 2026, salary ranges (top and bottom) shall be adjusted by three percent (3%), excluding the salary range for Police Chief.

Effective July 1, 2027, salary ranges (top and bottom) shall be adjusted by three percent (3%), excluding the salary range for Police Chief.

Effective July 15, 2024, the City agrees to maintain a ten percent (10%) differential between the top of the range for Police Captain and the top of the range for Police Chief.

Because of these set differentials, the salary adjustments outlined above will not apply to the salary range for Police Chief.

4.4 Merit-Based Salary Adjustments
a. Annual adjustments in salary (based on the anniversary of the employee’s date of hire or if applicable, the anniversary date of the most recent promotion) shall be based upon employee performance as determined by a performance evaluation memorandum. It is the duty of the City Manager or their designee to give a fair and unbiased evaluation based on job performance of the employee. b. The City Manager may approve an increase in salary based on the employee’s performance. Poor performance may result in the employee’s salary remaining unchanged. In no event shall any salary adjustment result in an employee earning salary in excess of the top of the range of their classification. c. In addition to an adjustment in salary, the City Manager may authorize the awarding of performance days to recognize exemplary performance. A performance day is equal to seven and one-half (7.5) hours of leave and do not have cash value at separation.

5 4.5 Salary Following Promotion

1. When an employee is promoted to a position allocated to a classification with a higher salary range, such employee shall be placed in the new salary range at 5.0% above the previous salary level. The City Manager may approve assignment to any other salary within the higher salary range. In no event shall the assignment be made outside the salary range.

2. The employee's annual performance review schedule shall change to the effective date of the promotion.

4.6 Salary for Work Performed in a Higher Classification – Temporary Upgrade and Temporary Additional Duties Pay
a. Temporary Upgrade Pay
On occasion an employee may be temporarily required to perform duties of another classification with a higher salary range due to illness, vacation, leave of absence, etc. To qualify for Temporary Upgrade Pay, an employee must perform the full duties of the upgraded position. In such cases, the employee's salary will be adjusted to compensate for the higher level of duties.

In order to receive adjusted compensation for working in a higher classification the employee must be assigned, assume and perform substantially all the duties and responsibilities of the position, and perform them for at least one week (five consecutive working days, without regard to the calendar week).

Adjusted compensation for working in a higher classification shall consist of a flat five percent (5%) increase above the employee's current salary or the lowest salary within the higher salary range, whichever is greater, but not to exceed the maximum of the range established for the higher classification.

Each case will be evaluated on an individual basis and recommendation for compensation for work in a higher classification will be made by the Department Director and approved by the City Manager. Such approval should be made in advance whenever possible.

Temporary Upgrade Pay will be limited to 960 hours a fiscal year for assignments in vacant positions qualifying for temporary upgrade pay. Temporary Upgrade Pay is reportable to the California Public Employee Retirement System (CalPERS), as defined by CCR 571(a)(3) for classic CalPERS members, to the extent allowed by law.
b. Temporary Additional Duties Pay
An employee who is temporarily assigned for a minimum of one (1) work week to perform significant additional duties outside the scope of the job specification of the employee’s classification, in addition to the employee’s regular job duties, will

6 receive Special Assignment Pay at a rate of five percent (5%) above the employee’s base salary.

Merit increases in salary that occur, as provided in Section 5, while an employee is assigned Special Assignment or Temporary Upgrade Pay shall be applied to the employee’s base salary in their base classification. When an employee in a Special or Temporary Upgrade assignment is promoted, the salary increase shall be calculated from base salary from the position the employee is promoted from.

4.7 Management Incentive Pay
Due to the inherent additional and unpredictable duties required for employees in management positions, the City will provide Management Incentive Pay to all employees in the following job classifications as follows:

Rate Job Classifications
$230.77/pay period City Manager, City Attorney, and Department Director
In accordance with CCR 571(a)(1), Management Incentive Pay is defined as compensation granted to management employees in the form of additional time off or extra pay due to the unique nature of their job. Employees within the group cannot have the option to take time off or receive extra pay. This compensation will be reported periodically as earned and must be for duties performed during normal work hours.

This language is effective July 1, 2000, codifying the City’s past practice.

4.8 Uniform Allowance
All unrepresented and uniformed employees assigned to the Police Department will be responsible for the purchase of their own uniforms with the following exceptions:
• The City will purchase one (1) complete set of uniforms for any newly hired employee.
• The City will replace any uniform apparel damaged during the course of the employee's duties, with the exception of normal wear and tear.

Beginning January 1, 2019, and in lieu of City-provided uniforms, unrepresented and uniformed employees assigned to the Police Department will receive a uniform allowance of $40.38 per pay period. These employees will also receive an annual boot allowance of $100, to be disbursed during the month of December each year. The annual boot allowance will not be reported to CalPERS.

Section 5 EXECUTIVE MANAGEMENT PROFESSIONAL BENEFITS AND

ADMINISTRATIVE LEAVE PLAN

7 All employees designated as Executive Management or Management Professional or designated as non-covered or exempt according to the provisions of the Fair Labor Standards Act (FLSA) are exempt employees, not eligible for overtime pay for working hours in addition to the normal workweek. These employees are designated by classification within the Salary & Wage Plan adopted annually by the City Council. These employees shall be entitled to all benefits previously mentioned as well as the following additional benefits when and if they are made available and approved by the City Council.

5.1 Deferred Compensation Plan
The City may from time to time authorize an amount recommended by the City Manager and approved by the City Council, expressed as a percentage of the employee’s base salary, to be contributed into the City’s designated deferred compensation plan. The employee may contribute additional percentages, up to the legal limit, to such programs.

5.2 Management Leave

1. Executive Management employees will be granted management leave of up to ten (10) days per calendar year. Executive Management hired after July 1 will be granted five (5) days.

2. Management leave shall be scheduled as far in advance as possible with the City Manager and/or Assistant City Manager and taking into consideration the work demands of the Department. Approval of the City Manager and/or Assistant City Manager prior to taking management leave time off is required.

3. Management leave may not be taken beyond the amount which has been granted or without City Manager and/or Assistant City Manager approval.

4. There is no provision for accrual of management leave.

5. Management leave must be used prior to the end of the calendar year. Since employees will not be paid for unused management leave, this leave cannot be approved following the employee’s formal tendering of employment termination.

Section 6 HOURS OF WORK AND OVERTIME COMPENSATION

6.1 Hours Worked
Work hours will be determined on the basis of operational efficiency. The normal work days and hours for unrepresented executive employees shall be Monday through Friday, seven and one-half (7.5) hours per day, for a work week of thirty-seven and one-half (37.5) hour work week. Management reserves the right to determine work days and hours based on the operational needs of the City.

8 In an effort to align the work period of all sworn classifications, employees in the job classification of Police Chief shall have a normal work day of eight (8) hours per day, for a forty (40) hour work week.

6.2 Work Week
The workweek for employees as defined by the Fair Labor Standards Act is a regular recurring period of 168 hours in the form of seven consecutive 24 hour periods. The workweek is not necessarily the same as the calendar week. The typical workweek for all City of San Ramon unrepresented executive employees begins at 12:00 a.m. Monday and ends at 11:59 p.m. Sunday, except that the work week for employees on an Alternative Work Schedule may be modified based on individual schedules to accommodate thirtyseven and one-half (37.5) hours in a seven (7) day work period (or forty (40) hours in a seven (7) day work period for the Police Chief). For employees assigned to the 9/75 work schedule, each employee’s designated FLSA work week (168 hours in length) shall begin exactly three and one-half (3.5) hours after the start of the employee’s seven (7) hour shift on the day of the week that corresponds to the employee’s alternating regular day off (or, in the case of the Police Chief, exactly four (4) hours after the start of the employee’s eight (8) hour shift). The same day of the week shall be permanently designated as the employee’s alternating regular day off.

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

Section 7 HOLIDAYS
The City recognizes ten and a half (10.5) federal holidays and three (3) discretionary holidays for pay purposes.

Please reference Sections 424 through 426 of the City’s Personnel Rules & Regulations regarding holidays, employees eligible for holiday pay.

Section 8 VACATION

8.1 Eligibility
Please reference Sections 901 through 906 of the City’s Personnel Rules & Regulations regarding vacation eligibility, vacation accrual, use of vacation, maximum accumulation, vacation at termination and holidays falling during vacation.

8.2 Vacation Accrual

9 Vacation accruals for miscellaneous (non-safety) employees are calculated based on a seven and one-half (7.5) hour working day. All leave for unrepresented sworn classifications (Police Chief) will be calculated based on an eight (8) hour day.

Each regular full-time and probationary employee shall accrue vacation at the following rate for continuous service performed as follows:

1. 1st through 4th year of service:

Twelve (12) working days of vacation during each complete year of service. (1 [7.5 hours] day per month)

2. Beginning the 5th year through 9th year of service:

Fifteen (15) working days of vacation during each complete year of service. (1.25 days [9.375 hours] per month)

3. Beginning the 10th through 14th year of service:

Twenty (20) working days of vacation during each complete year of service. (1.66 days [12.5 hours] per month)

4. Beginning the 15th year through the 19th year of services:

Twenty-two (22) working days of vacation during each complete year of service. (1.83 days [13.75 hours] per month)

5. Beginning the 20th year of service:

Twenty-five (25) working days of vacation during each complete year of service. (2.083 days [15.625 hours] per month)
Employees must be in a paid status to accrue vacation leave. Vacation accrual shall begin with the date of employment and shall accrue bi-weekly for each employee based on their date of employment.

The City Manager may authorize a supplemental grant of vacation hours to be immediately available to a new hire, may frontload vacation for a new hire, and/or may recognize years of service with another agency in determining an employee’s vacation accrual rate.

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

Section 9 SICK LEAVE
Paid sick leave is an employee benefit of time off granted to an employee in cases of personal illness or accident, medical or dental treatment, or as outlined below.

An employee may be granted time off with pay for the following:

10 a. Absence due to the diagnosis, care, or treatment of an existing health condition of the employee or the diagnosis, care, or treatment of an existing health condition of a member of the employee's immediate family. Family member is defined as the employee’s child, parent, spouse, registered domestic partner, grandparent, grandchild, sibling, or designated person. An existing health condition may include an employee’s birth of a child or the birth of a child by an employee’s immediate family member, which requires care by the employee.

A designated person means any individual related by blood or whose association with the employee is the equivalent of a family relationship. The designated person may be identified by the employee at the time when the employee requests paid sick leave with the approval of the City Manager or their designee, and the City may limit an employee to one (1) designated person per 12-month period for paid sick leave.
b. For an employee who is a victim of domestic violence, sexual assault, stalking, or other crime in order for the employee to engage in any of the following activities: (1) obtain or attempt to obtain a temporary restraining order or other court assistance to help ensure the health safety or welfare of the employee or their covered family member; or (2) obtain medical attention or psychological counseling, services from a shelter, program or crisis center, or (3) participate in safety planning or other actions to increase safety. c. Absence beyond five (5) days due to the death of a member of the employee's immediate family, as defined in Section 12.6(a).
d. Absence due to child bonding in conjunction with CFRA leave, if the employee has exhausted all available accrued leaves (vacation, discretionary holidays, performance days, etc.).
e. For an employee who is a Victim of a qualifying crime, to obtain any relief, including but not limited to, a temporary restraining order, restraining order, or other injunctive relief, to help ensure the health, safety, or welfare of the Victim, to appear in court to comply with a subpoena or other court order as a witness in any judicial proceeding, or for an employee who is a Victim or has a Family Member who is a Victim of a Qualifying Act of Violence for purposes listed in Gov. Code § 12945.8(b)(1)-(10).

Please reference Sections 802 through 815 of the City’s Personnel Rules & Regulations for additional provisions regarding sick leave eligibility, sick leave accrual, accruals during illness or injury, sick leave accumulation, sick leave conversion, abuse of sick leave, use of sick leave, holidays during sick leave, depletion of sick leave, leave chargeable to sick leave, workers’ compensation disability payments, on the job injury, long term disability and off the job injury.

11 Employees in the job classification of Police Chief will not be eligible to cash out a portion of their unused sick leave at retirement or termination of employment. Upon retirement, 100% of their unused sick leave will be automatically applied to Ca1PERS service credit.

Effective August 30, 2021, in an effort to align the benefits of all sworn classifications, unrepresented sworn classifications will not be eligible to cash out a portion of their unused sick leave at retirement or termination of employment. Upon retirement, 100% of their unused sick leave will be automatically applied to Ca1PERS service credit.

As a recruitment incentive, and with City Manager approval, the City may provide a supplemental grant of sick leave hours to be immediately available to a new hire, and/or may frontload sick leave for a new hire.

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

Section 10 OTHER LEAVES OF ABSENCE

10.1 Leaves of Absence
Please reference Sections 1001 through 1012 of the City’s Personnel Rules & Regulations regarding authorized leave of absence without pay, Military Leave of Absence, Military Reserve Training, Pregnancy Disability Leave of Absence, Subpoena, Jury Duty, Unauthorized Leave of Absence, FMLA, School Visit Leave, Voting Leave and Domestic Violence Leave.

10.2 Death in Immediate Family (Bereavement Leave)
Employees shall be granted up to five (5) working days leave with pay by the Department Head in the event of death in the immediate family of the employee. For the purposes of bereavement leave, family is defined as a spouse, child of either spouse, stepchild, parent of either spouse, stepparent of either spouse, sibling, grandparent, grandchild, registered domestic partner, parent-in-law, niece/nephew, sibling-in-law, or designated person. The use of bereavement leave for a designated person is limited to one use per rolling 12- month period.

Bereavement leave does not need to be taken concurrently but must be taken within three (3) months of the date of death. Additional time off in excess of five (5) days may be taken by an employee with prior approval of their Department Head and the City Manager. Such additional time off is to be charged in the following order:
a. Accumulated sick leave.
b. Accumulated vacation leave.
c. Accumulated compensatory time.
d. Discretionary days.
e. Leave of absence without pay.

Section 11 SEVERANCE PROVISION

12 The City Manager may provide employees in the job classifications of Department Director, Assistant City Manager, and Police Chief, who are covered by this Agreement, with severance benefits not to exceed six (6) months of salary.

Section 12 EMPLOYEE BENEFITS

12.1 Retirement Plan
a. Tier I: Employees hired before July 1, 2012 shall participate in the California Public Employees Retirement System (CalPERS), 2.7% at age 55, calculated based on single highest year compensation. The plan includes the 4th Level 1959 Survivor’s Benefit.
• Employer-Paid Member Contributions (“EPMC”): Effective July 1, 2006, the City shall pay the full cost of the employee’s eight percent (8%) normal member contribution towards CalPERS and shall report the same percentage (8%) to CalPERS as “special compensation” for purposes of calculating as employee’s “final compensation” in accordance with Government Code Section 20042.
• Cost-Sharing: Employees shall share in the City’s CalPERS costs by contributing eight percent (8%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f). • In addition, employees shall contribute three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of eleven percent (11%).
b. Tier 2: Employees hired on or after July 1, 2012 and who are “classic members” (i.e. those employees not meeting the definition of “new member” under the California Public Employees’ Pension Reform Act of 2013 (“PEPRA”) shall participate in the CalPERS two percent (2%) at age 60 formula, with final compensation earnable calculated based on highest three-year average compensation. The Plan includes the 4th Level 1959 Survivor’s Benefit. • Employer-Paid Member Contributions (“EPMC”): Effective September 11, 2012, the City shall pay the full cost of the employee’s seven percent (7%) normal member contribution towards CalPERS and shall report the same percentage (7%) to CalPERS as “special compensation” for purposes of calculating as employee’s “final compensation” in accordance with Government Code Section 20042.
• Cost-Sharing: Employees shall share in the City’s CalPERS costs by contributing seven percent (7%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f).

13 • In addition, employees shall contribute three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of ten percent (10%).
c. PEPRA: Employees hired on or after January 1, 2013 and classified as a “new member” of CalPERS as defined in PEPRA are responsible for paying one-half of the normal cost of the retirement plan and subject to the reportable annual compensation limit per Government Code Section 7522.10. • Employees will pay three percent (3%) toward the employer’s pension contributions, above the rate determined by CalPERS.
d. Tier 1 Sworn: Sworn police employees not represented by the Police Officers Association (“POA”) (Police Chief) and hired before July 1, 2012, shall participate in the CalPERS three percent (3.0%) at age 50 formula, calculated based on single highest year compensation. The plan includes the 4th Level 1959 Survivor’s Benefit.
• Employer-Paid Member Contributions (“EPMC”): Effective November 14, 2006, the City shall pay the full cost of the employee’s nine percent (9%) normal member contribution towards CalPERS and shall report the same percentage (9%) to CalPERS as “special compensation” for purposes of calculating as employee’s “final compensation” in accordance with Government Code Section 20042.
• Cost-Sharing: Employees shall share in the City’s CalPERS costs by contributing nine percent (9%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f). • In addition, employees shall contribute three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of twelve percent (12%).
e. Tier 2 Sworn: Sworn police employees not represented by POA (Police Chief) and who are hired on or after July 1, 2012 and who are “classic members” under PEPRA shall participate in the CalPERS three percent (3.0%) at age 55 formula, calculated based on highest three-year average compensation. The Plan includes the 4th Level 1959 Survivor’s Benefit.
• Employer-Paid Member Contributions (“EPMC”): Effective November 14, 2021, the City shall pay the full cost of the employee’s nine percent (9%) normal member contribution towards CalPERS and shall report the same percentage (9%) to CalPERS as “special compensation” for purposes of

14 calculating as employee’s “final compensation” in accordance with Government Code Section 20042.
• Cost-Sharing: Employees shall share in the City’s CalPERS costs by contributing nine percent (9%) of the employee’s compensation reportable to CalPERS (i.e. “compensation earnable”) towards the City’s employer contribution, in accordance with Government Code section 20516(f). • In addition, employees shall contribute three percent (3%) of the employee’s compensation earnable toward the employer’s pension contribution rate for a total employee contribution of twelve percent (12%).
f. PEPRA Sworn: Sworn police employees not represented by POA (Lieutenant, Captain and Chief) and who are hired on or after January 1, 2013 and classified as “new member” of CalPERS as defined by PEPRA are responsible for paying onehalf of the normal cost of the retirement plan and subject to the reportable annual compensation limit her Government Code Section 7522.10. g. Pursuant to IRS Code Section 414 (h) (2), these contribution payments shall be made on a pre-income tax basis.
h. The City does not participate in the Social Security Plan with the exception of the mandatory Medicare (FICA) deduction.

12.2 Disability Insurance
During the term of this agreement, the City shall provide major long-term disability insurance for employees. The cost for this insurance shall be paid for by the City.

Please reference Section 1102 of the City’s Personnel Rules and Regulations regarding disability insurance.

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

15 2026 $162
Subsequent years As determined by CalPERS
c. City Monthly Contribution Amounts – Active Employees For calendar year 2026, the City will contribute the following monthly amounts, including the CalPERS Medical Plan “employer minimum share” (as noted in Section 12.3(b) contribution towards the election of medical and dental benefits in the plan, or the actual premiums whichever is less.

Coverage Level Dental Plan Medical Plan Total City
Contribution
Employee Only $62.60 $1,168.86 $1,231.46
Employee + 1 $109.10 $2,337.72 $2,446.82
Employee + 2 or more $181.60 $3,039.04 $3,220.64
The above monthly amounts are based on the 2026 premium rates for the City’s dental plan and the Kaiser CalPERS premium rates. Employees electing enrollment in a CalPERS medical plan with premium rates greater than the 2026 Kaiser CalPERS premium rates shall contribute the difference between the 2026 Kaiser CalPERS plan for the coverage level elected and the actual premium cost of the medical plan selected for the coverage level elected
d. Future Increase or Decrease in Kaiser CalPERS and City Dental Plan Premium – Active Employee
For the term of this agreement, the City shall increase or decrease its monthly contribution by an amount equal to the increase or decrease in the Kaiser CalPERS premium rates. Employees electing to enroll in a medical plan with premium rates higher than the CalPERS Kaiser Plan shall be required to pay the difference in premium rates between the Kaiser Medical Plan and the plan selected by the employee.

12.4 Opt-Out of Medical and/or Dental Plan
Employees electing not to enroll in the “Core-Flex” plan (i.e., who wish to waive enrollment in the medical and/or dental plan) and demonstrate annually to the satisfaction of the City their enrollment in another medical and/or dental plan, shall receive opt-out premiums as set forth in Section 12.5 below. In the event both spouses are employed by the City and are eligible for enrollment in the Core-Flex plan, one employee may elect not to enroll in the medical and dental plan and will receive the employee only opt-out rate if enrolled under the spouses medical and dental coverage.

