City of San Ramon
ADOPTED
Annual Budget
and
Program of Services
Fiscal Year 2006- 07
Elected Officials
H. Abram Wilson
Mayor
Carol Rowley
Vice Mayor
Dave Hudson
Councilmember
Jim Livingstone
Councilmember
Scott Perkins
Councilmember
Appointed Officials
City Manager
Herb Moniz
Byron D. Athan Patricia Edwards
City Attorney City Clerk
Department Heads
Finance Director Greg Rogers
Planning/ Community Development Director Phil Wong
Engineering Director Joye Fukuda
Parks & Community Services Director Jeff Eorio
Police Chief Scott Holder
Public Services Director Karen McNamara
Economic Development Director Marc Fontes
Human Resources Director Cheryl Mitchell Wade
City of San Ramon
Organization Chart
FY 2006- 2007
Citizens of San Ramon
San Ramon Mayor and City Council
City Attorney City Manager
City Clerk
Finance
Department
Planning /
Community Development
Engineering
Services
Police
Services
Public
Services
Parks & Community
Services
Economic
Development
Human
Resources
Boards, Commissions & Committees
Table of Contents
Budget Message ............................................................................................................ 1
Introduction
City Profile........................................................................................................... 11
City of San Ramon History.................................................................................. 12
Mission Statement............................................................................................... 15
City Council Priorities & Goals ............................................................................ 16
Overview
Budget Principles ................................................................................................ 18
Guide to the Budget ............................................................................................ 19
Budget Summaries
City Statement of Revenue, Expenditures and Changes in
Fund Balance ............................................................................................ 21
City Revenue by Fund......................................................................................... 22
City Revenue by Source ..................................................................................... 23
City Expenditures by Fund .................................................................................. 24
City Expenditures by Department........................................................................ 25
City Expenditures by Category............................................................................ 26
General Fund Statement of Revenue, Expenditures and Changes in
Fund Balance ........................................................................................... 28
General Fund Revenue by Source...................................................................... 29
General Fund Expenditures by Department........................................................ 30
General Fund Expenditures by Category ............................................................ 31
Full Time Equivalents ( FTEs) by Department ..................................................... 32
Appropriation Limit Calculation............................................................................ 33
Revenue
Revenue Summary ............................................................................................. 34
Departments
General Government........................................................................................... 36
Human Resources ............................................................................................. 46
Finance .............................................................................................................. 51
Planning/ Community Development ..................................................................... 61
Engineering Services .......................................................................................... 70
Police Services.................................................................................................... 75
Public Services.................................................................................................... 80
Parks & Community Services.............................................................................. 89
Economic Development/ Redevelopment ........................................................... 95
Table of Contents
( continued)
Non- Departmental............................................................................................. 100
Special Funds
Funds Descriptions ........................................................................................... 103
Special Funds Statement of Revenue, Expenditures and Changes in
Fund Balance ......................................................................................... 104
Debt Service Funds Statement of Revenue, Expenditures and Changes in
Fund Balance ......................................................................................... 121
Debt Service Payment Schedule....................................................................... 126
Internal Service Funds Statement of Revenue, Expenditures and Changes in
Fund Balance ......................................................................................... 127
Capital Equipment List ...................................................................................... 134
Capital Improvement Program
CIP Overview .................................................................................................... 136
CIP Matrix ......................................................................................................... 137
Statement of Revenue, Expenditures and Changes in Fund Balance............... 139
Redevelopment Agency
RDA Officers ..................................................................................................... 140
RDA Overview and Workplan ........................................................................... 141
Statement of Revenue, Expenditures and Changes in Fund Balance............... 144
Debt Service Payment Schedule....................................................................... 150
Appendices
Glossary of Terms............................................................................................. 151
Acronyms.......................................................................................................... 156
List of Funds ..................................................................................................... 159
Authorized Personnel Positions ........................................................................ 160
- 1 -
May 11, 2006
Honorable Mayor and City Council Members
City of San Ramon
2222 Camino Ramon
San Ramon, CA 94583
SUBJECT: Proposed FY 2006- 2007 Budget
Honorable Mayor and City Councilmembers:
I am pleased to present the proposed 2006- 2007 Operating Budget for the City of San Ramon. The
operating budget is for all City funds and programs, including the General Fund, Special Revenue
Fund, Redevelopment Agency and other special purpose funds. The Operating Budget reflects the
continued expansion of services into Dougherty Valley and an effort to stretch limited financial
resources to continue to provide a high level of City services. A separate, stand alone
Redevelopment Agency Budget is also shown in the back section of this document. This document,
together with the Capital Improvement Program ( CIP) document, provides detailed information for
the City Council to evaluate the entire City budget proposal.
The 2006- 2007 budget for all City funds, including the Redevelopment Agency and Capital Budget
totals $ 68,932,495. The budget is comprised of an Operating Budget of $ 46,612,535, a Debt Service
Fund budget of $ 1,817,709, a Capital budget of $ 8,752,921, an Internal Service budget of
$ 4,028,849, and a Redevelopment Agency budget of $ 7,666,481. The organization of the City’s
budget can be most clearly understood by referring to page 21.
ECONOMIC OUTLOOK:
The local economy has continued to grow at a modest pace and the budget was developed with the
expectation that the gradual local economic growth will continue during the upcoming year. An
improving statewide economy has allowed the State government to reduce the previous year multi-billion
dollar budget deficit. As a result the State will be discontinuing the ERAF property tax grab
from local government as was negotiated as part of Proposition 1A. The City budget that has been
prepared assumes the State budget will continue to reflect the benign actions towards local agencies
as proposed by the Governor in January. Staff will continue to monitor the State budget process
and inform the Council of any impacts on the City from the State budget.
Offsetting the positive trends of the local economy are continued budgetary deficit problems at the
County level of government which are impacting services provided in San Ramon. Services that are
funded by, or provided by the County under contracts are all being affected by the County budget
crunch. As the County looks to solve its budget problems, service levels for our residents may be
impacted. The costs of service provided by contracts are being increased which diverts City
resources away from other services.
- 2 -
The City now has a population of 53,137 and is continuing to expand services out into the newly
annexed Dougherty Valley areas using a conservative and cost conscience approach. This approach
has allowed the City to maintain a prudent financial reserve.
At the local level, sales tax revenue is projected to continue to show modest growth during the 2006-
2007 Fiscal Year after suffering a severe downturn several years ago. Growth in property tax
revenue has been healthy, reflecting a strong residential housing market, and the impact of
annexations in the Dougherty Valley area. This trend is expected to continue in 2006- 2007.
RESOURCES FUNDING THE CITY BUDGET
The 2006- 2007 budget includes $ 69,905,922 of revenue, which provides the ongoing funding that is
available to provide City services. The manner in which a portion of the City revenue may be spent
is determined by law, or other fiscal constraints. As shown on the graph, 51% of City revenue is
general purpose and used to support police, public services, recreation programs, community
development and other general government. The remaining 49% is revenue that is restricted for use
for specific purposes such as redevelopment, capital projects, services in special assessment districts,
and internal services such as equipment replacement.
EXPENDITURE BUDGET
The $ 68,932,495 expenditure budget is $ 3,391,278 ( 5.2%) more than the 2005- 2006 adopted budget
largely reflecting increases in the operating budget for expansion of services into the Dougherty
Valley Area, an increase in internal services funding, and increases in Redevelopment Agency
funding. A separate, stand- alone Redevelopment Agency budget is also provided in the back
section of the document. The graph below shows how the expenditure budget is broken out among
major fund groups.
Total Revenues - $ 69.9 Million
General
51.4%
RDA
10.1% Special
15.1%
Capital
7.1%
Special
Districts
16.2%
- 3 -
The $ 3.4 million increase in the expenditure budget reflects a $ 2.3 million decrease in the capital
budget, a $ 1.4 million increase in the General Fund, a $. 2 million increase in the Redevelopment
Agency, a $ 1.1 million increase in special services districts, and a $ 3.0 million increase in service
funds.
Significant factors impacting expenditures include, increases in contracted maintenance costs, new
staff positions and utilities for expansion of services into the Dougherty Valley area, labor cost, and
health insurance costs.
GENERAL FUND:
The expenditure budget for the General Fund is $ 34,439,646 which is $ 1,438,903 ( 4.4%) more than
last year’s adopted budget. As shown on the graph below, 23% is for Public Services, 6% for
Engineering Services, 27% for Police Services, 20% is for Parks and Community Services, 8% is for
Planning/ Community Development, 1% is for Economic Development, and 15% is for other General
Government.
General Fund $ 34.4 Million Expenditure by Department
Other*
15%
Engineering
Services
5%
Economic
Development
1% Parks &
Community
Services
20%
Planning /
Community
Development
8%
Police Services
28%
Public Services
23%
* Other includes City Council, City Manager, Legal, Human Resources, Finance and Non-
Departmental.
Total Expenditures - $ 68.9 Million
General
50%
Special
Districts
18%
Service
8%
Capital
RDA 13%
11%
- 4 -
The budget reflects the costs of expanding services into the Dougherty Valley area and the
absorption of significant increases in the Police Services contract. As part of this year’s budget
development strategy, departments were directed to provide a budget request that was well within the
anticipated growth rate of General Fund revenue. Departments worked hard to meet this goal, and
were successful in producing a General Fund budget request that can be financed by available
revenue sources:
Table I
$ 34,439,646 General Fund Budget by Department
Department 2006- 07
Budget
2005- 06
Budget*
$
Difference
General Government
Human Resources
Finance
Planning / Community Development
Economic Development/ Redevelopment
Police Services
Public Services
Engineering Services
Parks & Community Services
Non- Departmental
Total
$ 1,276,442
1,248,714
2,276,609
2,885,921
373,659
9,246,230
8,052,001
1,864,063
6,987,735
228,272
$ 34,439,646
$ 1,316,982
1,165,073
2,080,694
2,513,207
337,537
8,537,497
7,688,507
2,077,113
6,477,177
806,956
$ 33,000,743
-$ 40,540
83,641
195,915
372,714
36,122
708,733
363,494
- 213,050
510,558
- 578,684
$ 1,438,903
.
* General Fund budget as originally adopted.
The General Fund budget is consistent with what was presented to the City Council in the March 28,
2006 budget workshop, with the exception of certain items as follows:
􀂃 Moved $ 200,000 of funding for building maintenance to transfers out.
􀂃 Allocated $ 101,000 of costs in Engineering to other funds.
􀂃 Reduced the sales tax estimate by $ 40,000
􀂃 Increased the estimates for charges for services revenues by $ 141,000.
General Fund Revenue:
The revenue available to finance General Fund services consist primarily of taxes, service fees and
revenue from other governmental agencies. The $ 36.0 million of revenue by major source is shown
in the graph below.
- 5 -
General Fund Revenue - $ 35,990,788
Other, 14%
Service
Charges, 14%
Franchise, 7%
T O T, 5%
Sales Tax,
25%
Property Tax,
35%
General Fund revenue is estimated to be $ 0.8 million ( 2.1%) above the previous year’s budget
reflecting continued recovery in the local economy, and increases in various fees and charges
partially offset by the impact of one- time revenues that were recognized in 2005- 06 that are not
going to occur again in 2006- 2007. These one time sources included a $ 0.9 million sale of surplus
property and the use of $ 0.7 million of Vehicle License Fee bond proceeds reserves.
Sales and property taxes make up more than one- half of General Fund revenue sources. Property tax
revenue has been consistently increasing during the past several years reflecting both a strong
residential housing market and annexation based growth in Dougherty Valley. The increase in
property taxes is estimated to continue in 2006- 2007. Property tax revenues also include vehicle
license fee in lieu revenues which are the result of the State eliminating most of the per capita VLF
revenues and backfilling those revenues with property taxes. Property taxes represent the largest
revenue source for the City.
Sales tax, the City’s second largest revenue source, is projected to continue to show modest increase
in the underlying base collections, following a steep decline several years ago. In 1999- 2000 sales
tax revenue was $ 13.3 million. The estimate for 2006- 2007 is $ 9.0 million, and is based on the
assumption that the State will continue to fully backfill the ¼ % of local sales tax being used in the
“ triple flip” maneuver to finance a $ 15.0 billion bond sale.
Revenues from Vehicle License Fees ( VLF), which used to be allocated to the City on a per- capita
basis, is now backfilled by property taxes and, is assumed to grow at the same rate as assessed
property values. Although this revenue source is projected to grow, it is not growing as quickly as it
would have under the old per capita based formula which would have given the City increased
revenue as the Dougherty Valley area is annexed into the City.
Charges for services are estimated to decrease 8% in 2006- 2007 primarily as a result of an increase
in fees and charges to more fully recover the costs of various City programs offset by the removal of
a one- time $ 1.0 million increase in engineering inspection fees that was included in the 2005- 06
budget estimate.
- 6 -
General Fund Reserves:
In February 2004 the City Council adopted a General Fund Reserve Policy. The policy called for
General Fund contingency reserves to be maintained at 50% of expenditures. Amounts over the 50%
reserve level are defined as operational reserves. The total General Fund reserve balance is currently
estimated to be $ 24.5 million for the beginning of the 2006- 2007 year. This is consistent with what
was projected during the mid- year financial review after adjusting for mid- year supplemental
appropriations. The budget as proposed has a nearly balanced General Fund budget, and as a result
the total reserve balance for the end of 2006- 2007 is estimated to be $ 24.3 million. This is sufficient
to provide the 50% contingency reserve of $ 17.2 million as called for in the policy, plus an
operational reserve of $ 7.1 million.
ELECTION TO OBTAIN AUTHORIZATION FOR AN INCREASE IN THE LIGHTING &
LANDSCAPE ASSESSEMENT
The General Fund budget as proposed shows more expenditures and transfers out than revenues and
transfers in. This is primarily the result of a $ 0.3 million General Fund subsidy to cover the deficit in
the City Lighting and Landscape assessment fund ( L& L). Revenues in the L& L are currently
capped at $ 59 per residential unit which is not sufficient to cover the costs of providing services. An
election is scheduled in June to seek a $ 20 per residential unit increase in the cap. If the property
owners approve the change in the assessment, the need for a subsidy from the General would be
eliminated and the General Fund would have a fully balanced budget. If the property owners do not
approve the assessment, the General Fund subsidy would need to continue if service levels in the
L& L were to be maintained. The budget as presented does not include the higher level of
assessments.
HEALTH CARE PLAN RESTRUCTURING
In 2005- 06 the City experienced a dramatic increase in the cost of medical benefits provided to
employees; with most of the increase occurring after the budget was adopted. In order to help bring
costs under control, the City contracted with Keenan and Associates, a California based healthcare
consulting firm to plan a restructuring of the City health plans. Keenan has recommended a number
of changes in the health plans which will result in significant savings to the City. The financial
impact of these changes has been reflected in this budget. The restructured medical plans will have
changes in co- pays, deductibles and the share of premiums paid by employees. The self- funded
dental and vision plans will be replaced with plans provided through preferred provider organizations
at a lower cost to the City.
