City of San Ramon
Adopted Budget
Fiscal Year 2004- 05
Entry way to San Ramon on Northbound Village Parkway
Elected Officials
H. Abram Wilson
Mayor
Dave Hudson
Vice Mayor
Jim Livingstone
Councilmember
Scott Perkins
Councilmember
Carol Rowley
Councilmember
Appointed Officials
Interim City Manager
Byron D. Athan
Byron D. Athan Judy Macfarlane
City Attorney City Clerk
Department Heads
Human Resources Director Cheryl Mitchell Wade
Finance Director Greg Rogers
Planning Director Phil Wong
Parks & Community Services Director Jeff Eorio
Police Chief Kathy Samuels
Public Works Director Joye Fukuda
Economic Development Director Dave Berger ( Interim)
Table of Contents
Budget Message ............................................................................................................ 1
Citywide Organization Chart....................................................................................... 11
Introduction
City Profile........................................................................................................... 13
History of the City of San Ramon........................................................................ 14
Mission Statement............................................................................................... 16
City Council Priorities & Goals ............................................................................ 17
Overview
Budget Principles ................................................................................................ 19
Guide to the Budget ............................................................................................ 20
Budget Summaries
All City Statement of Revenue, Expenditures and Changes in
Fund Balance ............................................................................................ 23
All City Revenue by Fund.................................................................................... 24
All City Revenue by Source ................................................................................ 25
All City Expenditures by Fund ............................................................................. 26
All City Expenditures by Department................................................................... 27
All City Expenditures by Category....................................................................... 28
General Fund Statement of Revenue, Expenditures and Changes in
Fund Balance ........................................................................................... 30
General Fund Revenue by Source...................................................................... 31
General Fund Expenditures by Department........................................................ 32
General Fund Expenditures by Category ............................................................ 33
Full Time Equivalents ( FTEs) by Department ..................................................... 34
Appropriation Limit Calculation............................................................................ 35
Revenue
Revenue Summary ............................................................................................. 37
Departments
General Government........................................................................................... 39
Human Resources ............................................................................................. 49
Finance ............................................................................................................... 55
Planning .............................................................................................................. 63
Parks & Community Services.............................................................................. 71
Police.................................................................................................................. 77
Public Works ....................................................................................................... 83
Economic Development/ Redevelopment ........................................................... 93
Non- Departmental............................................................................................... 99
Table of Contents
( continued)
Special Funds
Special Fund Descriptions ................................................................................ 103
Special Revenue Statement of Revenue, Expenditures and Changes in
Fund Balance ......................................................................................... 105
Debt Service Funds Statement of Revenue, Expenditures and Changes in
Fund Balance ......................................................................................... 121
Debt Service Payment Schedule....................................................................... 126
Internal Service Funds Statement of Revenue, Expenditures and Changes in
Fund Balance ......................................................................................... 127
Capital Equipment List ...................................................................................... 131
Capital Improvement Program
CIP Overview .................................................................................................... 133
CIP Matrix ......................................................................................................... 135
Statement of Revenue, Expenditures and Changes in Fund Balance............... 136
Redevelopment Agency
RDA Officers ..................................................................................................... 137
RDA Overview and Workplan ........................................................................... 139
Statement of Revenue, Expenditures and Changes in Fund Balance............... 142
Debt Service Payment Schedule....................................................................... 148
Appendices
Glossary of Terms............................................................................................. 151
Acronyms.......................................................................................................... 157
List of Funds ..................................................................................................... 160
Authorized Personnel Positions ........................................................................ 161
May 11, 2004
Honorable Mayor and City Council Members
City of San Ramon
2222 Camino Ramon
San Ramon, CA 94583
SUBJECT: Proposed FY 2004- 2005 Budget
Honorable Mayor and City Councilmembers:
The proposed 2004- 2005 Operating Budget is for all City funds and programs, including the
General Fund, Special Revenue Funds, Redevelopment Agency and other special purpose
funds. The Operating Budget reflects a series of austere budget actions including the
removal of funding for a number of positions. A separate, stand- alone Redevelopment
Agency budget is also shown in the back section of this document. This document,
together with the Capital Improvement Program ( CIP) document, provides detailed
information for the City Council to evaluate the entire City budget proposal
The 2004- 2005 budget for all City funds including the Redevelopment Agency and Capital
Budget total s $ 49,844,398. The budget is comprised of an Operating Budget of
$ 36,833,517, a Debt Service Fund budget of $ 1,821,377, a Capital budget of $ 4,640,027,
an Internal Service budget of $ 685,963, and a Redevelopment Agency budget of
$ 5,863,514. The organization of the City’s budget can be most clearly understood by
referring to page 23.