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

16 Employee Rate: Medical $300+/- dental $50 =$350/monthly maximum Two-party Rate: Medical $400+/- dental $75 = $475/monthly maximum Family Rate: Medical $500+/- dental $100 = $600/monthly maximum Re-enrollment in the medical and/or dental plan shall only be allowed based on a qualifying event as defined by the IRS Codes or during an open enrollment period. Employees electing to opt-out of the medical or dental plan may do so only during an open enrollment period and must annually provide proof of alternative coverage which meets the ACA definition of minimally essential coverage to maintain their opt-out status.

Unrepresented sworn employees shall receive opt-out rates consistent with represented sworn employees.

12.6 Dental Care
Effective January 1, 2024, the City shall provide employees and eligible dependents with a dental insurance plan with an annual benefit cap of $2,500 and the level of benefits in effect as of January 1, 2012. The City shall pay the full premium cost of the plan for the employee and eligible dependents.

12.7 Vision Plan
The City shall provide employees with a vision insurance plan with the level of benefits in effect as of January 1, 2024. The City shall pay the full premium cost of this plan for the employee and eligible dependents.

12.8 Life Insurance
The City shall provide to each employee an employer-paid life insurance policy with maintenance of the same levels of coverage as currently exist, which is two (2) times employee’s base annual salary. Employees shall be eligible for coverage upon their first day of employment as a regular employee.

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

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

17 12.11 Flexible Spending Program - Section 125
The City shall make an annual contribution (first pay period of each calendar year) of $500 to the flexible medical spending account for each employee. Any employee hired after January 1 shall have a prorated amount contributed into the flexible medical spending account in the employee’s name.

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

12.13 Adoption Benefit
Adoption benefits will be provided to all employees. An employee who adopts a child will be eligible to receive reimbursement from the City for fifty percent (50%) of the costs related to the adoption up to a maximum reimbursement of five thousand dollars ($5,000).

12.14 Retiree Medical
Employees are eligible for retiree health benefits if they retire from the City on or after age 50, which is the first eligibility date for a CalPERS pension, and have met the minimum vesting period required to receive the benefit.

Please reference the Retiree Health Benefits Administrative Regulations, Resolution No. 2007-189 for details of the retiree medical benefits.
a. For miscellaneous (non-safety) employees hired before July 1, 2006 and for safety employees hired on, or before July 1, 2007, medical, dental and vision premium payments shall be made on behalf of employees + spouse/domestic partner who retire from the City of San Ramon based on the following formula:
0 to 3 years of service No payment
4 to 7 years of service 50% of the cost of premiums
8 to 11 years of service 75% of the cost of premiums
12 years of more of service 100% of the cost of premiums For the safety employees hired on, or before July 1, 2007, the City will grant vesting credit for service to be used in computing the years of service requirements for retiree health coverage to those with prior San Ramon experience under the Sheriff Contract, shall be the same as other represented sworn employees.

18 b. For miscellaneous (non-safety) employees hired after July 1, 2006 and for safety employees hired after July 1, 2007, but before July 1, 2014, medical, dental and vision premium payments shall be made on behalf of employees only who retire from the City of San Ramon based on the following formula:

Upon completion of 5 years of service 25% of the cost of the premiums After 5 years Additional 5% for each year of
service so that at the end of 20 years
of service 100% of the cost of
premium
c. For employees hired after July 1, 2014, the City will contribute an amount equal to 3% of the employee’s salary to a Retirement Health Savings Plan with MissionSquare Retirement (formerly known as ICMA-RC), while employed with the City to be used to purchase a medical, dental, and/or vision plan. This will replace participation in the defined benefit retiree health plan. For unrepresented sworn employees hired after July 1, 2014, the City contribution shall be the same as other represented sworn employees.
d. Retiree Medical Insurance – Early Retirees
Under CalPERS rules, the City will directly contribute the “employer minimum share” toward the cost of retiree medical coverage through CalPERS and make such payment on behalf of the retiree directly to CalPERS each month. Additional City contribution will be made to eligible retirees each month based on the applicable schedule provided in Section 12.14(a) and 12.14(b).
e. Medicare Eligible Retirees
CalPERS rules provide for the continued enrollment in the CalPERS medical insurance plan when a retiree reaches Medicare eligibility and requires the City to continue to pay the “employer minimum share” payment for the retiree who continues enrollment in a CalPERS Medical plan. Upon reaching Medicare eligibility, CalPERS rules require the retiree to enroll in a CalPERS Supplement/Managed Medicare Plan. San Ramon City Council Resolution 2007 – 189 provides that retirees may receive a reimbursement of up to $461.51 (2022 rate) per month adjusted annually by 2% (in some cases an additional $461.51 per month for a spouse) to purchase a Medicare supplemental insurance policy and to pay for dental and vision coverage.

Upon reaching Medicare eligibility, and contingent upon continued enrollment in the CalPERS Medical Insurance program, the City will reimburse the eligible retiree the difference between the amount the retiree is eligible to receive to purchase a Medicare Supplement and other available health benefits, pursuant to the San Ramon City Council Resolution 2007 -189, for the purchase of a Medicare supplement and the “employer minimum share.” For example, if the Medicareeligible retiree receives $461.51 (2022 rate) per month (and meets the remaining eligibility requirements for receiving a City payment), the retiree will receive

19 $461.51 per month less the “employer minimum share” (which will be paid by the City directly to CalPERS on behalf of the retiree) resulting in no net reduction in the payments made by the City of San Ramon, provided the retiree provides evidence of coverage for other benefits such as dental, vision, etc. f. Method of Payment for Coverage
The current system of retiree payment and any City reimbursement to the retiree shall be made through a Health Reimbursement Arrangement (HRA). Eligible retirees shall be required to provide the City of San Ramon with the appropriate authorization form upon retirement from the City and at other times after retirement if required to administer the retiree medical benefit.

Section 13 DISCIPLINARY AND NON DISCIPLINARY PROCEEDINGS Please reference Sections 1301 through 1307 and Sections 1401 through 1404 of the City’s Personnel Rules & Regulations.

Section 14 SAFETY

14.1 Safety Committee Appointment
Employees will be appointed by Department to be a representative of the Safety Committee.

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

Section 15 SEPARABILITY AND SAVINGS
If any provision of this Agreement is held invalid by a court of competent jurisdiction, such provision shall be inoperative but all other provisions shall not be affected thereby and shall continue in full force and effect.

Section 16 TERM AND EFFECT
This Resolution is intended to provide authorization for salaries, benefits and other terms and conditions of employment for the period beginning November 26, 2024 and until this Resolution is thereafter amended or rescinded by the City Council.

Dated: July 1, 2026
City of San Ramon

20 ___________________________
Steven Spedowfski, City Manager
Attest:

Joan Snashall, City Clerk

City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on June 23, 2026
Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum
Monthly
Minimum
Monthly
Maximum
Annual
Minimum
Annual
Maximum

ELECTED OFFICIALS
CITY COUNCIL (Ordinance No. 365) E100 100 N/A 12/01/2024 MAYOR (Ordinance No. 365) E105 100 N/A 12/01/2024

APPOINTED EMPLOYEES
CITY ATTORNEY1 (Reso 2025-114) A100 200 N/A 09/25/2025
CITY MANAGER1 (Reso 2026-002) A105 200 N/A 07/13/2026

UNREPRESENTED MISCELLANEOUS EMPLOYEES
ACCOUNTANT U210 600 37.5 07/01/2026 $ 52.7637 $ 65.9547 $ 8,574.11 $ 10,717.63 $ 102,889.28 $ 128,611.60 ADMINISTRATIVE ANALYST U150 600 37.5 07/01/2026 $ 55.2547 $ 73.6546 $ 8,978.88 $ 11,968.88 $ 107,746.60 $ 143,626.60 ADMINISTRATIVE COORDINATOR U130 600 37.5 07/01/2026 $ 46.4263 $ 58.0347 $ 7,544.27 $ 9,430.63 $ 90,531.22 $ 113,167.60 ASSISTANT CITY ATTORNEY1 U316 600 37.5 07/01/2026 $ 87.0887 $ 116.1180 $ 14,151.91 $ 18,869.18 $ 169,822.90 $ 226,430.10 ASSISTANT CITY MANAGER1 U190 600 37.5 07/01/2026 $ 121.8978 $ 162.4895 $ 19,808.40 $ 26,404.54 $ 237,700.84 $ 316,854.46 ASSISTANT ENGINEER U515 600 37.5 07/01/2026 $ 59.2698 $ 74.0807 $ 9,631.35 $ 12,038.11 $ 115,576.24 $ 144,457.30 ASSISTANT PLANNER U720 600 37.5 07/01/2026 $ 55.9464 $ 69.9307 $ 9,091.29 $ 11,363.73 $ 109,095.48 $ 136,364.80 ASSOCIATE ENGINEER U516 600 37.5 07/01/2026 $ 65.9790 $ 82.4736 $ 10,721.60 $ 13,401.96 $ 128,659.18 $ 160,823.52 ASSOCIATE PLANNER U721 600 37.5 07/01/2026 $ 62.3053 $ 77.8750 $ 10,124.62 $ 12,654.70 $ 121,495.40 $ 151,856.38 CHIEF BUILDING OFFICIAL1 U195 600 37.5 07/01/2026 $ 80.5383 $ 107.3574 $ 13,087.47 $ 17,445.59 $ 157,049.62 $ 209,347.06 CITY CLERK 1 U225 600 37.5 07/01/2026 $ 74.3454 $ 98.8794 $ 12,081.14 $ 16,067.91 $ 144,973.66 $ 192,814.96 CITY/DISTRICT ENGINEER 1 U200 600 37.5 07/01/2026 $ 87.3059 $ 116.3786 $ 14,187.20 $ 18,911.53 $ 170,246.44 $ 226,938.40 DEPARTMENT DIRECTOR 1 D100 300 37.5 07/01/2026 $ 110.8162 $ 147.7178 $ 18,007.64 $ 24,004.15 $ 216,091.72 $ 288,049.84 DEPUTY CITY ATTORNEY U315 600 37.5 07/01/2026 $ 79.1712 $ 105.5620 $ 12,865.32 $ 17,153.83 $ 154,383.84 $ 205,845.90 DEPUTY CITY CLERK U220 600 37.5 07/01/2026 $ 50.6189 $ 67.4750 $ 8,225.58 $ 10,964.70 $ 98,706.92 $ 131,576.38 DEPUTY CITY MANAGER 1 U185 600 37.5 07/01/2026 $ 91.8209 $ 122.3973 $ 14,920.90 $ 19,889.57 $ 179,050.82 $ 238,674.80 DIVISION MANAGER 1 U180 600 37.5 07/01/2026 $ 78.3962 $ 104.5019 $ 12,739.39 $ 16,981.55 $ 152,872.72 $ 203,778.64 ENGINEERING SPECIALIST U510 600 37.5 07/01/2026 $ 51.3399 $ 64.5436 $ 8,342.73 $ 10,488.34 $ 100,112.74 $ 125,860.02 EXECUTIVE ASSISTANT U140 600 37.5 07/01/2026 $ 51.3238 $ 64.1521 $ 8,340.13 $ 10,424.72 $ 100,081.54 $ 125,096.66 INSPECTOR U610 600 37.5 07/01/2026 $ 57.0382 $ 71.2845 $ 9,268.72 $ 11,583.74 $ 111,224.62 $ 139,004.84 IT NETWORK ANALYST U420 600 37.5 07/01/2026 $ 60.4615 $ 80.6235 $ 9,824.99 $ 13,101.31 $ 117,899.86 $ 157,215.76 IT SPECIALIST U415 600 37.5 07/01/2026 $ 51.4091 $ 64.2612 $ 8,353.97 $ 10,442.45 $ 100,247.68 $ 125,309.34 IT TECHNICIAN U410 600 37.5 07/01/2026 $ 42.8444 $ 53.5488 $ 6,962.22 $ 8,701.68 $ 83,546.58 $ 104,420.16 MAINTENANCE SUPERVISOR U980 600 37.5 07/01/2026 $ 61.5081 $ 76.8789 $ 9,995.07 $ 12,492.83 $ 119,940.86 $ 149,913.92 OFFICE SPECIALIST U120 600 37.5 07/01/2026 $ 39.5615 $ 49.4538 $ 6,428.74 $ 8,036.25 $ 77,144.86 $ 96,435.04 OFFICE TECHNICIAN I U110 600 37.5 07/01/2026 $ 29.7121 $ 37.1338 $ 4,828.22 $ 6,034.25 $ 57,938.66 $ 72,411.04 $30,519.39
$319,752.16
$366,232.62
$1,085.94
$1,185.94
$13,031.28
$14,231.28
$26,646.01
1 Eligible for Management Incentive Pay

ATTACHMENT C

City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on June 23, 2026
Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum
Monthly
Minimum
Monthly
Maximum
Annual
Minimum
Annual
Maximum
UNREPRESENTED MISCELLANEOUS EMPLOYEES (Continued)
OFFICE TECHNICIAN II U111 600 37.5 07/01/2026 $ 32.9406 $ 41.1802 $ 5,352.86 $ 6,691.79 $ 64,234.30 $ 80,301.52 PARALEGAL U310 600 37.5 07/01/2026 $ 48.7050 $ 60.8834 $ 7,914.57 $ 9,893.56 $ 94,974.88 $ 118,722.76 PLANNING SPECIALIST U710 600 37.5 07/01/2026 $ 39.5531 $ 49.4433 $ 6,427.37 $ 8,034.54 $ 77,128.48 $ 96,414.50 PLANS EXAMINER U715 600 37.5 07/01/2026 $ 60.6607 $ 75.8213 $ 9,857.36 $ 12,320.97 $ 118,288.30 $ 147,851.60 POLICE RECORDS SUPERVISOR U815 600 37.5 07/01/2026 $ 57.3255 $ 71.6526 $ 9,315.39 $ 11,643.56 $ 111,784.66 $ 139,722.70 POLICE SERVICES TECHNICIAN I U810 600 37.5 07/01/2026 $ 35.6559 $ 44.5546 $ 5,794.08 $ 7,240.13 $ 69,528.94 $ 86,881.60 POLICE SERVICES TECHNICIAN II U811 600 37.5 07/01/2026 $ 39.7764 $ 49.7224 $ 6,463.67 $ 8,079.89 $ 77,563.98 $ 96,958.68 PROGRAM MANAGER1 U170 600 37.5 07/01/2026 $ 65.6474 $ 87.5301 $ 10,667.71 $ 14,223.65 $ 128,012.56 $ 170,683.76 RECREATION COORDINATOR U915 600 37.5 07/01/2026 $ 46.4263 $ 58.0347 $ 7,544.27 $ 9,430.63 $ 90,531.22 $ 113,167.60 RECREATION SUPERVISOR U920 600 37.5 07/01/2026 $ 59.3127 $ 74.1344 $ 9,638.31 $ 12,046.84 $ 115,659.70 $ 144,562.08 RECREATION TECHNICIAN U910 600 37.5 07/01/2026 $ 35.2047 $ 43.9973 $ 5,720.76 $ 7,149.57 $ 68,649.10 $ 85,794.80 SENIOR ADMINISTRATIVE ANALYST U160 600 37.5 07/01/2026 $ 64.8229 $ 81.0173 $ 10,533.73 $ 13,165.32 $ 126,404.72 $ 157,983.80 SENIOR CIVIL ENGINEER U520 600 37.5 07/01/2026 $ 79.4538 $ 99.3173 $ 12,911.25 $ 16,139.07 $ 154,935.04 $ 193,668.80 SENIOR INSPECTOR U615 600 37.5 07/01/2026 $ 63.5164 $ 79.3839 $ 10,321.42 $ 12,899.88 $ 123,856.98 $ 154,798.54 SENIOR PLANNER U725 600 37.5 07/01/2026 $ 64.4743 $ 85.9659 $ 10,477.07 $ 13,969.45 $ 125,724.82 $ 167,633.44 SUPERVISING INSPECTOR U620 600 37.5 07/01/2026 $ 66.2579 $ 88.3529 $ 10,766.90 $ 14,357.35 $ 129,202.84 $ 172,288.22

UNREPRESENTED SWORN MANAGEMENT EMPLOYEES
POLICE CAPTAIN U825 610 40.0 07/13/2026 $ 120.2623 $ 146.1796 $ 20,845.46 $ 25,337.80 $ 250,145.48 $ 304,053.62 POLICE CHIEF D105 300 40.0 07/13/2026 $ 132.2885 $ 160.7976 $ 22,930.01 $ 27,871.59 $ 275,160.08 $ 334,459.06 POLICE LIEUTENANT U820 610 40.0 07/13/2026 Step 1 $ 111.8719 Step 1 $ 19,391.13 Step 1 $ 232,693.50 Step 2 $ 117.4655 Step 2 $ 20,360.69 Step 2 $ 244,328.24 Step 3 $ 123.3388 Step 3 $ 21,378.72 Step 3 $ 256,544.60 Step 4 $ 129.5057 Step 4 $ 22,447.66 Step 4 $ 269,371.96 Step 5 $ 135.9810 Step 5 $ 23,570.04 Step 5 $ 282,840.48 1 Eligible for Management Incentive Pay

City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on June 23, 2026
Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum
Monthly
Minimum
Monthly
Maximum
Annual
Minimum
Annual
Maximum
SEIU LOCAL 1021
ELECTRICIAN I M200 500 37.5 07/01/2026 $ 42.4776 $ 53.0968 $ 6,902.61 $ 8,628.23 $ 82,831.32 $ 103,538.76 ELECTRICIAN II M201 500 37.5 07/01/2026 $ 46.7253 $ 58.4065 $ 7,592.87 $ 9,491.06 $ 91,114.40 $ 113,892.74 MAINTENANCE ASSISTANT M105 500 37.5 07/01/2026 $ 31.2621 $ 39.0705 $ 5,080.10 $ 6,348.96 $ 60,961.16 $ 76,187.54 MAINTENANCE COORDINATOR M120 500 37.5 07/01/2026 $ 48.6185 $ 60.7752 $ 7,900.51 $ 9,875.97 $ 94,806.14 $ 118,511.64 MAINTENANCE TECHNICIAN I M110 500 37.5 07/01/2026 $ 34.9980 $ 43.7518 $ 5,687.18 $ 7,109.68 $ 68,246.10 $ 85,316.14 MAINTENANCE TECHNICIAN II M111 500 37.5 07/01/2026 $ 39.0778 $ 48.8378 $ 6,350.15 $ 7,936.15 $ 76,201.84 $ 95,233.84 MAINTENANCE SPECIALIST M115 500 37.5 07/01/2026 $ 43.6057 $ 54.5003 $ 7,085.93 $ 8,856.29 $ 85,031.18 $ 106,275.52 Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum
Monthly
Minimum
Monthly
Maximum
Annual
Minimum
Annual
Maximum
SAN RAMON POLICE OFFICERS ASSOCIATION Hourly Rate Monthly Rate Annual Rate POLICE OFFICER P105 400 40.0 07/13/2026 Step 1 $ 67.2164 Step 1 $ 11,650.84 Step 1 $ 139,810.06 Step 2 $ 70.5772 Step 2 $ 12,233.39 Step 2 $ 146,800.68 Step 3 $ 74.1061 Step 3 $ 12,845.06 Step 3 $ 154,140.74 Step 4 $ 77.8114 Step 4 $ 13,487.31 Step 4 $ 161,847.66 Step 5 $ 81.7019 Step 5 $ 14,161.66 Step 5 $ 169,939.90 POLICE CORPORAL P110 400 40.0 07/13/2026 Step 1 $ 73.9380 Step 1 $ 12,815.92 Step 1 $ 153,791.04 Step 2 $ 77.6349 Step 2 $ 13,456.71 Step 2 $ 161,480.54 Step 3 $ 81.5167 Step 3 $ 14,129.55 Step 3 $ 169,554.58 Step 4 $ 85.5925 Step 4 $ 14,836.03 Step 4 $ 178,032.40 Step 5 $ 89.8721 Step 5 $ 15,577.84 Step 5 $ 186,934.02 POLICE SERGEANT P115 400 40.0 07/13/2026 Step 1 $ 81.3318 Step 1 $ 14,097.50 Step 1 $ 169,170.04 Step 2 $ 85.3984 Step 2 $ 14,802.36 Step 2 $ 177,628.36 Step 3 $ 89.6683 Step 3 $ 15,542.50 Step 3 $ 186,509.96 Step 4 $ 94.1517 Step 4 $ 16,319.62 Step 4 $ 195,835.38 Step 5 $ 98.8593 Step 5 $ 17,135.60 Step 5 $ 205,627.24 1 Eligible for Management Incentive Pay

City of San Ramon
Salary Range Schedule by Classification
Last Update Approved by City Council on June 23, 2026
Job Classification Job Class
Code
Group
Code
Work
Week
Effective
Date
Hourly
Minimum
Hourly
Maximum

MISCELLANEOUS TEMPORARY CLASSIFICATIONS
ACTIVITY MANAGER X316 700 Varies 01/01/2026 $ 22.0000 $ 26.4000 ASSIST ACTIVITY MANAGER X315 700 Varies 01/01/2026 $ 19.8000 $ 23.7600 ASSISTANT POOL MANAGER X355 700 Varies 01/01/2026 $ 20.7000 $ 24.8400 BUILDING ATTENDANT I X320 700 Varies 01/01/2026 $ 18.9000 $ 22.6800 BUILDING ATTENDANT II X321 700 Varies 01/01/2026 $ 21.0000 $ 25.2000 CASHIER X330 700 Varies 01/01/2026 $ 16.9000 $ 20.2800
INTERN X150 700 Varies 01/01/2026 $ 16.9000 $ 16.9000
LIFEGUARD I X335 700 Varies 01/01/2026 $ 17.5000 $ 21.0000 LIFEGUARD II X336 700 Varies 01/01/2026 $ 19.2500 $ 23.1000 NUTRITION PROGRAM ASSIST X325 700 Varies 01/01/2026 $ 19.8000 $ 23.7600 OFFICE ASSISTANT X331 700 Varies 01/01/2026 $ 21.0000 $ 25.2000 POLICE OFFICER TRAINEE X100 700 Varies 01/13/2026 $ 55.0000 $ 55.0000 POOL MANAGER X356 700 Varies 01/01/2026 $ 23.0000 $ 27.6000 PROGRAM SPECIALIST X360 700 Varies 01/01/2026 $ 24.5000 $ 29.4000 RECREATION LEADER I X310 700 Varies 01/01/2026 $ 16.9000 $ 20.2800 RECREATION LEADER II X311 700 Varies 01/01/2026 $ 18.5900 $ 22.3100 SEASONAL MAINTENANCE WORKER X200 700 Varies 01/01/2026 $ 16.9000 $ 20.3400 SENIOR LIFEGUARD X340 700 Varies 01/01/2026 $ 19.5500 $ 23.4600 SWIM INSTRUCTOR X345 700 Varies 01/01/2026 $ 19.2500 $ 23.1000 1 Eligible for Management Incentive Pay

City Council Staff Report
Item No. 9.3.