The City has established a health care benefit fund to more closely monitor the costs of medical care.
As part of the mid- year budget review, a beginning reserve of $ 0.5 million was established for the
fund which will be used to fully track future costs. Keenan and staff will closely monitor the activity
in the medical plans during the year and advise the City Council of any significant variations from
the budget estimate.
RETIREE HEALTH CARE FUNDING
Several years ago a separate internal service fund was created to handle the costs of retiree health
insurance. $ 3.0 million of funds were set aside in this fund to begin the process of funding the City’s
future liability for retiree health costs. At the time that fund was established regular collections
were started from the operating budget to fund both the existing out- of- pocket costs of retiree health
- 7 -
care, and to continue to build the fund balance to fully cover the future liability for retiree health
care. This year’s budget includes a provision for $ 720,764 for retiree health care which represents
5.17% of budgeted salaries. This level of health care cost funding is consistent with the actuarial
study that was prepared by Milliman Consultants and Actuaries. In addition to the City’s liability for
its own retiree’s health coverage, there is also a liability for a portion of the Dublin Regional Fire
Authority ( DRFA) retiree’s health coverage. The City share of this coverage is 42% of the future
premiums, amounting to approximately $ 90,731 in this budget year. An actuarial study has already
been prepared for the DRFA future liability, and the City’s share of this unfunded liability is
estimated to be $ 776,080. Staff will be working with the other DRFA partner, the City of Dublin, to
develop a strategy for dealing with this unfunded liability.
EQUIPMENT REPLACEMENT CHARGES
This year’s budget includes the continued collection of equipment replacement charges to replenish
the Internal Service fund that is used to fund the replacement of City vehicles and computer
equipment. A total of $ 498,750 is being collected for vehicle replacement and $ 158,186 for
computer replacement in this budget. These funds, together with approximately $ 1.1 million of
beginning fund reserves are available to fund the $ 345,500 of vehicles and $ 131,750 of computer
equipment that is planned on being replaced during 2006- 2007. The continued funding of the
equipment replacement fund helps make it possible for City staff to have reliable vehicles and
equipment to continue to provide an efficient high level of service
BUILDING MAINTENANCE FUND
As part of the mid- year budget review, a building maintenance fund was established with $ 0.5
million of beginning reserves. The fund was created to set- aside funds for future repair costs at City
owned buildings such as City Hall, the Library, the Community Center, the Service Center, and the
Senior Center. As part of this budget, $ 0.2 million has been budgeted to add to the fund. The Public
Services Department is working on a multi- year facilities plan that will help to identify what level of
annual funding is needed to adequately provide for future repair costs.
DOUGHERTY VALLEY
The Dougherty Valley Fund was created to track the revenue and expenditures associated with the
services provided in the County Service Area. Per existing agreements with Contra Costa County
and the major developers in Dougherty Valley, the City is required to separately budget for and track
expenditures to provide services in the area covered in the agreements. As the City proceeds with
annexing land in the Dougherty Valley area, and the build- out continues, this area of the budget will
continue to grow. The fund tracks expenditures that are reimbursable under the agreements,
including police patrols, park maintenance, road maintenance, and landscaping services. The City is
required to claim reimbursement from the County for these expenses. This budget assumes that the
City will be reimbursed all eligible expenditures. The budgeted expenditures in this fund in 2006-
2007 are $ 7.5 million, which is $ 1.1 million more than was budgeted in the 2005- 2006 year. This
reflects the increase in annexed population in the area and new infrastructure to maintain as follows:
• 5 new parks
• 8.6 new acres of landscaping
• 19.5 miles of new roadway
• 585 new street lights
- 8 -
POLICE CONTRACT ANALYSIS
As directed by the City Council, staff has been evaluating the County police services contract during
the past year. Several presentations have been made to the Finance Committee and to the Policy
Committee which covered the fiscal and policy aspects of the current County contract for services
compared to the City directly employing police officers. In addition, the start- up costs of hiring
officers in house was also studied and presented. At the time this budget was prepared the analysis
of the police contract was still an ongoing process. This budget as presented represents the costs of
continuing on the County contract during 2006- 07 and does not include any start- up costs associated
with transferring to an “ in- house” Police Department ( for directly hiring police officers). If the City
Council ultimately decides that police officers should be hired directly by the City, the budget would
need to be amended at a future date for any start- up costs that would be incurred during 2006- 2007.
STAFFING LEVEL
The proposed staffing level for 2006- 2007 is 244.2 positions, which reflects the addition of four and
one- half ( 4.5) positions. There are six ( 6) authorized positions that are proposed to be unfunded and
unfilled during 2006- 2007 due to funding constraints.
The budget includes one new police position which will be responsible for preparing the City for
emergency operations. Also included are 2.5 new Public Services positions related to the expansion
of services into the Dougherty Valley area. The Engineering Department budget included one new
Sr. Engineer position which will be responsible for CIP project management. The chart shows that
the authorized staffing level was 226 in 2002- 2003 and 244 ( 6 of which are not funded) in 2006-
2007. This is a reflection of modest increases in staffing to provide services in the Dougherty Valley
area.
Total Authorized Positions
226 226 228 240 244
0
50
100
150
200
250
2002- 03 2003- 04 2004- 05 2005- 06 2006- 07
FUTURE OUTLOOK:
For the second year in a row the City budget has been prepared with reasonable certainty about how
the State budget will impact the City. Although the State continues to have a budget deficit, it is
considerably smaller than the past several years, and it is unlikely that the State will be looking to
raid local government revenues this budget year. The longer term outlook for the State budget is not
as positive as the short- term outlook and the City will continue to be at risk in future years from State
revenue raids until such time as the State permanently solves its structural budget problem.
- 9 -
The financial problems at the County level of government are a significant concern this year, as
Contra Costa County is struggling with a budget deficit and unfunded retiree benefit liabilities. This
has an impact on the City in several areas such as police services, animal control and library services.
The County is trying to identify cost savings in of all of its operations, including areas where
contract services are provided. This has meant increases in the Police Services contract, a surcharge
on the animal control contract, and funding problems for the County library system. Until the
County gains firmer financial footing County provided services will continue to be at risk of service
level reductions.
The City Council has been proactive in planning for an uncertain financial future by:
􀂃 Establishing and maintaining a 50% General Fund contingency reserve policy
􀂃 Establishing reserves to cover previously unfunded liabilities for retiree health care,
compensated absences, equipment replacement, and building maintenance
􀂃 Establishing an internal service fund with beginning reserves to more carefully manage and track
health care costs
􀂃 Directing staff to evaluate the police services contract to help insure that the community is
getting efficient, high quality affordable service
􀂃 Development of a General Fund budget that preserves current reserve levels
􀂃 Evaluating the costs of providing landscape and lighting services and authorizing an election to
try to obtain approval from property owners to revise the Lighting and Landscaping assessments
to fully cover the costs of providing services
􀂃 Increasing fees and charges to more fully recover the cost of City services
􀂃 Budgeting a contingency appropriation in the General Fund
These actions help to preserve the financial health of the City of San Ramon and to provide the
flexibility to make up for revenue shortfalls as rising costs of providing services put strains on City
resources.
The City faces a number of additional challenges as we look forward to next year and beyond.
􀂃 The growth in Dougherty Valley will continue to require additional resources to provide the full
array of City services. Some of those services such as landscaping will be paid for by the special
assessment in Dougherty Valley. Other services such as staffing new recreation facilities and
programs, requires General Fund support.
􀂃 There are also unresolved issues relating to the level of funding needed for the expansion of
facilities being constructed at the new Dougherty Valley High School. The actual cost for the
joint use facility project will be determined over the next several months.
􀂃 A restructuring plan for City employee health benefits has been developed. The plan will be
implemented and closely monitored in the upcoming year to insure that costs are being contained
within the budgeted levels. Health care cost containment will continue to be a challenge for the
City in future years as it is for most employers.
􀂃 The City will continue to work to improve revenue sources in order to maintain the current high
level of services in the community. This means that Economic Development in such areas as
attracting and retaining tax generating businesses will continue to be a major component of
future City efforts.
- 10 -
􀂃 With the recent completion of the plan amendment, the Redevelopment Agency will now be
working on obtaining the much needed financing for several key community projects including
the expansion of the Senior Center and the Crow Canyon street improvement project just east of
I- 680.
􀂃 The City will continue efforts to develop a City Center Project on the City owned parcel on
Bollinger Canyon Road.
􀂃 The City will need to continue to work on developing a new labor contract with Local 790
during the upcoming year.
I would like to acknowledge efforts of the staff in each City department who helped in the
development of this year’s budget. I would also like to specifically acknowledge the efforts of Eva
Howard, Finance Manager who coordinated the compilation of the budget, Pat Perry, Central
Services Manager who coordinated the text portions and printing of the document, and Finance
Director Greg Rogers who managed the overall preparation of this year’s City Budget.
Respectfully submitted,
Herb Moniz
City Manager
- 11 -
CITY PROFILE
Government
Incorporated July 1, 1983
Charter City
Council/ Manager form of government
Mayor and Four City Councilmembers elected at- large
244 Full- time employees
Demographics
13.87 square miles
53,137 population ( January 1, 2006 State Finance Department)
36.5 years median age
$ 95,856 median household income
28,282 registered voters
Ethnic Composition
Asian.................................... 14%
African American.................. 2%
Hispanic/ Latino..................... 7%
White.................................... 77%
Businesses ( Major employers and # of employees)
SBC.............................................. 6200
Chevron Texaco ........................... 3500
San Ramon Regional Medical........ 744
Irwin Home Equity .......................... 659
IBM ................................................. 455
ADP Auto Claims Solutions............ 475
Target............................................. 325
Old Republic..................................... 315
Primed Management Consulting ...... 290
Marriott ............................................. 250
Home Depot ..................................... 246
Whole Foods .................................... 192
Comcast........................................... 138
AIG Claim Services .......................... 130
Club Sport ........................................ 125
Community Service Facilities
25 Parks 2 Police Stations
2 Community Centers 4 Fire Stations
1 Senior Center 2 Libraries
13 School/ Parks 1 Service Center
1 Aquatic Center
10 Elementary Schools
3 Middle Schools
1 High School
- 12 -
CITY OF SAN RAMON HISTORY
A Community Begins
Today San Ramon is a dynamic young city, one of California's outstanding urban
villages. It has a variety of homes, parks and stores and a major employment center ---
all in a setting of remarkable beauty.
It was once home to the Seunen Indians, Ohlone/ Costanoans who lived adjacent to the
valley creeks. After 1797 it was Mission San Jose grazing land; later it included Jose
Maria Amador's 16,000 plus acre Rancho San Ramon.
San Ramon Creek was named after an Indian vaquero, Ramon, who tended mission
sheep here. In an 1855 land title case, Don Amador explained that " San" was added to
the creek's name to conform to Spanish custom.
American settlers first came to San Ramon in 1850 when Leo and Mary Jane Norris
purchased 4,450 acres of land from Amador. Other early landowners were William
Lynch, James Dougherty, and Major Samuel Russell. In 1852 Joel and Minerva Harlan
bought land from Norris and built a house on what became the Alameda- Contra Costa
County line in 1853.
San Ramon Store and Post Office
Many of San Ramon's founding families are remembered today because their names
grace various canyons, hills and streets. Some of these pioneers were Norris, Lynch,
Harlan, McCamley, Crow, Bollinger, Meese, Glass, and Wiedemann. Both the Harlan
home ( 1858) at 19251 San Ramon Valley Blvd. and the Wiedemann home ( 1865) near
Norris Canyon still stand in their original locations. The Glass House ( 1877) has been
moved to Forest Home Farms.
- 13 -
A Village Develops
San Ramon had several names in the nineteenth century. It was called Brevensville
( for blacksmith Eli Breven), Lynchville ( for William Lynch) and Limerick ( for the many
Irish settlers). The first village developed at the intersection of today's Deerfield Road
and San Ramon Valley Blvd. In 1873 when a permanent post office was finally
established, it was called San Ramon.
During the 1860s the village became a hub of community activity. In 1864 a stage line
established by Brown and Co. ran from San Ramon through the valley to Oakland. A
church was dedicated in 1860, the general store was built in 1863 and students left their
home- based classrooms to attend the San Ramon Grammar School beginning in 1867.
Saloons, a jail, Chinese wash houses and blacksmith shops lined County Road No. 2
( later San Ramon Valley Blvd.).
Locomotive turnaround and engine house, 1913
With the arrival of the San Ramon Branch Line of the Southern Pacific in 1891, other
changes took place. The name " San Ramon" permanently replaced references to
" Limerick." Crops and passengers could travel in and out of the area, no matter what
the weather. Until 1909 San Ramon was the terminus for the line and boasted a two-story
depot, the engine house and a turnaround for the locomotive.
In 1895 attorney Thomas Bishop acquired 3,000
acres of Norris land ( after a divorce case in
which Bishop's law firm represented Margaret
Norris). The Bishop Ranch raised cattle and
sheep and was planted to hay, grain, diversified
fruit crops and walnuts. Bishop Shropshire
purebred sheep earned numerous awards.
Label from the original Bishop Ranch Orchards
- 14 -
The Ranch was partially irrigated from an underground aquifer and at one point
possessed the world's largest single orchard of Bartlett pears.
The San Ramon Community Hall became the community's center early in 1911,
drawing farm and ranch families to dances, school programs and plays. It was still
standing in 1960. Residents belonged to several community groups over the years,
including the Danville Grange No. 85, Odd Fellows, SRV Farm Bureau Women,
Rebeccas, Ramona Club, and Mother's Club
The San Ramon Community Hall became the community's center early in 1911,
drawing farm and ranch families to dances, school programs and plays. It was still
standing in 1960. Residents belonged to several community groups over the years,
including the Danville Grange No. 85, Odd Fellows, SRV Farm Bureau Women,
Rebeccas, Ramona Club, and Mother's Club.
Modern San Ramon
As with the entire Tri- Valley, agriculture was the basis for San Ramon economy until
suburban development began. In 1966 the new Interstate 680 freeway was completed
through San Ramon to Dublin. For years a sign " San Ramon Population 100"
accurately reflected the number of people in the area, with the whole San Ramon Valley
having just over 2,000 people for many decades.
