City of San Ramon
Adopted Annual Program of Services
Fiscal Year 2005- 06
Elected Officials
H. Abram Wilson
Mayor
Jim Livingstone
Vice Mayor
Dave Hudson
Councilmember
Scott Perkins
Councilmember
Carol Rowley
Councilmember
Appointed Officials
City Manager
Herb Moniz
Byron D. Athan Patricia Edwards
City Attorney Interim City Clerk
Department Heads
Finance Director Greg Rogers
Planning Director Phil Wong
Engineering Director Joye Fukuda
Parks & Community Services Director Jeff Eorio
Police Chief Scott Holder
Public Services Director Vacant
Economic Development Director Marc Fontes
Human Resources Director Cheryl Mitchell Wade
City of San Ramon
Organization Chart
FY 2005- 2006
Citizens of San Ramon
San Ramon Mayor and City Council
City Attorney City Manager
City Clerk
Finance
Department
Planning
Department
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
History of the City of San Ramon........................................................................ 12
Mission Statement............................................................................................... 14
City Council Priorities & Goals ............................................................................ 15
Overview
Budget Principles ................................................................................................ 17
Guide to the Budget ............................................................................................ 18
Budget Summaries
City Statement of Revenue, Expenditures and Changes in
Fund Balance ............................................................................................ 20
City Revenue by Fund......................................................................................... 21
City Revenue by Source ..................................................................................... 22
City Expenditures by Fund .................................................................................. 23
City Expenditures by Department........................................................................ 24
City Expenditures by Category............................................................................ 25
General Fund Statement of Revenue, Expenditures and Changes in
Fund Balance ........................................................................................... 27
General Fund Revenue by Source...................................................................... 28
General Fund Expenditures by Department........................................................ 29
General Fund Expenditures by Category ............................................................ 30
Full Time Equivalents ( FTEs) by Department ..................................................... 31
Appropriation Limit Calculation............................................................................ 32
Revenue
Revenue Summary ............................................................................................. 33
Departments
General Government........................................................................................... 35
Human Resources ............................................................................................. 43
Finance Department............................................................................................ 49
Planning Department .......................................................................................... 58
Engineering Services .......................................................................................... 66
Police Services.................................................................................................... 72
Public Services.................................................................................................... 77
Parks & Community Services.............................................................................. 86
Economic Development/ Redevelopment ........................................................... 92
Table of Contents
( continued)
Non- Departmental............................................................................................... 97
Special Funds
Funds Descriptions ........................................................................................... 100
Special Funds Statement of Revenue, Expenditures and Changes in
Fund Balance ......................................................................................... 101
Debt Service Funds Statement of Revenue, Expenditures and Changes in
Fund Balance ......................................................................................... 117
Debt Service Payment Schedule....................................................................... 122
Internal Service Funds Statement of Revenue, Expenditures and Changes in
Fund Balance ......................................................................................... 123
Capital Equipment List ...................................................................................... 128
Capital Improvement Program
CIP Overview .................................................................................................... 130
CIP Matrix ......................................................................................................... 131
Statement of Revenue, Expenditures and Changes in Fund Balance............... 133
Redevelopment Agency
RDA Officers ..................................................................................................... 134
RDA Overview and Workplan ........................................................................... 135
Statement of Revenue, Expenditures and Changes in Fund Balance............... 138
Debt Service Payment Schedule....................................................................... 144
Appendices
Glossary of Terms............................................................................................. 145
Acronyms.......................................................................................................... 151
List of Funds ..................................................................................................... 154
Authorized Personnel Positions ........................................................................ 155
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diversions from local agencies. The City budget that has been prepared assumes the “ agreed
to” revenue actions as proposed by the Governor in January. Because of the size of the
current State budget deficit, and the difficulty in obtaining the needed cooperation between
the Governor and Legislature to adopt a budget, it may be a number of months before the
actual solution to the State budget problem is known. Staff will continue to monitor the
State budget process and inform the Council of any additional adverse impacts on the City
from the State budget.
Contra Costa County is also experiencing severe budget difficulties which are beginning to
have an impact on San Ramon. Services that are funded by, or provided by the County
under contracts are all being affected by the County budget crunch. Services provided
already by the County. Services such as health services to seniors are likely to be impacted.
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.
As a City that has a population in excess of 50,000 we have gradually recovered from the
economic downturn of several years ago. The City is now expanding 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. It will continue
to be a challenge to maintain service levels and financial reserves given the uncertainty
created by the State and County budget crisis.
At the local level, sales tax revenue is projected to continue to show modest growth during
the 2005- 2006 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 2005- 2006. The improving business climate is also expected to improve hotel
occupancies, which will help the tax revenue ( TOT) from that source.
RESOURCES FUNDING THE CITY BUDGET
The 2005- 2006 budget includes $ 57,635,560 of revenue, which provides the ongoing
funding that is available to provide City services. The manner in which a portion of the
Total Revenues - $ 57.6 Million
General
61.0%
RDA
10.1%
Special
11.7%
Capital
0.6%
Spec.
Dist.
16.6%
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City revenue may be spent is determined by law, or other fiscal constraints. As shown on
the graph, 61% of City revenue is general purpose and used to support police, public works,
recreation programs, community development and other general government. The
remaining 39% 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 $ 65,541,217 expenditure budget is $ 15,696,819 ( 32%) more than the 2004- 2005
adopted budget largely reflecting increases in the operating budget for expansion of services
into the Dougherty Valley Area, an increase in capital projects funding, and increases in
Redevelopment Agency funding. A separate, stand- alone Redevelopment Agency budget is
also provided in the back section of the document. General Fund, special revenue funds,
special districts, service funds and redevelopment funds finance the budget. The graph
below shows how the expenditure budget is broken out among major fund groups.
The $ 15.7 million increase in the expenditure budget reflects a $ 6.4 million increase in the
capital budget, a $ 3.4 million increase in the General Fund, a $ 1.6 million increase in the
Redevelopment Agency, a $ 3.9 million increase in special services districts, and a $ 0.4
million increase in service funds.
Significant factors impacting expenditures include, increases in the capital budget for
projects, increases in contracted maintenance costs, new staff positions and utilities for
expansion of services into the Dougherty Valley area, labor contract cost increases, and
increases in PERS retirement and health insurance costs.
GENERAL FUND:
The expenditure budget for the General Fund is $ 33,000,743, which is $ 3,351,198 ( 11.3%)
more than last year’s adopted budget. As shown on the graph below, 23% is for Public
Total Expenditures - $ 65.5 Million
General
50%
RDA
11% Capital
17%
Service
5%
Spec.
Dist.
17%
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Services, 6% for Engineering Services, 26% for Police Services, 20% is for Parks and
Community Services, 8% is for Planning, 1% is for Economic Development, and 16% is for
other General Government.
General Fund $ 33.0 Million Expenditure Budget by Department
* Other includes City Council, City Manager, Legal, Human Resources, Finance and Non- Departmental.
The budget reflects the costs of expanding recreation 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 consistent with 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
$ 33,000,743 General Fund Budget by Department
Department 2005- 06
Budget
2004- 05
Budget**
$
Difference
General Government
Human Resources
Finance Department
Planning Department
Economic Development/ Redevelopment
Police Services
Public Services*
Engineering Department*
Parks & Community Services
Non- Departmental
Total
$ 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
$ 1,213,159
991,291
1,958,458
2,441,970
289,944
8,006,817
7,138,248
1,860,600
5,120,884
628,174
$ 29,649,545
$ 103,823
173,782
122,236
71,237
47,593
530,680
550,259
216,513
1,356,293
178,782
$ 3,351,198
* Reflects re- aligned organization structure on a historical basis.
** General Fund budget as originally adopted.
Planning
Police 7.6%
25.9%
Public
Svcs
23.3%
Eng
6.3%
Other*
16.3%
Econ Dev
1.0%
Parks &
CS
19.6%
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The General Fund budget proposed budget is consistent with what was presented to the City
Council in the March 23, 2005 budget workshop, with the exception of certain items as
follows:
􀂃 Added $ 136,000 to the budget for replacement of Police Mobile Data Communication
devices ( police vehicle laptops)
􀂃 Added additional funds to the Police Services budget to adjust for increased costs of the
County contract
􀂃 Reduced the General Fund contingency appropriation from $ 375,000 to $ 340,000
General Fund Revenue:
The revenue available to finance General Fund services consist primarily of taxes, service
fees and revenue from other governmental agencies. The $ 35,240,284 of revenue by major
source is shown in the graph below.
General Fund Revenue - $ 35,240,284
General Fund revenue is estimated to be $ 4,728,848 ( 16%) above the previous year’s budget
reflecting $ 2.6 million in one- time revenue, continued recovery in the local economy, and
increases in various fees and charges - especially for new recreation programs in the
Dougherty Valley area.
Sales and property taxes make up nearly 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 the Dougherty Valley
Prop Tax
22%
Other
16%
Sales Tax
25%
VLF/ Backfill
11%
TOT
5%
Franchise
6%
Srv Chrg
15%
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area. The increase in property taxes is estimated to continue in 2005- 2006. Sales tax, now
again projected to be the City’s largest revenue source, is projected to continue to increase
following a steep decline several years ago. In 1999- 2000 sales tax revenue was $ 13.3
million. The estimate for 2005- 2006 is $ 8.4 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 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.
This budget assumes the use of $. 7 million of proceeds from the sale of the VLF receivable
from the State that was sold through the California Statewide Community Development
Authority. This is a one- time revenue source.
Charges for services are estimated to increase 41% in 2005- 2006 primarily as a result of an
increase in fees and charges to more fully recover the costs of various City programs,
expansion of recreation programs into Dougherty Valley, and a one- time $ 1million increase
in engineering inspection fee revenue for various development projects.
The General Fund revenue estimate for 2005- 2006 also includes a one- time $ 0.95 million
amount for the sale of surplus City property at the corner of Deerwood and Omega to the
Redevelopment Agency for development of an affordable housing project.
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 $ 21.5 million for the beginning of the
2005- 2006 year. This is consistent with what was projected during the mid- year financial
review. The budget as proposed has a balanced General Fund budget, and as a result the
total reserve balance for the end of 2005- 2006 is estimated to be $ 21.5 million. This is
sufficient to provide the 50% contingency reserve of $ 16.5 million as called for in the
policy, plus an operational reserve of $ 5.0 million.
RETIREE HEALTH CARE FUNDING
As part of the FY 2004- 05 Budget a separate internal service fund was created to handle the
costs of retiree health insurance. $ 3 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 staff also mentioned the need to began regular collections from the
operating budget to fund both the existing out- of- pocket costs of retiree health care, and to
continue to build the fund balance to fully cover the liability for retiree health care. This
year’s budget includes a provision for $ 378,292 for retiree health care which represents 3%
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of budgeted salaries. The City is currently under contract with Milliman Consultants and
Actuaries to perform an actuarial computation of the amount of funds that should be set
aside in future years to sufficiently fund the retiree health care liability. This actuary study
should be completed during the next several months and will help the City establish future
year budget rates. 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 $ 58,504 in this budget year. An actuarial study has already been prepared
by the City of Dublin, and the City’s share of this unfunded liability is $ 776,080.
EQUIPMENT REPLACEMENT CHARGES
This year’s budget includes the re- establishment 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 $ 460,000 is being collected for vehicle replacement and
$ 139,125 for computer replacement in this budget. These funds, together with
approximately $ 1 million of beginning fund reserves are available to fund the $ 552,960 of
vehicles and $ 107,000 of computer equipment that is planned on being replaced during
2005- 2006. The full funding of the equipment replacement fund will make it possible for
City staff to have reliable vehicles and equipment to continue to provide an efficient high
level of service
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 2005-
2006 are $ 6.4 million, which is $ 2.9 million more than was budgeted in the 2004- 2005 year.
This reflects the increase in annexed population in the area and new infrastructure to
maintain as follows:
􀁸 New community center
􀁸 New police sub- station
􀁸 New library
􀁸 5 new parks
􀁸 39 new acres of landscaping
􀁸 35 curb miles of new roadway
􀁸 364 new street lights
􀁸 12 new traffic signals
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The budget is also impacted by the addition of five new police positions and two new Public
Service positions to provide services in the Dougherty Valley area. The financial
requirements of expanding services out into the area have caused this year’s budget to
exceed the projected CSA revenue. This will require a subsidy from the General Fund
currently estimated to be $ 1.7 million. It is anticipated that that CSA revenue will increase
in future years as Dougherty Valley builds out and the required General Fund subsidy will
be reduced.
RESTRUCTURING OF PUBLIC WORKS DEPARTMENT
Included in the budget is a modification of the Public Works department into two separate
departments. The new departments are an Engineering Department consisting of a total of
23 positions, and Public Services consisting of a total of 69.6 positions. The change in
structure includes one personnel change which is the conversion of an existing Senior
Engineer position into a new department head position at an estimated cost of $ 12,000 per
year. This change in structure will allow for a more focused concentration by each
department head on the realigned functional areas.