Date: June 23, 2026
To: San Ramon City Council
From: Henry Perezalonso, Department Director
Keith Haase, Program Manager
Subject: Resolution No. 2026-096 - Authorizing the City Council to Adopt the San Ramon Trails Master Plan
Executive Summary:

Since April 2025, City staff and consultants have been developing the San Ramon Trails Master Plan, which includes system-wide recommendations to improve the City’s existing trail network. The Plan’s goals and recommendations were developed using extensive community feedback.

The Plan establishes the need for:
• Approximately 15 miles of new and improved natural surface trails. • Up to 10 new regional trail connections to open spaces extending beyond city limits. • Up to 8 new and enhanced access points to the city trail system. • Management recommendations for shade, wayfinding signage, maintenance, and funding.

At the May 13, 2026, commission meeting, the Parks and Community Services Commission was presented with a draft San Ramon Trails Master Plan. The Commission approved the Plan for presentation to City Council.

The staff report to the Comission is available
at https://sanramonca.portal.civicclerk.com/event/1105/files/agenda/1315. Written public comment received on this item may be accessed at City Hall during normal business hours or online
at https://sanramonca.portal.civicclerk.com/event/1105/files/agenda/1425.

Recommendation:

The City Council’s role is to consider approval of this Resolution adopting the San Ramon

Trails Master Plan.

Background:

The San Ramon General Plan 2040, adopted by City Council in December 2023, called for the development and implementation of a Trails Master Plan to identify current, future, and proposed citywide trails and trail connections. In addition, the San Ramon Parks, Trails, Open Space, and Recreation Master Plan 2020 established guiding principles of Interconnected and Conservation of and Connection to Nature. Both guiding principles outlined goals of enhancing and expanding the existing trail system and providing a connection to nature and the open space for the community through the trail network.

In April 2025, development of the San Ramon Trails Master Plan was launched. The San Ramon Trails Master Plan provides a long-term framework and provides recommendations for improving, expanding, and managing the City’s trail network over the next 20 years.

The Plan builds on San Ramon’s existing system of trails, parks, open spaces, and bicycle and pedestrian connections by identifying opportunities to create equitable access, close gaps, improve user experience, and support long-term implementation with practical information and reference materials.

The Plan is based on public engagement activities focused on understanding how residents currently use the trail system and what improvements they would like to see in the future.

A focused Community Engagement window, spanning seven months from April to October 2025, collected 824 survey responses, resulting in survey data with an estimated margin of error of ±3% at a 95% confidence level.[1] The planning team used the following methods to understand community needs and priorities:
• 824 online and in-person survey responses
• 8 agencies and partners interviewed
• 7 in-person events
• 10+ staff interviews
• 3 stakeholder meetings
• 1 Open Space Advisory Committee presentation
• 4 Parks and Community Services Commission presentations Through these outreach and engagement efforts, the Plan identifies community-driven priorities that will guide the future development and enhancement of San Ramon’s trail network. Key priorities include creating connections between neighborhoods and open space, strengthening regional trail connectivity through partnerships, enhancing the Iron Horse Trail, in collaboration with partners such as East Bay Regional Park District, with amenities such as shade and wayfinding signage, improving the City’s existing trail network, and expanding trial access through new and enhanced trailheads and navigation features.

These priorities are organized into five focus areas outlined in the Plan and reflect the

community’s vision for the future of San Ramon’s trail system.

1. Create Connections Between Neighborhoods and Open Space

2. Collaborate with Partners for Regional Connectivity

3. Enhance the Iron Horse Trail within City Limits

4. Enhance Existing Trails within City Limits

5. Provide New and Enhanced Trailheads and Navigation
The five focus areas and recommendations of the Trails Master Plan were then compared to relevant plans adopted by a number of agencies and organizations that have embarked on their own planning efforts in the past. This was to ensure the goals and recommendations of the Trails Master Plan align with the work and outreach that has already occurred. The plans reviewed focused on topics such as recreation, transportation, geologic hazard abatement, and more. These documents included:
• City of San Ramon General Plan Update – City of San Ramon • City of San Ramon Bicycle Master Plan – City of San Ramon • San Ramon Parks, Trails, Open Space and Recreation Master Plan – City of San Ramon
• San Ramon Walking District Plan – City of San Ramon
• Northwest Specific Plan – City of San Ramon
• Iron Horse Trail Active Transportation Corridor Study – Contra Costa County • Double Tracking on the Iron Horse Trail – (In-progress Construction Documents) - Contra Costa County
• Southern Las Trampas Wilderness Regional Preserve – East Bay Regional Park District
• East Bay Regional Park District–The District Plan – (In-progress Draft) - East Bay Regional Park District
To ensure the Trails Master Plan reflected a broad range of perspectives and addressed potential opportunities and challenges, the document underwent a comprehensive interdepartmental review process. City departments that reviewed the Plan and provided feedback included Transportation, Planning, Traffic/Engineering, Public Services, Parks and Community Services, and the Geologic Hazard Abatement District Manager.

In addition, several partner agencies and stakeholder organizations contributed input and support throughout the process, including the City of Dublin, Contra Costa County, East Bay Regional Park District, San Ramon Valley Fire Protection District, San Ramon Valley Unified School District, Save Mount Diablo, and the Town of Danville. The City will need to continue to partner and collaborate with these organizations to achieve several recommendations outlined in the Master Plan.

Throughout the Plan’s development and engagement efforts, a public-facing StoryMap website served as a central resource for project information, updates, and survey links

throughout the process. The StoryMap will be provided to the City for future use and may continue to serve as a public information tool as the City advances implementation and identifies future opportunities for community engagement. The StoryMap is available at:
https://storymaps.arcgis.com/stories/3a5bc74b352e4bfe8c2604fabc1145e6.

The Trails Master Plan is more than a list of recommended trail projects. It provides supporting information to help guide future decision-making and implementation. The following materials, included in the Plan, are intended to serve as a resource for City staff as individual recommendations advance from conceptual planning through design, funding, environmental review, and ultimately construction:
• Capital improvement prioritization matrix
• Planning-level capital and ongoing cost information
• Funding opportunities
• Trail construction and maintenance standards
• Environmental and regulatory considerations, including mitigation strategies and CEQA compliance
• Intersection safety considerations
The recommendations in the Plan include both physical improvements and operational opportunities. Physical recommendations include new trail connections, trailhead and access improvements, wayfinding, and enhancements to existing trail corridors.

Operational or programmatic recommendations include coordination with regional partners, ongoing maintenance considerations, and strategies to pursue grant funding or integrate trail improvements into future capital projects. The Plan is flexible, allowing the City to respond to funding opportunities, changing conditions, and evolving community needs over time.

Adoption of the Trails Master Plan would establish the Plan as the City’s guiding document for future trail system improvements and demonstrate a shared vision based on community-supported priorities. The Plan provides an implementation framework that can be used to guide future planning and budgeting to support the City’s goal to provide a highquality, publicly accessible park and trail system for San Ramon residents.[2] [1] Public surveys typically aim for a ±5% margin of error at 95% confidence. [2] City of San Ramon General Plan 2040, Guiding Policy 6.5-G-1.

Fiscal Impact:

Upon adoption of the Trails Master Plan, projects and improvements will be reviewed, prioritized, and funded through the City’s annual budget and Capital Improvement Program (CIP) processes.

Alternative Option(s):

The City Council may provide feedback and recommend the San Ramon Trails Master Plan

is revised prior to adoption.

Next Steps:

Early implementation efforts may include pursuing grant opportunities, coordinating with partner agencies and homeowner associations to advance high-priority projects that demonstrate visible progress, build public support, and create momentum for long-term implementation.

Attachment(s):

A. Resolution No. 2026-096
B. San Ramon Trails Master Plan

ATTACHMENT A
RESOLUTION NO. 2026-096

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

APPROVING THE CITY OF SAN RAMON TRAILS MASTER PLAN
WHEREAS, the San Ramon Parks, Trails, Open Space, and Recreation Master Plan 2020 established guiding principles of Interconnected and Conservation of and Connection to Nature which outlined goals to enhance and expand San Ramon’s trail system and provide the community a connection to nature and the open space through the trail network; and
WHEREAS, the City of San Ramon General Plan 2040 was adopted in December, 2023 which called for the development and implementation of a Trails Master Plan to identify current, future, and proposed citywide trails and trail connections; and WHEREAS, the Trails Master Plan’s primary purpose is the development of a clear set of recommendations that provide direction to City staff, the Parks and Community Services Commission, and the City Council for improving, expanding, and managing the City’s trail network for future planning, in accordance with General Plan 2040 Implementing Policy 6.5-I.8; and
WHEREAS, the Trails Master Plan provides a framework of recommendations to achieve goals outlined in the San Ramon Parks, Trails, Open Space, and Recreation Master Plan 2020; and
WHEREAS, the Trails Master Plan has five focus areas to Create Connections Between Neighborhoods and Open Space, Collaborate with Partners for Regional Connectivity, Enhance the Iron Horse Trail within City Limits, Enhance Existing Trails within City Limits, Provide New and Enhanced Trailheads and Navigation.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Ramon does hereby authorize the adoption of the San Ramon TrailsMaster Plan.

PASSED, APPROVED, AND ADOPTED, at the meeting of June 23, 2026 by the following votes:

AYES:

NOES:

ABSENT:

ABSTAIN:
____________________________
Mark Armstrong, Mayor

Resolution No. 2026-096

ATTEST:
____________________________
Joan Snashall, City Clerk

ADMIN
DRAFT

SAN RAMON

TRAILS MASTER PLAN
Prepared for the City of San Ramon
June 23, 2026
Prepared by:

ATTACHMENT B

Plan Summary
ii | Plan Summary

PLAN SUMMARY

PLAN PURPOSE
Located in the San Ramon Valley of
Contra Costa County, California, the
City of San Ramon has long been one
of the most desirable communities in
the Bay Area. Nestled among rolling
hills, San Ramon is cherished by
residents and visitors for its scenic
beauty and access to open space.

The City is committed to creating and
maintaining a system of trails and open
space that uplifts the community and
creates opportunities for recreational
access.

The San Ramon General Plan 2040,
adopted by City Council in December
2023, called for the development and
implementation of a Trails Master Plan
to identify current, future, and proposed
citywide trails and trail connections.

In April 2025, development of the
San Ramon Trails Master Plan (this
document) was launched. The plan
establishes a long-term vision for
the City’s trail network and provides
specific recommendations that will
guide trail development in San Ramon
over the next 20 years.

COMMUNITY-DRIVEN PROCESS
Developed through a collaborative and
community-driven process, the Trails Master
Plan reflects extensive public input and directly
responds to the needs, interests, and priorities
of San Ramon residents.

Community members participated in a broad
range of outreach activities including:
• Online and in-person surveys
• Tabling at community events
• Community workshops
• Stakeholder interviews and workshops
• Staff interviews

CALL TO ACTION
Realizing this vision will require commitment, coordination, and community partnership.

By aligning priorities with available funding, moving high-priority projects into design and construction, fostering stewardship through a “friends of” group, and maintaining ongoing collaboration with residents and partners, San Ramon can create a meaningful trail network that connects people, places, and nature.

ENGAGEMENT BY THE NUMBERS
8 AGENCIES &

PARTNERS

INTERVIEWED
7+

IN-PERSON
EVENTS
10+
STAFF

INTERVIEWS
824

ONLINE &

IN-PERSON SURVEY

RESPONSES

TRAIL SYSTEM VISION
San Ramon’s trail system will be a safe,
inclusive, and interconnected network that
enhances the quality of life for all residents.

The City’s trails will link neighborhoods, parks,
schools, and employment centers. Working
with adjacent agencies, the trail system will
extend beyond city boundaries to connect
with regional trails and open spaces. Designed
to support recreation, active transportation,
environmental stewardship, and community
well-being, the trail system will celebrate San
Ramon’s natural setting and foster lifelong
access to nature for current and future
generations.

Plan Summary | iii

PLAN SUMMARY

STRATEGIC DIRECTIONS

NEXT STEPS
• Align potential projects based on
priority and with the annual budget
process
• Initiate design and engineering
phases on high-priority, funded
projects
• Establish a "Friends of" group for
stewardship of the city's trail system
• Identify and initiate easement
acquisitions and landowner
agreements based on project
priorities
• Coordinate with utility providers to
understand future improvement
plans and timelines
• Provide regular updates to
city residents on progress
implementing this Trails Master Plan
• Continue community outreach and
external agency coordination

CREATE CONNECTIONS BETWEEN NEIGHBORHOODS & OPEN SPACE
Residents and community leaders in San Ramon highly value trails that are conveniently accessible from their homes and nearly 90% of residents are most interested in using trails to stay active and fit. With open space and GHAD land spread through the city limits, there are opportunities to provide more trails and improve existing trails.

COLLABORATE WITH PARTNERS FOR REGIONAL CONNECTIVITY
San Ramon has the potential to have one of the best metro trail systems in California, with EBRPD Open Space Lands adjacent to city boundaries, Mount Diablo State Park to the north, and the Iron Horse Trail acting as a spine through the center of the city. Connecting to these regional assets is a focus of the plan.

ENHANCE THE IRON HORSE TRAIL WITHIN CITY LIMITS
The Iron Horse Trail extends 4.24 miles through the length of San Ramon (the full trail runs from Pleasanton to Concord). Nearly 25% of residents said the Iron Horse Trail is their favorite trail within city limits, almost five times higher than any other trail within the city.

Opportunities exist for the city to partner with EBRPD and the County to enhance this section of trail.

ENHANCE EXISTING TRAILS WITHIN CITY LIMITS
Existing dirt trails within the city are primarily inherited ranch roads and do not meet trail standards. They are generally steep, fall-line trails and not user friendly. It is suggested to adopt trail standards within this document and work to upgrade trails to meet standards.

PROVIDE NEW AND ENHANCED TRAILHEADS & NAVIGATION
Public engagement results show that 22% of survey respondents identified a need for more trailheads and parking areas. Additional trailheads would improve access, navigation, and reduce crowding while connecting more neighborhoods to San Ramon’s open spaces. Well-designed trailheads can offer clear signage, maps, and amenities, making it easier for users to orient themselves, plan routes, and enjoy a safer, more welcoming trail experience.

Prepared by: Design Workshop
Prepared for: City of San Ramon
San
Ramon
Trails
Master
Plan

ACKNOWLEDGEMENTS
The City of San Ramon gratefully acknowledges
the contributions of the following organizations in
development of the Master Plan.

City of Dublin
Contra Costa County
East Bay Regional Park District
San Ramon Open Space Advisory Committee
San Ramon Parks & Community Services Commission
San Ramon Valley Fire Protection District
San Ramon Valley Unified School District
Save Mount Diablo
Town of Danville

DEVELOPMENT TEAM
San Ramon Parks & Community Services Department
Design Workshop
Fehr & Peers
Cover Photo: The City of San Ramon from Dougherty Hills Open Space

v

CONTENTS
PLAN SUMMARY��������������������������������������������� II COMMUNITY NEEDS ASSESSMENT ��������������� 1
Community Engagement Summary 2
What We Heard 4
TRAIL SYSTEM ASSESSMENT������������������������19
Existing Conditions 20
Geologic Hazard Abatement Districts 27
Points of Interest 30
Field Review 32
RECOMMENDATIONS����������������������������������� 35
Recommendations Summary 36
Neighborhood Connections 40
External Connections 42
Iron Horse Trail 44
Existing Trail Network Enhancements 46
Trailheads and Navigation 48
Capital Improvement Projects 50
Funding Opportunities 56

MAINTENANCE AND OPEN SPACE IMPACT
REDUCTION��������������������������������������������������� 63 Trail Construction & Maintenance
Standards 64
Trail Use Mitigation Strategies 68
CEQA Compliance 69
APPENDICES ������������������������������������������������A-1

vi | Plan Summary
1 Community Needs
Assessment
HOMES IN SAN RAMON BACKING TO OPEN SPACE, WITH MOUNT DIABLO IN THE BACKGROUND Page 205 of 306 Community Needs Assessment | 1
Understanding not only how the trail system is used today but also how community members envision using the trail system in the future is a critical component of developing a successful trail system. A number of in-person and online engagement tools were used with stakeholders and the public to establish a clear vision for the trail system that reflects the culture of San Ramon and desires of the community.

Community Needs
Assessment

2 | Community Needs Assessment

COMMUNITY ENGAGEMENT SUMMARY

OVERVIEW
In April 2025, the master planning process
began robust community engagement efforts
to understand local outdoor recreation needs
and interests. Engagement efforts included
a workshop with City staff, interviews with
external agencies and community partners,
an open participation online survey, and
various community events. The Parks &
Community Services Commission and Open
Space Advisory Committee also advised the
planning team.

STAKEHOLDER ENGAGEMENT
Engagement efforts began at the project
kickoff meeting, where City staff were asked
a series of questions regarding known
issues throughout the trail system and
opportunities for improvement. External
agencies were asked the same questions to
understand current plans and in-progress
initiatives and outline potential partnerships
and trail connections. Participants included
representatives from the City of Dublin, Town
of Danville, East Bay Regional Park District, and
San Ramon Valley Fire Protection District.

Interviews were conducted with community
partners to understand desires and initiatives
that may align with the Trails Master Plan.

Additional feedback was collected from the
Open Space Advisory Committee. In January,
stakeholders and several City departments
reviewed and provided comment on the draft
plan.

PARKS & COMMUNITY SERVICES

COMMISSION (PCSC)
In May and November 2025, presentations
were given to PCSC describing and requesting
feedback on the project’s initial findings and
later the plan's preliminary recommendations.