The designation " San Ramon Village" first appeared in the 1970 census with a count of
4,084 people, part of a San Ramon Valley population of 25,899. Developers Ken Volk
and Bob McClain built the first San Ramon suburban homes close to the county line. A
special district, the Valley Community Services district ( VCSD) provided the water,
parks, sewer, fire protection and garbage collection for the new homes.
In 1970 Western Electric purchased 1,733 acres of the Bishop Ranch and proposed a
" new town" complete with a variety of housing, green belts, stores and light industry,
placed in the center of San Ramon. Eventually part of the land became new homes
and, in 1978, 585 acres became today's Bishop Ranch Business Park, a premier
modern office development.
Before San Ramon incorporated, homeowners groups such as the South San Ramon
Homeowners and the Homeowners Association of Twin Creeks represented residents'
interests before the county. They joined service clubs and others in providing a local
voice as developments replaced orchards.
In 1983 San Ramon voters decided overwhelmingly to incorporate as a separate city
and took control over development, police, parks and other services. A new library,
community center, parks and hospital testify to the energy which the new city displayed.
No longer a quiet outskirt of the Bay Area, San Ramon looks to the future and values its
past.
Produced by the Museum of the San Ramon Valley, 205 Railroad Ave., Danville 94562 ( 925) 837- 3750,
www. museumsrv. org. More historical information is available at the museum
- 15 -
MISSION STATEMENT
We provide efficient delivery
of quality public services
that are essential to those who
live, visit and work in San Ramon.
City of San Ramon
CITY COUNCIL PRIORITIES AND GOALS
- 16 -
City Council Priorities and Goals represent the areas of emphasis the Council will
focus on for the upcoming year. The City Council provides the direction to the City
Manager and staff through these priorities and goals, which are highlighted and
represented in each department’s programs and activities. City Council Priorities and
Goals identify where and how public funds will be expended.
Priorities and Goals
FY 2006- 07
Promote and Build Positive Employee Relations
• Evaluate and adopt appropriate changes to the City’s Pay for Performance
as a result of the Classification and Salary Study recommendations to
ensure equitable salaries and benefits to all employees
• Adopted updated Personnel Rules and Regulations
Maintain a Secure Financial Base
• Continue efforts to retain and attract new businesses
• Support ballot measure to increase the Lighting and Landscape
Assessments
• Continue to implement policies to strengthen the City’s financial condition
through a thorough review and analysis of the Five- Year Revenue and
Expenditure Forecast
• Maintain adequate financial reserves
• Complete the City Center planning
• Support the City’s Economic Development Strategic Plan
recommendations
• Identify alternative funding sources
Maintain a Safe and Secure Environment
• Complete analysis of Police Services costs and service levels and adopt a
plan to either continue contract services or initiate the establishment of an
in- house Police Department
• Support Emergency Planning and Preparedness efforts within the City of
San Ramon, coordinated with the San Ramon Valley and sub- regional
Tri- Valley Planning Program
City of San Ramon
CITY COUNCIL PRIORITIES AND GOALS
- 17 -
Build and Maintain Quality Facilities and Infrastructure
• Continue to enhance the City’s image
• Protect the City’s fixed assets
• Preserve the natural beauty of San Ramon
• Maintain thoroughfares, streets and sidewalks and continue to
refine and upgrade the City’s Pavement Management Program
• Maintain manicured streetscapes, parks, creeks, trails and
pathways
Improve Coordination of City Services
• Implement cost effective programs and services
• Utilize and support volunteers
• Continue to use the CRM System and other service level measurement
criteria
• Create public and private partnerships
• Continue to use City Newsletter to communicate with residents and
businesses
Create Partnerships with Other Public Agencies
• Participate on sub- regional, regional and Statewide committees and
task forces
• Schedule regular liaison meetings with local government agencies
( San Ramon Valley Unified School District, San Ramon Valley Fire
Protection District, EBMUD, DSRSD, Town of Danville, Contra
Costa County, etc.)
City of San Ramon
BUDGET PRINCIPLES
- 18 -
The budget is the City Council’s primary decision and policy- making tool.
• Budget information should be understandable to the public despite the
complexities of accounting and legal requirements.
• Labor costs must reflect productive labor costs and all associated fringe benefits
from existing contracts, as well as management forecasts for the future for those
individuals working on particular projects and programs.
• Expenses should reflect changes in operations, market conditions and forecast
rate changes, not just a cost of living escalation.
• The difference between one time or non- recurring costs and on- going and
recurring costs should be acknowledged.
• Revenue should reflect those projected to be generated from existing
businesses, from plans for expansion under existing laws, not desired changes.
• Reserves should be maintained at appropriate levels as established by policy.
Using these principles we present a realistic forecast of both revenue and expenses that
offer a relative picture of the coming fiscal year and future years regardless of whether a
deficit or surplus is forecast.
Neither optimistic assumptions as to new grants nor pessimistic forecasts of new
revenue losses are reflected. Forecast expenditures only identify authorized service
expansions and consensus growth assumptions.
This budget offers a valid base to measure the performance of City departments against
their best plans, as well as the various funds against the policies and direction provided
by the City Council.
City of San Ramon
GUIDE TO THE BUDGET
- 19 -
This budget document is for Fiscal Year 2006- 2007. It is organized into nine parts: ( 1)
Introduction, ( 2) Overview, ( 3) Budget Summaries, ( 4) Revenue, ( 5) Departments, ( 6)
Special Funds, ( 7) Capital Improvement Program, ( 8) Redevelopment Agency, and ( 9)
Appendices. In particular, the guide provides an overview of the structure of the budget,
the sections contained in it, and the major objectives of each section. The guide also
provides an overview of how the financial information contained in the budget document is
organized, and how expenditures for personnel services, supplies and services, and other
expenditure categories are accumulated into the various levels reported in the budget
document. This guide also reviews how programs or activities are summarized at the next
higher organizational level. Charts showing the various reporting relationships are included
for the reader's review and reference.
Organization of the Budget Document
The budget document contains several elements designed to enhance the reader's
knowledge and understanding of the spending plan represented by the budget.
Budget Message — The primary goal of the Budget Message is to communicate to the
reader the major issues facing the City of San Ramon and how those issues impact the
City's financial plan. The Budget Message accomplishes this task by outlining the City's
fiscal status and summarizing the actions being recommended to the City Council to meet
the legal requirements for a balanced budget. It describes program impacts and
modifications; and addresses the City's financial outlook.
Citywide Organization Chart — The hierarchy of City government.
Introductory Section
City Profile — San Ramon's demographics are presented in this section, as well as
an introduction to the services provided by and the characteristics of the City.
History of the City of San Ramon — Provides a story of how San Ramon began
and where we are today.
Mission Statement — Adopted by the City Council in 1997 and exemplifies our
daily goal to provide quality customer service.
City Council Priorities and Goals — Established by the City Council in 2006.
Overview
Budget Principles – Guideline to establishing a budget.
Guide to the Budget — This section provides a type of " map" of the budget, briefly
describing the major sections that make up the budget.
City of San Ramon
GUIDE TO THE BUDGET
- 20 -
Budget Summaries
Included in this section are total City revenue and total City spending, as well as summaries
of all budgets by fund.
Revenue
Included in this section are the sources of revenue received by the City and description.
Departments
This section provides detailed information for each City department, including an
organization chart, overall staffing, Mission Statement, Significant Accomplishments for FY
2005- 06, Major Action Plan Items for FY 2006- 07, and Department budgets for FY 2006- 07.
Other Special Funds
Special Revenue — This section explains the use of funds, which have been
created in accordance with the requirements of State and Federal statutes and can
be used only for specific purposes.
Debt Service — This section provides detail on the accumulation of resources and
the payment of, principal and interest on the City's bonds, Certificate of Participation
( COP) and other long- term obligations.
Internal Service – This section includes vehicle replacement, computer/ equipment
replacement and insurance and benefit liability and investment management.
Capital Improvement Program
This section of the budget contains a summarized version of the adopted Capital
Improvement Projects ( CIP). The CIP is a plan and schedule of expenditures for major
infrastructure improvement of roads, sidewalks, City facilities, etc.
Redevelopment Agency
This section explains the use of Redevelopment funds, which have been created in
accordance with the requirements of State and Federal statutes and can be used only for
Redevelopment project.
Appendices
Glossary of Terms
Acronyms
List of Funds
Authorized Positions
Other Special Debt Capital Internal San Ramon
General Operating Revenue Service Project Service Redevelopment
Description Fund Funds Funds Funds Funds Funds Agency Total
Fund Balance, July 1, 2006 $ 24,499,436 $ 3,707,968 $ 8,590,979 $ 4 6,226 $ 11,658,820 $ 3,373,975 $ 4,911,375 $ 56,788,779
REVENUE
Property Tax $ 12,672,151 $ 5,546,282 $ 18,218,433
Special Assessments 4,271,306 4,271,306
Sales and Use Tax 9,000,000 9,000,000
Property Transfer Tax 734,400 734,400
Transient Occupancy Taxes ( TOT) 1,788,220 1,788,220
Franchise Fees 2,458,550 2,458,550
Licenses and Permits 1,172,845 1,172,845
Motor Vehicle License Fee ( MVLF) 453,440 453,440
Intergovernmental 306,007 6,963,193 2,117,456 4,646,300 122,803 14,155,759
Charges for Services 5,034,987 5,034,987
Fines and Fortfeitures 475,650 475,650
Investment Income 600,000 11,000 52,000 2 8,500 316,000 114,576 62,000 1,184,076
Development Fees 28,850 - 4,124,529 4,153,379
Sale of Surplus Property - -
Miscellaneous Revenue 1,265,678 6 ,891 - 4,057,122 1,475,186 6,804,877
Total Revenues 35,990,778 11,252,390 6,293,985 2 8,500 4,962,300 4,294,501 7,083,468 69,905,922
EXPENDITURES
General Government 1,276,442 1,276,442
Human Resources 1,248,714 1,248,714
Finance 2,276,609 2 8,576 2,305,185
Planning/ Community Services 2,885,921 600,682 3,486,603
Police Services 9,246,230 3,617,246 12,863,476
Engineering Services 1,864,063 861,736 2,725,799
Public Services 8,052,001 7,093,225 15,145,226
Parks & Community Services 6,987,735 6,987,735
Economic/ Redevelopment 373,659 3,388,963 3,762,622
Non- Departmental 228,272 228,272
Debt Service 1,817,709 2,802,332 4,620,041
Capital Improvement Program ( CIP) 8,752,921 1,475,186 10,228,107
Vehicle Replacement 9 90,783 990,783
Insurance 3,063,490 3,063,490
Total Expenditures 34,439,646 12,172,889 - 1,817,709 8,752,921 4,082,849 7,666,481 68,932,495
OTHER FINANCING SOURCES ( USES)
Operating Transfers In 3,573,162 1,729,195 1,817,709 3,707,476 290,731 8,277,517 19,395,790
Operating Transfers Out ( 5,362,425) ( 1,217,371) ( 3,788,802) ( 316,000) ( 283,675) ( 8,427,517) ( 19,395,790)
Total Other Financing Sources ( 1,789,263) 511,824 ( 3,788,802) 1,817,709 3,391,476 7 ,056 ( 150,000) -
Net Increase ( Decrease) in Fund Balance ($ 238,131) ($ 408,675) $ 2,505,183 $ 28,500 ($ 399,145) $ 218,708 ($ 733,013) $ 973,427
FUND BALANCE:
Fund Balance, June 30, 2007 $ 24,261,305 $ 3,299,293 $ 11,096,162 $ 74,726 $ 11,259,675 $ 3,592,683 $ 4,178,362 $ 57,762,206
CITY OF SAN RAMON
STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
- 21 -
04/ 05 05/ 06 % 06/ 07 %
Fund Fund Description Actual Final Change Adopted Change
101 General Fund $ 36,159,338 $ 38,742,827 7.14% $ 39,563,940 2.12%
205- 225 Development Mitigation 77,625 31,365 - 59.59% 89,316 184.76%
230 Gas Tax 923,470 1,024,674 10.96% 1,034,075 0.92%
240 Park Development 2,297 540,000 23408.92% 960,000 77.78%
250 SCCJEPA 923,046 3,253,812 252.51% 2,922,011 - 10.20%
260 Street Maintenance & Improvement 570,090 603,750 5.90% 1,084,381 79.61%
270 Traffic Improvement 20,006 47,438 137.12% 144,650 204.92%
280 Tri- Valley Transportation Fund 862 22,127 2466.94% 59,552 169.14%
301 Citywide Landscaping 947,601 1,102,781 16.38% 1,082,962 - 1.80%
302 Citywide Lighting 527,041 558,860 6.04% 549,482 - 1.68%
310- 375 Landscaping & Lighting Special Dist. 1,269,860 1,340,908 5.59% 1,356,182 1.14%
380 Canyon Park 27,717 27,040 - 2.44% 27,039 0.00%
383 Dougherty Valley 3,010,075 6,406,560 112.84% 7,493,011 16.96%
385 GHAD 602,576 802,996 33.26% 930,462 15.87%
387 Non Point Drainage 981,031 925,560 - 5.65% 941,765 1.75%
388 Street Smarts 40,563 25,000 - 38.37% 35,000 40.00%