ECONOMIC OUTLOOK
This budget has been developed against the backdrop of a slowly recovering local
economy, rising Cal PERS retirement and medical insurance rates, and a very large state
budgetary deficit. The State government is still dealing with a budget deficit despite the
recent success in obtaining voter approved bond funds to finance a portion of prior year
accumulated deficit amounts. The Governor and Legislature have been considering
various revenue raids on local government for the upcoming budget year. In his January
proposed budget, the Governor included additional property tax diversions from local
agencies. The City budget that has been prepared assumes the 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 solutions to
the State budget problem are known. Adverse State budget trends, which began in 2000,
are expected to persist for several more years. It is possible that the impact of the State
budget on the City may be worse than what was proposed by the Governor in January.
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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.
As a City of nearly 50,000 we have been weathering an economic downturn over the past
several years. Despite difficult financial times, the City has been able 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 State raids of City revenue.
At the local level, sales tax revenue has been declining for a number of years from a high of
over $ 13 million in 2000- 01 to less than $ 8 million in the past year. Over the first portion of
2004, it appears the steep decline in sales tax revenue has finally abated. We are now
projecting that sales taxes will show some modest growth during the 2004- 2005 fiscal year.
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 2004- 2005.
Although the budget includes modest estimates of tax based revenue growth, there were
not sufficient revenue to balance the General Fund budget for 2004- 2005 without making
significant efforts to reduce expenditures. Those efforts included directing departments to
develop budgets that had no growth in General Fund expenditures over the previous year.
This meant that all personnel contract ( MOU) cost increases had to be absorbed by
departments. In addition, departments carefully reviewed all fees and charges and
allocations of costs in order to insure that costs were being appropriately recovered. These
efforts significantly reduced the budget deficit. The remaining balancing of the budget is
dependent on several events including, the approval of an increase in the Transient
Occupancy Tax rate in November, approval of increases in general fees and charges, and
approval of an increase in garbage rates which will allow the City to collect the entire
franchise fee. The budget as proposed assumes the approval of these three actions.
RESOURCES FUNDING THE CITY BUDGET
The 2004- 2005 budget includes, $ 46,182,777 of revenue, which provides the on going
funding that is available to provide City services. The manner in which a portion of the City
revenue may be spent, is determined by law, or other fiscal constraints, before the funds
reach the City.
Total Revenues - $ 46.2 Million
General
66.6%
RDA
11.1%
Special
6.6%
Service
0.4%
Spec.
Dist.
15.3%
As shown on the graph, 66% of City revenue is general purpose and used to support police,
public works, recreation programs, community development and other general government.
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The remaining 34% 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 $ 49,844,398 expenditure budget is $ 5,572,925 ( 10%) less than the 2003- 2004 adopted
budget largely reflecting a reduced General Fund budget and a lower funding for capital
projects. The redevelopment- funded activities are included in the total City budget. A
separate, stand- alone redevelopment agency budget is also provided in the back section of
the document. General Fund, 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.
Total Expenditures - $ 49.8 Million
General
62%
RDA
12%
Capital
10%
Service
1%
Spec.
Dist.
15%
The $ 5,572,925 decrease in the expenditure budget reflects a $ 7,525,699 decrease in the
capital budget, a $ 1,375,341 decrease in the General Fund, a $ 563,630 increase in the
Redevelopment Agency, a $ 2,069,342 increase in special services districts, and a
$ 685,983 increase in service funds.
Significant factors impacting expenditures include, increases in contracted maintenance
costs and utilities, labor contract cost increases, and increases in PERS and health
insurance costs. These underlying increases have been offset by removing funding for
positions and reducing other operations and maintenance expenses.
GENERAL FUND
The expenditure budget for the General Fund is $ 29,649,545, which is $ 1,375,341 ( 4.4%)
less than last year’s original budget. As shown on the graph below, 30% is for public works
services, 27% for police services, 17% is for parks and community services, 8% is for
planning & building, 1% is for economic development, and 16% is for other general
government.
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General Fund Expenditure Budget by Department
* Other includes City Council, City Manager, Legal, Human Resources, Finance and Non-
Departmental.
Planning
Police 8.1%
27.0%
Public
Wks
30.4%
Parks &
CS
17.2%
Other*
16.2%
Econ Dev
1.0%
The budget reflects a significant effort by staff to both reduce costs and maintain core
service levels. Cost reduction efforts have included removing the funding for nine vacant
General Fund financed positions and the elimination of three management level positions
due to an organizational realignment. In addition, efforts have been made to ensure that
departmental expenditures are fully allocated to appropriate a funding source, which has
relieved the General Fund from the financial burden of carrying other operating funds.