FIRST PUBLIC ENGAGEMENT
WINDOW
To allow for broad representation and input,
public engagement efforts focused on
meeting people where they were gathering
and providing accessible online engagement
opportunities. An online survey collected 499
San Ramon community members providing input at the
Art and Wind Festival
Community Engagement Timeline
City
Council
April May June July August September October November December January February March June 2025 2026
External Agency & Community
Partner Meetings
PCSC Presentation (11/13)
Engagement Events &
Online Survey #1
Public Information
Session (9/11)
PCSC Presentation (5/14)
Stakeholder Meeting (1/14)
Public
Review
Internal
Review
Online
Survey #2
Administrative Draft Released
Stakeholder Meeting (9/11)
April May
PCSC Presentation (3/18) PCSC Adoption

Community Needs Assessment | 3
responses from the general public regarding
San Ramon’s existing trail system and the
community’s desires for the future. The survey
was open May 28 through July 15, 2025 and
was advertised through several channels
including social media, the City’s website, local
businesses, signage at 14 locations along San
Ramon’s trails and direct email to over 500
previous participants of guided trail hikes and
annual trails challenges.

Several events were used as opportunities
to engage with the general public, inform the
community about the master plan, and boost
survey participation. Approximately 160 people
interacted with printed maps and activities
which contributed to overall survey responses.

City staff attended the following events:
• San Ramon Trails Challenge Kickoff
(Outreach)
• Art and Wind Festival (May 25–26)
• Run San Ramon (July 4)
• Independence Day Celebration Concert
(July 4)
• San Ramon Farmer’s Market (June 28 and
July 12)

ENGAGEMENT BY THE NUMBERS
8 AGENCIES &

PARTNERS

INTERVIEWED
7 IN-PERSON
EVENTS
10+
STAFF

INTERVIEWS
824

ONLINE &

IN-PERSON SURVEY

RESPONSES

COMMUNITY ENGAGEMENT SUMMARY

EMERGING THEMES
• San Ramon residents highly
value trails that are conveniently
accessible from their homes.
• Creating connections between
neighborhoods and open space
is a priority for both community
members and leaders.
• Regardless of past opposition,
the community largely supports
the future development and
improvement of existing trails.
• Dive In Movie (July 11)
• Summer Concert Series (July 13)

SECOND PUBLIC ENGAGEMENT
WINDOW
165 community members provided input for
the second online survey, which was open
from October 1 to October 24, 2025 and was
advertised using social media announcements
and signage placed in pertinent locations.

This survey asked for specific feedback
relating to the plan’s initial recommendations.

Commonly seen with more technical surveys,
the survey had a lower completion rate (44%),
indicating that survey respondents do not
have strong opinions on the topic or defer
to other community members or planning
professionals. Subsequent surveys can also
receive fewer responses because community
members feel they’ve provided ample input on
the subject.

Surveys were advertised
on the City’s website and
social media channels.

Pictured: Facebook posts

4 | Community Needs Assessment

WHAT WE HEARD
What are your favorite things about San
Ramon’s trails?
Variety of trails for all skill
levels
Connection to open
space and scenic views
Escape from the city and
crowds
Sense of exploration
Safe to use

STAKEHOLDER INPUT
At project kickoff meetings, City staff and representatives of external agencies participated in online surveys and in-person activities to determine the existing trail system’s issues and opportunities. The top responses are shown on the following pages.

KEY TAKEAWAYS
• Convenient access to open space
allows community members to
escape the urban bustle and
appreciate the area’s scenic
quality.
• Connections to Las Trampas
Wilderness Preserve, Danville, and
Dublin are highly desired.

What opportunities exist for regional trail
connections?
• Connection to Las Trampas Wilderness Reserve &
Sunset Ridge Park (and partnership with East Bay
Regional Park District)
• Connections to (and partnerships with) the City of
Dublin and Town of Danville
• Connection to Pleasanton Ridge Trail (long-term)
• Connection between Sunset Drive and Chevron
Property
• San Ramon to EBRPD Sycamore South Space South
• Future EBRPD Borel Agricultural Park
• Identify trail loops
• Increase access to open space for multiple
communities
What makes San Ramon trails special?
Amount of trails
Scenic quality/views
of area
Access to open space,
away from urban bustle
Connectivity
Clean/well-maintained
What are your favorite things about this
region?
Amount of open space
Weather
Community/people
Connection to other
communities
City staff responses
External agency responses
Trail in open space behind homes in San Ramon

Community Needs Assessment | 5
What are the questions that need to be answered in this trails master plan? How can the trail system be better promoted?
(i.e. trail offerings, access points)
What will be required to execute the plan’s vision?
(i.e. funding, permitting, and other considerations)
What trail connections are needed to improve
mobility and safety in San Ramon?
What is the overall vision of the community and
what are the long term goals for the trail system?
What are the maintenance implications of trail
improvements or additions?
What levels of safety and accessibility should the
trails offer?
What are the top three items this plan
needs to address?
Ensure trails can
realistically be funded
and maintained
Find ways to engage and
communicate with the
community
Provide connectivity
within San Ramon and
to other cities
Collaborate with partner
organizations to align
efforts
Determine desired safety
and accessibility level of
trails
What issues has the city run into in prior
trails planning efforts?
Local opposition
Land acquisition
Funding
Lack of public
outreach/knowledge
Open space fire
concerns

KEY TAKEAWAYS
• Understanding which connections
are needed to create a functional
network of trails is a primary focus
of the master plan.
• Defining the trail system’s longterm goals is key to developing the framework for achieving them.
• The plan must consider funding
and maintenance requirements
when proposing trail improvements
or additions.
• Local opposition, acquiring
easements, and identifying funding
sources have been challenges or
barriers in previous trail planning
efforts.

WHAT WE HEARD
Are there any trail planning efforts we should be aware of? Trail planning efforts listed include Iron Horse Trail improvements in Dublin (three phases), City Center improvement plans, Chevron and Borel properties, and Diablo Road Trail in Danville.

City staff responses
External agency responses

6 | Community Needs Assessment

WHAT WE HEARD

COMMUNITY INPUT

FIRST ONLINE SURVEY
An online survey collected 499 responses
from the general public regarding San Ramon’s
existing trail system and desires for the future.

The survey received 160 additional responses
at in-person events.

Understanding each community’s specific
wants and needs is key to developing a
successful trail system. Key takeaways from
the first survey period are presented in the
following pages.

KEY TAKEAWAYS
• 96% of survey respondents use the
San Ramon trail system at least
once per year.
• Travel by foot and by bicycle are
seen most commonly.
• Trail design and management
strategies should consider the rising
popularity of electric bikes and
scooters and potential conflicts
with other user groups.

Hiking/Walking 411
Dog Walking 143
Trail Running 111
Road Biking 102
Mountain Biking 78
What are your primary activities when
using the San Ramon trail system in the
past 12 months? (Check all that apply.) (499
respondents)
Horseback Riding 4
Photography 68
Bird Watching 68
Commuting 28
Wheelchair 5
Skating/Scooting 14
None 5
Other 44
Most “Other” responses
specified enjoying nature
as a primary activity.
# of Responses
How often do you use the San Ramon trail
system? (499 respondents)
Occasionally
(1–5 uses/year) 11.6%
Frequently
(6–10 uses/year) 13.6%
Regularly
(10+ uses/year) 70.9%
Rarely (Once every
couple of years) 2.8%
Never 1%
% of Responses
In the past 12 months, how have you used
San Ramon’s trails? (Check all that apply.)
(494 respondents)
On Foot 481
Conventional Bicycle 157
On Horse 4
Electric Bicycle 45
Wheelchair or similar 3
Other 11
Most “Other”
responses mentioned
roller skating,
skateboarding, and
scooting.
# of Responses
Wide trails allow different user groups to interact with fewer conflicts. The majority of survey respondents use trails for hiking, walking, dog walking, and trail running.

Image: Moncus Park, Lafayette, LA
The Vision:

Community Needs Assessment | 7

WHAT WE HEARD
Access to the San Ramon trail system adds
value to my home and community. (476
respondents)
3 Disagree Agree

2.95 1
Neutral
How important do you feel trails are to San
Ramon? (464 respondents)
3 Disagree Agree

2.74 Neutral
Trails improve the overall quality of life in
San Ramon. (487 respondents)
3 Disagree Agree

2.93 1
Neutral
A well thought out trail system contributes
to health and safety in San Ramon. (479
respondents)
3 Disagree Agree

2.95 1
Neutral
San Ramon should utilize green spaces
between neighborhoods to enhance
connectivity to existing and future trails.
(444 respondents)
3 Disagree Agree

2.86 1
Neutral

KEY TAKEAWAYS
• Access to trails and recreation
is incredibly important to the
lifestyle of San Ramon residents.
• Providing additional connections
both within the city and to other
destinations is a top priority for
community members.

Note: Strong support for trails is not the case in all communities, as there is a small number of people in opposition to creating more trails in San Ramon.

What improvements do you think are most
needed for the trail system? (Select the top
three that apply.) (489 respondents)
*The three most common write-in responses were related to creating shade along trails, providing restrooms or water fountains, and maintaining existing trails.

Please rank the following benefits of trails
in terms of their importance to San Ramon:
(465 respondents)
Physical activity and
access to recreation 3.8
Environmental benefits 2.9
Social benefits 2.0
Economic benefits 1.4
First Priority Third Priority
Second Priority Fourth Priority
Ranking of Importance
Improve connections through
the city’s open space lands 210
Additional connections from
neighborhoods to trails and
open space
211
Expand trail connections from
existing parks 172
Improve connections to external
open space lands 201
Increase trail mileage (lengthen
existing and add additional trails) 167
Improve directional/wayfinding
signage and maps 170
Enhance overall trail experience
for users 132
Additional looped trails 113
Additional trailheads and
parking areas to access trails 109
Other* 97
# of Responses
1 Survey results show that community members
desire commuter connections. This trail connects a
neighborhood to recreation and commercial areas.

Image: Harrison Avenue Streetscape, South Lake Tahoe, CA The Vision:

8 | Community Needs Assessment

WHAT WE HEARD
Please describe which type of trails interest
you the most. (495 respondents)
Paved trails, 8-10 ft wide, designed for
accessibility with no obstacles. These trails
often have access to bathroom facilities,
water fountains, picnic tables and benches.
81 Natural surface, 4-6 feet wide trails
(accommodating multiple uses: equestrian, hiker,
mountain bike). Trail design is determined by the
natural landscape with clear lines of sight and
resting areas at key locations.
163
Singletrack trails (accommodating multiple uses:
equestrian, hiker, mountain bike, etc.) natural
surface, 18-30” wide with allowances to pass.

Obstacles may be common, but not substantial.

Intermediate skills are required; trail is designed
for moderate physical exertion in an open space
setting.
87 I would like to see more of all types of trails.
164

KEY TAKEAWAYS
• The majority of survey respondents
want to use trails to stay active
and fit.
• Peaceful and scenic trail
experiences are the most
appealing among respondents.
• While all types of trails are desired,
there is high interest in 4–6 foot
wide natural surface trails.

In general, what kinds of trail experiences
are you most interested in? (Check all that
apply.) (498 respondents)
Fast-paced, thrilling
activities (like biking, trail
running)
117
Enjoying trails with a mix
of different users 222
Peaceful, slower-paced
outings (like walking, bird
watching)
348
Exploring big, scenic
outdoor adventures 287
Getting where I need to
go—commuting by bike,
foot, or other means
125
Using trails to stay active
and fit 444
In general, when you spend time in nature,
what do you look forward to enjoy? (Check
all that apply.) (494 respondents)
A sense of rhythm and movement 188
Feeling calm and relaxed 399
Peace and quiet 353
Time to reflect or just be still 230
Connecting with the natural world 385
Enjoying time with others 240
Creating meaningful moments with family 239
Feeling joy, awe, or wonder 264
Exciting or energizing experiences 141
# of Responses # of Responses
# of Responses
San Ramon residents want more of all types of trails,
especially natural surface trails like this one.

Image: Story Mill Community Park, Bozeman, MT
The Vision:

Community Needs Assessment | 9

WHAT WE HEARD
What is your favorite trail you visit outside
of San Ramon? (Write-in response.) (333
respondents)
Mount Diablo State
Park trails 11.5%
Among the many trails listed by survey respondents, other favorites include Martin Canyon, Lafayette Reserve, and Shell Ridge.

Pleasanton Ridge
Regional Park trails 8.4%
Redwood Regional
Park trails 4.8%
Sunol Regional
Wilderness trails 4.8%
Lake Chabot
Regional Park trails 4.4%

KEY TAKEAWAYS
• Shade trees, restrooms, and
informational signage are the
most requested trail amenities.
• The two most popular trails among
survey respondents are Iron Horse
Regional Trail and trails within Las
Trampas Wilderness Regional
Preserve, however they are valued
by residents for different reasons,
indicating a need for a range of
trail types and experiences.
• Called “the highway of the
trail system” by one survey
respondent, Iron Horse Trail
is favored for its proximity
to residential areas and
connections to commercial
areas and other towns.

Additional “roads” from
residential and commercial
areas to the so-called highway
can help increase connectivity.
• Conversely, respondents
enjoy trails within Las Trampas
Wilderness Preserve for the
convenient access, scenic
beauty, and variety of hike
lengths and difficulties.

What is your favorite trail you visit within
the city limits of San Ramon? (Write-in
response.) (380 respondents)
Iron Horse Trail 24.5%
Las Trampas Wilderness
Regional Preserve trails 11.6%
Bishop Ranch Open Space
Regional Preserve

15.4%
Other trails* 16.6%
Alamo Creek Trail 5.0%
Dougherty Hills
Open Space trails 5.8%
Tassajara Ridge Trail 5.5%
*Other favorite trails listed by survey respondents accounting for more than 1% but less than 5% of total responses include Annabel, Bollinger Canyon, Central Park, Hidden Valley Park, Monarch Loop, Morgan Territory Regional Preserve Loop, and Summit View trails.

Pathways in shade or part shade provide a more
comfortable user experience. When planting trees,
consideration must be given to water consumption and
fire concerns.

Image: Section of the Iron Horse Trail through Danville.

What types of trail amenities would you
like to see? (Select the top three that apply.)
(490 responses)
Shade 342
Parking 192
Drinking water 194
Signage with trail maps
and information 264
Benches/seating areas 196
Bike repair stations 28
Restrooms 281
Interpretive signs 51
Other 23
*Other trail amenities largely focused around the need for additional trash and recycling receptacles.
# of Responses % of Responses
% of Responses
The Vision:

10 | Community Needs Assessment
Please place a pin on the map below where you typically access the San Ramon area trails. (435 responses) place a pin on the map below where you typically access the San Ramo Answered: 435 Skipped: 64

WHAT WE HEARD

Community Needs Assessment | 11

WHO WE HEARD FROM
How would you rate your current fitness
level? (480 responses)
10 Not at all fit Very fit

6.92 1
Counting yourself, how many people live in
your household? (488 responses)
2 30.1%
3–5 59.2%
Prefer not to say 2.5%
More than 5 1.4%
1 6.8%
Do any of the following live in your
household? (459 responses)
Children age 12 and under 27.7%
Teenagers ages 13–17 23.8%
Adults ages 18–64 74.1%
Adults aged 65 or older 27.9%
Which of the following best describes your
age? (461 responses)
45–54 26.0%
35–44 16.5%
65 or older 22.3%
18–24 2.4%
55–64 28.2%
Under 18 0.7%
25–34 3.9%
What is your race/ethnicity? (468 responses)
White/Caucasian 54.1%
Asian or Pacific Islander 26.9%
Prefer not to say 15.8%
American Indian or
Alaskan Native 0.9%
Black or African American 1.3%
Other 2.4%
Hispanic/ Latino/ Spanish 3.2%
What is the zip code of your primary
residence? (455 responses)
*Survey responses were also collected from residents of the following areas in California: Alamo, Pleasanton, Lafayette, Livermore, Castro Valley, and Twain Harte.
94526 (Danville)
94583 (San Ramon) 52.1%
94506 (Danville)
94582 (San Ramon)
Other *
94568 (Dublin) 2.4%

40.9%

2.0%

0.9%

1.8%
SURVEY 1 DEMOGRAPHICS
• Approximately half of survey respondents
have children or teenagers living in their
home, showing good representation of
families among survey respondents.
• The majority of survey respondents were
adults age 35 and up.
• 93% of survey respondents were residents
of San Ramon, while the remaining 7% were
from neighboring areas.

12 | Community Needs Assessment

WHAT WE HEARD
Signage was placed in prominent locations to promote
the second online survey
In order to understand opinions at a neighborhood level, please mark approximately where you live on the map. (Skip this question if you do not live in the map area.) (154 respondents)
Note: The intent of asking this question was to determine areas or neighborhoods which more strongly oppose the development of trails, however only two of the six respondents who expressed opposition provided their approximate home location.

KEY TAKEAWAYS
• Residents across the city are generally supportive of trail development. • There is not a specific area where opposition is stronger than other areas.

SECOND ONLINE SURVEY
The second online survey asked specific
questions relating to the plan’s preliminary
recommendations. City staff reviewed write-in
responses from 165 community members who
provided input for the second online survey.

Key takeaways are summarized in the following
pages and write-in responses can be found in
"Appendix A: Write-in Survey Responses" on
page A-2.

Notably, only six of the 165 survey respondents
(3.6% of respondents) opposed the
development of trails in San Ramon, with the
remaining 96.4% of survey respondents were
supportive of trail system development.

Q1 In order for the planning team to understand opinions at a neighborhoo approximately where you live on the map.Select a location by clicking anywh this question if you do not live within the map area.

Answered: 154 Skipped: 11

Community Needs Assessment | 13

WHAT WE HEARD
Which do you feel is the highest priority trail access point to create?
(64 respondents)
1 / 1
Of the opportunities you listed above, which do you view as the highest priority? Select a location by clicking anywhere on the map.

Answered: 64 Skipped: 101
Which do you feel is the highest priority trail connection to create? (43 respondents)
San Ramon Trails Master Plan Recommendations Feedback
Of the opportunities you listed above, which do you view as the highest priority? Select a location by clicking anywhere on the map.

Answered: 43 Skipped: 122
When overlaid, the two maps show concentrations of pin points representing the community’s priority areas for improving access and creating new trails.
1 / 1
Q3 (Click Map) Of the opportunities you listed above, which do you view as Select a location by clicking anywhere on the map.

Answered: 64 Skipped: 101
1 / 1
Q5 (Click Map) Of the opportunities you listed above, which do you view as Select a location by clicking anywhere on the map.

Answered: 43 Skipped: 122

KEY TAKEAWAYS FROM WRITE-IN RESPONSES
• Create more trails within open space.
• Convert existing ranch roads to proper trails to improve accessibility, reduce user conflicts, and prevent damage to natural resources. • Connect residential and commercial areas to one another. • Enhance the Iron Horse Trail to support its current function as the major north-south route for non-vehicular commuters.
• Provide amenities to enhance user comfort, such as benches and trash/recycling receptacles.

14 | Community Needs Assessment

WHAT WE HEARD

ADDRESSING CONCERNS
Despite high support for trail development
from San Ramon’s residents, the City has
faced roadblocks in the past. Understanding
residents’ concerns allows the City to design
a trail system that addresses or alleviates
these concerns and build consensus among
community members.

HOME SECURITY
In write-in responses from the second survey,
a few property owners expressed concerns
about security and privacy. This represents
a misconception that trails and trail access
points inherently lead to higher crime, however
studies show no consistent correlation
between trail development and increased
property crime. In fact, numerous examples
show reductions in crime associated with
trail or greenway development1. Creating
trails in areas with pre-existing crime may
not automatically lead to crime reductions,
however in low-crime or well-monitored
neighborhoods the effect tends to be positive.

Similar to the “eyes on the street” theory,
people using trails provide natural surveillance
and can deter criminals who want to avoid
being witnessed or reported. The more people
using the trails, the safer they are. Additionally,
having multiple and more frequent access
points help users avoid isolated, hidden trail
1 Sources include “Rail-Trails and Safe Communities: The Experience on 372 Trails” (Rails to Trails Conservancy, National Park Service, 1998), “Do Urban Greenways Reduce Crime? A Quasi-Experimental Study of the Atlanta Beltline” (Georgia Southern University, 2025), and “Middlesex Greenway Access Plan Health Impact Assessment” (New Jersey Health Impact Collaborative, 2014).
segments. This sentiment is expressed in
"Case Study: Former Rail-Trail Opponent Has
Different Views Today" on page A-11.

To combat safety concerns, CPTED (Crime
Prevention Through Environmental Design)
measures such as lighting, fencing, and
security cameras can be incorporated along
trails or at trailheads as needed. Community
events, volunteer “trail watches,” and other
programming can further activate the trails. A
"Friends of" group can be a valuable resource
for these types of programs.