STAFFING LEVEL
The proposed staffing level for 2005- 2006 is 240.2 positions, which reflects the addition of
twelve ( 12) positions related to the expansion of services into the Dougherty Valley Area.
There are six ( 6) authorized positions that are proposed to be unfunded and unfilled during
2004- 2005. Elimination of one ( 1) Transportation Program Manager position in the
Planning Department.
The budget includes five new police positions for Dougherty Valley, three which are sworn
and funded in April of 2006, and two which are non- sworn and are needed to staff the new
police sub- station. Also included are two new Public Services positions related to the
maintenance of new infrastructure. The Parks and Community Services department is
adding five new positions to staff programs in the new community center. The chart shows
that the authorized staffing level was 225 in 2002- 2003 and 240 ( 6 of which are not funded)
in 2005- 2006. This is a reflection of modest increases in staffing to provide services in the
Dougherty Valley area.
Total Authorized Positions
225 227 229
240
0
50
100
150
200
250
2002- 03 2003- 04 2004- 05 2005- 06
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FUTURE OUTLOOK:
For the first time in a number of years the City budget has been prepared with reasonable
certainty about how the State budget will impact the City. Although the State continues to
struggle with a large budget deficit, it is likely that the State will not take more from the City
than was agreed to as part of the Proposition 1- A agreement. The Proposition 1- A
agreement called for the City and Redevelopment Agency to give up $ 1.2 million of
property tax revenue in 2005- 2006 which essentially capped the amount of funds the State
could take. It is likely that in 2005- 2006 the State will borrow to roll- over its deficit. This
means, that in future years, the City will continue to be at risk from State revenue raids until
such time as the State solves its structural budget problem.
There are also financial problems at the County level of government, as Contra Costa
County is struggling with a $ 55 million budget deficit. This has an impact to the City in
several areas such as police services, animal control and library services. The County is
trying to identify cost savings out of all of its operations, including areas where contract
services are provided. This has meant another large double digit increase in the Police
Services contract rate, 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.
Fortunately 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, and equipment replacement
􀂃 Development of a balanced General Fund budget
􀂃 Supported the analysis and strategic development of a plan to help the City study various
revenue enhancements such as revising 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 types of 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 the State and County 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 will be paid for by the special
assessment in Dougherty Valley. Other services such as staffing of the new Community
Center, requires General Fund support. In future years it is anticipated that the special
assessment revenue will grow enough to support a larger portion of the services in the
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CITY PROFILE
Government
Incorporated July 1, 1983
Charter City
Council/ Manager form of government
Mayor and Four City Councilmembers elected at- large
237 Full- time employees
Demographics
13.87 square miles
51,027 population ( January 1, 2005 State Finance Department)
36.5 years median age
$ 95,856 median household income
28,185 registered voters
Ethnic Composition
Asian.................................... 14%
African American.................. 2%
Hispanic/ Latino..................... 7%
White.................................... 77%
Businesses ( Major employers and # of employees)
SBC.............................................. 6366
Chevron Texaco........................... 4500
San Ramon Regional Medical........ 707
Erwin Home Equity......................... 700
IBM ................................................. 532
ADP Auto Claims Solutions............ 400
AETNA ........................................... 400
Primed Management Consulting.... 350
Target............................................... 275
Old Republic..................................... 255
Home Depot ..................................... 225
Marriott ............................................. 225
Whole Foods .................................... 160
AIG Claim Services .......................... 160
Comcast........................................... 125
Club Sport ........................................ 100
Community Service Facilities
23 Parks 2 Police Stations
2 Community Centers 4 Fire Stations
1 Senior Center 2 Libraries
12 Schools/ Parks 1 Service Center
1 Aquatic Center
9 Elementary Schools
3 Middle Schools
1 High School
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HISTORY OF THE CITY OF SAN RAMON
In the Beginning
San Ramon was once home to Seunen Indians, Costanoans who lived adjacent to the
Valley creeks and traded with other Bay Area tribes. In the 1800' s it was Mission San
Jose grazing land, later becoming part of Jose Maria Amador's enormous Rancho San
Ramon.
American settlers came to San Ramon in 1850, when Leo Norris purchased 4,450
acres from Don Amador. He and his partner William Lunch built the first frame house
and planted the first barley crop. In 1852, Joel and Minerva Fowler Harlan built their
first home on today's count line; James Dougherty bought 10,000 acres from Amador;
and Major Samuel Russell settled on 600 acres near Norris Canyon.
A Village Develops
In the decade of the 1860' s, the village of San Ramon 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 Catholic church was dedicated in 1860, the general
store ( which was the post and stage office) was built in 1863, and students left their
home- based classrooms to attend the new San Ramon Grammar School in 1867.
Saloons, a jail, Chinese laundries, and blacksmith shops also lined County Road No. 2,
which later became Highway 21 and then San Ramon Valley Boulevard.
With the arrival of the Southern Pacific Railroad's San Ramon branch line in 1891, other
changes took place. Crops and passengers were now able to travel to and from the
area, no matter what the weather did to the roads. Until 1909, it was the terminus for
the line.
In 1895 attorney Thomas Bishop bought 3,000 acres of Norris land on which he raised
cattle and sheep and planted hay and grain. Bishop Ranch Shropshire purebred sheep
earned numerous awards in the early 20 th century. Later, huge pear and walnut
orchards covered the land, helping to make the valley the " pear capital of the world".
Community groups developed over the years, including the Grange, the International
Organization of Odd Fellows, the San Ramon Valley Farm Bureau Women, the
Rebecca's, and the Ramona Club, which later became the San Ramon Women's Club.
The San Ramon Community Hall became the community's center early in the 1900' s
drawing farm and ranch families to dances, school programs, and plays. It was still
standing in the 1960' s.
Modern San Ramon
As the entire Valley agriculture was the basis for San Ramon's economy until the 1960' s
when the new state highway, I- 680 was completed. Developers Ken Volk and Bob
McClain built the first suburban homes at the county line: " Country quiet, City close"
was their radio theme song. A special district, the Valley Community Services District
- 13 -
( VCSD) provided urban services for these new homes, including parks, sewer, water,
fire protection and garbage collection. " San Ramon Village" appeared as a separate
census designation for the first time in 1970 with a count of 4,084 people, part of the
San Ramon Valley population of 25,899. San Ramon had 12,782 people in 1975,
22,356 people in 1980, and 44,722 people as of 2000.
Homeowners Associations such as the South San Ramon Homeowners and the
Homeowners Association of Twin Creeks organized and commented on County
development proposals. These groups joined with service clubs to provide a local voice
for San Ramon as new homes and shopping centers were built in the north and south.
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.
Eventually part of the land did become homes and, in the early 1980' s, 585 acres
became a premier modern office development called Bishop Ranch Business Park.
In 1983, San Ramon voters decided by an overwhelming vote to incorporate as a
separate city and took control over development, police, parks and other services. A
new library community center, city hall, parks and hospital testify to the energy that the
new City released. No longer a quiet outskirt of the Bay Area, San Ramon looks to the
future and values its past.
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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
- 15 -
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 his 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 2005- 06
Priority # 1 – Employee Relations
Priority # 2 – Maintain Public Safety
􀁸 Emergency Preparedness
􀁸 Utilize Police Academy participants to assist with public
safety, as needed
Priority # 3 – A. Maintain Manicured Streetscapes, Parks, Creeks, Trails and
Gateways
B. Maintain Adequate Financial Reserves
􀁸 Reaffirm Revenue Receipt from Dougherty Valley
( property taxes, document transfer tax)
C. Implement Cost- Effective Programs and Services
􀁸 Conduct Analysis of 2003- 2004 Service Level
Reductions
􀁸 Employee Compensation Study
􀁸 Update Personnel Rules and Regulations
􀁸 Records Retention Program
D. Enhance Customer Service
􀁸 Utilize volunteers more
􀁸 Develop New Resident Packet ( Welcome Wagon)
􀁸 Explore the potential for one- day a week to service the
public by appointment
City of San Ramon
CITY COUNCIL PRIORITIES AND GOALS
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Priority # 4 – A. Continue to Enhance the City’s Image
B. Develop Programs to Support Small and Medium- Sized
Businesses
􀁸 Information for new residents frequenting our businesses
( i. e., Home Depot)
􀁸 Continue to increase interactions with local businesses
C. Maintain Thoroughfares, Streets and Sidewalks
D. Identify Alternative Funding Sources
􀁸 Continue to increase and identify revenue sources
( Economic Development Specific Plan)
E. Protect the City’s Fixed Assets
F. Preserve the Natural Beauty of San Ramon
G. Participate on Regional Committees and Task Forces
H. Create Public/ Private Partnerships
I. Continue to refine the City Center concept
City of San Ramon
BUDGET PRINCIPLES
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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 attempt to 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.
It is hoped that the 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
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This budget document is for Fiscal Year 2005- 2006. 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 2005.