As part of this year’s budget development strategy, departments were directed to provide a
budget request that had no growth over the previous fiscal year. Departments worked hard
to meet this goal, and were successful in producing a General Fund budget request that
was below last year as follows:
Table I
$ 29,649,545 General Fund Budget by Department
Department 2003- 04
Budget**
2004- 05
Budget
$
Difference
General Government
Human Resources*
Finance*
Planning*
Police Services
Public Works
Parks & Community Services
RDA & Economic Development*
Non- Departmental
Total
$ 1,544,648
1,440,327
2,388,711
2,713,248
8,221,541
9,145,111
5,133,810
370,850
250,000
$ 31,208,246
$ 1,213,159
991,291
1,958,458
2,441,970
8,006,817
8,998,848
5,120,884
289,944
628,174
$ 29,649,545
($ 331,489)
( 449,036)
( 430,253)
( 271,278)
( 214,724)
( 146,263)
( 12,926)
( 80,906)
378,174
($ 1,558,701)
* Reflects re- aligned organization structure on a historical basis.
** General Fund budget as amended during the fiscal year.
The General Fund proposed budget is consistent with what was presented to the City
Council at the March 30, 2004 budget workshop, with the exception of certain items as
follows:
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Added back to the budget as directed by the Council:
􀂃 $ 30,000 for employee recognition event funding was added back to the Human
Resources Department
􀂃 $ 15,000 for employee training was added back amongst various departments
􀂃 $ 15,500 for Sunday Library hours was added back in the Parks and Community
Services Department with another $ 15,000 to be provided by the Library Foundation as
a grant
􀂃 $ 30,000 for supplementing the turf mowing for athletic fields added back in the Public
Works Department
􀂃 $ 12,000 for skate park monitoring added back in the Parks and Community Services
Department
Other changes made to help eliminate the budget deficit:
􀂃 A realignment of City departments resulting in the elimination of three vacant
management positions to save $ 375,000 annually
􀂃 Increasing franchise fee revenue by $ 310,000 to reflect full collection of the garbage
franchise fee
􀂃 Increasing interest revenue $ 120,000 to reflect interest earnings from loaning the
Redevelopment Agency $ 2 million to fund a portion of the non- debt service operating
budget
􀂃 Increasing the Transient Occupancy Tax revenue $ 80,000 reflecting an assumption that
the increase ballot measure will be successful and be collected for a partial year
􀂃 Increasing the City Clerk budget by $ 31,000 to cover the cost of the Transient
Occupancy Tax Ballot Measure
􀂃 The Redevelopment Agency picking up $ 150,000 of Certificates of Participation debt
service related to freeway interchange projects in the RDA project area
􀂃 Removing $ 250,000 of funding for retiree health care from the General Fund to be paid
out of the newly established insurance and benefit internal service fund
􀂃 Addition of a $ 375,000 contingency appropriation in the non- departmental area to cover
unanticipated expenditures or state take- aways.
General Fund Revenue
The revenue available to finance General Fund services consists primarily of taxes, service
fees and revenue from other governmental agencies. The $ 30,511,436 of revenue by
major source is shown in the graph below.
General Fund revenue are estimated to be $ 1,442,442 ( 5%) above the previous year’s
budget reflecting a mild recovery in the local economy, increases in various fees and
charges, and the state backfill of sales tax and vehicle license fees.
Sales and property taxes make up nearly one- half of General Fund revenue sources.
Property tax revenue have been consistently increasing during the past several years
reflecting both a strong residential housing market and annexation based growth in the
Dougherty Valley area. The increase in property taxes is estimated to continue in 2004-
2005. Sales tax, once the City’s largest revenue source, has been decreasing the past five
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General Fund Revenue - $ 30,511,436
Prop Tax
25%
Sales Tax
24%
VLF
10%
TOT
5%
Srv Chrg
13%
Franchise
7%
Other
16%
years. In 1999- 2000 sales tax revenue were $ 13.3 million. The estimate for 2004- 2005 is
$ 7.3 million, and is partially based on the assumption that the state will fully backfill the ¼ %
of local sales tax being used in the “ triple flip” maneuver to finance a $ 15 billion bond sale.
The sales tax estimate further assumes that the local economy will be slowly improving
during 2004- 2005 and the sales tax base will grow 3% during the year.
Revenue from vehicle license fees, which are allocated to the City on a per capita basis, is
expected to increase as a result of population growth. The estimate assumes that the State
will fully fund the vehicle license fee backfill in 2004- 2005. The backfill represents 2/ 3 of the
vehicle license fee revenue.
Charges for services are estimated to increase 16% in 2004- 2005 primarily as a result of an
increase in fees and charges to more fully recover the costs of various City programs.
General Fund Reserves:
During 2003 – 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 $ 20.1 million for the beginning of the
2004- 2005 year. This includes the assumption that $ 5.6 million of reserves were
transferred to the Insurance Benefit and the Equipment Replacement Funds in 2003- 2004.