389 TDM Programs 278,605 611,373 119.44% 565,682 - 7.47%
390 Local Law Enforcement Block Grant 12,046 - - 100.00% - 0.00%
391 Police Services Donations 7,810 - - 100.00% - 0.00%
392 Narcotic Asset Forfeiture 17,594 - - 100.00% - 0.00%
395 Low & Moderate Income Housing 1,396,752 1,291,241 - 7.55% 1,368,353 5.97%
410 RDA Administration 5,874,891 6,479,632 10.29% 7,654,115 18.13%
412 RDA Capital Projects 28,474 861,644 2926.07% 1,535,186 78.17%
420 Capital Projects 5,071,595 11,735,062 131.39% 8,669,776 - 26.12%
539- 541 Debt Service Funds 1,836,321 1,776,343 - 3.27% 1,846,209 3.93%
595 RDA Debt Service 12,845,405 4,741,422 - 63.09% 4,803,332 1.31%
610- 630 Internal Service 220,666 2,707,832 1127.12% 4,585,232 69.33%
Total Expenditures $ 73,673,357 $ 85,660,247 - 17.12% $ 89,301,713 21.21%
* Includes Transfers In
City Revenue by Fund*
Total $ 89,301,713 FY 2006- 07
General Fund
44%
Funds
5%
Special Revenue
Funds
22%
CIP Fund
10%
RDA Funds
17%
Debt Service Funds
2%
- 22 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Revenue Source Actual Actual Actual Final Adopted
Property Tax $ 11,212,637 $ 12,100,511 $ 15,366,081 $ 16,121,660 $ 18,218,433
Special Assessments 3,186,778 4,702,539 3,952,965 4,133,755 4,271,306
Sales & Use Tax 7,798,202 7,930,474 8,838,140 8,411,000 9,000,000
Property Transfer Tax 456,932 684,603 888,973 708,000 734,400
Transient Occupancy Tax ( TOT) 1,595,508 1,497,744 1,673,075 1,632,000 1,788,220
Franchise Fees 1,456,157 1,822,788 2,482,431 2,323,000 2,458,550
Licenses & Permits* 792,698 903,976 1,089,540 1,028,410 1,172,845
Motor Vehicle License Fees ( MVLF) 2,772,350 2,072,853 1,246,096 436,000 453,440
Intergovernmental 7,235,592 2,307,446 4,898,306 8,090,587 14,155,759
Charges for Services 2,792,547 3,342,586 3,778,252 5,452,167 5,034,987
Fines & Forfeitures* 452,187 390,746 454,290 448,000 475,650
Investment Income* 3,073,929 580,228 1,370,737 1,451,981 1,184,076
Development Fees* 1,909,791 5,659,443 831,174 3,872,402 4,153,379
Sale of Surplus Property* 950,000 -
Miscellaneous Revenue* 4,608,328 1,366,171 9,486,492 2,066,598 6,804,877
Total Revenue Before Transfers $ 49,343,636 $ 45,362,108 $ 56,356,552 $ 57,125,560 $ 69,905,922
Transfers In $ 17,224,219 $ 25,903,533 $ 17,316,805 $ 28,534,687 $ 19,395,790
Total Revenue Including Transfers $ 66,567,855 $ 71,265,641 $ 73,673,357 $ 85,660,247 $ 89,301,712
* Included as other revenue
City Revenue by Source
Total $ 89,301,712 FY 2006- 07
Intergovernment
16%
TOT
Franchise Fees 2%
MVLF
1% Property Transfer Tax
1%
Sales Tax
10%
Special Assessments
5%
Charges for Services
6%
Misc & Other Revenue
15% Transfers
21%
Property Tax
20%
- 23 -
04/ 05 05/ 06 % 06/ 07 %
Fund Fund Description Actual Final Change Adopted Change
101 General Fund $ 3 2,051,226 $ 4 0,617,736 26.73% $ 3 9,802,071 - 2.01%
205- 225 Development Mitigation 300,202 397,974 32.57% 62,980 - 84.17%
230 Gas Tax 880,000 1,354,804 53.96% 1,236,454 - 8.74%
240 Park Development 300,000 695,039 131.68% 200,200 - 71.20%
250 SCCJEPA 1,036,300 5,967,417 475.84% 374,309 - 93.73%
260 Street Maintenance & Improvement 925,000 1,451,661 56.94% 1,318,205 - 9.19%
270 Traffic Improvement 1,888,750 2,300,669 21.81% 596,654 - 74.07%
280 Tri- Valley Transportation Fund 140,000 - - 100.00% - 0.00%
301 Citywide Landscaping 947,605 1,102,781 16.38% 1,082,962 - 1.80%
302 Citywide Lighting 527,040 558,860 6.04% 549,482 - 1.68%
310- 375 Landscaping & Lighting Special Dist. 1,095,933 1,410,917 28.74% 1,517,791 7.57%
380 Canyon Park 11,676 33,519 187.08% 39,747 18.58%
383 Dougherty Valley 2,705,938 6,559,193 142.40% 7,493,011 14.24%
385 GHAD 151,841 320,987 111.40% 758,204 136.21%
387 Non Point Drainage 872,578 1,296,323 48.56% 1,348,381 4.02%
388 Street Smarts 36,447 15,000 - 58.84% 35,000 133.33%
389 TDM Programs 278,607 611,373 119.44% 565,682 - 7.47%
392 Narcotic Asset Forfeiture - 17,439 0.00% - - 100.00%
395 Low & Moderate Income Housing 841,078 1,451,666 72.60% 1,722,950 18.69%
410 RDA Administration/ Projects 5,879,968 7,208,632 22.60% 8,093,530 12.28%
412 RDA Capital Projects 350,000 1,801,644 414.76% 1,475,186 - 18.12%
420 Capital Projects 6,775,244 1 1,916,148 75.88% 9,068,921 - 23.89%
539- 541 Debt Service Funds 1,816,186 1,821,843 0.31% 1,817,709 - 0.23%
595 RDA Debt Service 1 2,678,501 4,740,422 - 62.61% 4,802,332 1.31%
610- 630 Internal Service 1,457,724 4,425,940 203.62% 4,366,524 - 1.34%
Total Expenditures $ 7 3,947,844 $ 9 8,077,987 8.62% $ 8 8,328,285 19.45%
* Includes Transfers Out
City Expenditures by Fund *
Total $ 88,028,285 FY 2006- 07
Internal Service
4.94%
Debt Service Funds
2.06%
CIP Fund
10.27%
Special Revenue Funds
19.45%
RDA Funds
18.22%
General Fund
45.06%
- 24 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
General Government $ 1,953,521 $ 1,306,827 $ 1,092,074 $ 1,469,082 $ 1,276,442
Human Resources 1,116,860 1,130,307 962,102 1,165,073 1,248,714
Finance 2,580,576 2,200,109 1,956,519 2,198,288 2,305,185
Planning/ Community Development 2,721,909 2,013,376 2,345,804 3,221,855 3,486,603
Police Services 7,602,660 7,488,081 8,675,067 11,524,290 12,863,476
Engineering Services 1,721,987 2,183,984 2,243,103 2,848,878 2,725,799
Public Services 11,111,708 9,694,786 10,753,646 14,820,417 15,145,226
Parks & Community Services 4,909,669 4,844,394 5,048,041 6,481,067 6,987,735
Economic/ Redevelopment 1,831,540 2,991,499 2,227,415 3,416,431 3,762,622
Non- Departmental 32,038 206,358 1,257,877 4,928,862 4,282,545
Total Expenditures $ 35,582,468 $ 34,059,721 $ 36,561,648 $ 52,074,243 $ 54,084,347
* Excludes Transfers, CIP & Debt Service
City Expenditures by Department *
Total $ 54,084,347 FY 2006- 07
Econ/ RDA
7.56%
Planning
7.00%
Police
25.83%
Engineering
5.47%
Finance
4.63%
Human
Resources
2.51%
General
Government
2.56%
Parks &
Community
Services
14.03%
Public Services
30.41%
- 25 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Personnel Services $ 15,036,565 $ 15,163,510 $ 17,111,018 $ 20,148,811 $ 22,515,501
Contract Services 15,925,995 14,745,796 15,701,344 26,198,265 26,281,227
Material & Supplies 1,664,205 1,166,266 1,358,606 1,916,028 2,065,262
Other Costs 2,955,703 4,150,147 3,219,384 3,007,632 3,007,542
Capital Outlay ( 6,087) 895,584 242,808 1,919,593 717,950
Capital Improvement Program ( CIP) 7,829,651 4,064,832 6,503,194 12,300,706 9,724,972
Debt Service 6,828,687 4,386,784 12,494,687 4,562,265 4,620,041
Total Expenditures Before Transfers $ 50,234,719 $ 44,572,919 $ 56,631,041 $ 70,053,300 $ 68,932,495
Transfers Out $ 17,224,214 $ 25,903,532 $ 17,316,803 $ 28,024,687 $ 19,395,790
Total Expenditures Including Transfers $ 67,458,933 $ 70,476,451 $ 73,947,844 $ 98,077,987 $ 88,328,285
City Expenditures by Category
Total $ 88,328,285 FY 2006- 07
Debt Service
5.23%
Transfers Out
21.96%
Personnel Services
25.49%
Contract Services
29.75%
Material & Supplies
2.34%
CIP
11.01%
Capital Outlay
0.81% Other
3.40%
- 26 -
City of San Ramon
GENERAL FUND
- 27 -
The General Fund is the most versatile of all the City’s funds because it has no specific
legal restrictions as to its use. General Fund revenue includes property taxes, sales and
use taxes, licenses and permits, franchise fees, charges for services, transient occupancy
taxes, motor vehicle license fees, investment income and, various miscellaneous revenue.
The General Fund revenue is primarily used to support public safety, parks and other
administrative services.
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Audited Audited Audited Audited Amended Adopted
Description Actual Actual Actual Actual Budget Budget
Fund Balance, July 1 * $ 3 7,998,524 $ 33,383,011 $ 28,474,575 $ 22,112,559 $ 2 6,220,669 $ 24,499,436
REVENUE
Property Tax $ 6,520,686 $ 6,860,195 $ 7,298,417 $ 10,279,625 $ 1 0,921,787 $ 12,672,151
Sales and Use Tax 8,847,820 7,798,202 8,541,966 8 ,838,140 8 ,411,000 9,000,000
Property Transfer Tax 379,556 456,932 684,603 8 88,973 708,000 734,400
Transient Occupancy Taxes ( TOT) 1,859,629 1,595,508 1,497,744 1 ,673,075 1 ,632,000 1,788,220
Franchise Fees 2,325,352 1,456,157 1,822,788 2 ,482,431 2 ,323,000 2,458,550
Licenses and Permits 899,377 792,698 903,976 1 ,089,540 1 ,028,410 1,172,845
Motor Vehicle License Fee ( MVLF) 2,979,685 2,772,350 2,072,853 1 ,246,096 436,000 453,440
Intergovernmental 1,081,777 849,801 827,090 3 25,836 1 ,022,605 306,007
Charges for Services 2,475,497 2,792,547 3,342,586 3 ,778,252 5 ,452,167 5,034,987
Fines and Fortfeitures 430,586 452,187 390,746 4 36,972 448,000 475,650
Investment Income 2,505,192 1,724,956 27,263 4 96,369 800,000 600,000
Development Fees 37,315 31,981 27,946 2 7,503 28,850 28,850
Sale of Surplus Property 950,000
Miscellaneous Revenue 904,650 1,103,718 969,193 1 ,236,119 1 ,078,465 1,265,678
Total Revenues 3 1,247,122 28,687,232 28,407,171 32,798,931 3 5,240,284 35,990,778
EXPENDITURES
General Government 2,029,421 1,953,521 1,306,827 1 ,092,074 1 ,469,082 1,276,442
Human Resources 912,827 1,116,860 1,130,307 9 62,102 1 ,165,073 1,248,714
Finance 2,423,598 2,580,576 2,200,109 1 ,921,487 2 ,161,997 2,276,609
Planning/ Community Development 3,002,067 2,721,909 2,013,376 2 ,067,197 2 ,610,482 2,885,921
Police Services 6,252,407 7,146,953 7,042,020 7 ,213,611 8 ,570,240 9,246,230
Engineering Services 1,597,581 1,721,987 1,765,563 1 ,744,147 2 ,096,048 1,864,063
Public Services 4,332,430 4,677,471 6,549,938 7 ,011,864 7 ,935,076 8,052,001
Parks & Community Services 4,320,223 4,909,669 4,844,394 5 ,048,041 6 ,481,067 6,987,735
Economic/ Redevelopment - - 390,279 3 23,828 448,199 373,659
Non- Departmental 32,038 29,609 4 56,421 539,213 228,272
Capital Improvement Program ( CIP) 5,701,629 2,477,384 - - - -
Total Expenditures 3 0,572,183 29,338,368 27,272,422 27,840,772 3 3,476,477 34,439,646
OTHER FINANCING SOURCES ( USES)
Operating Transfers In 861,957 891,831 1,566,691 3 ,360,407 3 ,502,543 3,573,162
Operating Transfers Out ( 6,152,409) ( 5,149,113) ( 9,063,456) ( 4,210,456) ( 7,141,259) ( 5,362,425)
Total Other Financing Sources ( 5,290,452) ( 4,257,282) ( 7,496,765) ( 850,049) ( 3,638,716) ( 1,789,263)
Net Increase ( Decrease) in Fund Balance ($ 4,615,513) ($ 4,908,436) ($ 6,362,016) $ 4,108,110 ($ 1,874,909) ($ 238,131)
FUND BALANCE:
Fund Balance, June 30 $ 3 3,383,011 $ 28,474,575 $ 22,112,559 $ 26,220,669 $ 24,345,760 $ 24,261,305
Reserve as 50% of Expenditures 17,219,823
GENERAL FUND
REVENUE - EXPENDITURE - FUND BALANCE
- 28 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Revenue Source Actual Actual Actual Final Adopted
Property Tax $ 6,860,195 $ 7,298,417 $ 10,279,625 $ 10,921,787 $ 12,672,151
Sales Tax 7,798,202 7,930,474 8,838,140 8,411,000 9,000,000
Property Transfer Tax 4 56,932 684,603 888,973 708,000 7 34,400
Transient Occupancy Tax ( TOT) 1,595,508 1,497,744 1,673,075 1,632,000 1,788,220
Franchise Fees 1,456,157 1,822,788 2,482,431 2,323,000 2,458,550
Licenses & Permits* 7 92,698 903,976 1,089,540 1,028,410 1,172,845
Motor Vehicle License Fees ( MVLF) 2,772,350 2,072,853 1,246,096 436,000 4 53,440
Intergovernmental 8 49,801 827,090 325,836 1,022,605 3 06,007
Charges For Services 2,792,547 3,342,586 3,778,252 5,452,167 5,034,987
Fines & Forfeitures* 4 52,187 390,746 436,972 448,000 4 75,650
Investment Income* 1,724,956 27,263 496,369 800,000 6 00,000
Development Fees* 3 1,981 27,946 27,503 28,850 2 8,850
Sale of Surplus Property* 950,000 -
Miscellaneous Revenue* 1,103,718 969,193 1,236,119 1,078,465 1,265,678
Transfers In 8 91,831 1,566,691 3,360,407 3,502,543 3,573,162
Total Revenue $ 29,579,063 $ 29,362,370 $ 36,159,338 $ 38,742,827 $ 39,563,940
* Included as other revenue
General Fund Revenue by Source
Total $ 39,563,940 FY 2006- 07
Property Transfer
Tax
1.86%
Franchise Fees
6.21%
TOT
4.52%
Sales Tax
22.75%
MVLF
1.15%
Property Tax
32.03%
Intergovernment
0.77%
Transfers In
Other Revenue 9.03%
8.96%
Charges for Services
12.73%
- 29 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
General Government $ 1 ,953,521 $ 1 ,306,827 $ 1 ,092,074 $ 1 ,469,082 $ 1 ,276,442
Human Resources 1 ,116,860 1 ,130,307 9 62,102 1 ,165,073 1 ,248,714
Finance 2 ,580,576 2 ,200,109 1 ,921,487 2 ,161,997 2 ,276,609
Planning/ Community Development 2 ,721,909 2 ,013,376 2 ,067,197 2 ,610,482 2 ,885,921
Police 7 ,146,953 7 ,042,020 7 ,213,611 8 ,570,240 9 ,246,230
Engineering Services 1 ,721,987 1 ,765,563 1 ,744,147 2 ,096,048 1 ,864,063
Public Services 4 ,677,471 6 ,549,938 7 ,011,864 7 ,935,076 8 ,052,001
Parks & Community Services 4 ,909,669 4 ,844,394 5 ,048,041 6 ,481,067 6 ,987,735
Economic/ Redevelopment - 3 90,279 3 23,828 4 48,199 3 73,659
Non- Departmental 3 2,038 2 9,609 4 56,421 5 39,213 2 28,272
Total Expenditures $ 2 6,860,984 $ 2 7,272,422 $ 2 7,840,772 $ 3 3,476,477 $ 3 4,439,646
General Fund Expenditures by Department
Total $ 34,439,646 FY 2006- 07
Non- Departmental
Econ/ RDA 0.66%
1.08%
Planning
8.38%
Police
Engineering 26.85%
5.41%
Finance
6.61%
Human Resources
3.63%
General Government
3.71%
Parks & Community
Services
20.29%
Public Services
23.38%
- 30 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Personnel Services $ 1 2,087,413 $ 1 3,960,924 $ 1 4,506,408 $ 1 6,369,216 $ 1 7,241,230
Contract Services 1 1,596,676 1 1,155,791 1 1,160,967 1 3,942,569 1 3,613,543
Material & Supplies 1 ,277,298 1 ,066,885 1 ,176,259 1 ,406,167 1 ,537,311
Other Costs 1 ,899,597 1 ,088,822 9 97,138 1 ,758,525 1 ,943,217
Capital Outlay - - - - 1 04,345
Capital Improvement Program ( CIP) 2 ,477,384 - - - -
Total Expenditures Before Transfers $ 2 9,338,368 $ 2 7,272,422 $ 2 7,840,772 $ 3 3,476,477 $ 3 4,439,646
Debt Service Transfer Out 1 ,748,869 1 ,815,198 1 ,641,377 1 ,597,843 1 ,667,709
Other Transfers Out 3 ,400,244 7 ,248,258 2 ,569,077 5 ,543,416 3 ,694,716
Total Expenditures Including Transfers $ 3 4,487,481 $ 3 6,335,878 $ 3 2,051,226 $ 4 0,617,736 $ 3 9,802,071