With 96% of survey respondents using the
trails at least once a year and the city’s
generally low crime rate, a significant
increase in crime is not expected as trails are
developed, especially near open space areas.

Nevertheless, the design of trailheads and
inclusion of security measures such as lighting,
fencing, landscaping, or security cameras may
be warranted in areas of the city where there
are more frequent occurrences of property
crime.

PROXIMITY TO RESIDENCES
Some responses indicate dissatisfaction with
the master plan’s goal of connecting residential
areas to open space. This goal is a direct
result of extensive stakeholder and community
engagement. The desire to connect residential
areas to open space has been a recurring
theme in San Ramon, and is recommended in
several of the City’s previous planning efforts
(see "Appendix C: Previous Plan Alignment" on
page A-12).

National trends show a growing preference
for conveniently accessible trails, which
is mirrored by community engagement
responses. The National Association of
Realtors (NAR) reports that trails are among
the most desired community amenities,
ranking higher than golf courses or tennis
courts. The NAR also reports that homebuyers
are often willing to pay more for proximity to
walking and biking trails.

Due to the city’s existing layout and land
uses, it would be nearly impossible to develop
any trail without passing behind residential
homes. The plan's trail design standards (see
"Trail Construction & Maintenance Standards"
on page 64) identify appropriate buffer
distances between trails and homes which will
apply to the design of all future trails.

Above: Support and Opposition of Trail Development by
Percent of Survey Respondents

3.6% in opposition

96.4% in support

Community Needs Assessment | 15

WHAT WE HEARD

PARKING
Two comments mention the burden of extra
traffic or the loss of street parking as new
access points are developed. The creation
of new access points is intended to provide
access to trails via walking or biking from
residential areas, distributing trail users to
multiple access points and thereby alleviating
strain on existing ones.

Where feasible, off-street parking could be
provided where on-street parking spaces are
regularly used by residents.

WASTE
Comments in both the first and second
rounds of engagement mentioned overflowing
trash and recycling bins, litter, and pet waste.

Increasing the pick-up frequency will help
reduce excess waste on the trails.

Locating additional trash/recycling bins
and dog waste stations along trails and at
access points will allow trail users to properly
dispose of waste, especially when coupled
with stewardship messaging and natural
surveillance by other trail users.

ELECTRIC BIKES AND SCOOTERS
In both survey periods, community members
described conflicts with e-bike and electric
scooter users. This indicates a need for
different trail design standards (such as
wider trails) or management policies (such as
prohibiting e-bikes and scooters on dirt trails
or establishing speed limits). Appendix D of
the San Ramon Bicycle Master Plan Update
describes state-level laws that govern access
for micromobility devices and electric bicycles.

In summary, it is important to address these
potential concerns at the planning and design
phases of development while recognizing the
proven benefits of trails for the greater good of
the community.

On-street parking at the Bishop Ranch Open Space Trash can along the Iron Horse Trail Class 1 E-bike Sign. Image: East Bay Bike Path, WPRI

16 | Community Needs Assessment

WHAT WE HEARD

OPTIONS FOR ADDRESSING COMMUNITY CONCERNS
Although survey results show support for trail development among a large majority San Ramon residents, a few loud voices in opposition can impede progress or entirely halt a project. The following are strategies to either validate or mitigate the concerns we have heard throughout the planning process. • Track and monitor injuries and crimes along trails, reviewing periodically to identify problem areas and/or city-wide concerns that should be addressed. • Utilize trail design standards that incorporate CPTED principles such as lighting, fencing, security cameras, or other measures. • Promote the efficiency of natural surveillance (“eyes on the trail”). Include security cameras and lighting where appropriate to increase trail users’ sense of security.
• Work with the San Ramon Police Department to understand existing concerns and opportunities to improve safety and security along trails. • Evaluate the impact of past trails and/or trailhead construction projects on crime rates in San Ramon.
• Include additional safety measures in areas with higher pre-existing crime rates.
• Provide off-street parking at access points where higher use is anticipated or observed, especially in residential neighborhoods.
• Increase the number of trash, recycling, and pet waste receptacles, ensuring that they are regularly serviced by a maintenance crew.

A case study from the Rails to Trails Conservancy helps describe how expectations differed from the actual postive impacts of a trail being constructed in a neighborhood (see "Case Study: Former Rail-Trail Opponent Has Different Views Today" on page A-11).

SAN RAMON COMMUNITY CENTER

Community Needs Assessment | 17

VIEW FROM SUNRISE RIDGE PARK

18 | Community Needs Assessment
2 Trail System
Assessment
SAN RAMON OPEN SPACE Page 223 of 306
Trail System Assessment | 19
An assessment of the existing trail system was conducted using data from GIS mapping, on-site reconnaissance, and in-depth research on land easement opportunities, previous plans, and comparable communities. The trail system assessment identifies gaps within the current trail network, establishes environmental constraints, and presents known opportunities for trail system improvements.

Trail System Assessment

20 | Trail System Assessment

EXISTING CONDITIONS

BACKGROUND
San Ramon has long been shaped by its unique blend of rolling open spaces, historic ranch roads, and regional trail corridors, including fire‑road networks that now form much of the existing system. In response to evolving community expectations and the need to create a connected trail system (especially east‑west trail connections) across the city, the San Ramon Trails Master Plan builds upon legacy trails like the Iron Horse and Tassajara Ridge corridors. This plan advances San Ramon’s shift toward prioritizing open space, filling trail gaps, and creating a more integrated network that enhances recreational access, active transportation, and environmental stewardship.

Throughout the trail planning process several methods were used to craft the proposed projects and preliminary alignments shown. Methods included:
• On-site reconnaissance of the existing trail system, trailheads, access points, gaps, and potential connections
• Drone photography
• Online mapping, including ArcGIS and mobile apps such as CalTopo • Heat maps and user-aggregated data from Strava and Trailforks • Community and stakeholder survey results
• Input from partner agencies such as East Bay Regional Parks, City of Dublin, and Town of Danville
• Alignment with the goals and strategies of previous plans • Research on comparable communities and case studies (see "Appendix B: Comparable Communities & Case Studies" on page A-6)
Grey Fox Trail from San Ramon to Bishop Ranch Regional Open Space

Trail System Assessment | 21

EXISTING CONDITIONS
0 8 16 32 mi
1” = 8 miles
EXISTING RECREATION AMENITIES AND LAND OWNERSHIP San Ramon’s existing trail system includes 46 miles of public trails, 18 miles
of access roads, and 14 miles of nonCity trails intertwined through a variety of developed areas and open space.

LEGEND
Existing Trail
Iron Horse Trail
EBRPD (Parkland)
Public Park
Golf Course
EBRPD (Landbank)
GHAD
Dept. of Defense
San Ramon Owned Land

22 | Trail System Assessment

EXISTING CONDITIONS
The trails highlighted on this map are shown
in elevation on the following page to illustrate
the various levels of difficulty offered by trails
in and around San Ramon today.
0 8 16 32 mi
1” = 8 miles
LEGEND
Red Willow Loop
Monarch Loop Trail
Dougherty Valley Ridge Trail
Grey Fox Trail*
Tassajara Ridge Trail
Public Park
Golf Course

MAJOR TRAIL PROFILES
*Note: Grey Fox Trail, owned and
managed by East Bay Regional
Park District, was cited as one of
the community's favorite trails in
the area and is included in this
analysis for reference.

Trail System Assessment | 23

EXISTING CONDITIONS

RED WILLOW LOOP
• Elevation
• Min: 651’
• Max: 600’
• Delta: 88’
• Slope
• Min: 0%
• Avg: 7%
• Max: 18%

TASSAJARA RIDGE TRAIL
• Elevation
• Min: 509’
• Max: 854’
• Delta:
400’
• Slope
• Min: 1%
• Avg: 10%
• Max: 19%

MONARCH LOOP TRAIL
• Elevation
• Min: 571’
• Max: 743’
• Delta: 172’
• Slope
• Min: 1%
• Avg: 6%
• Max: 17%

DOUGHERTY VALLEY

RIDGE TRAIL
• Elevation
• Min: 509’
• Max: 854’
• Delta:
345’
• Slope
• Min: 1%
• Avg: 7%
• Max: 19%
GREY FOX TRAIL*
• Elevation
• Min: 485’
• Max: 959’
• Delta: 474’
• Slope
• Min: 1%
• Avg: 11%
• Max: 12%

TRAIL PROFILE GRAPH
500’
480’
0 .25 .5 .75 1 1.25 1.5 1.75 2
Distance in Miles
Elevation in Feet

2.25 2.5 2.75 3 3.25 3.5 3.75 4
560’
620’
680’
740’
820’
520’
580’
640’
700’
760’
540’
600’
660’
720’
800’
Source: CalTopo. Note that the data presented may contain discrepancies and is presented here for reference only.

Gray highlight
indicates slopes
greater than 10%
Due to the region’s terrain, many
existing trails are too steep for ADA
access or leisurely experiences
in nature. However, steeper trails
offer opportunities for residents to
stay fit and healthy.
*Note: Grey Fox Trail, owned and
managed by East Bay Regional Park
District, was cited as one of the
community's favorite trails in the
area and is included in this analysis
for reference.

24 | Trail System Assessment

EXISTING CONDITIONS
0 8 16 32 mi
1” = 8 miles
LEGEND
Iron Horse Trail
Road
Existing Trail
5%-14% Slope
15%-24% Slope
25%-34% Slope
35%-44% Slope
Over 45% Slope
Areas with steeper elevations (shown in
red and orange) can limit accessibility,
are more costly to construct, and are
prone to erosion.

However, steeper areas can provide
opportunities to create fitness-driven
trails when properly designed.

SLOPE ANALYSIS

Trail System Assessment | 25

EXISTING CONDITIONS
San Ramon’s landscape includes
grasslands, oak woodlands, and riparian
corridors bordered by sensitive regional
preserves. The landscape is largely
shaped by ongoing grazing practices.

LEGEND
City Limits
County Boundary
Stream
Grazing Area
Critical Habitat (US Fish & Wildlife)
Tree Canopy Cover
Future Grazing Area

EXISTING ECOLOGICAL CONDITIONS
0 8 16 32 mi
1” = 8 miles

26 | Trail System Assessment

EXISTING CONDITIONS
The City of San Ramon has diverse
ownership largely comprised of
GHAD open space and Homeowner
Associations (HOAs). This close proximity
of residential areas and open space is
part of what makes San Ramon special.
0 8 16 32 mi
1” = 8 miles
LEGEND
Open Space
HOA Open Space
Public Park
HOA
San Ramon Owned Land
Golf Course
GHAD (Accepted)
Dept. of Defense
County Boundary
City Limits

PARKS AND OPEN SPACE OWNERSHIP
GHAD (Future/Pending)
EBRPD Landbank
Easement (to be verified
prior to implementation)

Trail System Assessment | 27

GEOLOGIC HAZARD ABATEMENT DISTRICTS

OVERVIEW
Geologic Hazard Abatement Districts (GHADs)
are state-level public agencies that oversee
geologic hazard prevention, mitigation,
abatement, and control on public or private
land. GHADs are authorized to acquire,
construct, operate, manage, or maintain
improvements including roads, sidewalks,
paths, utilities, improved trails, and geologic
stabilization features.

OPPORTUNITIES
GHADs act to prevent damage resulting from
fault activity by identifying and monitoring
potential geologic hazards and undertaking
improvements as appropriate.

With governance, annual budgets, and reserves
for monitoring and repairs, partnering with
these Districts may lead to coordinated funding
for trail projects.

While GHAD parcels may have varied
ownerships and management hierarchies,
San Ramon GHADs encompass substantial
acreage which could host low-impact, resilient
trail corridors if routed to match stable ground
and engineered crossings.

Where GHAD stabilization work is already
planned, there is an opportunity to explore
the addition of trail amenities (lookouts,
interpretive panels, hardened tread, etc.).

CONSTRAINTS
GHADs exist to limit earthwork, preventing
some activity associated with extending trail
systems. This designation often requires
additional reviews, permits, and engineering
mitigation, for allowing trails within boundaries.

Some areas within GHADs simply aren’t
feasible for trail infrastructure.

GHAD land within private developments or
HOAs may face easement, liability, and other
challenges.

Proposed trails through GHADs may require
geotechnical review and mitigation plans and
monitoring programs for approval.

Ongoing maintenance and monitoring is
therefore assumed with trail infrastructure in
GHAD land, with varied liability in private vs.
public spaces.

GHADS IN SAN RAMON
Dougherty Valley GHAD
• 2,767 acres
• Managed by City of San Ramon
Northwest San Ramon GHAD
• 103 acres
• Managed by City of San Ramon and
other private entities
Example of geologic mitigation and repair work

28 | Trail System Assessment

GEOLOGIC HAZARD ABATEMENT DISTRICTS

DOUGHERTY VALLEY
The West Branch area, located at Crow Canyon
Road and Dougherty Road, Old Ranch Summit,
and the Dougherty Valley is comprised of 2,767
acres of open space within the city's boundary.

This GHAD is managed by the City of San
Ramon, and city council members serve as the
GHAD board of directors.

RECENT ACTIONS
In the 2023-24 Fiscal Year Engineer’s Report,
it is noted that the Dougherty Valley GHAD
was significantly impacted by storm-related
damage, including landslides and heavy rainfall,
causing slope and trail erosion. Assistance
from Federal Emergency Management Agency
(FEMA) was requested, however with FEMA’s
purview limited to man-made facilities, some
or all the landslide repairs may be ineligible for
funding. It is worth noting that public facilities
such as trails are covered under FEMA’s Public
Assistance Program.

The Dougherty Valley GHAD actively monitors
instruments in the area to check for any ongoing movement.

Kami Court, a slow moving landslide, has been
under repair by the Dougherty Valley GHAD
since 2019. Phase 1 removed over 100,000
cubic yards of landslide material. Most of
this was relocated to become buttress fill at
the base of the landslide. Phase 2 actions
responded to the need of further stabilization,
LEGEND
GHAD Boundary and Area
County Boundary
City Limits
Kami Court Area
removing another 27,000 cubic yards. With
aforementioned storms, the GHAD has been
actively monitoring this site to understand
further movement.

Easement

Trail System Assessment | 29

GEOLOGIC HAZARD ABATEMENT DISTRICTS

NORTHWEST SAN RAMON
Some of the open space within the Northwest
San Ramon GHAD is included within a
conservation easement. The trail activities
in GHAD-owned open space outside of this
easement are maintained and funded by both
developers and the GHAD.

The Faria Preserve is 239 acres of easementcovered open space composed of two parcels:
• A 103-acre parcel covered by a conservation
easement adjacent to the project area which
will be owned by the GHAD.
• A 141-acre area (136 acres of which is
covered by the conservation easement) will
be owned by the East Bay Regional Park
District (EBRPD).

The GHAD will manage its 103-acre parcel of
the Faria Preserve consistent with the longterm goals and objectives of the Northwest San Ramon GHAD's Plan of Control (published
2017).

IMPORTANT ITEMS
In the 2023-24 Fiscal Year Engineer’s Report,
the budgets include allocations for trails in
open space as part of hazard abatement (only
outside of conservation easements).

The GHAD assumes permanent monitoring
and maintenance of open space
improvements: detention basins, drains,
retaining walls, and fencing. Trails should
LEGEND
County Boundary
City Limits
Calaveras Fault Line and Buffer
be planned as low-maintenance facilities
compatible with GHAD’s existing maintenance
(e.g., avoiding designs that increase erosion,
obstruct drainage, or require frequent repairs).

The Calaveras fault crosses the area from
northwest to southeast. Geotechnical
recommendation reports suggest a fault
setback for structures for human occupancy.

The San Ramon General Plan includes key
measures to mitigate seismic hazards here
such as limiting cut-fill slopes to 3:1.

GHAD Boundary and Area
Easement

30 | Trail System Assessment

POINTS OF INTEREST
Viewpoints across San Ramon
offer meaningful visual
connections to regional
landscapes and should be
considered in trail alignment
and design decisions.

LEGEND
Existing Trail
North
East
South
West
VP2
VP4
VP3
VP High Value View Point
VP1
0 8 16 32 mi
1” = 8 miles

ASPECT AND VIEWPOINTS

Trail System Assessment | 31
VP4: PANORAMA LOOKING WEST TO NORTH FROM TASSAJARA RIDGE

POINTS OF INTEREST

MOUNT DIABLO TASSAJARA RIDGE

PICCADILLY PARK

CITY OF

SAN RAMON

LAS TRAMPAS

OPEN SPACE
VP1: OLD RANCH PARK LOOKING SOUTH
VP2: DOUGHERTY HILLS LOOKING WEST VP3:VIEW TOWARD LAS TRAMPAS OPEN SPACE FROM THE PRESERVE

32 | Trail System Assessment

FIELD REVIEW

SITE RECONNAISSANCE
The design team conducted site visits in spring and fall of 2025 to assess current trail conditions and explore
opportunities for improvements. Site visits included
exploration of a variety of trails and trailheads to better understand the existing trail network.

ON-SITE OBSERVATIONS
Trail Quality: While the city has an
extensive trail network, many segments are
remnants of historic ranching roads that
were not designed with recreational access,
safety, or modern trail standards in mind.

Navigational Challenges: There is limited
clarity regarding which trails are publicly
accessible, creating confusion for users
seeking safe and legal access.

High Scenic Quality: San Ramon’s strong
scenic and community character is a
defining asset. The trail system should be
designed to highlight and enhance this
unique value through thoughtful alignment,
design, and user experience.

Existing Trail System: Surrounding parks
and open spaces feature a wide variety of
trails. Prioritizing clear, seamless linkages to
these regional assets should be a key focus
of future trail planning. The absence of clear access points and signage outlining proper trail etiquette hinders user navigation and may lead to under-utilization or public unawareness of certain recreation opportunities.

Image: Existing access point at The Preserve (in The Meadows at the end of Via Vicenza) Adjacent EBRPD open spaces offer substantial
recreational resources that are not clearly
connected to the San Ramon trail system.

The area features high visual and environmental
quality, characterized by scenic views, diverse
habitats, and intact natural landscapes.

Open space within City limits allows for easy
access to recreation and connections to nature.

Trail System Assessment | 33

COMPARABLE

COMMUNITIES AND

CASE STUDIES
Case studies are realworld examples of how
management strategies
perform in practice and offer
insights into what works and
what doesn't. This research
considers a broader range of
strategies to encourage more
innovative and non-traditional
approaches.

Comparable communities
are used to benchmark best
practices and understand
how similar communities
operate and address
challenges.

See "Appendix B: Comparable
Communities & Case Studies"
on page A-6 for more.

34 | Trail System Assessment
3 Recommendations
BIKE RIDER ON A CATTLE TRAIL IN DOUGHERTY HILLS OPEN SPACE Page 239 of 306 Recommendations | 35
Recommendations
Preliminary recommendations were developed based on
conversations with stakeholders, feedback from community surveys, industry best practices, and professional expertise. In November 2025, the plan’s preliminary recommendations were reviewed and confirmed by the City’s Parks & Community Services Commission.

Preliminary
Recommendations
Additional
Stakeholder and
Public Outreach
Recommendation
Refinement
Existing Conditions
Analysis
Initial Stakeholder
and Public Input

36 | Recommendations

RECOMMENDATIONS SUMMARY

RECOMMENDATIONS
Initial recommendations for the San Ramon trail system
were developed based on existing conditions analysis,
previously identified opportunities, and extensive
feedback from stakeholders and community members.

The recommendations presented on the following pages
will be further developed with more detail as they move into design and construction phases.

Based on key findings from the engagement process, the
plan's recommendations are aligned with the five Focus
Areas below.

GENERAL RECOMMENDATIONS
In addition to the five Focus Areas, the following are general recommendations to compliment the potential projects and enhance the overall trail system.

Recommendation G1: Provide more dirt-to-dirt trail connections. Current loops identified on public maps bring users onto the streets, providing a convoluted experience.

Recommendation G2: Evaluate opportunities to reduce user conflict and limit damage to trail surfaces due to cattle grazing. Management of open spaces should consider grazing's impact on public trails, while also respecting grazing as a vital function of the area's landscape.

Recommendation G3: Use easements to provide connections through linear corridors, utility corridors, HOAs, etc. Providing thoughtful easements and land management partnerships.

Recommendation G4: Amend GHAD land conservation easements to allow new trail alignments that show environmental benefits, such as reduced erosion.

Recommendation G5: Implement a citywide wayfinding signage plan for the trail system.

Recommendation G6: Develop a hierarchy of trailheads (access points, parking areas, parks) and associated amenities. Ensure that trailheads directly interfacing with roadways are designed to provide appropriate safety treatments.