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
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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 2004- 05, Major
Action Plan Items for FY 2005- 06, and Department budgets for FY 2005- 06.
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 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, 2005 $ 21,501,069 $ 3,012,878 $ 15,953,393 $ 52,682 $ 6,674,407 $ 5,435,120 $ 5 ,354,866 $ 57,984,415
REVENUE
Property Tax $ 7,914,361 $ 5 ,199,873 $ 13,114,234
Special Assessments 8,883,755 8,883,755
Sales and Use Tax 8,411,000 8,411,000
Property Transfer Tax 708,000 708,000
Transient Occupancy Taxes ( TOT) 1,632,000 1,632,000
Franchise Fees 2,323,000 2,323,000
Licenses and Permits 1,028,410 1,028,410
Motor Vehicle License Fee ( MVLF) 3,305,000 3,305,000
Use of VLF Reserve 728,569 728,569
Intergovernmental 432,462 611,373 1,627,424 79,185 2,750,444
Charges for Services 5,452,167 5,452,167
Fines and Fortfeitures 448,000 448,000
Investment Income 800,000 11,000 52,190 28,500 316,000 122,291 1 22,000 1,451,981
Development Fees 28,850 - 3,843,552 3,872,402
Sale of Surplus Property 950,000 950,000
Miscellaneous Revenue 1,078,465 10,716 - 977,417 5 10,000 2,576,598
Total Revenues 35,240,284 9,516,844 5,523,166 28,500 316,000 1,178,893 5 ,831,873 57,635,560
EXPENDITURES
General Government 1,316,982 1,316,982
Human Resources 1,165,073 1,165,073
Finance 2,080,694 36,291 2,116,985
Planning 2,513,207 611,373 3,124,580
Police Services 8,537,497 2,954,050 11,491,547
Engineering Services 2,077,113 752,830 2,829,943
Public Services 7,688,507 6,726,208 101,086 14,515,801
Parks & Community Services 6,477,177 6,477,177
Economic/ Redevelopment 337,537 2 ,923,260 3,260,797
Non- Departmental 806,956 806,956
Debt Service 1,821,843 2 ,740,422 4,562,265
Capital Improvement Program ( CIP) 10,973,818 1 ,801,644 12,775,462
Equipment Replacement 659,960 659,960
Insurance Liability 437,689 437,689
Total Expenditures 33,000,743 11,044,461 - 1,821,843 11,074,904 1,133,940 7 ,465,326 65,541,217
OTHER FINANCING SOURCES ( USES)
Operating Transfers In 3,502,543 2,259,234 1,747,843 10,973,818 136,500 7 ,542,066 26,162,004
Operating Transfers Out ( 5,741,259) ( 690,359) ( 11,722,320) ( 316,000) ( 7,692,066) ( 26,162,004)
Total Other Financing Sources ( 2,238,716) 1,568,875 ( 11,722,320) 1,747,843 10,657,818 136,500 ( 150,000) -
Net Increase ( Decrease) in Fund Balance $ 825 $ 41,258 ($ 6,199,154) ($ 45,500) ($ 101,086) $ 181,453 ($ 1,783,453) ($ 7,905,657)
FUND BALANCE:
Fund Balance, June 30, 2006 $ 21,501,894 $ 3,054,136 $ 9,754,239 $ 7,182 $ 6,573,321 $ 5,616,573 $ 3,571,413 $ 50,078,758
CITY OF SAN RAMON
STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
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03/ 04 04/ 05 % 05/ 06 %
Fund Fund Description Actual Final Change Adopted Change
101 General Fund $ 29,362,370 $ 33,908,074 15.48% $ 38,742,827 14.26%
205- 225 Development Mitigation 58,558 41,000 - 29.98% 3 1,365 - 23.50%
230 Gas Tax 876,056 1,043,722 19.14% 1,024,674 - 1.83%
240 Park Development ( 1,704) 103,000 - 6144.60% 5 40,000 424.27%
250 SCCJEPA 5,382,467 672,000 - 87.52% 3,253,812 384.20%
260 Street Maintenance & Improvement 695,950 575,000 - 17.38% 6 03,750 5.00%
270 Traffic Improvement ( 14,158) 502,000 - 3645.70% 4 7,438 - 90.55%
280 Tri- Valley Transportation Fund 1,596 100,773 6214.10% 2 2,127 - 78.04%
301 Citywide Landscaping 1,089,807 1,001,715 - 8.08% 1,102,781 10.09%
302 Citywide Lighting 448,721 540,509 20.46% 5 58,860 3.40%
310- 375 Landscaping & Lighting Special District 1,199,024 1,277,797 6.57% 1,340,908 4.94%
380 Canyon Park 24,447 25,228 3.19% 2 7,040 7.18%
383 Dougherty Valley 1,486,636 3,523,928 137.04% 6,406,560 81.80%
385 GHAD 259,123 257,753 - 0.53% 8 02,996 211.54%
387 Non Point Drainage 959,100 885,500 - 7.67% 9 25,560 4.52%
389 TDM Programs - 295,637 0.00% 6 11,373 106.80%
390 Local Law Enforcement Block Grant 649 - - 100.00% - 0.00%
391 Police Services Donations 1,321 - - 100.00% - 0.00%
395 Low & Moderate Income Housing 1,585,226 1,229,801 - 22.42% 1,291,241 5.00%
410 RDA Administration 4,549,880 5,808,173 27.66% 6,479,632 11.56%
412 RDA Capital Projects 127,703 75,000 - 41.27% 8 61,644 1048.86%
420 Capital Projects 13,362,452 5,103,100 - 61.81% 11,289,818 121.23%
537 Debt Service - 1991 COP 7 737 - - 100.00% - 0.00%
539 Debt Service - 1991 COP 9 496,805 502,378 1.12% 4 95,186 - 1.43%
540 Debt Service - 1991 COP 10 1,085,014 1,070,795 - 1.31% 1,052,443 - 1.71%
541 Debt Service - 1991 COP 11 235,172 230,704 - 1.90% 2 28,714 - 0.86%
595 RDA Debt Service - 94/ 98 TA Bonds 2,558,424 4,759,052 86.01% 4,741,422 - 0.37%
610- 622 Internal Service 5,434,265 204,978 - 96.23% 1,315,393 541.72%
Total Expenditures $ 71,265,641 $ 63,737,617 - 7.06% $ 83,797,564 17.58%
* Includes Transfers In
City Revenue by Fund*
Total $ 83,797,564 FY 2005- 06
General Fund
46%
Internal Service
Funds
2%
Special Revenue
Funds
21%
CIP Fund
13%
RDA Funds
16%
Debt Service Funds
2%
- 21 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Revenue Source Actual Actual Actual Final Adopted
Property Tax $ 11,336,127 $ 11,212,637 $ 12,100,511 $ 12,653,262 $ 13,114,234
Special Assessments 3,057,337 3,186,778 4,702,539 6,669,048 8,883,755
Sales & Use Tax 8,847,820 7,798,202 7,930,474 7,313,750 8,411,000
Property Transfer Tax 379,556 456,932 684,603 603,750 708,000
Transient Occupancy Tax ( TOT) 1,859,629 1,595,508 1,497,744 1,614,080 1,632,000
Franchise Fees 2,325,352 1,456,157 1,822,788 2,101,702 2,323,000
Licenses & Permits* 899,377 792,698 903,976 977,878 1,028,410
Motor Vehicle License Fees ( MVLF) 2,979,685 2,772,350 2,072,853 3,145,000 3,305,000
Use of VLF Reserve - 728,569
Intergovernmental 1,125,847 7,235,592 2,307,446 2,431,636 2,750,444
Charges for Services 2,475,497 2,792,547 3,342,586 3,866,973 5,452,167
Fines & Forfeitures* 430,586 452,187 390,746 419,600 448,000
Investment Income* 4,663,730 3,073,929 580,228 1,864,963 1,451,981
Development Fees* 1,443,426 1,909,791 5,659,443 1,391,623 3,872,402
Sale of Surplus Property* 950,000
Miscellaneous Revenue* 6,204,751 4,608,328 1,366,171 1,129,512 2,576,598
Total Revenue Before Transfers $ 48,028,720 $ 49,343,636 $ 45,362,108 $ 46,182,777 $ 57,635,560
Transfers In $ 7,590,812 $ 17,224,219 $ 25,903,533 $ 17,554,840 $ 26,162,004
Total Revenue Including Transfers $ 55,619,532 $ 66,567,855 $ 71,265,641 $ 63,737,617 $ 83,797,564
* Included as other revenue
City Revenue by Source
Total $ 83,797,564 FY 2005- 06
Intergovernment
3%
TOT
2%
Franchise Fees
3%
MVLF
5%
Property Transfer Tax
1%
Sales Tax
10%
Special Assessments
11%
Charges for Services
7%
Misc & Other Revenue
12%
Transfers
30%
Property Tax
16%
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03/ 04 04/ 05 % 05/ 06 %
Fund Fund Description Actual Final Change Adopted Change
101 General Fund $ 36,335,878 $ 34,295,270 - 5.62% $ 38,742,002 12.97%
205- 225 Development Mitigation 461,012 100,202 - 78.26% 10,974 - 89.05%
230 Gas Tax 627,198 980,000 56.25% 1,329,804 35.69%
240 Park Development 454,639 300,000 - 34.01% 875,039 191.68%
250 SCCJEPA 1,447,680 1,036,300 - 28.42% 5,967,417 475.84%
260 Street Maintenance & Improvement 661,727 925,000 39.79% 1,238,417 33.88%
270 Traffic Improvement 8,866,575 1,829,800 - 79.36% 2,300,669 25.73%
280 Tri- Valley Transportation Fund - 140,000 0.00% - - 100.00%
301 Citywide Landscaping 906,004 1,001,715 10.56% 1,102,781 10.09%
302 Citywide Lighting 526,593 540,509 2.64% 558,860 3.40%
310- 375 Landscaping & Lighting Special Dist. 991,277 1,193,271 20.38% 1,404,417 17.69%
380 Canyon Park 8,578 20,574 139.85% 33,519 62.92%
383 Dougherty Valley 1,486,635 3,615,928 143.23% 6,406,560 77.18%
385 GHAD 99,298 201,044 102.47% 320,987 59.66%
387 Non Point Drainage 742,481 892,753 20.24% 1,296,323 45.21%
387 Street Smarts - 39,000 0.00% - - 100.00%
389 TDM Programs - 295,637 0.00% 611,373 106.80%
395 Low & Moderate Income Housing 1,376,534 1,470,224 6.81% 1,451,666 - 1.26%
410 RDA Administration/ Projects 3,769,095 6,724,573 78.41% 7,163,660 6.53%
412 RDA Capital Projects 930,800 350,000 - 62.40% 1,801,644 414.76%
420 Capital Projects 5,061,937 5,431,348 7.30% 11,390,904 109.73%
537- 541 Debt Service Funds 1,815,913 1,821,377 0.30% 1,821,843 0.03%
595 RDA Debt Service 2,571,738 4,758,052 85.01% 4,740,422 - 0.37%
610- 622 Internal Service 1,334,859 715,509 - 46.40% 1,133,940 58.48%
Total Expenditures $ 70,476,451 $ 68,678,086 3.52% $ 91,703,221 30.12%
* Includes Transfers Out
City Expenditures by Fund *
Total $ 91,703,221 FY 2005- 06
Internal Service
1.24%
Debt Service Funds
1.99%
CIP Fund
12.42%
Special Revenue
Funds
25.58%
RDA Funds
16.53%
General Fund
42.25%
- 23 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
General Government $ 2,027,072 $ 1,953,521 $ 1,306,827 $ 1,221,609 $ 1,316,982
Human Resources 912,827 1,116,860 1,130,307 1,030,731 1,165,073
Finance 2,423,598 2,580,576 2,200,109 1,973,551 2,116,985
Planning 3,002,067 2,721,909 2,013,376 2,908,863 3,124,580
Police 6,435,783 7,602,660 7,488,081 9,855,184 11,491,547
Engineering 1,597,581 1,721,987 2,183,984 2,508,498 2,829,943
Public Services 10,028,412 11,111,708 9,694,786 12,011,780 14,414,715
Parks & Community Services 4,320,223 4,909,669 4,844,394 5,120,884 6,477,177
Economic/ Redevelopment 1,825,940 1,831,540 2,991,499 3,583,149 3,260,797
Non- Departmental 2,589 32,038 206,358 1,035,220 1,904,605
Total Expenditures $ 32,576,092 $ 35,582,468 $ 34,059,721 $ 41,249,469 $ 48,102,404
* Excludes Transfers, CIP & Debt Service
City Expenditures by Department *
Total $ 48,102,404 FY 2005- 06
Econ/ RDA
7.06%
Planning
6.76%
Police
24.87%
Engineering
6.13%
Finance
4.58%
Human
Resources
2.52%
General
Government
2.85%
Parks &
Community
Services
14.02%
Public Services
31.20%
- 24 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Personnel Services $ 13,624,428 $ 15,036,565 $ 15,163,510 $ 17,470,092 $ 20,047,725
Contract Services 14,120,687 15,925,995 14,745,796 19,383,328 22,229,769
Material & Supplies 1,823,950 1,664,205 1,166,266 1,520,104 1,891,475
Other Costs 3,007,009 2,955,703 4,150,147 2,746,899 3,273,475
Capital Outlay 961,101 ( 6,087) 895,584 308,046 1,659,960
Capital Improvement Program ( CIP) 13,523,908 7,829,651 4,064,832 5,115,348 11,876,548
Debt Service 6,961,895 6,828,687 4,386,784 4,579,429 4,562,265
Total Expenditures Before Transfers $ 54,022,978 $ 50,234,719 $ 44,572,919 $ 51,123,246 $ 65,541,217
Transfers Out $ 7,590,812 $ 17,224,214 $ 25,903,532 $ 17,554,840 $ 26,162,004
Total Expenditures Including Transfers $ 61,613,790 $ 67,458,933 $ 70,476,451 $ 68,678,086 $ 91,703,221
City Expenditures by Category
Total $ 91,703,221 FY 2005- 06
Debt Service
4.98%
Transfers Out
28.53%
Personnel Services
21.86%
Contract Services
24.24%
Material & Supplies
2.06%
CIP
12.95%
Capital Outlay
1.81%
Other
3.57%
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City of San Ramon
GENERAL FUND
- 26 -
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.