General Fund Expenditures by Category
Total $ 38,802,071 FY 2006- 07
Transfers Out
13.47%
Personnel Services
43.32%
Contract Services
34.20%
Material & Supplies
3.86%
Other Costs
4.88%
- 31 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Department Actual Actual Actual Final Adopted
General Government 6.45 6.50 5.50 5.00 5.00
Human Resources 10.00 5.00 3.00 3.00 3.00
Finance 7.00 13.00 14.00 14.00 14.00
Planning/ Community Development 26.25 23.50 24.50 23.50 23.50
Police Services 56.50 55.50 59.50 64.50 65.50
Engineering Services 22.00 24.00 23.00 23.00 24.00
Public Services 66.26 67.60 67.60 70.10 72.60
Parks and Community Services 28.60 28.60 28.60 33.60 33.60
Economic/ Redevelopment 2.75 2.50 2.50 3.00 3.00
Total FTE Personnel 225.81 226.20 228.20 239.70 244.20
Full Time Equivalents ( FTE) By Department
226 226 228 240 244
0
50
100
150
200
250
2002- 03 2003- 04 2004- 05 2005- 06 2006- 07
- 32 -
A. FY 2005- 06 APPROPRIATIONS LIMIT $ 3 9,752,559
B. ADJUSTMENT FACTORS
1. City Population Growth 1.0428
2. California Per Capita Income 1.0396
Total Adjustment % 1.0841
C. ANNUAL ADJUSTMENT 3 ,342,987
D. OTHER ADJUSTMENTS 0
E. TOTAL ADJUSTMENTS 3 ,342,987
F. FY 2006- 07 APPROPRIATIONS LIMIT $ 4 3,095,546
A. PROCEEDS OF TAXES:
Property Tax $ 12,672,151
Sales & Use Tax 9 ,000,000
Property Transfer Tax 7 34,400
Transient Occupancy Tax 1 ,788,220
Motor Vehicle In Lieu 4 53,440
Off- Highway Vehicles 1 ,400
Interest Earned on Proceeds of Taxes 4 10,932.12
$ 25,060,543
B. EXCLUSIONS:
Debt Service 1 ,667,709
Qualified Capital Outlays -
1 ,667,709
C. APPROPRIATIONS SUBJECT TO LIMITATION 2 3,392,834
D. CURRENT YEAR LIMIT 4 3,095,546
E. OVER ( UNDER) LIMIT $ ( 19,702,712)
CITY OF SAN RAMON APPROPRIATION LIMIT CALCULATION
FISCAL YEAR 2006- 07 APPROPRIATIONS LIMIT
FY 2006- 07 APPROPRIATIONS SUBJECT TO LIMITATION
- 33 -
City of San Ramon
REVENUE
- 34 -
This revenue is the primary source of monies, which allows the City to pay for the many
services provided to its citizens:
• Property Tax – Property taxes are imposed on real and tangible personal property
located within the City. Property valuation is determined annually on March 1 by the
county assessor. The State Constitution limits the real property tax rate to 1 % of the
property’s value, plus rates imposed to fund indebtedness approved by the voters.
Cities, counties, school districts and special districts share the revenue from the one
percent property tax. The county generally allocates revenue to these agencies based
on their average property tax revenue in the three years preceding and in each year
thereafter according to the proportion of property tax revenue allocated to each agency
in the previous year. The use of property tax revenue is unrestricted.
In 2004- 05 the State permanently reduced motor vehicle license fees. At that time
revenues that were lost to local government were backfilled as a property tax in lieu of
payment.
• Sales and Use Tax - The sales and use tax is imposed on retailers for the privilege of
selling at retail, or on users in California of property purchased outside of the State.
The tax is based on the sales price of any taxable transaction of tangible personal
property. Countywide, the tax rate is generally 8.25 %.
Local sales tax revenue is distributed on a quarterly basis, with monthly estimated
“ advance” payments and a subsequent “ settlement” payment to cover the difference
based on actual collections. One percent is allocated by the State Board of
Equalization and allocated back to the City for general purposes. This revenue is
placed in the General Fund for unrestricted use. Beginning in 2004- 05 the State began
taking ¼ of 1% of sales tax to finance its debt recovery bonds. The State is currently
backfilling this amount on a delayed basis.
• Property Transfer Tax – Is a documentary transfer tax imposed on real estate
transactions and collected for the City by the County. The tax is $ 1.10 per $ 1,000
transaction value.
• Transient Occupancy Tax – The transient occupancy tax ( TOT) is imposed for the
privilege of occupying a room or rooms in a hotel, motel, or other lodging facility unless
such occupancy is for a period of 30 days or more. The City’s TOT rate is 7.25%.
• Motor Vehicle License Fee ( MVLF) – A special license fee is imposed annually by the
State in lieu of local property taxes. Originally motor vehicles were counted in the
assessment of property taxes, but for ease of administration and conformity, the State
now collects these fees through the in- lieu tax. Revenue derived from the motor vehicle
license fees are apportioned monthly and distributed near the 10th of each month.
Section 11005( a) specifies that 81.25% of the revenue is to be divided equally between
cities and counties and apportioned on the basis of population. The State reduced the
license fee in 2004- 05 and is now replacing lost revenue through a property tax backfill.
City of San Ramon
REVENUE
- 35 -
The use of revenue received from the motor vehicle in- lieu tax is unrestricted. They are
included in the General Fund to help support public safety and life services.
• License and Permit Revenue – The California Constitution gives cities the authority to
charge license and permit fees as a means of recovering the cost of regulation. The
fees which make up “ License and Permits” include:
• Building permits
• Plumbing permits
• Electrical permits
• Energy permits
• Mechanical permits
• Business license
• Franchise Fees – A franchise fee is imposed on various utilities and organizations,
which permits them to use and operate those facilities within the City. The fee is usually
computed as a percentage of the gross income of the utility. This revenue source is
typically impacted by the addition of new customers as well as changes in rates the
utility is allowed to charge.
• Charges for Services - A service charge is a fee imposed upon the user of a service
provided by the City. Generally a service charge can be levied when the service can be
measured and sold to a particular identified user. The rationale is that certain services
are primarily for the benefit of individuals rather than the general public. Individuals
desiring or benefiting from the service should pay the costs associated with that service.
Fees charged are limited to the cost required to provide the service as prescribed by
Article XIIIB of the State Constitution. These fees are often determined by cities
through a cost accounting analysis of the specific service.
Service charges differ from license and permit fees in that the latter are designed to
reimburse the City for costs related to the regulatory process. Service charges, on the
other hand, are imposed to support services to individuals.
• Investment Income – Interest income is earned as the City invests its idle funds in
various investment instruments. The goal of the City regarding investments is to ensure
the safety of each investment and maintain liquidity while achieving a fair rate of return.
• Special Assessments – Several districts are funded through the collection of special
assessments from property owners within the City. The funds can be used only for the
purpose of maintaining or improving the zone from which they are collected.
• Development Fees – Fees generated by building, development and growth in a
community.
GENERAL
GOVERNMENT
City Hall
- Document Management
- Legislative History
- Passport Services
City of San Ramon
General Government
FY 2006- 2007
City Council
City Manager
City Clerk
City Attorney
City of San Ramon
CITY COUNCIL PRIORITIES AND GOALS
- 37 -
CITY COUNCIL
Statement of Purpose
The City Council is elected by the citizens to provide overall policy direction to ensure that the
business of the City is conducted in an orderly and efficient manner. The City Council enacts
ordinances, resolutions and orders necessary for governing the affairs of the City, and
promotes the economic, cultural and governmental well being of the City of San Ramon.
Significant Accomplishments
FY 2005- 06
• Continued efforts to retain and attract new businesses
• Continued to implement sound policies to strengthen the City’s financial condition
• Reviewed unfunded liabilities
Major Action Plan Items
FY 2006- 2007
Promote and Build Positive Employee Relations
• Evaluate and adopt appropriate changes to the City’s Pay for Performance as a
result of the Classification and Salary Study recommendations to ensure
equitable salaries and benefits to all employees
• Adopted updated Personnel Rules and Regulations
Maintain a Secure Financial Base
• Continue efforts to retain and attract new businesses
• Support ballot measure to increase the Lighting and Landscape Assessments
• Continue to implement policies to strengthen the City’s financial condition
through a thorough review and analysis of the Five- Year Revenue and
Expenditure Forecast
• Maintain adequate financial reserves
• Complete the City Center planning
• Support the City’s Economic Development Strategic Plan recommendations
• Identify alternative funding sources
Maintain a Safe and Secure Environment
• Complete analysis of Police Services costs and service levels and adopt a plan
to either continue contract services or initiate the establishment of an in- house
Police Department
• Support Emergency Planning and Preparedness efforts within the City of San
Ramon, coordinated with the San Ramon Valley and sub- regional Tri- Valley
Planning Program
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
- 38 -
Build and Maintain Quality Facilities and Infrastructure
• Continue to enhance the City’s image
• Protect the City’s fixed assets
• Preserve the natural beauty of San Ramon
• Maintain thoroughfares, streets and sidewalks and continue to refine and upgrade
the City’s Pavement Management Program
• Maintain manicured streetscapes, parks, creeks, trails and pathways
Improve Coordination of City Services
• Implement cost effective programs and services
• Utilize and support volunteers
• Continue to use the CRM System and other service level measurement criteria
• Create public and private partnerships
• Continue to use City Newsletter to communicate with residents and businesses
Create Partnerships with Other Public Agencies
• Participate on sub- regional, regional and Statewide committees and task forces
• Schedule regular liaison meetings with local government agencies ( San Ramon
Valley Unified School District, San Ramon Valley Fire Protection District, EBMUD,
DSRSD, Town of Danville, Contra Costa County, etc.)
Budget Notes
FY 2006- 2007
• None
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
- 39 -
CITY MANAGER
Statement of Purpose
The City Manager provides professional leadership in the management of the City and
execution of City Council policies. The City Manager provides effective municipal services
through the coordination and direction of all City activities, finances and personnel.
Significant Accomplishments
FY 2005- 2006
• Submitted Fiscal Year 2006- 2007 Annual Operating and CIP Budget to the City Council
• Insured that staff has adequate training
• Evaluated restructuring of Public Works to enhance performance
• Continue to develop and enhance Emergency Operations procedures to include involvement
of Fire District, schools, businesses and the public
• Monitored the Urban Limit Line process and report on long- term effect to the City of San
Ramon
• Evaluated and finalized the City’s Pay for Performance plan, ensuring equitable salaries and
benefits for all employees
• Updated the Committees and Commissions By- laws
• Evaluated Police Department costs to determine equity of obtaining this service from the
County or to develop a plan to have the City provide these services in- house
• Finalized the renegotiation of lease costs for the City facilities located at 3180 Crow Canyon
Place
• Reviewed Library funding for Dougherty Valley – and established contract resolution with the
County for Library expenditures and finalize permanent Reimbursement Agreement with the
County
• Finalized Crow Canyon Specific Plan and Economic Development Strategic Plan
• Evaluated and made final determination on oversize vehicles within the City through the
Zoning Ordinance update process
• Continued to work towards completion of a City Center plan including pursuing a
development partner
Major Action Plan Items
FY 2006- 2007
• Submit Fiscal Year 2007- 2008 Annual Operating Budget and CIP to the City Council
• Ensure that staff has adequate training
• Continue efforts to develop a City Center project
• Complete analysis of comparison between contract police services vs. in- house police
department
• Evaluate effectiveness of new Public Services and Engineering Services departments
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
- 40 -
• Implement Phase II of Emergency Planning and Preparedness effort – Tri- Valley program
and incorporation of San Ramon Valley Unified School District and business community into
local Emergency Operations Center ( EOC)
• Implement the classification and wage analysis recommendations
• Monitor effectiveness of the Dougherty Valley CSA Reimbursement Agreement with Contra
Costa County
• Finalize Crow Canyon Specific Plan and Zoning Ordinance updates
• Monitor effectiveness of Economic Development Strategic Plan implementation
• Continue to improve labor relations Citywide
Budget Notes
FY 2006- 2007
• None
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
- 41 -
CITY ATTORNEY
Statement of Purpose
The City Attorney renders timely, professional legal advice to the City Council and City
departments; prepares, amends and reviews official City documents, laws and regulations,
and represents the City in litigation, including civil, worker’s compensation and City Council
matters.