Recommendation G7: The City should and foster a partner with a “friends of group” for nonprofit support of trail constuction, maintenance, and education by developing a collaborative volunteer agreement (see "Appendix D: "Friends of" Group Purpose and Opportunities" on page A-22).

CREATE CONNECTIONS BETWEEN

NEIGHBORHOODS & OPEN SPACE

ENHANCE THE IRON HORSE TRAIL WITHIN

CITY LIMITS

COLLABORATE WITH PARTNERS FOR

REGIONAL CONNECTIVITY

PROVIDE NEW AND ENHANCED

TRAILHEADS & NAVIGATION

ENHANCE EXISTING TRAILS

WITHIN CITY LIMITS

Recommendations | 37
0 8 16 32 mi
1” = 8 miles
LEGEND
Neighborhood & Open
Space Connection A
Enhance Existing Trails
within City Limits D
External Connections &
Regional Context B
Enhance the Iron Horse
Trail within City Limits C
T Proposed Trailhead
EBRPD (Parkland)
Public Park
City Owned Property
Golf Course
EBRPD (Landbank)
GHAD
Dept. of Defense

RECOMMENDATIONS SUMMARY

RECOMMENDATIONS
Proposed Trail
Existing Trail
Iron Horse Trail
A1
B1
B2
B3
B4
B5 B6
B9
B10
B11
B12
T1
T2
T4
T6
T7
T8
T5
T3
B8
D1
D4
D5
D6
D2
D9
D8
D8
D7
D3
D10
C3
C2
C1
B7

38 | Recommendations

RECOMMENDATIONS SUMMARY

COLLABORATE WITH PARTNERS FOR

REGIONAL CONNECTIVITY

ID PROJECT DESCRIPTION
B1 + Trail from The Preserve to Las Trampas North
B2 + Access point at the Las Trampas West (future)
B3 + Access point at San Ramon Valley Blvd.
+ Trail from San Ramon Valley Blvd. to Las Trampas
B4 + Access point at Fostoria Way and Camino Ramon
+ Trail from Borel Agricultural Park to Danville
B5 + Trail from Crow Canyon Rd to Sycamore Valley Open
Space (via Public Services and Maintenance property)
B6 ⟫ Improve trails between Red Willow Park and Diablo
Vista Park in Danville
B7 + Trail from Tassajara Ridge Trail to Dublin (through Camp Parks easement)
B8 + Trail from Old Ranch Park to Dublin open space
(through Dougherty Hills Open Space)
B9 + Access point at/near Centennial Park
+ Trail from Westside Dr to Bishop Ranch South
B10 ⟫ Improve access point at Morgan Dr near Hawkins Dr ⟫ Improve trails between Morgan Dr and Bishop Ranch
B11 ⟫ Improve access point at Paddock Dr
⟫ Improve trails between Paddock Dr and Bishop
Ranch Open Space
B12 ⟫ Improve access point at Cobblestone Park
⟫ Improve trails between Thomas Ranch neighborhood
and Las Trampas–Pleasant Ridge

CREATE CONNECTIONS BETWEEN

NEIGHBORHOODS & OPEN SPACE

ID PROJECT DESCRIPTION
A1 + Stacked loop trails in the Preserve
open space
A2 + Trail connections through
participating HOA properties that
connect neighborhoods to the on- and
off-street trail network

GENERAL RECOMMENDATIONS

ID PROJECT DESCRIPTION
G1 + Provide more dirt-to-dirt trail
connections
G2 ⟫ Manage grazing areas to reduce
impacts to developed trails
G3 + Acquire trail easements through
utility corridors, HOAs, etc.

G4 ⟫ Amend GHAD easements for trails
G5 + Create and implement a wayfinding
signage plan for trails
G6 + Develop a hierarchy of trailheads
and associated amenities
G7 + Establish a “friends of group”

RECOMMENDATIONS SUMMARY
The projects and policies listed in this table correspond to the Master Plan Recommendations map on the previous page. Improvements to existing facilities are denoted with a yellow arrow (⟫) while additions to the trail system are noted with a blue plus sign (+). Detailed descriptions of each improvement can be found throughout this chapter.

Example of a trail network that is easily accessible
from residential areas
Image: Metzler Ranch Community Park, Castle Rock, CO
The existing trail system is heavily shaped by cattle
grazing
The Vision:

Recommendations | 39

RECOMMENDATIONS SUMMARY

ENHANCE EXISTING TRAILS WITHIN

CITY LIMITS

ID PROJECT DESCRIPTION
D1 + Stacked loop trails in Dougherty Hills
D2 + New trail along Alamo Creek
D3 + Stacked loop trails in Tassajara Ridge
D4 + Trail from Iron Horse Trail to Dougherty
Hills Open Space
D5 + Trails connecting neighborhoods and
schools throughout the city to the existing
bike park at Memorial Park (or relocate bike
park to a more convenient location)
D6 + Trail from Morgan Drive to Memorial Park
D7 + Trail from Alcosta Senior and Community
Center to Old Ranch Park
D8 ⟫ Use floodplain service roads along Alamo
Creek and West Alamo Creek as trails
during dry months
D9 + Trail from the future Crow Canyon
Staging Area to West Alamo Creek Trail
D10 + Trail between Tassajara Ridge Trail and
Hidden Valley Trail

PROVIDE NEW AND ENHANCED

TRAILHEADS & NAVIGATION

ID PROJECT DESCRIPTION
T1 ⟫ Faria Preserve Parkway Trailhead
improvements
T2 + Crow Canyon Staging Area Trailhead
T3 ⟫ Dougherty Valley Ridge Trail North
Trailhead improvements
T4 + Old Ranch Park & Alcosta Community &
Senior Center Trailheads
T5 + Forest Home Farms Trailhead
T6 ⟫ Paddock Drive/Redtail Hawk Trailhead
improvements
T7 + Cobblestone Neighborhood Park
Trailhead
T8 + San Ramon Transit Center Trailhead

ENHANCE THE IRON HORSE TRAIL

WITHIN CITY LIMITS

ID PROJECT DESCRIPTION
C1 ⟫ Shade Iron Horse Trail with tree planting
and shade structures
C2 ⟫ Wayfinding signage at existing and new
Iron Horse Trail access points
C3 ⟫ Widen and stripe Iron Horse Trail
Example of a striped and semi-shaded shared use path
Image: Sun Valley, ID
Example of seating along a natural surface trail
Image: Story Mill Community Park, Bozeman, MT
Example of a trailhead
Image: Cherry Creek Valley Ecological Park, Centennial, CO The Vision:

The Vision:

The Vision:

40 | Recommendations

NEIGHBORHOOD CONNECTIONS

CREATE CONNECTIONS BETWEEN

NEIGHBORHOODS & OPEN SPACE
Residents and community leaders in
San Ramon highly value trails that are
conveniently accessible from their
homes and nearly 90% of residents are
most interested in using trails to stay
active and fit.

With open space and GHAD land
spread through the city limits, there are
opportunities to provide more trails and
improve existing trails.

SCENIC LANDSCAPES

AND OPEN SPACE

RESIDENTIAL

NEIGHBORHOODS

COMMERCIAL AREAS AND

PUBLIC SERVICES
Project A1: Provide a new stacked loop
trail system in the open space between
The Preserve Project and Las Trampas
Regional Preserve to create shorter
loops for community members and
provide regional connectivity to EBRPD’s
Parkland.

A1
These potential projects correspond to map
labels on the following page.

Project A2: Work with HOAs to identify
connector trails between neighborhoods
and open space access points and set
dedicated public easements. (Note:

Not mapped. Exact locations to be
coordinated between City and HOAs
that want to provide trail access for their
members.)
A2

Recommendations | 41

NEIGHBORHOOD CONNECTIONS
A1
0 8 16 32 mi
1” = 8 miles

PROPOSED NEIGHBORHOOD CONNECTIONS
LEGEND
Neighborhood & Open
Space Connection A
EBRPD (Parkland)
Public Park
City Owned Property
Golf Course
EBRPD (Landbank)
GHAD
Dept. of Defense
Existing Trail
Iron Horse Trail
Proposed Trail
A1

42 | Recommendations

EXTERNAL CONNECTIONS

COLLABORATE WITH PARTNERS FOR

REGIONAL CONNECTIVITY
San Ramon has the potential to have one of the
best metro trail systems in California, with EBRPD
Open Space Lands adjacent to city boundaries,
Mount Diablo State Park to the north, and the
Iron Horse Trail acting as a spine through the
center of the city. Connecting to these regional
assets is a focus of the plan.

Project B1: Provide a trail connection and
access point to Las Trampas Regional Preserve
from The Preserve Project. A new trail is being
constructed by EBRPD in 2026 extending south
from the Las Trampas Ridge Trail that the City
can partner on.

B1
*Project B2: Provide an access point to future
west side EBRPD open space off Bollinger
Canyon Road from The Preserve Project.

B2
Project B3: Provide a trail connection and
access point to Las Trampas through The
Preserve Project’s open space near San Ramon
Valley Blvd. to provide trail access from an urban
part of the city.

B3
*Project B4: Provide a trail connection and
access point along San Ramon Creek at Fostoria
Way and Camino Ramon into the Town of
Danville. This will provide a connection to the
future Borel Agricultural Park by EBRPD.

B4
*Project B5: Provide a trail connection to EBRPD
Sycamore Valley Open Space from Crow Canyon
Road through the San Ramon Service Center.

B5
Project B6: Improve trail connections from Red
Willow Park in San Ramon to Diablo Vista Park in
Danville.

B6
*Project B7: Connect Tassajara Ridge Trail to
Dublin through Camp Parks. EBRPD is currently
working on an agreement with Camp Parks
to have a trail easement that San Ramon can
support.

B7
*Project B8: Provide a trail connection from
Old Ranch Park to Dublin open space through
Dougherty Hills. The trail alignment should use
the open space and not be located within the
viewshed of existing residences.

B8
*Project B9: Provide a trail connection and
access point from Westside Drive near
Centennial Park to EBRPD open space through
easements around the Laborers property (low
priority by EBRPD).

B9
*Project B10: Improve trail connections and
access point from Morgan Drive to EBRPD’s
Bishop Ranch Regional Open Space.

B10
Project B11: Improve trail connection and
access point from Paddock Drive to EBRPD
open space & Redtail Hawk Trail (low priority by
EBRPD).

B11
Project B12: Improve trail connection and
access point from Cobblestone Park/Thomas
Ranch to EBRPD open space (low priority by
EBRPD).

B12

GREY FOX TRAIL (EBRPD)

VIEW TOWARD MOUNT DIABLO
These potential projects correspond to map labels
on the following page. For projects with an asterisk
(*), refer to Appendix B for intersection improvement
recommendations.

THE POWER OF

PARTNERSHIPS
Partnerships with outside
agencies can be beneficial
for gaining easements on
privately owned lands.

Collaborative partnerships
with outside agencies
can elevate low-priority
recommendations or result
in low-priority projects being
accomplished more easily.

Recommendations | 43

EXTERNAL CONNECTIONS
0 8 16 32 mi
1” = 8 miles

PROPOSED EXTERNAL CONNECTIONS
LEGEND
EBRPD (Parkland)
Public Park
City Owned Property
Golf Course
EBRPD (Landbank)
GHAD
Dept. of Defense
Existing Trail
Iron Horse Trail
Proposed Trail
External Connections &
Regional Context B
B1
B2
B3
B4
B5 B6
B9
B10
B11
B12
B8
B7

44 | Recommendations

IRON HORSE TRAIL
Project C2: Improve connections from
parks and access points with clear
wayfinding signage and enhanced trails
linking parks, schools, neighborhoods,
and commercial areas.

C2
Project C3: Widen the trail and stripe to
create separate lanes for fast and slow
traffic, in line with recommendations
from the County’s corridor study (2020)
and double tracking plan (in progress).

C3

ENHANCE THE IRON HORSE TRAIL

WITHIN CITY LIMITS
The Iron Horse Trail extends 4.24 miles
through the length of San Ramon (the full
trail runs from Pleasanton to Concord).

Nearly 25% of residents said the Iron
Horse Trail is their favorite trail within city
limits, almost five times higher than any
other trail within the city. Opportunities
exist for the city to partner with EBRPD
and the County to enhance this section
of trail.

Project C1: Provide shade along the Iron
Horse Trail with a combination of tree
planting and shade structures. Trees will
take time to mature and provide benefits
into the future while shade structures will
cost more and provide immediate shade.

C1

IRON HORSE TRAIL LOOKING SOUTH TOWARD DUBLIN
These potential projects are general and do not
directly correspond to point locations on the
following page.

OWNERSHIP AND MANAGEMENT

OF THE IRON HORSE TRAIL
Contra Costa County owns the trail
corridor and manages aspects of it
including permitting, landscaping
guidelines, and utility easements.

Under agreements with the county,
East Bay Regional Park District
maintains and operates the Iron
Horse Regional Trail surface itself,
including paving, signage, and
public safety.

Recommendations | 45

IRON HORSE TRAIL
0 8 16 32 mi
1” = 8 miles

PROPOSED IRON HORSE TRAIL IMPROVEMENTS
LEGEND
Enhance the Iron Horse
Trail within City Limits C
Existing Trail
Iron Horse Trail
EBRPD (Parkland)
Public Park
City Owned Property
Golf Course
EBRPD (Landbank)
GHAD
Dept. of Defense
C3
C2
C1

46 | Recommendations

EXISTING TRAIL NETWORK ENHANCEMENTS

ENHANCE EXISTING TRAILS WITHIN CITY LIMITS
Existing dirt trails within the city are primarily inherited ranch roads and do not meet trail standards. They are generally steep, fall-line trails and not user friendly. It is suggested to adopt trail standards within this document and work to upgrade trails to meet standards.

OVERGROWN TRAIL WITHIN SAN RAMON
Project D1: Provide a stacked loop trail
system in the Dougherty Hills Open
Space connecting to neighborhoods
along Alcosta Blvd. to the west and
Dougherty Road and Rancho San Ramon
Park to the east.

D1
These potential projects correspond to map labels on the following page. For projects with an asterisk (*), refer to Appendix B for intersection improvement recommendations. *Project D4: Provide a connection
from Iron Horse Trail to Dougherty Hills
utilizing existing utility corridors.

D4
*Project D5: Provide bike and pedestrian
connections to the existing bike park at
Memorial Park and/or locate a bike park
in a more accessible location to youth.

D5
Project D2: Provide a trail along Alamo
Creek, utilizing shade from existing
vegetation and highlighting the riparian
corridor. Potential to work with the
adjacent high school for cross country
meets.

D2
Project D3: Provide stacked loop
trails through Tassajara Ridge better
connecting the neighborhoods on the
east side of the city to open space.

D3
Project D6: Add a connection from
Morgan Drive to connect to Memorial
Park using HOA green space.

D6
*Project D7: Provide a trail from Alcosta
Senior and Community Center to Old
Ranch Park.

D7
Project D8: Explore using floodplain
service roads along Alamo Creek and
West Alamo Creek as trails during the dry
months.

D8
Project D9: Provide a connection from
the future Crow Canyon Staging Area to
the West Alamo Creek Trail.

D9
Project D10: Provide a connection
between Tassajara Ridge Trail to Hidden
Valley Trail using the existing water
quality control pond gravel trail.

D10

Recommendations | 47

EXISTING TRAIL NETWORK ENHANCEMENTS
0 8 16 32 mi
1” = 8 miles

PROPOSED EXISTING TRAIL

NETWORK ENHANCEMENTS
LEGEND
EBRPD (Parkland)
Public Park
City Owned Property
Golf Course
EBRPD (Landbank)
GHAD
Dept. of Defense
Existing Trail
Iron Horse Trail
Proposed Trail
Enhance Existing Trails
within City Limits D
D3
D1
D4
D5
D6
D2
D9
D8
D8
D7
D10

48 | Recommendations

TRAILHEADS AND NAVIGATION

PROVIDE NEW AND ENHANCED TRAILHEADS &

NAVIGATION
Public engagement results show that 22% of survey respondents identified a need for more trailheads and parking areas.

Additional trailheads would improve access, navigation, and reduce crowding while connecting more neighborhoods to San Ramon’s open spaces. Well-designed trailheads can offer clear signage, maps, and amenities, making it easier for users to orient themselves, plan routes, and enjoy a safer, more welcoming trail experience.
*Trailhead 1: Improve trailhead located along Faria Preserve Parkway to serve the proposed stacked loop system in The Preserve Project’s open space.

T1
*Trailhead 4: New trailheads at Old Ranch Park and Alcosta Senior & Community Center to service future trails in the city owned open space between the park and the senior center.

T4
Trailhead 5: New trailhead at Forest Home Farms to provide east‑west connection with future enhancement of the I-680 underpass and a connection to the Starkweather Trail.

T5
T6 Trailhead 6: Improve trailhead at Paddock Drive to the Redtail Hawk Trail.

Trailhead 7: New trailhead at Cobblestone Neighborhood Park providing a connection to the Pleasant Ridge/Las Trampas Trail.

T7
*Trailhead 2: New Crow Canyon Staging Area trail to provide connections into Sycamore Valley Open Space and West Alamo Creek Trail.

T2
These potential projects correspond to map labels on the following page.

For projects with an asterisk (*), refer to Appendix B for intersection improvement recommendations.

Trailhead 8: New trailhead at San Ramon Transit Center connecting to the Iron Horse Trail for multimodal connection.

T8
*Trailhead 3: Improve trailhead at north end of Dougherty Hills Open Space that connects to West Alamo Creek Trail.

T3

ACCESS POINT TO TASSAJARA RIDGE

Recommendations | 49

TRAILHEADS AND NAVIGATION
0 8 16 32 mi
1” = 8 miles

PROPOSED TRAILHEADS AND

TRAILHEAD IMPROVEMENTS
LEGEND
T Proposed Trailhead
Existing Trail
Iron Horse Trail
EBRPD (Parkland)
Public Park
City Owned Property
Golf Course
EBRPD (Landbank)
GHAD
Dept. of Defense
T2
T6
T7
T8
T5
T3
T4
T1

50 | Recommendations

CAPITAL IMPROVEMENT PROJECTS

PROJECT PRIORITIZATION AND PHASING
The phasing plan identifies which potential projects should be considered and incorporated into a 5-year, 10-year, and 20-year capital improvement program. The Prioritization Matrix on the following pages lists potential projects from highest to lowest priority and includes information such as time frame and estimated costs for each project. Estimated capital and ongoing maintenance costs are presented in 2026 dollars and will fluctuate with inflation.

PRIORITIZATION CRITERIA
Recommended projects were evaluated based on the following criteria.

CAPITAL AND FUTURE INVESTMENT (30%)
Considers whether funding or known funding sources for the potential project have been identified. Estimates the long-term financial implications of potential projects.

EASE OF IMPLEMENTATION (30%)
Examines the complexity of implementation when considering land ownership, potential easement acquisition, and ability to implement independently (without close collaboration or dependencies on other organizations).

STRATEGIC PLAN ALIGNMENT (20%)
Assesses whether the project supports and advances the city’s long-term goals, adopted plans, and policy direction. Considers other criteria associated with the Trails Master Plan purpose.

STAKEHOLDER PRIORITIES (10%)
Assesses whether the potential project supports stakeholder priorities.

COMMUNITY DEMAND (10%)
Assesses whether the potential project supports community recreation preferences.

SAN RAMON OPEN SPACE

Recommendations | 51

CAPITAL IMPROVEMENT PROJECTS

RECOMMENDATIONS MATRIX

ID PROJECT DESCRIPTION PRIORITY TIME FRAME

CAPITAL

IMPROVEMENT
BUDGET

IMPLICATIONS

MAINTENANCE

IMPLICATIONS
G3 Use easements to provide connections through linear corridors, utility corridors, HOAs, etc. Providing thoughtful easements and land management partnerships.

Medium Ongoing - -
G4 Amend GHAD land conservation easements to allow new trail alignments that show environmental benefits, such as reduced erosion.

Medium 0-5 years - -
G5 Implement a citywide wayfinding signage plan for the trail system. Low 0-5 years - - G2 Evaluate opportunities to reduce user conflict and limit damage to trail surfaces due to cattle grazing. Management of open spaces should consider grazing's impact on public trails, while also respecting grazing as a vital function of the area's landscape.

Low Ongoing - -
G7 The City should partner with a “friends of group” for nonprofit support of maintenance and education by developing a volunteer agreement and incentives.