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Audited Audited Audited Audited Amended Adopted
Description Actual Actual Actual Actual Budget Budget
Fund Balance, July 1 * $ 3 1,180,352 $ 37,998,524 $ 33,383,011 $ 28,474,575 $ 2 1,501,067 $ 21,501,069
REVENUE
Property Tax $ 6,028,537 $ 6,520,686 $ 6,860,195 $ 7 ,298,417 $ 7 ,701,288 $ 7,914,361
Sales and Use Tax 1 1,638,696 8,847,820 7,798,202 7 ,930,474 7 ,313,750 8,411,000
Property Transfer Tax 362,148 379,556 456,932 6 84,603 603,750 708,000
Transient Occupancy Taxes ( TOT) 2,266,625 1,859,629 1,595,508 1 ,497,744 1 ,614,080 1,632,000
Franchise Fees 1,978,145 2,325,352 1,456,157 1 ,822,788 2 ,101,702 2,323,000
Licenses and Permits 840,265 899,377 792,698 9 03,976 977,878 1,028,410
Motor Vehicle License Fee ( MVLF) 2,512,260 2,979,685 2,772,350 2 ,072,853 3 ,145,000 3,305,000
Use of VLF Reserve 728,569
Intergovernmental 971,906 1,081,777 849,801 8 27,090 432,462 432,462
Charges for Services 2,466,754 2,475,497 2,792,547 3 ,342,586 3 ,866,973 5,452,167
Fines and Fortfeitures 500,478 430,586 452,187 3 90,746 419,600 448,000
Investment Income 3,285,524 2,505,192 1,724,956 2 7,263 1 ,185,000 800,000
Development Fees 29,926 37,315 31,981 2 7,946 28,850 28,850
Sale of Surplus Property 950,000
Miscellaneous Revenue 1,069,151 904,650 1,103,718 9 69,193 1 ,121,103 1,078,465
Total Revenues 3 3,950,415 31,247,122 28,687,232 27,795,679 3 0,511,436 35,240,284
EXPENDITURES
General Government 1,273,459 2,029,421 1,953,521 1 ,306,827 1 ,221,609 1,316,982
Human Resources 837,219 912,827 1,116,860 1 ,130,307 1 ,030,731 1,165,073
Finance 2,444,885 2,423,598 2,580,576 2 ,200,109 1 ,941,088 2,080,694
Planning 2,934,225 3,002,067 2,721,909 2 ,013,376 2 ,613,226 2,513,207
Police Services 5,613,152 6,252,407 7,146,953 7 ,042,020 8 ,042,817 8,537,497
Engineering Services 1,597,581 1,721,987 1 ,765,563 1 ,910,802 2,077,113
Public Services 5,210,024 4,332,430 4,677,471 6 ,549,938 7 ,441,508 7,688,507
Parks & Community Services 4,035,659 4,320,223 4,909,669 4 ,844,394 5 ,120,884 6,477,177
Economic/ Redevelopment - - - 3 90,279 296,404 337,537
Non- Departmental - 32,038 2 9,609 352,174 806,956
Capital Improvement Program ( CIP) 972,579 5,701,629 2,477,384 - - -
Total Expenditures 2 3,321,202 30,572,183 29,338,368 27,272,422 2 9,971,243 33,000,743
OTHER FINANCING SOURCES ( USES)
Operating Transfers In 813,029 861,957 891,831 1 ,566,691 3 ,396,638 3,502,543
Operating Transfers Out ( 4,624,070) ( 6,152,409) ( 5,149,113) ( 9,063,456) ( 4,324,027) ( 5,741,259)
Total Other Financing Sources ( 3,811,041) ( 5,290,452) ( 4,257,282) ( 7,496,765) ( 927,389) ( 2,238,716)
Net Increase ( Decrease) in Fund Balance $ 6,818,172 ($ 4,615,513) ($ 4,908,436) ($ 6,973,508) ($ 387,196) $ 825
FUND BALANCE:
Fund Balance, June 30 $ 3 7,998,524 $ 33,383,011 $ 28,474,575 $ 21,501,067 $ 21,113,871 $ 21,501,894
Reserve as 50% of Expenditures 16,500,372
GENERAL FUND
REVENUE - EXPENDITURE - FUND BALANCE
- 27 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Revenue Source Actual Actual Actual Final Adopted
Property Tax $ 6,520,686 $ 6,860,195 $ 7,298,417 $ 7,701,288 $ 7,914,361
Sales Tax 8,847,820 7,798,202 7,930,474 7,313,750 8,411,000
Property Transfer Tax 379,556 456,932 684,603 603,750 7 08,000
Transient Occupancy Tax ( TOT) 1,859,629 1,595,508 1,497,744 1,614,080 1,632,000
Franchise Fees 2,325,352 1,456,157 1,822,788 2,101,702 2,323,000
Licenses & Permits* 8 99,377 792,698 903,976 977,878 1,028,410
Motor Vehicle License Fees ( MVLF) 2,979,685 2,772,350 2,072,853 3,145,000 3,305,000
Use of VLF Reserve 7 28,569
Intergovernmental 1,081,777 849,801 827,090 432,462 4 32,462
Charges For Services 2,475,497 2,792,547 3,342,586 3,866,973 5,452,167
Fines & Forfeitures* 4 30,586 452,187 390,746 419,600 4 48,000
Investment Income* 2,505,192 1,724,956 27,263 1,185,000 8 00,000
Development Fees* 3 7,315 31,981 27,946 28,850 2 8,850
Sale of Surplus Property* 9 50,000
Miscellaneous Revenue* 9 04,650 1,103,718 969,193 1,121,103 1,078,465
Transfers In 8 61,957 891,831 1,566,691 3,396,638 3,502,543
Total Revenue $ 32,109,079 $ 29,579,063 $ 29,362,370 $ 33,908,074 $ 38,742,827
* Included as other revenue
General Fund Revenue by Source
Total $ 38,742,827 FY 2005- 06
Property Transfer
Tax
1.83%
Franchise Fees
6.00%
TOT
4.21%
Sales Tax
21.71%
MVLF
10.41%
Property Tax
20.43%
Intergovernment
1.12%
Transfers In
9.04%
Other Revenue
11.19%
Charges for Services
14.07%
- 28 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
General Government $ 2 ,027,072 $ 1 ,953,521 $ 1 ,306,827 $ 1 ,221,609 $ 1 ,316,982
Human Resources 9 12,827 1 ,116,860 1 ,130,307 1 ,030,731 1 ,165,073
Finance 2 ,423,598 2 ,580,576 2 ,200,109 1 ,941,088 2 ,080,694
Planning 3 ,002,067 2 ,721,909 2 ,013,376 2 ,613,226 2 ,513,207
Police 6 ,252,407 7 ,146,953 7 ,042,020 8 ,042,817 8 ,537,497
Engineering Services 1 ,597,581 1 ,721,987 1 ,765,563 1 ,910,802 2 ,077,113
Public Services 4 ,332,430 4 ,677,471 6 ,549,938 7 ,441,508 7 ,688,507
Parks & Community Services 4 ,320,223 4 ,909,669 4 ,844,394 5 ,120,884 6 ,477,177
Economic/ Redevelopment - - 3 90,279 2 96,404 3 37,537
Non- Departmental 2 ,589 3 2,038 2 9,609 3 52,174 8 06,956
Total Expenditures $ 2 4,870,794 $ 2 6,860,984 $ 2 7,272,422 $ 2 9,971,243 $ 3 3,000,743
General Fund Expenditures by Department
Total $ 33,000,743 FY 2005- 06
Non- Departmental
2.45%
Econ/ RDA
1.02%
Planning
7.62%
Police
Engineering 25.87%
6.29%
Finance
6.30%
Human Resources
3.53%
General
Government
3.99%
Parks & Community
Services
19.63%
Public Services
23.30%
- 29 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Personnel Services $ 1 1,086,148 $ 1 2,087,413 $ 1 3,960,924 $ 1 4,872,445 $ 1 6,258,554
Contract Services 1 0,580,414 1 1,596,676 1 1,155,791 1 2,827,226 1 3,326,207
Material & Supplies 1 ,382,904 1 ,277,298 1 ,066,885 1 ,217,871 1 ,391,614
Other Costs 1 ,821,088 1 ,899,597 1 ,088,822 1 ,053,701 2 ,024,368
Capital Outlay - - - - -
Capital Improvement Program ( CIP) 5 ,701,629 2 ,477,384 - - -
Total Expenditures Before Transfers $ 3 0,572,183 $ 2 9,338,368 $ 2 7,272,422 $ 2 9,971,243 $ 3 3,000,743
Debt Service Transfer Out 1 ,773,292 1 ,748,869 1 ,815,198 1 ,641,377 1 ,597,843
Other Transfers Out 4 ,379,117 3 ,400,244 7 ,248,258 2 ,682,650 4 ,143,416
Total Expenditures Including Transfers $ 3 6,724,592 $ 3 4,487,481 $ 3 6,335,878 $ 3 4,295,270 $ 3 8,742,002
General Fund Expenditures by Category
Total $ 38,742,002 FY 2005- 06
Transfers Out
14.82%
Personnel Services
41.97%
Contract Services
34.40%
Material & Supplies
3.59%
Other Costs
5.23%
- 30 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Department Actual Actual Actual Final Adopted
General Government 6.50 6.45 6.50 5.50 5.00
Human Resources 10.00 10.00 5.00 3.00 3.00
Finance 6.00 7.00 13.00 14.00 14.00
Planning 23.70 26.25 23.50 24.50 23.50
Police Services 54.14 57.50 56.50 60.50 65.00
Engineering 20.00 22.00 24.00 23.00 23.00
Public Services 67.77 66.26 67.60 67.60 69.60
Parks and Community Services 27.90 28.60 28.60 28.60 33.60
Economic/ Redevelopment 1.75 2.75 2.50 2.50 3.50
Total FTE Personnel 217.76 226.81 227.20 229.20 240.20
Full Time Equivalents ( FTE) By Department
240
227 227 229
218
0
50
100
150
200
250
2001- 02 2002- 03 2003- 04 2004- 05 2005- 06
- 31 -
A. FY 2004- 05 APPROPRIATIONS LIMIT ( Revised) $ 36,157,074
B. ADJUSTMENT FACTORS
1. City Population Growth 1.0445
2. California Per Capita Income 1.0526
Total Adjustment % 1.0994
C. ANNUAL ADJUSTMENT 3,595,485
D. OTHER ADJUSTMENTS 0
E. TOTAL ADJUSTMENTS 3,595,485
F. FY 2005- 06 APPROPRIATIONS LIMIT $ 39,752,559
A. PROCEEDS OF TAXES:
Property Tax $ 7,914,361
Sales & Use Tax 8,411,000
Property Transfer Tax 7 08,000
Transient Occupancy Tax 1,632,000
Motor Vehicle In Lieu 3,305,000
Off- Highway Vehicles 1 ,300
Homeowners Relief 1 38,426
Interest Earned on Proceeds of Taxes 501,927.56
22,612,015
B. EXCLUSIONS:
Debt Service 1,597,843
Qualified Capital Outlays -
1,597,843
C. APPROPRIATIONS SUBJECT TO LIMITATION 21,014,172
D. CURRENT YEAR LIMIT 39,752,559
E. OVER ( UNDER) LIMIT $ ( 18,738,387)
CITY OF SAN RAMON APPROPRIATION LIMIT CALCULATION
FISCAL YEAR 2005- 06 APPROPRIATIONS LIMIT
FY 2005- 06 APPROPRIATIONS SUBJECT TO LIMITATION
- 32 -
City of San Ramon
REVENUE
- 33 -
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.
􀁸 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. In 2004- 05 the State will be taking ¼
of 1% to finance it’s debt recovery bonds.
􀁸 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% and a
ballot measure will be decided in November to increase the rate to 8%.
􀁸 Motor Vehicle License Fee ( MVLF) – A special license fee equivalent to 2% of the
market value of motor vehicles 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 10 th 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 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.
City of San Ramon
REVENUE
- 34 -
􀁸 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 2005- 2006
City Council
City Manager
City Clerk
City Attorney
- 35 -
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
- 36 -
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 2004- 05
􀁸 Ensured improved relations between City staff and management
􀁸 Worked with local government associations such as the League of California
Cities to protect local revenue sources
􀁸 Hired a new City Manager
Major Action Plan Items
FY 2005- 2006
􀁸 Continue efforts to retain and attract new businesses
􀁸 Continue to implement sound policies to strengthen the City’s financial
condition
􀁸 Review unfunded liabilities
Budget Notes
FY 2005- 2006
􀁸 .50 FTE Office Technician position transferred to Economic Development
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
- 37 -
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 2004- 2005
􀁸 Submitted the 2005- 06 Annual Operating and CIP budgets
􀁸 Improved employee relations
Major Action Plan Items
FY 2005- 2006
􀁸 Submit Fiscal Year 2006- 2007 Annual Operating and CIP Budget to the City Council
􀁸 Insure that staff has adequate training
􀁸 Evaluate 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
􀁸 Monitor the Urban Limit Line process and report on long- term effect to the City of San
Ramon
􀁸 Evaluate and finalize the City’s Pay for Performance plan, ensuring equitable salaries and
benefits for all employees
􀁸 Update the Committees and Commissions By- laws
􀁸 Evaluate 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
􀁸 Finalize the renegotiation of lease costs for the City facilities located at 3180 Crow Canyon
Place
􀁸 Review Library funding for Dougherty Valley – and establish contract resolution with the
County for Library expenditures and finalize permanent Reimbursement Agreement with the
County
􀁸 Finalize Crow Canyon Specific Plan and Economic Development Strategic Plan
􀁸 Evaluate and make final determination on oversize vehicles within the City through the
Zoning Ordinance update process
􀁸 Continue to work towards completion of a City Center plan including pursuing a development
partner
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
- 38 -
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 council matters.