Significant Accomplishments
FY 2005- 2006
• Provided timely legal assistance to the City Council, Commissions, Committees and staff
Major Action Plan Items
FY 2006- 2007
• Continue to provide timely legal counsel and services to City Council, Commissions,
Committees and staff
Budget Notes
FY 2006- 2007
• None
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
- 42 -
CITY CLERK
Statement of Purpose
The City Clerk is the custodian of all legal and official City records. This office organizes and
publishes City Council agendas and is the recording Clerk for all City Council meetings. Other
responsibilities include conducting municipal elections, processing public records requests,
administering Conflict of Interest requirements, maintaining City records and legislative history,
and processing passport applications.
Significant Accomplishments
FY 2005- 2006
• Coordinated the November 2005 election
• Made City Council and Redevelopment Agency agendas, staff reports, and annotated
agendas available to the public via the City’s website
• Implemented revised Records Retention Program for the City Clerk’s Office
• Streamlined passport telephone hotline options
• Provided passport application services to the community
• Participated in Citizen’s Request Management system
• Conducted City Hall tours for elementary students and scouts
• Recruited for all City Boards, Commission and Committees; maintained rosters
• Maintained the City Clerk and City Council web pages
• Initiated on- line financial reporting system for City Clerk receipts and reports
• Developed annual budget and monitored expenses
Major Action Plan Items
FY 2006- 2007
• Maintain City Council minutes, ordinances and resolutions
• Continue to improve the content of the City’s website for City Council, Redevelopment
Agency and City Clerk pages
• Extend Records Retention Program to all City departments
• Administer Passport Acceptance Program
Budget Notes
FY 2006- 2007
• No election costs
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Authorized Positions Actual Actual Actual Final Adopted
Assistant City Manager 1.00 1.00 0.00 0.00 0.00
City Clerk 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 0.00 0.00 1.00 1.00 1.00
Economic Development Director 0.20 0.00 0.00 0.00 0.00
Executive Assistant 1.00 2.00 1.00 1.00 1.00
Office Specialist 1.00 0.00 0.00 0.00 0.00
Office Technician I/ II 1.25 1.50 1.50 1.00 1.00
Total Authorized Positions 6.45 6.50 5.50 5.00 5.00
CITY OF SAN RAMON
SUMMARY OF DEPARMENTAL BUDGET
GENERAL GOVERNMENT
- 43 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
City Council $ 2 61,754 $ 152,063 $ 142,601 $ 142,138 $ 200,457
City Clerk 3 03,114 291,998 322,528 444,933 393,920
City Attorney 6 49,472 335,170 188,226 287,529 310,086
City Manager 7 39,181 527,596 438,719 594,482 371,979
Department Total $ 1 ,953,521 $ 1 ,306,827 $ 1 ,092,074 $ 1 ,469,082 $ 1 ,276,442
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Personnel Services $ 8 60,156 $ 7 09,604 $ 7 16,257 $ 7 55,551 $ 7 45,640
Contract Services 8 87,730 4 96,781 2 98,538 6 07,210 4 10,175
Materials and Supplies 2 1,453 1 1,649 1 6,709 3 0,788 2 6,230
Other Costs 1 84,182 8 8,793 6 0,570 7 5,533 9 4,397
Total Expenditures $ 1 ,953,521 $ 1 ,306,827 $ 1 ,092,074 $ 1 ,469,082 $ 1 ,276,442
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 2 71,500 $ 1 03,340 $ 8 0,335 $ 9 5,800 $ 8 9,400
CITY OF SAN RAMON
SUMMARY OF DEPARMENTAL BUDGET
GENERAL GOVERNMENT
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
- 44 -
Program Program Net Program
Description Expenditures Revenue Cost
City Council $ 2 00,457 $ 2 00,457
City Clerk Administration 3 15,153 8 9,400 2 25,753
Election/ Voter Outreach 4 3,755 4 3,755
Legislative History 3 5,012 3 5,012
City Attorney 3 10,086 3 10,086
City Management 3 71,979 3 71,979
Program Totals $ 1 ,276,442 $ 8 9,400 $ 1 ,187,042
SUMMARY OF DEPARMENTAL BUDGET
GENERAL GOVERNMENT
Program Summary
CITY OF SAN RAMON
- 45 -
HUMAN
RESOURCES
Bridges Fountain at West Branch
- Claims Administration
- Human Resources Management
- Labor Relations
- Organizational Development
- Public Information
- Recruitment
- Risk Management
- Training
- Wage & Benefits
City of San Ramon
Human Resources
FY 2006- 2007
Director
Human Resources
Programs
Risk Management
Programs
Public Information
Programs
City of San Ramon
HUMAN RESOURCES OVERVIEW
- 47 -
Statement of Purpose
The Human Resources Department provides the City with quality personnel services in the
following areas: recruitment, classification and compensation, training, labor relations,
performance evaluations, organizational development, and employee benefits and services.
Significant Accomplishments
FY 2005- 2006
• Updated Personnel Rules and Regulations
• Conducted an Employee Compensation Survey and Classification Study
• Developed an alternative Pay for Performance Evaluation tool
• Produced City Report Newsletter on a quarterly schedule
• Coordinated/ sponsored mandatory training sessions on ERMA Risk Management topics
• Modified Tuition Reimbursement Program/ Policy
• Updated the Memorandum of Understanding ( MOU) with SEIU – Local 790
• Modified Catastrophic Leave and Military Leave policies
Major Action Plan Items
FY 2006- 2007
• Convene training sessions on updated Personnel Rules and Regulations; Recruitment
and Hiring; ERMA Risk Management topics; and Discipline and Supervision
• Oversee health benefits management on- line
• Produce City Report Newsletter
Budget Notes
FY 2006- 2007
• Add one ( 1) part- time, temporary Office Technician I/ II position to perform receptionist
duties and assist with Human Resources programs and recruitments
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Authorized Positions Actual Actual Actual Final Adopted
Administrative Coordinator 0.00 0.00 1.00 1.00 1.00
Division Manager 1.00 1.00 0.00 0.00 0.00
Human Resources Director 0.00 1.00 1.00 1.00 1.00
Office Specialist 1.00 1.00 0.00 0.00 0.00
Office Technician I/ II 1.00 1.00 0.00 0.00 0.00
Program Manager 0.00 0.00 1.00 1.00 1.00
Total Authorized Positions 3.00 4.00 3.00 3.00 3.00
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
HUMAN RESOURCES
- 48 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Human Resources $ 1 ,116,860 $ 1 ,130,307 $ 9 62,102 $ 1 ,165,073 $ 1 ,248,714
Department Total $ 1 ,116,860 $ 1 ,130,307 $ 9 62,102 $ 1 ,165,073 $ 1 ,248,714
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Personnel Services $ 3 26,505 $ 2 58,822 $ 3 66,901 $ 3 85,351 $ 4 26,643
Contract Services 1 85,256 5 0,899 3 0,143 6 1,850 6 8,850
Materials and Supplies 6 ,585 5 ,341 5 ,475 4 0,250 4 5,250
Other Costs 5 98,514 8 15,245 5 59,583 6 77,622 7 07,971
Total Expenditures $ 1 ,116,860 $ 1 ,130,307 $ 9 62,102 $ 1 ,165,073 $ 1 ,248,714
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 5 4,448 $ 6 8,082 $ 1 15,180 $ 7 5,022 $ 2 54,112
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
HUMAN RESOURCES
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
- 49 -
Program Program Net Program
Description Expenditures Revenue Cost
Human Resource Administration $ 1 51,571 $ 1 51,571
Labor Relations 4 8,396 4 8,396
Organizational Development 1 30,705 1 30,705
Recruitment 7 2,137 7 2,137
Risk Management/ Safety 6 90,124 2 54,112 4 36,012
Wages & Benefits 1 55,781 1 55,781
Program Totals $ 1 ,248,714 $ 2 54,112 $ 9 94,602
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
HUMAN RESOURCES
- 50 -
FINANCE
Dougherty Valley Hillside
- Accounts Payable
- Accounts Receivable
- Budget
- Business License
- Debt Management
- Financial Planning
- Financial Reporting
- Payroll
- Treasury Management
- Technology Development
and Administration
- Website Development
and Administration
- Network Administration
- CRM
- Network Security
- Database Development and
Administration
- Budget
- Contract Administration
- Purchasing
- Telecommunications
- Ergonomics
- Safety
- Mail/ Fax Operations
- Photocopying & Printing
City of San Ramon
Finance Department
FY 2006- 2007
Finance Division
Division Manager
Information Technology Division
Division Manager
Central Services Division
Division Manager
City of San Ramon
FINANCE OVERVIEW
- 52 -
FINANCE DIVISION
Statement of Purpose
The Finance Department acts to ensure that the City maintain its financial stability, by
monitoring the City's investment portfolio, calculating revenue, preparing and maintaining
financial records and the City’s payroll, responding to audits, and preparing the Annual City
Manager’s Operating Budget to the City Council.
Significant Accomplishments
FY 2005- 2006
• Oversaw the annual audit process
• Coordinated the development of the 2006- 2007 Operating Budget
• Prepared an updated Five- Year Financial Projection and Mid- Year Financial Review
• Prepared the Comprehensive Annual Financial Report ( CAFR)
• Submitted the Comprehensive Annual Financial Report to the Government Finance
Officer’s Association ( GFOA) and California Society of Municipal Finance Officers
( CSMFO) for the Certificate of Achievement for Excellence in Financial Reporting
• Prepared timely quarterly payroll tax reports
• Prepared and distributed annual W2’ s and 1099’ s
• Produced and distributed an annual Employee Earnings and Benefit Statement
• Implemented ICMA enhancements
• Moved to electronic banking of all payroll related transfers
• Implemented “ positive pay” check processing as a tool to prevent fraud
• Prepared and updated accounting policies and procedures
• Completed and passed the audit of the State Board of Equalization
• Integrated the CAL- Card bank statement information to financial system vendor records
• Provided treasury management for the Tri- Valley Transportation Council ( TVTC)
• Received the Certificate of Achievement for Excellence in Financial Reporting from
GFOA and CSMFO
Major Action Plan Items
FY 2006- 2007
• Oversee the annual audit process
• Coordinate the development of the 2007- 2008 Operating Budget
• Prepare an updated Five- Year Financial Projection and Mid- Year Financial Review
• Prepare the Comprehensive Annual Financial Report ( CAFR)
• Submit the Comprehensive Financial Report to the Government Finance Officer’s
Association ( GFOA) for the Certificate of Achievement for Excellence in Financial
Reporting
• Prepare timely quarterly payroll tax reports
• Prepare and distribute annual W- 2’ s, 1099’ s and Earnings and Benefit Statements
City of San Ramon
FINANCE OVERVIEW
- 53 -
• Implement Time and Attendance software integration with HTE
• Continue to refine the equipment replacement funding structure
• Update the accounting policies and procedures as needed
• Establish a Health Benefits Internal Service Fund
• Implement GASB 45
Budget Notes
FY 2006- 2007
• Increased $ 25,000 for temporary services ( Payroll/ Accounts Payable)
City of San Ramon
FINANCE OVERVIEW
- 54 -
INFORMATION TECHNOLOGY
DIVISION
Statement of Purpose
The Information Technology Division is responsible for short- range and long- range strategic
planning for the City’s technology and data network. This involves all aspects of design-build-
management of information systems including the procurement, replacement and
troubleshooting of computer hardware and software. The Division maintains the City’s
public website, internal intranet, financial, planning, building permit, Integrated Voice
Response ( IVR), and Citizen Request Management ( CRM) systems. The Division is
responsible for helpdesk and database administration as well as overall network security
and intrusion protection. The Division supports all City departments.
Significant Accomplishments
FY 2005- 2006
• Upgraded Microsoft NT network domain structure to Server 2003 Active Directory
• Upgraded Microsoft Exchange 5.5 to Exchange 2003 electronic mail system
• Administered and maintained City data network including all PC workstation hardware,
software, servers, printers, wide area network infrastructure devices, and data
communications circuits
• Administered and maintained network security, intrusion protection, anti- virus, anti- spam
and anti- malware systems
• Administered and maintained City public website, H T E ( Finance and Planning
Department), DMS, IVR and CRM systems, and developed new features and
capabilities as required
• Administered and maintained helpdesk to resolve end- user problems and assist staff in
better using the City’s information systems
• Published the City Employee Newsletter
• Purchased and installed new computer equipment according to criteria established in
the Replacement Program
• Added Dougherty Station Community Center and Police substation to City data network;
install and support all new PCs, servers, printers, routers, switches and data
communication circuits
• Added wireless 802.11b/ g Wi- Fi access points to City Hall
City of San Ramon
FINANCE OVERVIEW
- 55 -
Major Action Plan Items
FY 2006- 2007
• Administer and maintain City data network including all PC workstation hardware,
software, servers, printers, wide area network infrastructure devices, and data
communications circuits
• Administer and maintain network security, intrusion protection, anti- virus, anti- spam and
anti- malware systems
• Administer and maintain City public website, H T E Finance and Planning Department
DMS, IVR and CRM systems and develop new features and capabilities as required
• Administer and maintain helpdesk to resolve end- user problems and assist staff in
better using the City’s information systems
• Publish the City Employee Newsletter
• Purchase and install new computer equipment according to criteria established in the
Replacement Program
• Add wireless 802.11b/ g Wi- Fi access points to Public Services Service Center and
Parks & Community Services Community Center conference rooms
Budget Notes
FY 2006- 2007
• None
City of San Ramon
FINANCE OVERVIEW
- 56 -
CENTRAL SERVICES DIVISION
Statement of Purpose
The Central Services Division is responsible for the City’s procurement services and
contract administration; telecommunications systems; the City’s Employee Safety
Committee; mail processing of internal and external mail; printing of City standard
letterhead, business cards and other general use printed matter; photocopy equipment
procurement including oversight of maintenance and lease agreements; ergonomic
evaluations on an as- required basis; document transmission equipment; furniture and office
equipment placement; and staff relocation projects for all City staff.