Low Ongoing - -
G6 Develop a hierarchy of trailheads (access points, parking areas, parks) and associated amenities. Ensuring trailheads that directly interface with roadways are designed to provide appropriate safety treatments.

Low 0-5 years - -
G1 Provide more dirt-to-dirt trail connections. Current loops identified on public maps bring users onto the streets, providing a convoluted experience.

Low 11-20 years - -
Table 1: Prioritization Matrix—General Recommendations

52 | Recommendations

RECOMMENDATIONS MATRIX

ID PROJECT DESCRIPTION PRIORITY TIME FRAME

CAPITAL

IMPROVEMENT
BUDGET

IMPLICATIONS

MAINTENANCE

IMPLICATIONS
C2 Improve connections from parks and access points with clear wayfinding signage and enhanced trails linking parks, schools, neighborhoods, and commercial areas.

High Ongoing $500–$5,000
per sign & kiosk < $25,000/yr
T4 New trailheads at Old Ranch Park and Alcosta Senior & Community Center to service future trails in the city owned open space between the park and the senior center.

High 0-5 years
$100,000–$300,000
depending on desired
amenities
Yes, minimal time
for maintenance
T5 New trailhead at Forest Home Farms to provide east‑west connection with future enhancement of the I-680 underpass and a connection to the Starkweather Trail.

High 6-10 years1
$100,000–$300,000
depending on desired
amenities
Yes, minimal time
for maintenance
D7 Provide a trail from Alcosta Senior and Community Center to Old Ranch Park. High 0-5 years
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
B1 Provide a trail connection and access point to Las Trampas Regional Preserve from The Preserve Project. A new trail is being constructed by EBRPD in 2026 extending south from the Las Trampas Ridge Trail that the City can partner on.

High 0-5 years
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
B2 Provide an access point to future west side EBRPD open space off Bollinger Canyon Road from The Preserve Project. High 6-10 years2 $10,000+ for each
new access point
w/o parking
$1,000 per mile of
dirt trail yearly
T8 New trailhead at San Ramon Transit Center connecting to the Iron Horse Trail for multimodal connection. High 0-5 years
$50,000–$300,000
depending on desired
amenities
Yes, minimal time
for maintenance
B7 Connect Tassajara Ridge Trail to Dublin through Camp Parks. EBRPD is currently working on an agreement with Camp Parks to have a trail easement that San Ramon can support.

High 0-5 years
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
1 To be coordinated with I-680 underpass recommendation in the Bike Master Plan Update. 2 Dependent on when EBRPD land bank open space will be open to public.

Table 2: Prioritization Matrix—Proposed Projects

CAPITAL IMPROVEMENT PROJECTS

Recommendations | 53

CAPITAL IMPROVEMENT PROJECTS

RECOMMENDATIONS MATRIX

ID PROJECT DESCRIPTION PRIORITY TIME FRAME

CAPITAL

IMPROVEMENT
BUDGET

IMPLICATIONS

MAINTENANCE

IMPLICATIONS
B3 Provide a trail connection and access point to Las Trampas through The Preserve Project’s open space near San Ramon Valley Blvd. to provide trail access from an urban part of the city.

High 0-5 years
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
A1 Provide a new stacked loop trail system in the open space between The Preserve Project and Las Trampas Regional Preserve to create shorter loops for community members and provide regional connectivity to EBRPD’s Parkland.

Medium 0-5 years3
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
B4 Provide a trail connection and access point along San Ramon Creek at Fostoria Way and Camino Ramon into the Town of Danville. This will provide a connection to the future Borel Agricultural Park by EBRPD.

Medium 6-10 years4
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
T6 Improve trailhead at Paddock Drive to the Redtail Hawk Trail. Medium 6-10 years Yes, minimal time for maintenance
B6 Improve trail connections from Red Willow Park in San Ramon to Diablo Vista Park in Danville. Medium 6-10 years
$50,000–$75,000
per 1 mile of
unpaved trail
No
T1 Improve trailhead located along Faria Preserve Parkway to serve the proposed stacked loop system in The Preserve Project’s open space. Medium 0-5 years5 $5,000–$15,000 Yes, minimal time for maintenance D5 Provide bike and pedestrian connections to the existing bike park at Memorial Park and/or locate a bike park in a more accessible location to youth.

Medium 6-10 years
$50,000–$75,000
per 1 mile of
unpaved trail
Yes, minimal time
for maintenance
C3 Widen the trail and stripe to create separate lanes for fast and slow traffic, in line with recommendations from the County’s corridor study (2020) and double tracking plan (in progress).

Medium 0-5 years6
See Iron Horse Trail
Active Transportation
Corridor Study
No
3 Coordinate with EBRPD's plans on extending the Las Trampas trail system south. 4 Coordinate with EBRPD's timeline for anticipated opening of Borel Agricultural Park. 5 Concurrent with projects A1 and B3.
6 Identified in Contra Costa County's 2020 Active Transportation Corridor Study. Improvements throughout Segment 14 (from Fostoria to Montevideo) were highly ranked.

54 | Recommendations

CAPITAL IMPROVEMENT PROJECTS

RECOMMENDATIONS MATRIX

ID PROJECT DESCRIPTION PRIORITY TIME FRAME

CAPITAL

IMPROVEMENT
BUDGET

IMPLICATIONS

MAINTENANCE

IMPLICATIONS
T3 Improve trailhead at north end of Dougherty Hills Open Space that connects to West Alamo Creek Trail. Medium 6-10 years $20,000+ depending on desired amenities Yes, minimal time
for maintenance
C1 Provide shade along the Iron Horse Trail with a combination of tree planting and shade structures. Trees will take time to mature and provide benefits into the future while shade structures will cost more and provide immediate shade.

Medium7 Ongoing
$250,000–$750,000
per mile (varies
depending on trees
or structures)
Yes, minimal time
for maintenance
A2 Work with HOAs to identify connector trails between neighborhoods and open space access points and set dedicated public easements. (Note: Not mapped. Exact locations to be coordinated between City and HOAs that want to provide trail access for their members.) Medium Ongoing N/A < $25,000
(staff time)
B9 Provide a trail connection and access point from Westside Drive near Centennial Park to EBRPD open space through easements around the Laborers property (low priority by EBRPD).

Medium 11-20 years8
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
D8 Explore using floodplain service roads along Alamo Creek and West Alamo Creek as trails during the dry months. Medium 0-5 years N/A N/A T2 New Crow Canyon Staging Area trail to provide connections into Sycamore Valley Open Space and West Alamo Creek Trail. Medium 0-5 years $100,000–$300,000
depending on desired
amenities
Yes, minimal time
for maintenance
B8 Provide a trail connection from Old Ranch Park to Dublin open space through Dougherty Hills. The trail alignment should use the open space and not be located within the viewshed of existing residences.

Medium 0-5 years9
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
D6 Add a connection from Morgan Drive to connect to Memorial Park using HOA green space. Medium 6-10 years
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
7 Increasing shade along the Iron Horse Trail was identified as a high-priority project in the Parks, Trails, Open Space, and Recreation Master Plan. 8 Coordinate with EBRPD timeline for public access.
9 To expand on projects T4 and D7.

Recommendations | 55

CAPITAL IMPROVEMENT PROJECTS

RECOMMENDATIONS MATRIX

ID PROJECT DESCRIPTION PRIORITY TIME FRAME

CAPITAL

IMPROVEMENT
BUDGET

IMPLICATIONS

MAINTENANCE

IMPLICATIONS
B10 Improve trail connections and access point from Morgan Drive to EBRPD’s Bishop Ranch Regional Open Space. Medium 6-10 years $50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
D4 Provide a connection from Iron Horse Trail to Dougherty Hills utilizing existing utility corridors. Low 11-20 years
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
T7 New trailhead at Cobblestone Neighborhood Park providing a connection to the Pleasant Ridge/Las Trampas Trail. Low 6-10 years $100,000–$300,000
depending on desired
amenities
Yes, minimal time
for maintenance
B11 Improve trail connection and access point from Paddock Drive to EBRPD open space & Redtail Hawk Trail (low priority by EBRPD). Low 11-20 years Unknown at this time - B12 Improve trail connection and access point from Cobblestone Park/ Thomas Ranch to EBRPD open space (low priority by EBRPD). Low 11-20 years Unknown at this time - D2 Provide a trail along Alamo Creek, utilizing shade from existing vegetation and highlighting the riparian corridor. Potential to work with the adjacent high school for cross country meets.

Low 11-20 years
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
B5 Provide a trail connection to EBRPD Sycamore Valley Open Space from Crow Canyon Road through the San Ramon Service Center. Low 11-20 years $50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
D9 Provide a connection from the future Crow Canyon Staging Area to the West Alamo Creek Trail. Low 11-20 years
$50,000–$75,000
per 1 mile of
unpaved trail
$1,000 per mile of
dirt trail yearly
D1 Provide a stacked loop trail system in the Dougherty Hills Open Space connecting to neighborhoods along Alcosta Blvd. to the west and Dougherty Road and Rancho San Ramon Park to the east.

Low 11-20 years
$50,000–$75,000
per 1 mile of unpaved
trail
$1,000 per mile of
dirt trail yearly
D3 Provide stacked loop trails through Tassajara Ridge better connecting the neighborhoods on the east side of the city to open space.

Low 6-10 years
$50,000–$75,000
per 1 mile of unpaved
trail
$1,000 per mile of
dirt trail yearly

56 | Recommendations

FUNDING OPPORTUNITIES
This section lists federal, state, local, and private funding sources that can be accessed to fund construction and maintenance of trails in San Ramon. It will be important to actively pursue funding and implement the plan's proposed projects in a timely fashion, building excitement and momentum in the community. Note that because these are only some of the known funding sources at the time of plan adoption (2026), city staff should regularly monitor existing and new funding sources for additional opportunities.

CAPITAL FUNDING SOURCES

TAX SOURCES
City of San Ramon
The City will be the primary funding agent for many of the plan's capital improvement projects. Funding sources the City may access for design and construction phases of trail development or improvements include:
• General Fund: Using the City's existing tax dollars for projects often comes from the City's annual Capital Improvement Program budget process. The General Fund can be a primary source for shade structures, lighting and landscaping, paving and intersection safety improvements, and other similar projects.
• General Obligation Bond: Voter-passed tax initiatives like Measure N can fund trail projects through increases in property or sales tax. This is a relatively common method of funding for many cities and towns.

Because Measure N's 1.0% sales tax recently passed with 56% voter approval, the community may be hesitant to approve another. • Measure N (Transactions and Use Tax): A ballot measure proposing a 1.0% sales tax in San Ramon for 10 years was passed in November 2024. Analysis estimates that this could generate more than $15 million per year to support City services and facilities including road safety, recreation services, park maintenance, youth,

FUNDING OPPORTUNITIES
senior, and cultural programs, and more. Because it expires in 2035, setting aside Measure N dollars will be important for short-term (0-5 years) and medium-term (6-10 years) projects. These funds will be a good source when grants require a match of some percent. • Special Assessment Districts: These districts fund park and recreation projects within a defined area, with contributions based on assessment of real property. The formation of these districts requires approval of property owners.
• Landscape and Lighting Assessment District: A form of a Special Assessment District, these funds can be used for the development and operation of parks and open space. This also requires voter approval. Example: The Preserve Landscaping and Lighting Assessment District.
• Community Facilities Districts (CFD): Often associated with new subdivisions and infrastructure, CFDs are similar to Special Assessment Districts in that they create annual revenue streams that can be used to fund capital improvements and/or maintenance of recreation facilities. The adoption of this property tax requires a two-thirds majority vote among residents of the proposed District.

As a result, this can be difficult to put into place as a realistic funding source. The only existing CFD in San Ramon, CFD 2014-1 encompasses Acres, The Preserve, Deerwood, Aspenwood, and Promenade.
• Quimby Act Dedication and Fees: The Quimby Act authorizes cities and counties to require a residential developer to dedicate parkland or a payment of a comparable fee in-lieu of. This can only be used for capital funding for the renovation of existing parks/facilities or the construction of new ones that serve the new development, but these in-lieu fees can be a good source as match funding for grants.

Depending on the level of residential development, this can be a small or significant method for developing new parks and facilities. The rate of contribution must be set based on prior standards.

Recommendations | 57

FUNDING OPPORTUNITIES
• Development Impact Fees: These fees are paid by a developer at the time of issuing a building permit for a new development (commercial and or residential rentals). This is usually a per unit or per square foot fee. There must be a direct benefit to the new development to justify the utilization of the fees for new facilities. Again, the level of funding can vary and the fees must be established as part of a general standard.
• Special Sales Tax: There are limited opportunities for the use of this tax. It requires two thirds voter approval and state legislative approval, but the proceeds can be used for special projects.
• Special Fees or Taxes: This could include earmarking revenues from the establishment of new fees or increasing existing fees associated with items such as business licenses, utility fees, parcel tax, real estate transfer tax, transient occupancy tax (bed tax), etc. These are often difficult to establish or increase and do not always generate significant revenues. Some of these funding sources require voter approval (parcel tax).
• Certificates of Participation: This is a form of a lease that only obligates the city to a payment on a yearly basis to cover the cost of financing the project over a set term. This form of payment does not count against the city’s indebtedness and does not require a vote of the people. The facility is in effect purchased from a third party and it may also be constructed by them as well.

Regional/County
• Contra Costa Transportation Authority Measure J: Since 2009, Measure J funds have been used to fund transportation projects across Contra Costa County. Recent projects funded by Measure J include bicycle and pedestrian overpasses in Brentwood and San Ramon and several Complete Street improvement projects. • Contra Costa County Measure X: A portion of the County's 0.5% Measure X tax allocates funds to essential county services including trail and active transportation projects or maintenance.

State of California
Grants are administered through a variety of departments in state government, however there is often competition for this funding. • California Active Transportation Program: A California Transportation Commission (CTC) program funding trail projects that serve transportation and safety goals. These funds are good for design and construction. These funds may be especially useful in trailhead development and creating off-street commuter connections. • Proposition 68: The California Department of Parks and Recreation's Regional Park Program (more commonly known as Prop 68) offers grant funding for projects that create, expand, or improve regional park facilities. Because these funds are available to Regional Park Districts and Regional Open Space Districts, they will be useful for many of the projects which connect regional open spaces. • Clean California Local Grant Program: Offered by the California Department of Transportation (Caltrans), Clean California funds can be used to beautify and improve public pathways by completing projects that reduce litter, beautify public spaces, improve public health, and foster place-making in underserved communities. While this may apply in some specific areas of the city, San Ramon is generally not economically underserved.

Federal Government
There are a variety of funding sources available for different projects and programs through such programs as the Land & Water Conservation Fund, trails, environmental, and social service based (Community Development Block Grant) funding.
• Transportation Alternatives Program (TAP): A Federal Highway Administration program that provides funding for generally smallerscale transportation projects such as pedestrian and bicycle facilities, construction of overlooks and viewing areas, environmental mitigation, recreational trails, safe routes to school projects, and

58 | Recommendations

FUNDING OPPORTUNITIES
interest, the key amenities that they would support, and other project requirements for possible funding is important. It should be expected that there will be a relatively low level of funding through foundations. • Grants: It is possible to fund parks, open space, and other facilities from grant sources, but applying for these grants can be time consuming and must fit within their funding cycle. Key aspects of parks and recreation projects that could be targeted for grants is anything related to youth, teens, seniors, people with disabilities, families, and lower income households. There may also be grant opportunities for environmental projects, energy conservation, and green building initiatives. Major funding from this source is unlikely but still could be beneficial.
• Naming Rights and Sponsorships: Although not nearly as lucrative as for large stadiums and other similar facilities, the sale of naming rights and long-term sponsorships could be a source of some capital funding as well. It will probably be necessary to hire a specialist in selling naming rights and sponsorships if this revenue source is to be maximized to its fullest potential. No lifetime naming rights should be sold. The industry standard is 20 years maximum. Determining the level of financial contribution necessary to gain a naming right will be crucial.
more. These funds are administered through the State of California's Active Transportation Program.
• Recreational Trails Program (RTP): A Federal Highway
Administration grant program administered through the California Department of Parks and Recreation, RTP funds can be used for the development, construction, restoration, and maintenance of trails and related amenities. These projects typically require a local match of about 12-20%, which can come from the General Fund or other local funding sources.

NON-TAX SOURCES
Beyond the more traditional government funding sources that have been identified above, there are a variety of non-tax sources that are increasingly being called upon to help finance projects and programs.

Some of these are listed below.
• Partnerships: There is the potential of developing equity partners for specific projects. These could include other neighboring cities, the County, the school district, private companies, and health care providers. There is often a limit on the number of these types of partnerships that can be established for a project due to potential competing interests. Partnership dollars received from other organizations could be significant. A detailed partnership assessment will be necessary to determine a realistic level of funding for any project.
• Fundraising: A possible source of capital funding could come from a comprehensive fundraising campaign in San Ramon. Contributions from local businesses, private individuals and service organizations could be included in the outreach effort. To maximize this form of funding, a private fundraising consultant may be necessary. Generally, this is a relatively low level of capital funding for most projects. • Foundations: There are foundations in the greater Bay Area or nationally that could be capital funders for certain parks and facilities.

Reaching out to these foundations to determine their level of Example of naming rights

Recommendations | 59

FUNDING OPPORTUNITIES

OPERATIONS FUNDING SOURCES
As important as financing capital projects is, the ability to fund ongoing operations and maintenance for parks
and recreation is critical. There are a number of possible funding options that are noted below.

VOLUNTEER/SERVICE GROUPS
Establishing a "Friends of" group (such as "Friends of San Ramon Trails" or "San Ramon Green Guardians") ... and
gives community members a sense of ownership.

TAX SOURCES
• City of San Ramon: It is anticipated that most of the responsibility for operations and maintenance funding
will continue to fall on the City. However, the City
will need to identify how the anticipated increase in
operations and maintenance will be handled and what
sources the funding will come from. Many of the same
funding options for capital projects are also possibilities for operations.
• General Fund: The use of existing tax dollars for
operations and maintenance is common. However, if
there are going to be significant increases this usually cannot be funded entirely with existing tax sources.
• Charges for Services: Increasing the fees charged for parks and recreation programs and services as well as
the rental of parks facilities can help with the generation of revenue to off-set operations costs. Having a welldefined fee policy to guide this process is essential. • Special Sales Tax: In addition to funding capital, this source can also be utilized for the operations of certain special facilities or amenities. The limits of this funding source have been identified in the capital funding section. Trail building and maintenance equipment owned by the Santa Cruz Mountains Trail Stewardship nonprofit organization.

60 | Recommendations
• Special Fees or Taxes: These sources could provide a dedicated funding source for facilities maintenance or programs. Again, revenue could be generated from sources such as business licenses, utility fees, parcel tax, real estate transfer tax, transient occupancy tax (bed tax), etc.
• Operating Levy: Establishing a tax levy specifically for the maintenance and operation of parks and recreation facilities and programs has become more common. These most always require voter approval and often require renewal on a regular basis for continued use. These can either be property tax based or sales tax generated.
• Special Benefit Assessment: A special assessment district within a city can also be used to fund operations and maintenance of parks and recreation facilities through an assessment on real property. This requires approval of the property owners.
• Landscape and Lighting Assessment District: This allows for the funding of operations and maintenance of parks and open space as well as capital construction. This does require voter approval. • Community Facilities Districts: A district can be formed to fund both the operations of new parks and recreation facilities in addition to capital construction. This is a property tax and requires a two-thirds majority vote.
• State of California: It is far more difficult to fund operations and maintenance of parks and recreation resources through normal state sources. There have been some state grants for certain specialized programs, however.
• Federal Government: There are limited options for funding operations and maintenance from this source but there have been grant opportunities for some special needs, environmental, youth, and senior programs and services.

FUNDING OPPORTUNITIES

NON-TAX SOURCES
• Partnerships: Finding operational partners can be a challenge at times but there are opportunities for program and service partners in the public, private, and non-profit sector. Capital partners often have an operational commitment as well. A carefully worded partnership agreement will be necessary to confirm and guarantee the level of funding that is possible and the length of time that it should be expected.
• Endowment Fund: This would require additional funding from foundations and/or fundraising to establish an operational endowment that could fund basic maintenance, capital replacement, and improvements at parks and facilities. Fundraising for operational endowments can be very challenging and the level of funding often needs to be very high to generate enough dollars.
• Sponsorships: The establishment of sponsorships for different programs and services as well as funding for different aspects of a park or facility’s operation is possible. In most cases however, this provides a relatively low revenue stream for funding day to day operating costs.
• Grants: There are grants for programs and services that serve the disadvantaged, youth, teens, and seniors. It may be possible to acquire funding for specific programs from this source. Many grants are only for a set period of time (1 to 3) years which could mean the loss of the program if other funding cannot be found to replace the grant.