Significant Accomplishments
FY 2004- 2005
􀁸 Updated the Municipal Code where needed
􀁸 Assisted in labor negotiations
􀁸 Helped finalize the Dougherty Valley Reimbursement Agreement
Major Action Plan Items
FY 2005- 2006
􀁸 Continue to update the City Municipal Code where needed
􀁸 Assist in labor negotiations
􀁸 Review new contracts
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
- 39 -
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 2004- 2005
􀁸 Coordinated the November 2004 special election
􀁸 Made City Council agendas/ staff reports available to the public via the City’s website
􀁸 Streamlined the City’s Public Information Act/ Request for Information procedure
􀁸 Updated the City’s appeal process; developed a subpoena protocol
􀁸 Streamlined passport telephone hotline options
􀁸 Provided passport application and notary 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, Commissions and Committees and maintained rosters
􀁸 Coordinated laserfische input of all Redevelopment Agency and City Council agenda
packets for access by staff
􀁸 Developed annual budget and monitored expenses
Major Action Plan Items
FY 2005- 2006
􀁸 Maintain City Council minutes, ordinances and resolutions
􀁸 Coordinate the November 2005 election
􀁸 Assist in Council candidates orientation
􀁸 Implement a revised Records Retention Program
􀁸 Initiate an online financial reporting system ( through HTE) for City Clerk receipts and reports
􀁸 Administer Passport Acceptance program
􀁸 Continue to improve the content of the City’s website for City Council agendas and minutes
Budget Notes
FY 2005- 2006
􀁸 Added $ 34,000 for election fees
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Authorized Positions Actual Actual Actual Final Adopted
Administrative Coordinator 1.00 0.00 0.00 0.00 0.00
Assistant City Manager 0.00 1.00 1.00 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 0.00 1.00 1.00
Economic Development Director 0.20 0.20 0.00 0.00 0.00
Executive Assistant 0.00 1.00 2.00 1.00 1.00
Office Specialist 1.00 1.00 0.00 0.00 0.00
Office Technician I/ II 1.25 1.25 1.50 1.50 1.00
Program Manager 0.80 0.00 0.00 0.00 0.00
Administrative Analyst 0.25 0.00 0.00 0.00 0.00
Total Authorized Positions 6.50 6.45 6.50 5.50 5.00
CITY OF SAN RAMON
SUMMARY OF DEPARMENTAL BUDGET
GENERAL GOVERNMENT
- 40 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
City Council $ 3 01,505 $ 2 61,754 $ 152,063 $ 163,505 $ 142,138
City Clerk 4 14,569 3 03,114 291,998 390,087 444,933
City Attorney 3 94,245 6 49,472 335,170 284,816 287,529
City Manager 9 16,753 7 39,181 527,596 383,201 442,382
Department Total $ 2 ,027,072 $ 1 ,953,521 $ 1 ,306,827 $ 1 ,221,609 $ 1 ,316,982
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Personnel Services $ 1 ,090,434 $ 8 60,156 $ 7 09,604 $ 6 91,707 $ 7 55,551
Contract Services 7 15,235 8 87,730 4 96,781 4 39,296 4 55,110
Materials and Supplies 2 1,670 2 1,453 1 1,649 2 8,081 3 0,788
Other Costs 1 99,733 1 84,182 8 8,793 6 2,525 7 5,533
Total Expenditures $ 2 ,027,072 $ 1 ,953,521 $ 1 ,306,827 $ 1 ,221,609 $ 1 ,316,982
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 2 51,909 $ 2 71,500 $ 1 03,340 $ 8 7,350 $ 9 5,800
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
CITY OF SAN RAMON
SUMMARY OF DEPARMENTAL BUDGET
GENERAL GOVERNMENT
- 41 -
Program Program Net Program
Description Expenditures Revenue Cost
City Council $ 1 42,138 $ 1 42,138
City Clerk Administration 2 89,572 9 0,800 1 98,772
Election/ Voter Outreach 1 23,343 5 ,000 1 18,343
Legislative History 3 2,018 3 2,018
City Attorney 2 87,529 2 87,529
City Management 4 42,382 4 42,382
Program Totals $ 1 ,316,982 $ 9 5,800 $ 1 ,221,182
CITY OF SAN RAMON
Program Summary
SUMMARY OF DEPARMENTAL BUDGET
GENERAL GOVERNMENT
- 42 -
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 2005- 2006
Director
Human Resources
Programs
Risk Management
Programs
Public Information
Programs
- 43 -
City of San Ramon
HUMAN RESOURCES OVERVIEW
- 44 -
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 2004- 2005
􀁸 Established a self- service information page to assist inquirers in obtaining fast and
accurate data on job descriptions, salary ranges, benefits and labor agreements
􀁸 Sponsored and coordinated mandatory Citywide training sessions on conducting
Performance Evaluations; Effective Written Communication; Powerful Presentations;
and Delivering Great Customer Service
􀁸 Produced and distributed City Newsletter – City Report, to all postal addresses to inform
public of ongoing City services and programs
􀁸 Successfully recruited Economic Development Director and Chief Building Official
􀁸 Developed recruitment procedures for filling vacancies and filled twenty- three ( 23)
vacant positions
􀁸 Completed employee compensation survey and implemented adjustments in salary
ranges
􀁸 Received and processed twenty ( 20) claims against the City
􀁸 Modified City’s Catastrophic Leave Policy/ Program
􀁸 Coordinated Health & Wellness Faire, and Higher Education Symposium for employees
􀁸 Saved approximately $ 45,000 for switching enrollment from Social Security to Public
Agency Retirement System ( PARS) for part- time employees
Major Action Plan Items
FY 2005- 2006
􀁸 Begin Classification and Span of Control Review, and prepare related RFP
􀁸 Complete analysis of Pay- for- Performance compensation system
􀁸 Update Personnel Rules and Regulations
􀁸 Work with SEIU- Local 790 concerning execution of Memorandum of Understanding
( MOU)
􀁸 Produce City Report newsletter on a quarterly schedule
􀁸 Modify Tuition Reimbursement Program/ Policy
􀁸 Monitor/ coordinate participation in the Public Agency Retirement System ( PARS) for
part- time employees
􀁸 Coordinate/ sponsor mandatory training sessions, topics to include: Supervision &
Discipline; Sexual Harassment, and ERMA Risk Management
City of San Ramon
HUMAN RESOURCES OVERVIEW
- 45 -
Budget Notes
FY 2005- 2006
􀁸 Increased $ 33,000 for City newsletters, moved from Non- Departmental
􀁸 Increased $ 19,000 for Employee Tuition Reimbursement
􀁸 Increased $ 31,000 for Liability Insurance
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Authorized Positions Actual Actual Actual Final Adopted
Administrative Coordinator 0.00 0.00 0.00 1.00 1.00
Division Manager 1.00 1.00 1.00 0.00 0.00
Human Resources Director 0.00 0.00 1.00 1.00 1.00
Office Specialist 1.00 1.00 1.00 0.00 0.00
Office Technician I/ II 1.00 1.00 1.00 0.00 0.00
Program Manager 0.00 0.00 0.00 1.00 1.00
Total Authorized Positions 3.00 3.00 4.00 3.00 3.00
HUMAN RESOURCES
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
- 46 -
01/ 02 02/ 03 03/ 04 04/ 05 04/ 06
Description Actual Actual Actual Final Adopted
Human Resources $ 9 12,827 $ 1 ,116,860 $ 1 ,130,307 $ 1 ,030,731 $ 1 ,165,073
Department Total $ 9 12,827 $ 1 ,116,860 $ 1 ,130,307 $ 1 ,030,731 $ 1 ,165,073
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Personnel Services $ 2 92,806 $ 3 26,505 $ 2 58,822 $ 3 33,510 $ 3 85,351
Contract Services 9 5,003 1 85,256 5 0,899 6 6,350 6 1,850
Materials and Supplies 6 ,396 6 ,585 5 ,341 7 ,500 4 0,250
Other Costs 5 18,622 5 98,514 8 15,245 6 23,371 6 77,622
Total Expenditures $ 9 12,827 $ 1 ,116,860 $ 1 ,130,307 $ 1 ,030,731 $ 1 ,165,073
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 6 7,560 $ 5 4,448 $ 6 8,082 $ 1 15,180 $ 7 5,022
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
HUMAN RESOURCES
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
- 47 -
Program Program Net Program
Description Expenditures Revenue Cost
Human Resource Administration $ 1 14,963 $ 1 14,963
Labor Relations 6 4,645 6 4,645
Organizational Development 1 43,604 1 43,604
Recruitment 6 4,518 6 4,518
Risk Management/ Safety 6 35,108 7 5,022 5 60,086
Wages & Benefits 1 42,235 1 42,235
Program Totals $ 1 ,165,073 $ 7 5,022 $ 1 ,090,051
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
HUMAN RESOURCES
- 48 -
FINANCE
DEPARTMENT
San Ramon’s original Post Office and General Store
- Accounts Payable
- Accounts Receivable
- Budget
- Business License
- Financial Planning
- Financial Reporting
- Payroll
- Treasury Management
- Database Development and
Administration
- Network Administration
- Network Security
- Technology Development
and Administration
- Website Development
and Administration
- Budget
- Contract Administration
- Ergonomics
- Mail/ Fax Operations
- Photocopying & Printing
- Purchasing
- Safety
- Telecommunications
City of San Ramon
Finance Department
FY 2005- 2006
Finance Division
Division Manager
Information Technology Division
Division Manager
Central Services Division
Division Manager
- 49 -
City of San Ramon
FINANCE DEPARTMENT OVERVIEW
- 50 -
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 2004- 2005
􀁸 Upgraded the annual financial statements to a “ Comprehensive Annual Financial
Report”
􀁸 Coordinated the development of the 2005- 2006 Operating Budget
􀁸 Prepared an updated Five- Year Financial Projection and Mid- Year Financial Review
􀁸 Re- established ongoing equipment replacement funding
􀁸 Contracted for an actuarial study to establish appropriate funding levels to cover the
liability for retiree health care costs
􀁸 Continued to improve ongoing financial reporting to the City Council and City
Management Team
Major Action Plan Items
FY 2005- 2006
􀁸 Oversee the annual audit process
􀁸 Coordinate the development of the 2006- 2007 Operating Budget
􀁸 Prepare an updated Five- Year Financial Projection and Mid- Year Financial Review
􀁸 Prepare the Comprehensive Annual Financial Report ( CAFR)
􀁸 Submit the Comprehensive Annual 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 W2’ s and 1099’ s
􀁸 Develop an electronic timesheet & time tracking system
􀁸 Explore the capability to laserfische timesheets in order to reduce the need for storing
these records
􀁸 Integrate the Cal- Card bank payment information to financial system vendor records
􀁸 Research the capability of downloading financial system reports to an Excel format
􀁸 Refine the equipment replacement funding structure and methodology
􀁸 Provide treasury management for the Tri- Valley Transportation Council ( TVTC)
City of San Ramon
FINANCE DEPARTMENT OVERVIEW
- 51 -
INFORMATION TECHNOLOGY
DIVISION
Statement of Purpose
The Information Technology Division is responsible for short- 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 2004- 2005
􀁸 Researched, developed and implemented a CRM system to track external ( public) and
internal ( staff) problems, complaints and requests for assistance
􀁸 Trained staff and upgraded laserfische Document Management System ( DMS) to SQL
version 7.0
􀁸 Added a second AS/ 400 to the City network to act as a cold backup system to be
brought online in the event of a disaster at City Hall in order to support a Citywide
business resumption plan
􀁸 Replaced obsolete Cisco core router and Internet border router; new core router
supports Dougherty Valley Community Center network expansion
􀁸 Replaced forty ( 40) PC workstations, various servers and printers with new technology;
converted entire PC inventory to Microsoft XP operating system and Office 2003 office
automation system
􀁸 Replaced notebooks in City’s share- pool with new ones to include 802.11b/ g Wi- Fi
capability
􀁸 Upgraded Emergency Operations Center ( EOC) notebook computer network to operate
on 802.11b/ g Wi- Fi technology
􀁸 Added Virtual Local Area Networks ( VLAN) to existing City Hall network to support
802.11b/ g Wi- Fi in Council Chamber and conference rooms
􀁸 Implemented static IP address management plan to improve network security and
access control
􀁸 Added improved private- party video access to overhead PC projection system in
Council Chamber
􀁸 Provided better than 99% network uptime and availability; zero downtime due to virus,
spam, spyware or malware attacks
􀁸 Completed satisfactorily and on time all computer helpdesk requests and Internet
postings
City of San Ramon
FINANCE DEPARTMENT OVERVIEW
- 52 -
Major Action Plan Items
FY 2005- 2006
􀁸 Upgrade Microsoft NT network domain structure to Server 2003 Active Directory
􀁸 Upgrade Microsoft Exchange 5.5 to Exchange 2003 electronic mail system
􀁸 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 Works Service Center and Parks
& Community Services Community Center conference rooms
􀁸 Add 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
Budget Notes
FY 2005- 2006
􀁸 Increased $ 36,000 for IT Temporary Services ( Dougherty Valley and CRM contract)
City of San Ramon
FINANCE DEPARTMENT OVERVIEW
- 53 -
CENTRAL SERVICES DIVISION
Statement of Purpose
The Central Services Division is responsible for the City’s 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; the City’s Employee Safety Committee; document transmission
equipment; furniture and office equipment placement; staff relocation projects;
telecommunications systems, procurement services and contract administration to
all City staff.