Significant Accomplishments
FY 2005- 2006
• Oversaw and coordinated the production of the FY 2006- 2007 Annual Budget and City’s
organization charts
• Ensured timely and cost conscious telephone system installation at City’s new facilities
in Dougherty Valley
• Ensured timely and cost conscious office equipment procurement and placement at
City’s new facilities in Dougherty Valley
• Oversaw and provided support, where required, for relocation of staff movement upon
new facility openings
• Oversaw relocation project for Human Resources staff
• Continued to evaluate purchasing and contract coordination and revised as needed
• Issued an RFP and evaluate responses for Multi- Year Telephone Service Maintenance
• Redesigned City letterhead incorporating new City facilities information
• Reinitiated the City’s Employee Safety Committee to meet compliance requirements
with Municipal Pooling Authority ( MPA) ( formerly Contra Costa County Municipal Risk
Management Insurance Authority)
• Updated and reissued the City’s Injury and Illness Prevention Plan ( IIPP) to meet MPA
requirements
• Submitted Loss Control Credit Application to MPA for $ 2,000.00 award for achieving
program compliance and received $ 2,000 award
• Evaluated lease options at 3180 Crow Canyon Place and facilitated through final
determination
• Provided overview of Cal- Card changes in authorized limits
• Finalized City Vehicle Use Policy
City of San Ramon
FINANCE OVERVIEW
- 57 -
Major Action Plan Items
FY 2006- 2007
• Oversee and coordinate the production of the FY 2007- 08 Annual Budget and City’s
organization charts
• Continue to evaluate purchasing and contract administration and keep staff apprised of
updates
• Continue to monitor and maintain efficiency of City’s telephone system network for all
facilities
• Continue to provide management support to the Employee Safety Committee
• Update the City’s Injury and Illness Prevention Plan as needed
• Submit Loss Control Credit Application to MPA for $ 2,000.00 award for achieving Phase
II program compliance
• Continue to provide CAL- Card audit reporting and monitor change in limit authorizations
• Research lease option to replace aged color copier at City Hall
• Research and procure replacement for aged color/ duplex printer at City Hall
• Represent the City on the Municipal Pooling Authority ( MPA) Loss Control Advisory
Committee
• Revise and update, if necessary, CAL- Card Policy
• Update City Purchasing Policy and Contract Administration Handbook
Budget Notes
FY 2006- 2007
• None
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Authorized Positions Actual Actual Actual Final Adopted
Accountant 1.00 1.00 1.00 1.00 1.00
Administrative Anaylst 1.00 1.00 1.00 1.00 1.00
Adminsitrative Coordinator 0.00 0.00 0.00 1.00 1.00
Computer Specialist 1.00 1.00 1.00 1.00 1.00
Division Manager 2.00 2.00 3.00 3.00 3.00
Finance Director 1.00 1.00 1.00 1.00 1.00
Office Specialist 4.00 5.00 5.00 4.00 4.00
Office Technician I/ II 3.00 2.00 2.00 2.00 2.00
Program Manager 1.00 1.00 0.00 0.00 0.00
Total Authorized Positions 14.00 14.00 14.00 14.00 14.00
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
FINANCE
- 58 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Finance $ 7 24,791 $ 4 96,282 $ 7 06,613 $ 8 23,768 $ 8 00,727
Information Technology 8 72,911 7 96,562 5 29,403 5 74,338 6 06,992
Central Services 9 82,874 9 07,265 7 20,503 8 00,182 8 97,466
Department Total $ 2 ,580,576 $ 2 ,200,109 $ 1 ,956,519 $ 2 ,198,288 $ 2 ,305,185
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Personnel Services $ 1 ,053,302 $ 1 ,229,059 $ 1 ,309,791 $ 1 ,373,020 $ 1 ,469,107
Contract Services 9 29,212 7 94,619 5 36,294 6 84,406 6 86,555
Materials and Supplies 2 94,267 1 68,866 9 8,390 9 7,708 9 5,135
Other Costs 3 03,795 7 ,565 1 2,044 4 3,154 5 4,388
Total Expenditures $ 2 ,580,576 $ 2 ,200,109 $ 1 ,956,519 $ 2 ,198,288 $ 2 ,305,185
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 2 49,055 $ 2 53,492 $ 2 05,081 $ 1 66,610 $ 2 22,110
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
FINANCE
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
- 59 -
Program Program Net Program
Description Expenditures Revenue Cost
Finance Administration $ 2 10,652 $ 2 10,652
Accounting & Payroll 3 50,773 3 50,773
Business Licensing 8 7,299 1 91,760 ( 104,461)
Cash Management 1 52,003 3 50 1 51,653
Information Technology Administration 3 69,660 3 69,660
Project Development 9 8,189 9 8,189
Web Services 1 39,143 1 39,143
Central Services Administration 1 21,760 1 21,760
Central Supplies 6 6,658 6 6,658
Central Support 3 4,378 3 0,000 4 ,378
Support Services 2 51,049 2 51,049
Telecommunications 2 94,161 2 94,161
Contract Administration 8 5,398 8 5,398
Safety 4 4,062 4 4,062
Program Totals $ 2 ,305,185 $ 2 22,110 $ 2 ,083,075
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
FINANCE
- 60 -
PLANNING /
COMMUNITY
DEVELOPMENT
General Plan
- Architectural Review
- Development Review
- Dougherty Valley Oversight
- Environmental Review
- General Plan Administration
- Special Planning Studies
- Subdivision Review
- Zoning Administration
- Building Inspections
- Building Permits
- Building Plan Checking
- Neighborhood Preservation
- Public Transportation
- Regional Air Quality Programs
- Regional Transportation Coordination
- Residential & School Traffic
Calming Programs
- Transportation Demand
Management
- Transportation Planning
- Street Smarts
City of San Ramon
Planning/ Community Development
FY 2006- 2007
Director
Planning Division
Division Manager
Building & Safety Services Division
Division Manager
Transportation Division
Division Manager
City of San Ramon
PLANNING/ COMMUNITY DEVELOPMENT OVERVIEW
- 62 -
Department – Statement of Purpose
The Planning/ Community Development Department coordinates and regulates the orderly
growth of the City as set forth in the City’s General Plan and other applicable codes, policies
and regulations concerning the physical development of the City. The Department includes the
divisions of Planning, Building & Safety and Transportation.
PLANNING DIVISION
Statement of Purpose
The Planning Division is responsible for providing for a variety and balance of land uses, both
commercial and residential that responds to the needs of the community through
implementation of the General Plan and other specific plans, planning and zoning laws.
Significant Accomplishments
FY 2005- 2006
• Continued working on Crow Canyon and Northwest Specific Plans process
• Initiated and implemented improvements to the coordination of project review by Planning,
Building & Safety, Engineering and San Ramon Valley Fire Protection District
• Completed Zoning Ordinance update through the Planning Commission process
• Completed the update of the Standard Conditions of Approval
• Completed update of Childcare Ordinance and Fee update
• Continued working on Architectural Review Guidelines
• Initiated the Laserfische Program for retention of development applications
• Implemented Time Tracking System to collect revenue associated with processing
development projects
• Completed City Center Mixed Use Ordinance
Major Action Plan Items
FY 2006- 2007
• Complete Crow Canyon and Northwest Specific Plans
• Initiate the amendment of the General Plan for consistency with newly adopted Dougherty
Valley Specific Plan
• Publish the General Plan 2020
• Complete update of Architectural Review Guidelines
• Participate in planning process for new City Center
• Develop and process a Condominium Conversion Ordinance
• Initiate comprehensive update of City’s CEQA Guidelines
City of San Ramon
PLANNING/ COMMUNITY DEVELOPMENT OVERVIEW
- 63 -
Budget Notes
FY 2006- 2007
• Complete Crow Canyon and Northwest Specific Plans - Funded through Redevelopment
( CCSP) and developments ( NWSP)
• Amend the General Plan for consistency with the newly adopted DVSP – Funded through
General Plan Recovery Fee
• Publish the General Plan 2020 – Funded through authorized contract – General Fund
• Complete update of Architectural Review Guidelines – Funded through the General Fund
• Participate in planning the new City Center – Developer funded
• Develop and process a Condominium Conversion Ordinance – Funded with
Redevelopment Funds – Low/ Moderate Housing Fund
• Initiate comprehensive update of the City’s CEQA Guidelines – Funded through the
General Fund
City of San Ramon
PLANNING/ COMMUNITY DEVELOPMENT OVERVIEW
- 64 -
BUILDING & SAFETY DIVISION
Statement of Purpose
The Building & Safety Division promotes health and safety in the construction and maintenance
of buildings and structures and the maintenance of property through the enforcement of
uniform building codes, energy conservation standards, State regulations and City ordinances.
Significant Accomplishments
FY 2005- 2006
• Implemented a new Code Enforcement Program which allows online access for staff from
any computer with Internet access
• Performed 99% of all inspections requested within one ( 1) working day of request
• Received good or excellent rating on 90% of all surveys received for services provided by
the Building Permit Center
• Implemented new fees to recover cost for processing Building Permit applications
• Implemented Plan and Permit Laserfische Program to have all documents available by
computer
• Initiated Saturday Code Enforcement services
• Added a new position of Plans Examiner to provide technical counter plan checks thereby
enhancing customer service
Major Action Plan Items
FY 2006- 2007
• Adopt State mandated Electrical Code
• Upgrade current technology to accommodate enhanced customer service objectives
• Explore online services for permit information and issuance
• Assess comprehensive training policy to maintain Division skills and certifications
• Continue to update handouts/ forms for the Division and coordinate with the City’s
webmaster
• Continue to enhance overall building services to both businesses and residents
Budget Notes
FY 2006- 2007
• Upgrade current technology to accommodate enhanced customer service objectives –
Funded by building fees
• Funded Supervising Inspector position
City of San Ramon
PLANNING/ COMMUNITY DEVELOPMENT OVERVIEW
- 65 -
TRANSPORTATION DIVISION
Statement of Purpose
The Transportation Division is responsible for evaluating and recommending enhancements to
the City’s transportation infrastructure. The Division is responsible for coordinating
transportation- planning goals with the direction outlined in the General Plan, and coordinating
the City’s participation in regional transportation planning efforts.
Significant Accomplishments
FY 2005- 2006
• Initiated planning process to secure funding of Measure J programs/ projects
• Initiated Measure J School Bus Program Routing and Efficiency Study
• Reviewed, updated and adopted Tri- Valley Transportation Interim Fee program
• Finalized San Ramon Transit Plan
• Initiated County Connection Basic Level of Service Policy Committee
• Implemented Street Smarts Program – Phase II
• Finalized State Route 24 Transit Capacity Study
• Finalized Alamo Creek Transit Study
• Initiated planning process for implementation of 511 Contra Costa Programs in concert with
Regional Transportation Planning Committee
• Initiated Tri- Valley Transportation Fee Nexus Study Request for Proposals
• Initiated Cal- High Parking Committee and implemented carpool/ transit incentive program to
reduce parking and congestion
Major Action Plan Items
FY 2006- 2007
• Implement San Ramon Transit Plan, including transit service to Dougherty Valley
• Identify funding and initiate Project Study Report for Measure J Norris Canyon on/ off ramps
• Develop and implement public communication outreach program for I- 680 Auxiliary Lanes
Project
• Implement Measure J School Bus Program Routing and Efficiency Study
• Update and adopt Residential Traffic Calming ( RTC) Program policies and tool kit
• Implement Tri- Valley Transportation Fee Nexus Study
• Develop and implement Street Smarts – Phase III
• Develop and implement Carpool to School Ridematching Program in concert with Central
Contra Costa County
• Implement 511 Contra Costa County Program in concert with Regional Transportation
Planning Committee and MTC
City of San Ramon
PLANNING/ COMMUNITY DEVELOPMENT OVERVIEW
- 66 -
Budget Notes
FY 2006- 2007
• Street Smarts Program Professional Services – Funded through General Fund – Increased
to $ 35,000 for Street Smarts Contract Services ($ 25,000) and City Share ($ 10,000) for
Phase III Program costs
• Initiate Study Report for Measure J Norris Canyon On/ Off Ramps – Funded through
Measure C Strategic Plan Amendment – Auxiliary Lane Segment 2 Project
• Update and Adopt Residential Traffic Calming ( RTC) Program Policy Guidebook and
Toolkit – Funded through General Fund – Increased $ 15,000 for development and printing
of RTC Program Policies Guidebook, Toolkit and Traffic Counts
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Authorized Positions Actual Actual Actual Final Adopted
Administrative Analyst 1.00 0.00 1.00 1.00 1.00
Administrative Coordinator 0.00 1.00 1.00 1.00 1.00
Assistant Planner 2.00 2.00 1.00 1.00 1.00
Associate Planner 1.00 1.00 3.00 2.00 2.00
Community Development Director 1.00 1.00 0.00 0.00 0.00
Division Manager 4.00 2.00 2.00 3.00 3.00
Engineering Specialist 0.00 0.00 1.00 1.00 1.00
Inspector 4.00 3.00 3.00 2.00 2.00
Office Specialist 4.00 4.00 2.00 3.00 3.00
Office Technician I/ II 1.75 1.00 1.00 1.00 1.00
Planning Director 0.00 1.00 1.00 1.00 1.00
Planning Specialist 0.00 0.00 1.00 1.00 1.00
Plans Examiner 0.00 0.00 1.00 1.00 1.00
Program Manager 2.00 1.00 2.00 0.00 0.00
Senior Engineer 1.00 1.00 1.00 1.00 1.00
Senior Inspector 1.50 2.50 2.50 2.50 2.50
Senior Planner 2.00 2.00 0.00 1.00 1.00
Supervising Inspector 1.00 1.00 1.00 1.00 1.00
Total Authorized Positions 26.25 23.50 24.50 23.50 23.50
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PLANNING/ COMMUNITY DEVELOPMENT
- 67 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Planning $ 9 74,215 $ 8 39,709 $ 9 31,218 $ 1 ,123,801 $ 1 ,093,223
Building 8 74,684 7 76,355 9 20,567 1 ,148,268 1 ,463,299
Transportation 8 73,010 3 97,312 4 94,019 9 49,786 9 30,081
Department Total $ 2 ,721,909 $ 2 ,013,376 $ 2 ,345,804 $ 3 ,221,855 $ 3 ,486,603
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Personnel Services $ 2 ,219,460 $ 1 ,616,908 $ 1 ,815,544 $ 2 ,319,839 $ 2 ,580,003
Contract Services 4 24,741 3 73,765 4 63,985 6 98,424 6 76,107
Materials and Supplies 1 6,579 1 1,200 3 9,454 1 23,674 1 38,409
Other Costs 6 1,129 1 1,503 2 6,821 7 9,918 9 2,084
Total Expenditures $ 2 ,721,909 $ 2 ,013,376 $ 2 ,345,804 $ 3 ,221,855 $ 3 ,486,603
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 1 ,321,624 $ 1 ,837,134 $ 2 ,118,084 $ 2 ,452,312 $ 2 ,578,289
Expenditure Summary By Category
Revenue Summary
Expenditure Summary By Division
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PLANNING/ COMMUNITY DEVELOPMENT
- 68 -
Program Program Net Program
Description Expenditures Revenue Cost
Planning Administration $ 3 74,858 $ 6 8,100 $ 3 06,758
Architectural Review 1 04,192 4 5,000 5 9,192
City Center 4 9,497 4 9,497
Development Administration 1 83,661 3 55,500 ( 171,839)
Northwest Plan 7 0,951 7 0,951
General Plan Management 5 0,008 1 5,000 3 5,008
Westside SP Amendment 3 0,949 3 0,949
Special Planning Studies 4 2,527 4 2,527
Crow Canyon Redevelopment Amendment 3 50 3 50
Subdivision Processing 2 8,493 2 8,493
Zoning Ordinance Update 5 0,925 5 0,925
Zoning Administration 4 9,356 8 ,000 4 1,356
Planning Dougherty Valley 5 7,456 5 7,456
Building Administration 4 32,936 1 ,812 4 31,124
Inspection & Code Enforcement 6 14,994 1 ,103,400 ( 488,406)
Neighborhood Preservation 1 51,555 1 51,555
Plan Checking 2 63,814 4 12,095 ( 148,281)
Transportation Administration 1 55,872 3 ,700 1 52,172
Residential Traffic Calming 7 6,675 7 6,675
Traffic Safety 9 ,336 9 ,336
Transportation Planning 7 1,468 7 1,468
TDM - Administration 1 37,985 1 37,985 -
TDM - Clean Fuel Vehicle 5 2,526 5 2,526 -
TDM- Carpool to School Program 1 08,282 1 08,282 -
TDM - Vanpool Program 1 07,764 1 07,764 -
TDM - Voluntary EBTR 1 29,125 1 29,125 -
TDM - Bike Lockers/ Racks 3 0,000 3 0,000 -
Transportation Dougherty Valley 1 6,048 1 6,048
Street Smarts 3 5,000 3 5,000
Program Totals $ 3 ,486,603 $ 2 ,578,289 $ 9 08,314
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PLANNING/ COMMUNITY DEVELOPMENT
- 69 -
ENGINEERING
SERVICES
San Ramon Memorial Park
- Assessment Districts
- Development Engineering
- Drainage Engineering
- Encroachment Permits
- GHAD/ Open Space Management
- G I S
- L & L District Engineering
- Stormwater Management
- Traffic Engineering & Safety
- Administration
- Capital Improvement Program
- Engineering Inspection
City of San Ramon
Engineering Services
FY 2006- 2007
Director
Engineering Division
Division Manager
City of San Ramon
ENGINEERING SERVICES OVERVIEW
- 71 -
Statement of Purpose
Engineering Services is responsible for the administration and implementation of the Capital
Improvement Program ( CIP) and Capital Budget; Assessment Districts engineering including
the Lighting and Landscaping District ( L & L), Geologic Hazard Abatement District ( GHAD);
Clean Water Program and Canyon Park Fund; traffic engineering and safety; development
engineering and inspection; encroachment permits; and the City’s Geographic Information
System ( GIS) Program.