Determining a sustainable source of funding for operations and maintenance of new or renovated facilities is critically important as is the ability to fund programs and services for the community on an ongoing basis.

Recommendations | 61

FUNDING OPPORTUNITIES

TASSAJARA RIDGE ON THE EAST SIDE OF SAN RAMON

62 | Recommendations
4 Maintenance and
Open Space Impact
Reduction
FOREST HOME FARMS HISTORIC PARK Page 267 of 306
Maintenance and Open Space Impact Reduction | 63
This chapter describes construction and maintenance standards, CEQA compliance considerations, and strategies for mitigating environmental impacts associated with trails.

Maintenance and Open Space
Impact Reduction

64 | Maintenance and Open Space Impact Reduction

TRAIL DESIGN GUIDELINES
For the purposes of this plan it is recommended that San Ramon use the national trail standards set forth by the United States Forest Service (USFS). Although there is no land managed by the USFS, their trail design standards are accepted at the high levels of trail design and maintenance around the country.

The USFS categorizes trails by their level of development and intended user experience. Classifications range from minimally developed backcountry routes to fully constructed and highly accessible trails.

These classes communicate the expected design approach, intended use, and long-term maintenance needs for each trail. The three trail types listed on the following pages are for unpaved off-street trails only, for on-street trails, see the City's Bicycle Master Plan. Example photos are from the recently completed Cotoni-Coast Dairies trail system in Davenport, California.

While there are no specific federal or state quotas for trail accessibility, providing inclusive trail experiences is a widely accepted best practice.

TRAIL CONSTRUCTION & MAINTENANCE STANDARDS
Outdoor
Recreation
Access Route
Trail
Open Space
Trail
Backcountry
Trail

TRAIL AMENITIES
Trail amenities should be included at access
points and along trails as determined in each
project's design and construction phases of
implementation.

Typical trail amenities include informational
and/or wayfinding signage, trash and
recycling receptacles, bicycle parking,
vehicular parking, lighting, restrooms, water
fountains, seating, shade structures, and more.

Maintenance and Open Space Impact Reduction | 65

TRAIL CONSTRUCTION & MAINTENANCE STANDARDS

OUTDOOR RECREATION ACCESS ROUTE (ORAR)

TREAD AND TRAFFIC FLOW
• Tread wide, firm, stable, and
generally uniform
• Single lane, with frequent
turnouts where traffic volumes
are low to moderate
• Double lane where traffic
volumes are moderate to high
• Commonly hardened with
asphalt or other imported
material

OBSTACLES
• Obstacles not present
• Grades typically < 8%

CONSTRUCTED FEATURES AND

TRAIL ELEMENTS
• Structures frequent or
continuous; typically constructed
of imported materials
• May include bridges,
boardwalks, curbs, handrails,
trailside amenities, and similar
features

ORAR STATUS
• ORAR status ensures that the
trail segment meets federal
accessibility standards,
providing access for people with
mobility impairments.

CLASS 5 TRAIL DESIGN SPECIFICATIONS
Tread Width
Wilderness N/A
Non-Wilderness
(Single Lane) 36–72"
Non-Wilderness
(Double Lane) 72–120"
Structures 36"
Surface
Type
Likely imported material, and
routine grading
Uniform, firm, and stable
Protrusions No protrusions
Obstacles No obstacles
Grade
Target Grade 2%–5%
Short-Pitch Maximum
5%
FSTAG: 5%–12%
Maximum Pitch
Density 0%–5% of trail
Cross Slope
Target Cross Slope 2%–3% or crowned
Maximum Cross
Slope 3%
Clearing
Height 8–10′
Width 60–72″
Shoulder Clearance 12–24″
Turn Radius 6–8′

66 | Maintenance and Open Space Impact Reduction

TRAIL CONSTRUCTION & MAINTENANCE STANDARDS

OPEN SPACE TRAIL

TREAD AND TRAFFIC FLOW
• Tread wide and relatively smooth with few irregularities • Single lane, with allowances constructed for passing where required by traffic volumes in areas with no reasonable passing opportunities available
• Double lane where traffic volumes are high and passing is frequent • Native or imported materials
• May be hardened

OBSTACLES
• Obstacles infrequent and insubstantial
• Vegetation cleared outside of trailway

CONSTRUCTED FEATURES AND TRAIL ELEMENTS
• Structures frequent and substantial; typically constructed of imported materials
• Constructed or natural fords
• Bridges as needed for resource protection and user convenience • Trailside amenities may be present
CLASS 4 TRAIL DESIGN SPECIFICATIONS
Tread Width
Wilderness
18–24″
Exception: may be 36–48″ at steep
side slopes
Non-Wilderness
(Single Lane) 24–60″
Non-Wilderness
(Double Lane) 48–72″
Structures 36″
Surface
Type
Native with improved sections of
borrow or imported material, and
routine grading. Minor roughness
Protrusions
≤ 3″
Uncommon, not continuous
Obstacles 8″
Grade
Target Grade 2–10%
Short-Pitch Maximum 15%
Maximum Pitch
Density 5–20% of trail
Cross Slope
Target Cross Slope 3–7%
Maximum Cross
Slope 10%
Clearing
Height 8–10′
Width 48–72″
Shoulder Clearance 12–18″
Turn Radius 4–8′

Maintenance and Open Space Impact Reduction | 67

TRAIL CONSTRUCTION & MAINTENANCE STANDARDS

BACKCOUNTRY TRAIL

TREAD AND TRAFFIC FLOW
• Tread continuous and obvious
• Single lane, with allowances constructed for passing where required by traffic volumes in areas with no reasonable passing opportunities available
• Native or imported materials

OBSTACLES
• Obstacles may be common, but not substantial or intended to provide challenge
• Vegetation cleared outside of trailway

CONSTRUCTED FEATURES AND TRAIL ELEMENTS
• Structures may be common and substantial; constructed of imported or native materials
• Natural or constructed fords
• Bridges as needed for resource protection and appropriate access CLASS 3 TRAIL DESIGN SPECIFICATIONS
Tread Width
Wilderness
12–24″
Exception: may be 36–48″ at steep
side slopes
Non-Wilderness
(Single Lane) 18–36″
Non-Wilderness
(Double Lane) 36–60″
Structures 18″
Surface
Type
Native, with some on site borrowed
or imported material where needed
for stabilization and occasional
grading
Protrusions
≤ 3″
May be common, not continuous
Obstacles 10″
Grade
Target Grade 3–12%
Short-Pitch Maximum 25%
Maximum Pitch
Density 10–20% of trail
Cross Slope
Target Cross Slope 5–10%
Maximum Cross
Slope 15%
Clearing
Height 7–8′
Width 36–60″
Shoulder Clearance 12–18″
Turn Radius 3–6′

68 | Maintenance and Open Space Impact Reduction

TRAIL USE MITIGATION STRATEGIES
There are potential impacts of trail use in
open spaces, that include disruption to natural
resources, flora and fauna habitat, cattle
grazing impacts, along with noise and visual
concerns. The following strategies can help
remedy these impacts.

POTENTIAL IMPACTS
Habitat and Wildlife
Habitat fragmentation, displacement, reduced
feeding and breeding due to stress, and altered
movement patterns for wildlife. These impacts
are higher in sensitive riparian zones.

Soil and Water
Erosion from heavy use in steep fall line routed
trails and from users creating shortcuts or
unauthorized trails. This leads to a degraded
user experience and increased sediment runoff
into waterways.

Vegetation
Loss of native plants, spread of invasive weeds
especially on unauthorized trails and areas
with disturbed soil, and impacts from trampling
of native vegetation.

Cattle Grazing
Since many of the open space areas have
cattle graving, it should be noted that
overgrazing damages riparian areas, increases
stream bank erosion, and nutrient loads,
and can introduce invasive weeds. However,
managed grazing can control fuels and weeds
while maintaining the character in San Ramon.

User Conflicts
Although it was not major topic during the
public engagement for this plan, conflicts
between hikers, bikers, equestrians, and dogs
are common in some popular trail systems
that are not actively managed.

MITIGATION STRATEGIES
Sustainable Design
Build durable trails using national standards as
noted in this document with proper drainage
and gentle slopes. Limit trail density in
sensitive areas and GHAD land.

Habitat Protection
Close and restore unauthorized trails. Limit
recreational access to sensitive habitats.

Weed and Fire Management
Use conservation grazing and mechanized
fuels reduction projects to reduce weeds and
fuel loads, balancing with ecological health.

Monitoring and Adaptive Management
Regularly assess trail conditions, user trends
and management effectiveness yearly to adapt
management strategies.

User Management and Education
Promote trail stewardship making sure trail
users stay on designated trails. Enforce leash
laws and other regulations. Educate users on
impacts to the natural environment. Use Leave
No Trace messaging at trailheads, staging
areas, and access points.

FOREST HOME FARMS HISTORIC PARK

Maintenance and Open Space Impact Reduction | 69

CEQA COMPLIANCE
Related to CEQA (California Environmental
Quality Act), the projects outlined in this trails
master plan are considered discretionary
activities conducted by a public agency.

However, as of 2025, several new and existing
exemptions can bypass this requirement.

It is recommended that a CEQA expert within
city staff or external consultant review each
specific project before implementing any
project.

KEY 2025 CHANGES (AB 130 & SB 131)
A significant new CEQA exemption was
created for public parks and non-motorized
recreational trails, covering planning,
construction, and maintenance, particularly
if they receive Proposition 4 funds. These
reforms aim to streamline environmental
review for infrastructure, including trails,
aligning with housing and climate goals. Under
the CEQA Guidelines Section 15304, the Class
4 categorical exemption applies to "minor
public or private alterations in the condition
of land, water, and/or vegetation" that do not
involve the removal of healthy, mature, scenic
trees. Examples of trail-related projects that
typically fall under this class in 2025 include:
• New Trails in Existing Rights-of-Way: The
creation of bicycle or hiking trails within
existing public rights-of-way such as a road
or utility corridor.
• Grading for a trail on land with a slope of
less than 10%, provided it is not in a sensitive
area like a wetland or officially designated
scenic area.
• Minor alterations to existing trails, such
as adding wayfinding signage, installing
benches or bike racks, or upgrading
pedestrian lighting.
• Vegetation management for public access
including manual, tool based removal of nonnative vegetation or thinning of small trees, typically less than 8 inches in diameter, to
clear or maintain a trail viewshed or pathway.
• Filling previously excavated land with
compatible soil to level a trail surface or
minor trenching for trail-related drainage/
utilities where the surface is restored.
• Bicycle lane creation including designation
or creation of new bicycle lanes on existing
paved surfaces.

WHEN CEQA IS REQUIRED
The City might be required to prepare a full
Environmental Impact Report (EIR) if there is
"substantial evidence" that a trail project may
result in a significant environmental impact
that cannot be fully mitigated. While most
projects will be handled through exemptions
as noted above or through Mitigated Negative
Declarations (MNDs), the following types of
projects typically trigger a full EIR:

Projects with Significant Unavoidable
Impacts
An EIR is mandatory when a project has
environmental effects that cannot be reduced
to "less than significant" levels through
standard mitigation.

Large-Scale or Regional "Program" Projects
A City may prepare a Program EIR for a
comprehensive citywide trail master plan
rather than individual project-level reviews.

Projects in Highly Sensitive or Hazardous
Areas including high wildfire risk zones
with new trails in high-fire-threat areas that
could increase ignition risks or interfere with
evacuation routes. Trails proposed on land
with known significant archaeological sites
or areas of high cultural value to Indigenous
Peoples that cannot be avoided. Trails on
steep, unstable slopes where construction
might trigger significant erosion, landslides, or
downstream flooding.

Projects Facing Strong Public or Agency
Controversy
If there is a "fair argument" supported by
substantial evidence—even if conflicting
evidence exists—that the trail will have a
significant impact, a full EIR is legally required
to ensure transparency and public disclosure.

SAN RAMON

TRAILS MASTER PLAN

Appendices | A-1
Appendices
Appendix A: Write-in Survey Responses A-2
Appendix B: Comparable Communities & Case Studies A-6
Appendix C: Previous Plan Alignment A-12
Appendix D: "Friends of" Group Purpose and Opportunities A-22 Appendix E: Intersection and Road Safety Considerations A-24

SAN RAMON

TRAILS MASTER PLAN

A-2 | Appendices
APPENDIX A: WRITE-IN SURVEY RESPONSES
Where do you see opportunities to create specific access points connecting residential areas and open space? (53 respondents)
• No input (3 responses)
• Old Ranch Park / Senior Center
• In Bent Creek
• Connection between the trail near the water reservoir, and Rancho San Ramon Park.
• Old Ranch better connected to Iron Horse heading
north
• make sure dogs poop is picked up as trails are gross
filled with poop
plus pet owners walking dogs without leashes
• It’d be great to figure out more ways into Las Trampas and into Tassajara Ridge.
• Adequate access points to all trails in my area.
• Different parts of Iron Horse Trail. For example,
Montevideo and the trail.
• Need to extend Bishop ranch open space by adding
city park/trails, going south from this, and ideally to top of ridge also
• Is there a way to expand areas in the hills up between SR and Tassajara? Its a nice open space.
• Near Las Trampas also Bollinger Canyon and Norris
Cyn
• I don’t really know enough to say where. Just trying to connect open spaces already on existence
• Expand Bishop Ranch Open Space into Geldermann
area. Provide a staging area with parking at Redtail
Hawk Trail Entrance at the end of Paddock Dr., or
Norris Canyon.
• The parts I use do not go past neighborhoods, just
businesses.
• Why do you want to connect residential areas and
open space? There are plenty of available trails
without the need to add more. Adding trails in
residential areas only adds more burden to residents
to clean up hikers trash, worry about safety and
prevent theft, and also the extra burden of loss of
parking and extra traffic.
• Add Iron Horse trail connections to open space
trailheads and neighborhoods in the Bollinger Canyon
Area.
• Open up Critter Crossroads park for access. Access
to a trail from Blackhawk Plaza area
• It is such an invasion when the trail is connected to a neighborhood taking trail users past peoples houses.

Please don’t do that. So no area that picks up within a contained neighborhood is desirable.
• At the top of Derby Drive is a gated entrance to Bishop Ranch Open Space that is controlled by a private
residence but also allows access to EBMUD and
ranchers using the open space. It’s a pity that there’s no walk-in entrance there.
• Anywhere, but majorly connecting big areas to each
other and make them bike worthy
• Bishop Ranch open space behind Westside drive
Rancho San Ramon Park
East side of Summit View trial
• Rancho san ramon park, tall mountain near bollinger
canyon dhougerty valley intersection
• Access north of the Monarch area of Gale Ridge
• Extend trail access further into the existing open
space
• Bishop Ranch Open Space
• Cross valley connector to Windermere
• From Faria Preserve to Las Trampas regional park
• East to west, especially over the PGE property.

Networking open spaces between residential
neighborhood, like Countryview and Csnyon Lakes
• 1. Walk Trail and Safe crossing from Souyen Park/
Critter Park to GRMS with a flashing cross walk

2. Dog park next to Tennis Court at Souyen Park or at
Critter Park

3. Trail head at Hidden Valley Open Space Park
• The Preserve & Las Trampas; Memorial Park and
Bishop Ranch Regional Open Space
• We walk from home so don’t require staging areas.
• Sorry I don’t have many ideas about the question,
but please allow me to let you know that I really enjoy the open space/trails on the both sides of the Old
Ranch Road. I’ve been living in SR for 20 years, they
are my daily place where I embrace the nature. I feel
I can’t live without it. Thank you for everything! Really appreciated!! We are so lucky to live in San Ramon.
• Iron horse trail often has no connection to
surrounding neighborhoods for a couple miles, just
creek and long fences
• Camp parks area, iron horse
• Terra Alta and Alcosta area
• Tassajara Ridge area
• everything is fine now, no need to add more,
everything is well connected
• Neil Armstrong & bishop ranch regional open space
• I got Hit and Run accidents by E-bicycle in the evening on 10/19/2025 when I walked my dog on the Iron
horse Trail near Montevideo school park, two kids
speeding over 40 mile/per hours without light, who
will take care the issue about this? if you can’t take
a safety walk in your community, what’s the point
to create the open space, please prioritize people’s
safety first, thank you for your attention.
• According to Google earth there is a trail behind my
house,at [address redacted]. If so, clearing up the
poison oak, and trimming the Oak tree, so it doesn’t
crash through my bedroom window. That’d be great.
• Improve conditions at the Memorial Dog park.
• All trails should connect to Ironhorse somehow
• Acosta to Diablo View Trail near Pine Valley
• Old Ranch Park (Dougherty Ridge Trail Extended to
Dublin’s Dougherty Hill Trail) [1]
Alcosta Community & Senior Center (to Dougherty
Ridgetrail Extended) [1]
Centennial Park (for floating trail easement granted by Laborers Union) [2]
Alcosta Boulevard (connections along power lines
west to Cross Valley Trail & east along existing service road to the Dougherty Ridge Trail) [3]
Forest Home Farms Historic Park (to Starkweather
Trail) [2]
Establish a trail from Winding Creek Way across
the proposed Henry Ranch Park to Westside Drive
using undeveloped existing easements prior to full
development of the proposed park [4]

Appendices | A-3
APPENDIX A: WRITE-IN SURVEY RESPONSES
(Continued) Where do you see opportunities to create specific access points connecting residential areas and open space? (53 respondents)
Terra Alta Drive at Athens Drive & the end of Canyon
Green Place connecting to the Coyote Canyon Trail [3]
Morgan Drive opposite EBRPD’s Grey Fox Trail staging
area to Memorial Park [4]
Planned connection from The Orchards (Chevron
Park) development to the Inverness Park Trail [1]
Bollinger Canyon Road at Norris Canyon Road
upsteam & downstream along San Catanio Creek to
the undeveloped Woodlot Park [5]
Create entrance from Crow Canyon Road to EBRPD’s
Pleasant Ridge to Las Trampas Trail [1]
End of Estancia Court to EBRPD’s Pleasant Ridge to
Las Trampas Trail [3]
Bollinger Canyon Road to Lilac Ridge Road [5]
Canyon Lakes Drive to Crow Canyon Road [5]
Crow Canyon Road south to the West Alamo
Creek Trail & north to the Harvest Trail on EBRPD’s
Sycamore Valley Regional Open Space Preserve [4]
Several planned access points in the Faria Preserve
development to EBRPD’s Las Trampas Regional
Wilderness to the north & Bollinger Canyon Road to
the southwest [1]
Priorities (1 highest, 5 lowest) for establishing each
access point &/or trail is in brackets at the end of each item listed. Those priorities are based on the level of feasibility & amount of trail accessed.

Only one potential access point &/or trail can be
placed on the maps at a time.
• Create a connecting sidewalk on Stoney creek drive
on the side bordering Alamo creek
• There are plenty of unofficial--though legal, i.e. no barrier--access points to the open spaces in my area;
this is not a concern for me.
• existing connections are sufficient
• Need more trails on the West side of town. Morgan
drive (and the neighborhoods north of there) can
serve as good access points to BR regional and
calaveras trails
• I enjoy mountain biking but my friends and I find that trails on the bishop ranch regional open space is
lacking fun and exciting trails to ride. I’d like to see an improvement to make a set of trails spanning various
sizes based on the terrain to make for different
challenges when riding. For example like small
beginner level jumps and berms then intermediate
level challenges to make the trail feel more alive than dead and to be more inclusive to all participants no
matter their level in riding.

Now for the locations I would brach the trails off of
already existing trails to preserve the habitat of the
animals living on bishop ranch. The beginner trails
would be made on less steeper terrain connecting to
trails than the trails further up the hill that way each set of trails can be accessed by the rider who has the
skills to navigate the trails without making the process difficult for either intermediate or beginner rider.
• The neighborhood directly south of Sycamore Valley
Open Space South nearly has a connection at Rio
Grande Pl to the open space, but the gate is locked
and there’s a very small gap in pathing there. It is
probably less than 200 meters of distance but would
greatly increase access to that space.

Also, a better east-west connection near crow canyon
to the iron horse trail would be greatly useful to get
away from loud and sometimes aggressive traffic.

Working with Danville to open a pedestrian path that
connects from El Capitan to Fostoria Way to get to the
Iron Horse Trail would be very useful - Local residents frequently tend to just cut through the parking lot and slide around the gate which shows a clear demand for
this connection.