Significant Accomplishments
FY 2004- 2005
􀁸 Streamlined and refined further the Contract Administration process, including making
all contract formats available on the City’s Intranet
􀁸 Developed a tracking mechanism and timely notification to all contractors or consultants
and appropriate departments to ensure all consultants/ contractors doing business with
the City maintain current insurance coverage as required by the City’s Municipal Code
􀁸 Developed tracking mechanism and timely notification to departments to ensure all
contracts are either renewed or closed out within required timelines as established by
contract language
􀁸 Developed City Purchasing Policy, adopted September, 2004
􀁸 Developed City Cellular Phone Policy, adopted December, 2004
􀁸 Coordinated the production of the Annual Budget for FY 2005- 2006
􀁸 Coordinated the update and issuance of the City’s Annual Fee Resolution
􀁸 Assumed responsibility for processing Cal- Card authorization request changes
􀁸 Developed a centralized purchasing function for larger dollar costs procurements
􀁸 Provided 100% uptime of City’s telephone system
􀁸 Responded to all telephone change requests within 24- hours
􀁸 Drafted City Vehicle Use Policy
􀁸 Produced an RFP for an actuarial study to establish appropriate funding levels to cover
the liability for retiree health costs
􀁸 Produced an RFQ for a firm to assist the City in successfully passing a tax measure to
increase City revenue
Major Action Plan Items
FY 2005- 2006
􀁸 Oversee and coordinate the production of the FY 2006- 2007 Annual Budget and City’s
organization charts
􀁸 Ensure timely and cost conscious telephone system installation at City’s new facilities in
Dougherty Valley
City of San Ramon
FINANCE DEPARTMENT OVERVIEW
- 54 -
􀁸 Ensure timely and cost conscious office equipment procurement and placement at City’s
new facilities in Dougherty Valley
􀁸 Oversee and provide support, where required, for relocation of staff movement upon
new facility openings
􀁸 Continue to evaluate purchasing and contract coordination and revise as needed
􀁸 Issue an RFP and evaluate responses for Multi- Year Telephone Service Maintenance
􀁸 Redesign City letterhead incorporating new City facilities information
􀁸 Reinitiate the City’s Employee Safety Committee to meet compliance requirements with
Municipal Pooling Authority ( MPA) ( formerly Contra Costa County Municipal Risk
Management Insurance Authority Joint Powers Agreement)
􀁸 Update and reissue the City’s Injury and Illness Prevention Plan ( IIPP) to meet MPA
requirements
􀁸 Submit Loss Control Credit Application to MPA for $ 2,000.00 award for achieving
program compliance
􀁸 Evaluate lease options at 3180 Crow Canyon Place and facilitate through final
determination
􀁸 Provide overview of Cal- Card changes in authorized limits
􀁸 Finalize City Vehicle Use Policy
Budget Notes
FY 2005- 2006
􀁸 Increased $ 26,000 to add back courier service ( SRVUSD)
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Authorized Positions Actual Actual Actual Final Adopted
Accountant 1.00 1.00 1.00 1.00 1.00
Administrative Anaylst 0.00 1.00 1.00 1.00 1.00
Administrative Service Director 1.00 0.00 0.00 0.00 0.00
Computer Specialist 0.00 1.00 1.00 1.00 1.00
Computer Technician 1.00 0.00 0.00 0.00 0.00
Division Manager 2.00 2.00 2.00 3.00 3.00
Finance Director 0.00 1.00 1.00 1.00 1.00
Office Specialist 4.00 4.00 5.00 5.00 5.00
Office Technician I/ II 3.00 3.00 2.00 2.00 2.00
Program Manager 1.00 1.00 1.00 0.00 0.00
Total Authorized Positions 13.00 14.00 14.00 14.00 14.00
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
FINANCE
- 55 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Finance $ 6 62,181 $ 7 24,791 $ 4 96,282 $ 7 10,349 $ 7 49,815
Information Technology 7 80,128 8 72,911 7 96,562 4 92,846 5 72,088
Central Services 9 81,289 9 82,874 9 07,265 7 70,356 7 95,082
Department Total $ 2 ,423,598 $ 2 ,580,576 $ 2 ,200,109 $ 1 ,973,551 $ 2 ,116,985
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Personnel Services $ 9 15,586 $ 1 ,053,302 $ 1 ,229,059 $ 1 ,285,318 $ 1 ,373,020
Contract Services 8 97,127 9 29,212 7 94,619 5 52,836 6 07,056
Materials and Supplies 2 76,591 2 94,267 1 68,866 1 15,032 9 3,755
Other Costs 3 34,294 3 03,795 7 ,565 2 0,365 4 3,154
Total Expenditures $ 2 ,423,598 $ 2 ,580,576 $ 2 ,200,109 $ 1 ,973,551 $ 2 ,116,985
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 3 63,888 $ 2 49,055 $ 2 53,492 $ 1 66,460 $ 1 66,610
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
FINANCE
- 56 -
Program Program Net Program
Description Expenditures Revenue Cost
Finance Administration $ 1 92,828 $ 1 92,828
Accounting & Payroll 3 33,064 3 33,064
Business Licensing 7 7,762 1 66,260 ( 88,498)
Cash Management 1 46,161 3 50 1 45,811
Information Technology Administration 3 56,730 3 56,730
Project Development 9 0,813 9 0,813
Web Services 1 24,545 1 24,545
Central Services Administration 1 10,410 1 10,410
Central Supplies 6 4,909 6 4,909
Central Support 2 7,629 2 7,629
Support Services 2 34,707 2 34,707
Telecommunications 2 61,118 2 61,118
Contract Administration 9 6,309 9 6,309
Program Totals $ 2 ,116,985 $ 1 66,610 $ 1 ,950,375
CITY OF SAN RAMON
Program Summary
SUMMARY OF DEPARTMENTAL BUDGET
FINANCE
- 57 -
PLANNING
DEPARTMENT
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
City of San Ramon
Planning Department
FY 2005- 2006
Director
Planning Division
Division Manager
Building & Safety Services Division
Division Manager
Transportation Division
Division Manager
- 58 -
City of San Ramon
PLANNING DEPARTMENT OVERVIEW
- 59 -
Department – Statement of Purpose
The Planning 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 2004- 2005
􀁸 Completed Annexation of Windemere Phase IV and Gale II ( partial)
􀁸 Continued working on Crow Canyon and Northwest Specific Plan process
􀁸 Received City Council approval for streamlining Home Occupation Permits
􀁸 Completed process to streamline Architectural Review Board member selection process
􀁸 Received approval for Dougherty Valley Village Center design
􀁸 Hosted two ( 2) Dougherty Valley Open House nights
􀁸 Implemented new C. 3 Regulations as required by 2/ 15/ 05 deadline
􀁸 Initiated improvements to the coordination of project review by Planning, Building & Safety,
Engineering Division and San Ramon Valley Fire Protection District
􀁸 Continued update of the Zoning Ordinance
􀁸 Initiated update of the Standard Conditions of Approval
􀁸 Updated forms for posting on City’s website
􀁸 Posted Planning Commission and Architectural Review staff reports on City’s website
􀁸 Implemented new fees to recover cost for processing development applications
􀁸 Participated in Countywide process to bring the County Urban Limit Line coterminous with
the City’s Urban Growth Boundary
Major Action Plan Items
FY 2005- 2006
􀁸 Complete Zoning Ordinance update and digital mapping
􀁸 Complete Crow Canyon and Northwest Specific Plans
􀁸 Initiate Childcare Ordinance and fee update
􀁸 Publish the General Plan 2020
􀁸 Complete update of Architectural Review Guidelines
􀁸 Initiate the laserfische program for retention of development applications
􀁸 Complete the update of Standard Conditions of Approval
City of San Ramon
PLANNING DEPARTMENT OVERVIEW
- 60 -
􀁸 Implement time tracking system to collect revenue associated with processing development
projects
􀁸 Continue updating Department webpage to make it more user- friendly
􀁸 Participate in the planning for the New City Center
Budget Notes
FY 2005- 2006
􀁸 Reduction of $ 150,000 for General Plan Housing Element and Zoning Ordinance update
consultants
􀁸 Reduction of $ 185,000 for Dougherty Valley transportation planning project
City of San Ramon
PLANNING DEPARTMENT OVERVIEW
- 61 -
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 2004- 2005
􀁸 Reduced backlog of 3,000 open permits and plan checks cases to less than 200 cases
􀁸 Performed 98% of all inspection 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 costs for processing building permit applications
􀁸 Initiated plan and permit laserfische program to have all documents available on computers
􀁸 Initiated Saturday code enforcement services
􀁸 Initiated a survey of building contractors to solicit service improvements
Major Action Plan Items
FY 2005- 2006
􀁸 Complete conversion of all Building & Safety Division microfiche to laserfische program
􀁸 Complete program to provide safe and reliable Division vehicles for staff
􀁸 Create a comprehensive training policy to maintain Division skills and certifications
􀁸 Provide over- the- counter permit plan reviews
􀁸 Update handouts for the Division and coordinate with City’s webmaster
􀁸 Provide more online services to the public
􀁸 Continue to enhance overall building services to both businesses and residents
Budget Notes
FY 2005- 2006
􀁸 Supervising Inspector position unfunded
City of San Ramon
PLANNING DEPARTMENT OVERVIEW
- 62 -
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 planning efforts.
Significant Accomplishments
FY 2004- 2005
􀁸 Finalized Measure C Reauthorization ( Measure J) Expenditure Plan
􀁸 Completed Windemere Phase 3- 5 Traffic Study
􀁸 Initiated and coordinated with local agencies to implement Oversight Committee for County
Connection Basic Level of Service Policy update
􀁸 Implemented San Ramon Valley Street Smarts Program in concert with San Ramon Valley
Unified School District, town of Danville and Contra Costa County District 3
􀁸 Submitted and received a grant to continue expanded evening and weekend public transit
service
􀁸 Participated on State Route 24 Transit Capacity Study
􀁸 Finalized 511 partnership between Contra Costa County TDM programs and Metropolitan
Transportation Commission ( MTC)
􀁸 Participated on MTC Regional Rideshare Program ( RRP) Technical Advisory committee
􀁸 Revised and updated Safe Routes to School Program Observations and Annual Report
􀁸 Updated on- line Carpool to School Ride- Matching Program
􀁸 Implemented transit tickets for middle and high schools
Major Action Plan Items
FY 2005- 2006
􀁸 Initiate planning process to secure funding of Measure J programs/ projects
􀁸 Update and adopt Residential Traffic Calming Program Tool Kit
􀁸 Review and update Tri- Valley Transportation Fee Program
􀁸 Implement San Ramon Transit Plan
􀁸 Finalize County Connection Basic Level of Service Policy
􀁸 Implement Street Smarts Program – Phase II
􀁸 Finalize State Route 24 Transit Capacity Study
􀁸 Finalize Alamo Creek Transit Study
􀁸 Initiate planning process for implementation of 511 Contra Costa Programs
􀁸 Continue to implement traffic calming solutions
Budget Notes
FY 2005- 2006
􀁸 Eliminated the Program Manager position
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Authorized Positions Actual Actual Actual Final Adopted
Administrative Analyst 0.00 1.00 0.00 1.00 1.00
Administrative Coordinator 1.00 0.00 1.00 1.00 1.00
Assistant Planner 2.00 2.00 2.00 1.00 1.00
Associate Planner 1.00 1.00 1.00 3.00 3.00
Building & Safety Director 1.00 0.00 0.00 0.00 0.00
Community Development Director 0.00 1.00 1.00 0.00 0.00
Division Manager 0.00 4.00 2.00 2.00 3.00
Engineering Specialist 0.00 0.00 0.00 1.00 1.00
Inspector 4.00 4.00 3.00 3.00 3.00
Office Specialist 4.00 4.00 4.00 2.00 2.00
Office Technician I/ II 2.20 1.75 1.00 1.00 1.00
Planning Director 1.00 0.00 1.00 1.00 1.00
Planning Specialist 0.00 0.00 0.00 1.00 1.00
Plans Examiner 0.00 0.00 0.00 1.00 1.00
Program Manager 1.00 2.00 1.00 2.00 0.00
Senior Engineer 1.00 1.00 1.00 1.00 1.00
Senior Inspector 1.50 1.50 2.50 2.50 2.50
Senior Planner 2.00 2.00 2.00 0.00 0.00
Supervising Inspector 1.00 1.00 1.00 1.00 1.00
Transportation Director 1.00 0.00 0.00 0.00 0.00
Total Authorized Positions 23.70 26.25 23.50 24.50 23.50
PLANNING
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
- 63 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Planning $ 1 ,192,636 $ 9 74,215 $ 8 39,709 $ 1 ,137,373 $ 1 ,077,476
Building 9 35,497 8 74,684 7 76,355 1 ,027,342 1 ,147,318
Transportation 8 73,934 8 73,010 3 97,312 7 44,148 8 99,786
Department Total $ 3 ,002,067 $ 2 ,721,909 $ 2 ,013,376 $ 2 ,908,863 $ 3 ,124,580
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Personnel Services $ 2 ,068,825 $ 2 ,219,460 $ 1 ,616,908 $ 2 ,125,996 $ 2 ,319,839
Contract Services 8 25,032 4 24,741 3 73,765 6 98,342 6 02,099
Materials and Supplies 4 1,682 1 6,579 1 1,200 4 8,225 1 23,674
Other Costs 6 6,528 6 1,129 1 1,503 3 6,300 7 8,968
Total Expenditures $ 3 ,002,067 $ 2 ,721,909 $ 2 ,013,376 $ 2 ,908,863 $ 3 ,124,580
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 1 ,557,666 $ 1 ,321,624 $ 1 ,837,134 $ 2 ,204,195 $ 2 ,452,312
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PLANNING
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
- 64 -
Program Program Net Program
Description Expenditures Revenue Cost
Planning Administration $ 2 99,217 $ 1 51,100 $ 1 48,117
Architectural Review 6 5,887 3 4,000 3 1,887
City Center 1 7,110 1 7,110
Development Administration 1 20,116 1 93,800 ( 73,684)
Northwest Plan 6 7,283 6 7,283
General Plan Management 6 3,511 6 0,000 3 ,511
Westside SP Amendment 5 7,088 5 7,088
Special Planning Studies 4 2,286 4 2,286
Crow Canyon Redevelopment Amendment 3 50 3 50
Subdivision Processing 3 7,129 3 7,129
Zoning Ordinance Update 6 0,725 6 0,725
Zoning Administration 1 45,985 6 3,000 8 2,985
Planning Dougherty Valley 1 00,789 1 00,789
Building Administration 3 52,739 3 ,689 3 49,050
Inspection & Code Enforcement 4 97,729 9 71,650 ( 473,921)
Neighborhood Preservation 1 36,340 1 36,340
Plan Checking 1 60,510 3 60,000 ( 199,490)
Transportation Administration 1 07,249 3 ,700 1 03,549
Residential Traffic Calming 5 6,508 5 6,508
Traffic Safety 2 0,126 2 0,126
Transportation Planning 6 6,408 6 6,408
TDM - Administration 1 31,250 1 31,250 -
TDM - Clean Fuel Vehicle 4 2,526 4 2,526 -
TDM- Carpool to School Program 9 7,779 9 7,779 -
TDM - Vanpool Program 1 63,580 1 63,580 -
TDM - Voluntary EBTR 1 46,238 1 46,238 -
TDM - Public Transit Plan 4 ,546 4 ,546
TDM - Bike Lockers/ Racks 3 0,000 3 0,000 -
Transportation Dougherty Valley 3 3,576 3 3,576
Program Totals $ 3 ,124,580 $ 2 ,452,312 $ 6 72,268
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PLANNING
- 65 -
ENGINEERING
SERVICES
San Ramon Skate Park
- Assessment Districts
- Capital Improvement Program
- Development Engineering
- Drainage Engineering
- Encroachment Permits
- GHAD/ Open Space Management
- G I S
- L & L District Engineering
- Public Works Inspections
- Stormwater Management
- Traffic Engineering & Safety
City of San Ramon
Engineering Services
FY 2005- 2006
Director
Engineering Division
Division Manager
- 66 -
City of San Ramon
ENGINEERING SERVICES OVERVIEW
- 67 -
Statement of Purpose
The Engineering Division is responsible for managing the Stormwater Control program, the
City’s Geographic Information System program; traffic engineering and safety; managing
infrastructure design, construction and inspection, development engineering and inspection;
managing the Encroachment Permit program; managing the Landscaping and Lighting District
No. 1984- 1; and coordination and oversight of the Capital Improvement Program and the
Geological Hazard Abatement District 1990- 01 ( GHAD), which was created to prevent, mitigate
and abate geological hazards in areas throughout the Dougherty Valley.