Significant Accomplishments
FY 2005- 2006
• Developed the FY 2006- 11 Capital Improvement Program and FY 2006- 07 Capital Budget
• Provided quarterly CIP status reports to the Finance Committee
• Developed FY 2006- 07 budgets for Assessment Districts and the Clean Water Program
• Completed L & L Reserve Fund Study
• Updated the GHAD Reserve Fund Study
• Began the process to annex the Silva property into the GHAD
• Completed construction of the Alcosta/ I- 680 Improvement Project ( CIP 8144)
• Completed Phase I and began construction of Phase II of the Crow Canyon Corridor
Improvement Project
• Accepted approximately 120 acres of open space in Dougherty Valley – GHAD
• Coordinated with Contra Costa County and cities for implementing Phase II of C3 Provisions
of the City’s stormwater permit
• Obtained $ 80,000 funding for Supplemental Environmental Projects
• Obtained $ 600,000 grant funding for Alcosta Boulevard Pavement Management
Major Action Plan Items
FY 2006- 2007
• Update the City’s Subdivision Ordinance
• Update the City’s Grading Ordinance
• Accept approximately 100 acres of open space in Dougherty Valley – GHAD
• Implement Regional Water Quality Control Board Revised Municipal Regional Permit for the
Clean Water Program
• Implement FY 2006- 07 Capital Budget
Budget Notes
FY 2006- 2007
• Add one ( 1) Senior Engineer position for FY 2006- 07 – Funded by Assessment Districts
• Reclassify one ( 1) Assistant Engineer to Associate Engineer subject to the Classification
Study
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Authorized Positions Actual Actual Actual Final Adopted
Administrative Analyst 0.00 1.00 2.00 2.00 2.00
Assistant Engineer 2.00 3.00 3.00 3.00 2.00
Associate Engineer 3.00 3.00 3.00 3.00 4.00
Computer Specialist 1.00 1.00 1.00 1.00 1.00
Division Manager 2.00 2.00 2.00 2.00 2.00
Engineering Director 0.00 0.00 0.00 1.00 1.00
Engineering Specialist 2.00 2.00 1.00 1.00 1.00
Office Specialist 1.00 1.00 1.00 1.00 1.00
Senior Engineer 4.00 4.00 3.00 2.00 3.00
Senior Inspector 6.00 6.00 6.00 6.00 6.00
Supervising Inspector 1.00 1.00 1.00 1.00 1.00
Total Authorized Positions 22.00 24.00 23.00 23.00 24.00
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
ENGINEERING SERVICES
- 72 -
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Engineering Services $ 2 ,013,453 $ 2 ,183,984 $ 2 ,243,103 $ 2 ,848,878 $ 2 ,725,799
Department Totals $ 2 ,013,453 $ 2 ,183,984 $ 2 ,243,103 $ 2 ,848,878 $ 2 ,725,799
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Personnel Services $ 1 ,750,618 $ 1 ,911,689 $ 1 ,924,878 $ 2 ,163,248 $ 2 ,169,190
Contract Services 2 35,629 2 44,568 2 74,296 6 13,227 4 20,747
Materials and Supplies 1 6,762 2 1,915 2 8,336 4 5,445 4 0,900
Other Costs 1 0,444 5 ,812 1 5,593 2 6,958 5 6,962
Capital Purchases 3 8,000
Total Expenditures $ 2 ,013,453 $ 2 ,183,984 $ 2 ,243,103 $ 2 ,848,878 $ 2 ,725,799
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 1 71,241 $ 1 62,534 $ 2 48,338 $ 1 ,112,770 $ 2 20,100
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
ENGINEERING SERVICES
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
- 73 -
Program Program Net Program
Description Expenditures Revenue Cost
Engineering Services Administration $ 3 38,110 $ 2 ,500 $ 3 35,610
CIP Administration 20,142 2 0,142
CIP Engineering 188,010 1 88,010
CIP Inspection 254,420 2 54,420
Development Engineering 214,495 38,000 1 76,495
Development Inspection 121,358 82,500 3 8,858
Encroachments 121,286 68,250 5 3,036
Canyon Park 34,649 3 4,649
GHAD 401,705 4 01,705
Citywide Landscaping 8,517 8 ,517
Open Space/ Drainage 6 1,630 6 1,630
Storm Water Mgmt 416,865 4 16,865
GIS 135,087 28,850 1 06,237
Traffic Engineering 2 59,424 2 59,424
Dougherty Valley 150,101 1 50,101
Program Totals $ 2 ,725,799 $ 2 20,100 $ 2 ,505,699
Program Summary
SUMMARY OF DEPARTMENTAL BUDGET
ENGINEERING SERVICES
CITY OF SAN RAMON
- 74 -
POLICE SERVICES
San Ramon Police
- Animal Control
- Character Counts
- Crossing Guards
- Emergency Preparedness
- Patrol
- Volunteers
- Traffic
- School Resources
- Crime Prevention
- Youth Resources
City of San Ramon
Police Services
FY 2006- 2007
Chief of Police
Administration Patrol Investigations
City of San Ramon
POLICE SERVICES OVERVIEW
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Statement of Purpose
Police Services is responsible for the safety and welfare of the citizens of San Ramon by
ensuring and maintaining effective law enforcement systems, such as crime prevention, traffic
enforcement, patrol, criminal investigations, vice and narcotic enforcement and community
relations.
Significant Accomplishments
FY 2005- 2006
• Increased staffing of one ( 1) Sergeant to support growth in Dougherty Valley
• Increased non- sworn staff positions by adding two ( 2) Office Technicians to support the
additional needs of the Department with the opening of the Dougherty Valley substation
• Opened the Dougherty Valley substation to serve the residential and commercial population
in the Dougherty Valley
• Developed and implement a Youth Academy program to build lasting and productive
partnerships between law enforcement and the youth of the San Ramon community
Major Action Plan Items
FY 2006- 2007
• Increase sworn staff positions by adding one ( 1) Traffic Officer, and one ( 1) Investigator that
were authorized for FY 2005- 06 to meet the needs of the Dougherty Valley – These were
not filled prior to the end of FY 2005- 06
• Addition of one ( 1) Program Manager as the City’s Emergency and Disaster Preparedness
Manager to ensure that the City is prepared for any catastrophic event
Budget Notes
FY 2006- 2007
• Base County contract costs increasing 6%
• Retirement contributions per officer 79% of salaries ( 58% City share / 21% Officer share)
• Police MOU expires
• 28.6% of budget is in Dougherty Valley
• Reclassify one ( 1) Office Technician position to an Administrative Coordinator
• Reclassify one ( 1) Police Services Technician to an Administrative Coordinator
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Authorized Positions Actual Actual Actual Final Adopted
Contract:
CCNET Officer 1.00 1.00 1.00 1.00 1.00
Chief 1.00 1.00 1.00 1.00 1.00
Character Counts Officer 2.00 1.00 1.00 1.00 1.00
Investigative Officer 4.00 4.00 4.00 5.00 5.00
Patrol Officer 24.00 24.00 27.00 27.00 27.00
Sergeant 7.00 7.00 8.00 9.00 9.00
Traffic Officer 3.00 3.00 3.00 4.00 4.00
Youth Services Officer 2.00 2.00 2.00 2.00 2.00
Non- Contract:
Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator 1.00 1.00 1.00 1.00 3.00
Office Specialist 2.00 2.00 2.00 2.00 2.00
Office Technician I/ II 2.00 2.00 2.00 5.00 4.00
Police Services Assistant 0.00 0.00 0.00 0.00 0.00
Police Services Technician 5.50 5.50 5.50 5.50 4.50
Program Manager 1.00 1.00 1.00 0.00 1.00
Total Authorized Positions 56.50 55.50 59.50 64.50 65.50
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
POLICE SERVICES
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02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Police Contract $ 5 ,735,145 $ 5 ,720,934 $ 6 ,827,184 $ 9,123,343 $ 9,961,327
Police Non- Contract 1 ,867,515 1 ,767,147 1 ,847,883 2,400,947 2,902,149
Department Total $ 7 ,602,660 $ 7 ,488,081 $ 8 ,675,067 $ 11,524,290 $ 12,863,476
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Personnel Services $ 8 16,729 $ 9 98,627 $ 1 ,094,500 $ 1,302,945 $ 1,504,894
Contract Services 6 ,287,796 6 ,266,678 7 ,365,996 9,610,691 10,526,723
Materials and Supplies 1 77,907 1 73,176 1 67,166 266,089 355,882
Other Costs 3 20,228 4 9,600 4 7,405 344,565 383,477
Capital Purchases 92,500
Total Expenditures $ 7 ,602,660 $ 7 ,488,081 $ 8 ,675,067 $ 11,524,290 $ 12,863,476
02/ 03 03/ 04 04/ 05 05/ 06 06/ 07
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 7 07,601 $ 7 04,332 $ 7 66,314 $ 737,850 $ 746,175
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
POLICE SERVICES
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
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Program Program Net Program
Description Expenditures Revenue Cost
Administration $ 1 ,606,312 $ 2 02,025 $ 1,404,287
Crime Prevention 1 01,091 101,091
Character Counts 2 41,268 241,268
Investigation 1 ,283,900 1,283,900
Narcotics 2 18,783 218,783
Patrol 7 ,158,546 4 44,150 6,714,396
Traffic Safety 1 ,332,649 1,332,649
Youth Services 3 87,840 1 00,000 287,840
Animal Control 1 84,208 184,208
Crossing Guards 1 17,883 117,883
Volunteer Services 6 1,767 61,767
Emergency Preparedness 1 69,229 169,229
Dougherty Valley Patrol -
Program Totals $ 1 2,863,476 $ 7 46,175 $ 12,117,301
Program Summary
SUMMARY OF DEPARTMENTAL BUDGET
POLICE SERVICES
CITY OF SAN RAMON
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PUBLIC SERVICES
- Facilities Maintenance
- Fountain Maintenance
- Pool Maintenance
- Drainage Maintenance
- L & L District Maintenance
- Parks Maintenance
- Street Lighting Maintenance
- Street Maintenance
- Traffic Signal Maintenance
- Vehicle & Equipment
Maintenance
- Department Budget
- Contract Management
- Office Management
- Solid Waste & Recycling -
Franchise Agreement
- Public Inquiry & Service Requests
- Training & Education
- Emergency Preparedness
- Online Customer Information
City of San Ramon
Public Services
FY 2006- 2007
Director
Operations Division
Division Manager
Administrative Support
City of San Ramon
PUBLIC SERVICES OVERVIEW
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Statement of Purpose
The Public Services Department is responsible for the maintenance of the City’s parks,
roadway medians and other open space; City fleet vehicles and equipment; City facilities
fountains, and pools; signals and streetlights; roadways and sidewalks; street sweeping;
public catch basins, creeks and other drainage systems; Public Services is also responsible
for the administration of the Landscape and Lighting District program in 17 zones;
administration of maintenance contracts; and administration of the solid waste franchise
agreement.
Significant Accomplishments
FY 2005- 2006
• Assumed maintenance responsibilities for new areas in the Dougherty Valley including;
Dougherty Station, five ( 5) parks, 12.87 street miles, 42.75 acres of median and
roadside landscaping and approximately 400 streetlights
• Completed selection process and franchise agreement negotiation for garbage
collection and recycling services
• Conducted six ( 6) electronic waste recycling events in San Ramon
• Completed 95% construction drawings for new Dougherty Valley Service Center
• Implemented first year of new contract for medians and roadway landscaping
• Completed interior renovations at the San Ramon Senior Center and Library including
new carpeting and painting
• Replaced heat exchangers at San Ramon Community Center
Major Action Plan Items
FY 2006- 2007
• Assume maintenance responsibility for new areas in Dougherty Valley to include: 585
new streetlights, 19.46 street miles, 8.61 acres of street landscaping, and five ( 5) parks
• Implement a coordinated transition plan for new residential, multi- family and commercial
garbage and recycling services
• Complete Facility Maintenance and Renovation Plan
• Complete Public Services Department Five- Year Strategic Plan
• Issue RFP for contract services in City