Significant Accomplishments
FY 2004- 2005
􀁸 Developed the FYs 2005- 10 Capital Improvement Program and FY 2005- 06 Capital Budget
􀁸 Developed the following FY 2005- 06 Budgets
o Landscaping and Lighting District
o Geologic Hazard Abatement District
o Stormwater Program
􀁸 Began construction of Phase I Crow Canyon Corridor Project, Rule 20B Utility
Undergrounding
􀁸 Created a 5- Year Pavement Management Program street repair plan
􀁸 Completed inspection of DERWA Phase I recycled water pipeline construction in public
roadways and parks
􀁸 Accepted 28 acres of open space in Dougherty Valley/ Gale 1 – GHAD
􀁸 Completed and accepted Subdivision 8188 improvements ( Henry Ranch)
􀁸 Created a Stormwater Site Investigation Report for stormwater violations
􀁸 Implemented Phase I of the C3 Provisions of the City’s revised stormwater permit
􀁸 Created Provision C3 Guidebook for General Permit New Development Requirements
Major Action Plan Items
FY 2005- 2006
􀁸 Develop the FY 2006- 11 Capital Improvement Program and FY 2006- 07 Capital Budget
􀁸 Develop the following FY 2006- 07 Budgets
o Landscaping and Lighting District
o Geologic Hazard Abatement District
o Stormwater Program
􀁸 Complete the I- 680/ Alcosta Improvement Project ( CIP 8144)
􀁸 Complete construction of Phase I and begin construction of Phase II of the Crow Canyon
Corridor Project
􀁸 Complete the L& L Reserve Fund Study and increase assessments per the Study
􀁸 Update the GHAD Reserve Fund Study
􀁸 Accept approximately 120 acres of open space in Dougherty valley/ Gale I - GHAD
􀁸 Coordinate with Contra Costa County and cities for implementing Phase 2 of C3 Provisions
of the City’s stormwater permit
City of San Ramon
ENGINEERING SERVICES OVERVIEW
- 68 -
􀁸 Update the City’s Subdivision Ordinance
􀁸 Update the City’s Grading Ordinance
Budget Notes
FY 2005- 2006
􀁸 1 Division Manager and 2 Senior Inspector positions unfunded
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Authorized Positions Actual Actual Actual Final Adopted
Administrative Analyst 0.00 0.00 1.00 2.00 2.00
Assistant Engineer 2.00 2.00 3.00 3.00 3.00
Associate Engineer 3.00 3.00 3.00 3.00 3.00
Computer Specialist 0.00 1.00 1.00 1.00 1.00
Division Manager 2.00 2.00 2.00 2.00 2.00
Engineering Director 1.00 0.00 0.00 0.00 1.00
Engineering Specialist 0.00 2.00 2.00 1.00 1.00
Office Specialist 1.00 1.00 1.00 1.00 1.00
Senior Inspector 6.00 6.00 6.00 6.00 6.00
Senior Engineer 4.00 4.00 4.00 3.00 2.00
Supervising Inspector 1.00 1.00 1.00 1.00 1.00
Total Authorized Positions 20.00 22.00 24.00 23.00 23.00
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
ENGINEERING SERVICES
- 69 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Engineering Services $ 1 ,784,990 $ 2 ,013,453 $ 2 ,183,984 $ 2 ,508,498 $ 2 ,829,943
Department Totals $ 1 ,784,990 $ 2 ,013,453 $ 2 ,183,984 $ 2 ,508,498 $ 2 ,829,943
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Personnel Services $ 1 ,431,064 $ 1 ,750,618 $ 1 ,911,689 $ 2 ,026,889 $ 2 ,163,248
Contract Services 3 15,942 2 35,629 2 44,568 4 32,154 5 95,242
Materials and Supplies 2 5,807 1 6,762 2 1,915 2 7,985 4 5,445
Other Costs 1 2,177 1 0,444 5 ,812 2 1,470 2 6,008
Total Expenditures $ 1 ,784,990 $ 2 ,013,453 $ 2 ,183,984 $ 2 ,508,498 $ 2 ,829,943
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 2 08,385 $ 1 71,241 $ 1 62,534 $ 1 25,975 $ 1 ,112,770
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
ENGINEERING SERVICES
- 70 -
Program Program Net Program
Description Expenditures Revenue Cost
Engineering Services Administration $ 1 12,314 $ 3 ,700 $ 1 08,614
CIP Administration 72,038 7 2,038
CIP Engineering 355,433 3 55,433
CIP Inspection 231,567 2 31,567
Development Engineering 307,226 338,600 ( 31,374)
Development Inspection 170,605 676,620 ( 506,015)
Encroachments 137,273 65,000 7 2,273
Canyon Park 32,084 3 2,084
GHAD 268,892 2 68,892
Citywide Landscaping 13,525 1 3,525
Open Space/ Drainage $ 5 4,032 5 4,032
Storm Water Mgmt 438,329 4 38,329
GIS 130,469 28,850 1 01,619
Traffic Engineering 2 64,718 2 64,718
Dougherty Valley 241,438 2 41,438
Program Totals $ 2 ,829,943 $ 1 ,112,770 $ 1 ,717,173
CITY OF SAN RAMON
Program Summary
SUMMARY OF DEPARTMENTAL BUDGET
ENGINEERING SERVICES
- 71 -
POLICE SERVICES
San Ramon Police Department Inspection
- Animal Control
- Character Counts
- Crossing Guards
- Emergency Preparedness
- Patrol
- Volunteers
- Traffic
- School Resources
- Crime Prevention
- Youth Resources
City of San Ramon
Police Services
FY 2005- 2006
Chief of Police
Administration Patrol Investigations
- 72 -
City of San Ramon
POLICE SERVICES OVERVIEW
- 73 -
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 2004- 2005
􀁸 Increased sworn staff by adding three ( 3) Patrol officers and one ( 1) new Sergeant position
to support the population growth and maintain officer- to- citizen ratio in Dougherty Valley
􀁸 Educated the residential and commercial population, through networking and outreach
programs, of the 72- hour Emergency Preparedness Plan
􀁸 Equipped each shift’s patrol car with an Automated External Defibrillator
Major Action Plan Items
FY 2005- 2006
􀁸 Increase sworn staff positions by adding one ( 1) Traffic Officer, one ( 1) Investigator and one
( 1) Sergeant to support the population growth and maintain officer- to- citizen ratio in
Dougherty Valley
􀁸 Increase non- sworn staff positions by adding two ( 2) Office Technicians to support the
opening of the Dougherty Valley substation
􀁸 Open the Dougherty Valley substation to serve the residential and commercial population in
the Dougherty Valley
􀁸 Develop and implement a Youth Academy program to build lasting and productive
partnerships between law enforcement and the youths of the San Ramon community
Budget Notes
FY 2005- 2006
􀁸 .50 FTE Program Manager position transferred from Police Department to Economic
Development
􀁸 Base County contract costs increasing 12.25%
􀁸 Retirement contributions per officer 77% of salaries
􀁸 26.2% of budget is Dougherty Valley
􀁸 Vehicle replacement charge $ 174,000
􀁸 Adding five ( 5) new positions – 1 Investigative Officer, 1 Sergeant, 1 Traffic Officer, 2 Office
Technicians
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Authorized Positions Actual Actual Actual Final Adopted
Contract:
Crime Prevention Officer 1.00 0.00 0.00 0.00 0.00
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 2.00 1.00 1.00 1.00
Investigative Officer 3.00 4.00 4.00 4.00 5.00
Patrol Officer 22.00 24.00 24.00 27.00 27.00
Sergeant 7.00 7.00 7.00 8.00 9.00
Traffic Officer 3.00 3.00 3.00 3.00 4.00
Youth Services Officer 2.00 2.00 2.00 2.00 2.00
Non- Contract:
Administrative Analyst 0.00 1.00 1.00 1.00 1.00
Administrative Coordinator 1.00 1.00 1.00 1.00 1.00
Office Specialist 2.00 2.00 2.00 2.00 2.00
Office Technician I/ II 1.00 2.00 2.00 2.00 4.00
Police Services Assistant 0.64 0.00 0.00 0.00 0.00
Police Services Technician 7.50 6.50 6.50 6.50 6.50
Program Manager 0.00 1.00 1.00 1.00 0.50
Total Authorized Positions 54.14 57.50 56.50 60.50 65.00
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
POLICE SERVICES
- 74 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Police Contract $ 4 ,770,336 $ 5 ,735,145 $ 5 ,720,934 $ 7 ,868,428 $ 9 ,123,343
Police Non- Contract 1 ,665,447 1 ,867,515 1 ,767,147 1 ,986,756 2 ,368,204
Department Total $ 6 ,435,783 $ 7 ,602,660 $ 7 ,488,081 $ 9 ,855,184 $ 11,491,547
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Personnel Services $ 6 73,710 $ 8 16,729 $ 9 98,627 $ 1 ,099,658 $ 1 ,302,945
Contract Services 5 ,293,534 6 ,287,796 6 ,266,678 8 ,503,301 9 ,577,948
Materials and Supplies 1 71,974 1 77,907 1 73,176 1 71,248 2 66,089
Other Costs 2 96,565 3 20,228 4 9,600 8 0,977 3 44,565
Total Expenditures $ 6 ,435,783 $ 7 ,602,660 $ 7 ,488,081 $ 9 ,855,184 $ 11,491,547
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 7 10,388 $ 7 07,601 $ 7 04,332 $ 7 04,000 $ 7 37,850
Expenditure Summary By Division
Expenditure Summary By Category
Revenue Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
POLICE SERVICES
- 75 -
Program Program Net Program
Description Expenditures Revenue Cost
Administration $ 1 ,208,325 $ 2 10,850 $ 9 97,475
Crime Prevention 6 9,150 6 9,150
Character Counts 1 53,549 1 53,549
Investigation 9 16,726 9 16,726
Narcotics 1 50,246 1 50,246
Patrol 4 ,725,185 4 27,000 4 ,298,185
Traffic Safety 7 93,196 7 93,196
Youth Services 2 66,759 1 00,000 1 66,759
Animal Control 8 8,232 8 8,232
Crossing Guards 8 4,844 8 4,844
Volunteer Services 4 1,883 4 1,883
Emergency Preparedness 3 9,402 3 9,402
Dougherty Valley Patrol 2 ,954,050 2 ,954,050
Program Totals $ 1 1,491,547 $ 7 37,850 $ 10,753,697
CITY OF SAN RAMON
Program Summary
SUMMARY OF DEPARTMENTAL BUDGET
POLICE SERVICES
- 76 -
PUBLIC SERVICES
Bellingham Square Park
- Drainage Maintenance
- L & L District Maintenance
- Landscaping/ Irrigation
Maintenance
- Parks Maintenance
- Street Lighting Maintenance
- Streeet Maintenance
- Traffic Signal Maintenance
- Vehicle & Equipment
Maintenance
- Department Budget
- Facilities Maintenance
- Fountain Maintenance
- Office Management
- Pool Maintenance
- Public Inquiry
- Solid Waste &
Recycling
City of San Ramon
Public Services
FY 2005- 2006
Director
Field Operations Division
Division Manager
Administration/ Facilities
Division Manager
- 77 -
City of San Ramon
PUBLIC SERVICES OVERVIEW
- 78 -
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
and maintenance contracts; drainage maintenance for the City’s public catch basins,
drainage; creeks and easements; street sweeping and maintenance and administration of
the solid waste franchise agreement. The Landscape and Lighting District program
provides maintenance and electrical service to landscaped areas in 17 zones and over
3800 street lights throughout the City.
Significant Accomplishments
FY 2004- 2005
􀁸 Replaced water heater and locker room tile at the Aquatic Park
􀁸 Repainted the roof at the Senior Center
􀁸 Replaced the carpet throughout the Community Center
􀁸 Repaired the main display pump in the fountain on Bollinger Canyon Rd.
􀁸 Accepted maintenance of three ( 3) new parks in the Dougherty Valley
􀁸 Accepted maintenance of 169 catch basins and 17 curb miles of roadway in the
Dougherty Valley
􀁸 Obtained Registered Organic Garden status for Crow Canyon Gardens
􀁸 Upgraded ten ( 10) traffic signal heads and installed new energy efficient LED signal
heads for a projected annual savings of $ 6,000.00
􀁸 Completed dredging of Norris Creek
􀁸 Installed new wastewater recycle unit at the Service Center
􀁸 Removed 537 sq. ft. of debris from San Ramon creeks
􀁸 Awarded new contracts for carpet cleaning, turf mowing, landscape, and tree
maintenance services
􀁸 Re- lamped sports field lights at Central Park
􀁸 Completed a waste generation study designating 2003 as the new base year for
reporting the City’s annual waste diversion report to the California Integrated Waste
Management Board
􀁸 Obtained a 54% waste diversion ranking complying with AB939 requirements
Major Action Plan Items
FY 2005- 2006
􀁸 Reorganize maintenance activities to reduce costs and increase efficiency
􀁸 Assume maintenance responsibilities for new areas in the Dougherty Valley to include:
the new Community Center and Library, approximately 39 acres of median and roadside
landscaping, 5 parks, 364 streetlights, 35 curb miles of roadways, 12 traffic signals
􀁸 Complete selection process and new contract for garbage collection services
􀁸 Complete 95% of construction documents for the Dougherty Valley Service Center
􀁸 Complete Construction & Debris Ordinance
City of San Ramon
PUBLIC SERVICES OVERVIEW
- 79 -
􀁸 Clean the duct work and equipment in the HVAC units at the Senior Center and
Community Center
􀁸 Replace the carpet at the Senior Center and Library
􀁸 Seal the exterior of the Library and Community Center
Budget Notes
FY 2005- 2006
􀁸 One ( 1) new Maintenance Supervisor and one ( 1) new Maintenance Assistant for
Dougherty Valley facilities
􀁸 One ( 1) funded Maintenance Supervisor for Dougherty Valley landscaping
􀁸 Three ( 3) funded Maintenance Technicians – 2 for Dougherty Valley parks and 1 for
Crow Canyon Gardens
􀁸 One ( 1) unfunded Maintenance Technician
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Authorized Positions Actual Actual Actual Final Adopted
Administrative Analyst 2.00 2.00 2.00 2.00 2.00
Division Manager 2.00 2.00 2.00 2.00 2.00
Maintenance Assistant 0.50 2.00 2.00 2.00 3.00
Maintenance Coordinator 8.00 8.00 8.00 8.00 8.00
Maintenance Specialist 13.00 13.00 7.00 8.00 12.00
Maintenance Supervisor 7.00 6.00 7.00 7.00 8.00
Maintenance Technician I/ II 28.60 26.60 32.60 32.60 28.60
Office Assistant II 0.67 0.00 0.00 0.00 0.00
Office Specialist 1.00 1.00 1.00 1.00 1.00
Office Technician I/ II 0.00 0.66 1.00 0.00 0.00
Program Manager 4.00 4.00 4.00 4.00 4.00
Public Services Director 1.00 0.00 0.00 0.00 1.00
Public Works Director 0.00 1.00 1.00 1.00 0.00
Total Authorized Positions 67.77 66.26 67.60 67.60 69.60
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC SERVICES
- 80 -
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Public Services $ 9 ,841,003 $ 1 0,820,242 $ 9 ,694,786 $ 1 2,011,780 $ 14,414,715
Department Totals $ 9 ,841,003 $ 1 0,820,242 $ 9 ,694,786 $ 1 2,011,780 $ 14,414,715
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Personnel Services $ 4 ,089,124 $ 4 ,487,321 $ 4 ,760,924 $ 5 ,572,782 $ 6 ,284,127
Contract Services 4 ,366,360 5 ,065,357 4 ,243,011 5 ,481,142 6 ,834,683
Materials and Supplies 9 89,006 8 70,447 6 05,888 8 22,275 8 98,607
Other Costs 3 96,513 3 97,117 8 4,963 1 35,581 3 97,298
Total Expenditures $ 9 ,841,003 $ 1 0,820,242 $ 9 ,694,786 $ 1 2,011,780 $ 14,414,715
01/ 02 02/ 03 03/ 04 04/ 05 05/ 06
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 7 6,219 $ 1 42,101 $ 2 81,061 $ 2 61,500 $ 2 59,676
Revenue Summary
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC SERVICES
Expenditure Summary By Division
Expenditure Summary By Category
CITY OF SAN RAMON
- 81 -
Program Program Net Program
Description Expenditures Revenue Cost
Public Services
Public Services Administration $ 1 ,021,121 $ 1 ,021,121
Special Events 3 8,400 3 8,400
Solid Waste 1 62,308 1 78,040 ( 15,732)
Drainage Maintenance
Drainage Maintenance Administration 7 9,388 7 9,388
Creek Maintenance 9 3,813 9 3,813
Storm Drain Maintenance 5 6,143 5 6,143
Street Sweeping 2 92,211 2 92,211
Facilities
Facilities Administration 2 51,011 2 51,011
City Facilities 4 64,372 4 64,372
Community Center 3 13,945 3 13,945
Crow Canyon Gardens 4 ,785 4 ,785
Fircrest 1 ,164 1 ,164
Fountains 4 0,589 4 0,589
Library 1 49,548 2 5,662 1 23,886
Aquatics Park- Buildings 8 0,457 8 0,457
Aquatics Park- Pools 4 69,411 4 69,411
Iron Horse Gymnasium 1 09,052 1 09,052
Senior Center 1 48,879 1 48,879
Service Center 8 8,436 8 8,436
Pine Valley Gymnasium 6 9,231 6 9,231
Travis Boone Park 4 8,266 6 ,000 4 2,266
Landscaping
Landscaping Citywide 6 61,570 6 61,570
Fostoria 7 ,362 3 ,300 4 ,062
Intermodal Transit Facility 2 3,159 2 3,159
Lighting
Lighting Citywide 4 92,780 4 92,780
Parks Maintenance
Parks Administration 3 40,425 3 40,425
Memorial Park 5 4,913 5 4,913
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC SERVICES
Program Summary
- 82 -
Program Program Net Program
Description Expenditures Revenue Cost
Parks Maintenance
Athan Downs $ 2 20,490 $ 2 20,490
Athey Property - -
Boone Acres 9 6,276 9 6,276
Canine Park 1 1,469 1 1,469
Central Park 7 27,942 7 27,942
Crow Canyon Gardens 1 62,448 8 ,000 1 54,448
Centennial Park 6 1,581 6 1,581
Fountains 5 5,956 5 5,956
Inverness Park 1 05,257 1 05,257
Iron Horse School 27,290 28,674 ( 1,384)
Mill Creek Hollow 31,391 3 1,391
Old Ranch Park 90,195 9 0,195
Old Ranch Park Site 8,539 8 ,539
Olympic Pool & Tennis Courts 68,272 6 8,272
Open Space/ Trails 23,635 2 3,635
Red Willow Park 77,322 7 7,322
School Parks 447,692 4 47,692
Senior Center Park 68,033 6 8,033
Terrazzo Park 11,351 1 1,351
Travis Boone Park 57,059 5 7,059
Village Green 86,263 8 6,263
Wood Lot Property 1,634 1 ,634
Service Center
Service Center Administration 113,460 1 13,460
General Maintenance 184,950 1 84,950
Heavy Equip Rep & Maintenance 50,957 5 0,957
Heavy Vehicle Rep & Maintenance 26,613 2 6,613
Landscape Maintenance 27,918 2 7,918
Off Road Utility Vehicles 35,104 3 5,104
Senior Center Vans 13,640 1 3,640
Small Equip Rep & Maintenance 42,066 4 2,066
Tractor Rep & Maintenance 15,640 1 5,640
Trailers 3,478 3 ,478
PUBLIC SERVICES
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
- 83 -
Program Program Net Program
Description Expenditures Revenue Cost
Truck Rep & Maintenance $ 9 7,042 $ 9 7,042
Yard Equip Rep & Maintenance 29,784 2 9,784
Special Zones
Arterial 815,925 8 15,925
Fountain 123,313 1 23,313
Interior 363,289 3 63,289
Street Maintenance
Street Maintenance Administration 74,534 7 4,534
Emergency Callouts 24,500 2 4,500
Street Maintenance
Pavement Management 1 9,026 1 9,026
Sidewalk Repair 25,875 25,875
Sign Maintenance 1 04,311 104,311
Striping Maintenance 279,476 279,476
Weed Abatement 27,453 27,453
Traffic Signal
Traffic Signal Administration 2 4,209 24,209
Inspection & Repair 23,854 23,854
Preventative Maintenance 310,517 310,517
DV Street Maintenance
Emergency Callout 1,500 1,500
Street Maintenance Pavement 31,297 31,297
Sidewalk Repair 10,663 10,663
Sign Maintenance 31,265 31,265
Street Lighting 143,799 143,799
Street Re- Striping 66,083 66,083
Street Sweeping 63,141 63,141
Traffic Signal Maintenance 79,866 79,866
DV Landscaping
Fountain Maintenance 123,751 123,751
Street Landscaping 1,413,735 1,413,735
DV Park Maintenance
Neighborhood Parks 537,205 537,205
Linear/ Pocket Parks 222,353 222,353
PUBLIC SERVICES
Program Summary
SUMMARY OF DEPARTMENTAL BUDGET
CITY OF SAN RAMON
- 84 -
Program Program Net Program
Description Expenditures Revenue Cost
School Parks 120,234 120,234
Community Parks 120,995 120,995
DV Facilities
Community Center 369,806 369,806
Library 145,018 145,018
DV Flood Control
Public Basins 74,236 10,000 64,236
Program Totals $ 1 4,414,715 $ 2 59,676 $ 14,155,039
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC SERVICES
Program Summary
- 85 -
PARKS &
COMMUNITY
SERVICES
San Ramon Olympic Pool & Aquatic Park
- Community Facilities
- Cultural Arts/ Special
Events
- Historical Properties
- Leisure Enrichment
Programs
- Nature Programs
- Neighborhood Programs
- Senior Programs
- Volunteer Programs
- Adult & Youth Sports
- Aquatics
- Cable Francise/ CTV
- Library Services
- Parks Planning
- Teen Programs
City of San Ramon
Parks & Community Services
FY 2005- 2006
Director
Recreation Services
Division Manager
Community Services
Division Manager
- 86 -
City of San Ramon
PARKS & COMMUNITY SERVICES OVERVIEW
- 87 -
Statement of Purpose
The Parks and Community Services Department provides a wide variety of cultural, sporting
and educational events and programming for all segments of the San Ramon community. The
Department is responsible for partnering with Contra Costa County in managing the San Ramon
Library, and partnering with cities in the Tri- Valley to oversee management of the government
access channel.
Significant Accomplishments
FY 2004- 2005
􀁸 Finalized plans, developed operational plan, interior designs and furnishings for the opening
of new Community Center and Library facilities in the Dougherty Valley
􀁸 Planned and obtained approval for the design of seven ( 7) parks in the Dougherty Valley in
conjunction with developers and the County including the new 30- acre Community Park
􀁸 Hired landscape and interior consultants for the Glass House restoration at Forest Home
Farms - Conceptual plans are being developed. This work will complete the restoration
project for the David Glass House
􀁸 Over 2,500 school children from the San Ramon Valley Unified School District toured Forest
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