The budget as proposed has a balanced General Fund budget, and as a result the total
reserve balance for the end of 2004- 2005 is estimated to be $ 20.1 million. This is sufficient
to provide the 50% contingency reserve of $ 14.8 million as called for in the policy, plus an
operational reserve of $ 5.3 million.
INSURANCE AND BENEFIT FUND
Included in this budget is a new fund that has been created to handle the costs of retiree
health care, termination benefits, and deductible payments for liability claim settlements. In
previous years the City paid these costs out of the General Fund as a current operating
expense. This proved to be problematic as the expenditures were related to prior year
- 6 -
liabilities that were not funded. Staff developed a recommendation to address this issue a
few months back. This budget has been structured assuming that reserves will be
transferred to the new Insurance and Benefit fund in the 2003- 2004 year and that a portion
of those reserves will be used in 2004- 2005 to cover payouts related to these liabilities.
Staff has estimated that the City will need to spend $ 325,000 in 2004- 2005 on retiree health
insurance premiums for both the City and the City obligation to former Fire District
employees. In addition, $ 25,000 has been budgeted to pay for an actuarial report to project
the liability for future retiree health insurance costs. This will assist the City in establishing
an actuarial based health insurance charge to assess City operating funds beginning in
2005- 2006. The budget assumes the Insurance and Benefit fund was established in 2003-
2004 with total beginning reserves of $ 4.6 million, with $ 3 million for retiree health, $ 1.4
million for sick leave and vacation payment liabilities and $. 2 million for payment of the City
deductible for insurance claim settlements.
EQUIPMENT REPLACEMENT FUND
In 2003- 2004 the City suspended annual contributions to the City equipment replacement
fund. This has exacerbated the shortfall in funding to replace the City’s aging vehicles,
computer network and office equipment. A recommendation was made a few months ago
that $ 1 million of reserves be transferred to the Equipment Replacement Fund to help
address the need for supplemental equipment replacement funding. This budget assumes
that the $ 1 million fund transfer will be made in 2003- 2004, which would bring the total
equipment replacement reserve balance to $ 1.3 million. There are two types of
expenditures planned out of these funds in the 2004- 2005 budget. One is a replacement of
several police patrol vehicles. The other would be replacement of some computer
equipment and software. Staff is planning to develop complete replacement schedules for
all vehicles, computer, and other office equipment so that a replacement charge can be
included in the 2005- 2006 budget.
DOUGHERTY VALLEY FUND
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 2004-
2005 are $ 3.5 million, which is $ 1.8 million more than was budgeted in the 2003- 2004 year.
This reflects the rapid increased in annexed population in the area. The Dougherty Valley
fund is grouped in the Other Operating Funds portion of the budget.
REALIGNMENT OF CITY DEPARTMENTS
Included in the budget is a modified structure for City Departments that results in the net
elimination of three management positions and annual savings of $ 375,000. The
realignment impacts several departments as follows:
- 7 -
􀂃 The Community Development Department is split into two separate departments, the
Planning Department, and the Redevelopment and Economic Development
Department. This change includes the elimination of the Planning Division Manager,
and Economic Development Manager positions. In addition, the Community
Development Director and Assistant City Manager positions have been converted into
the Planning Director and the Redevelopment and Economic Development Director
positions.
􀂃 The Administrative Services Department has been reconfigured into a Human
Resources Department, which retains the risk management function and picks up the
newly created public information function. The Information Technology and Central
Services divisions have been grouped under the Finance Department. The
Administrative Services Director position will now be titled Human Resources Director.
The existing Human Resources Division Manager position will be eliminated.
STAFFING LEVEL
The proposed staffing level for 2004- 2005 is 229.2 positions, which reflects the reduction of
three positions related to the realignment of City Departments, one increase in the Planning
Department ( Transportation Division), and the increase in four police positions. There are
10 authorized positions that are proposed to be unfunded and unfilled during 2004- 2005.
The only area of the budget that includes new positions is in the Planning and Police
Departments. There is one proposed TDM administrative analyst position in the Planning
Department for 2004- 2005. There are also four new police positions for 2004- 2005, one
sergeant and three patrol officers. These four new positions will be necessary to handle
increased service needs in the expanding Dougherty Valley Area. The filling of the four
new police positions will be spread out over the year to match population growth and
service level requirements. As mentioned previously, this budget does not include funding
for ten of the authorized positions, and these positions, which are currently vacant, will not
be filled during 2004- 2005 unless a funding source is identified. The changes in authorized
staffing levels since 2001- 2002 is shown on the chart below. The chart shows that the
authorized staffing level was 218 in 2001- 2002 and 229 ( 10 of which are not funded) in
2004- 2005. Staffing levels over the past four years have been essentially flat despite a
population being served that is projected to expand to over 50,000 during the 2004- 2005
year.
Total Authorized Positions
218 227 227 229
0
50
100
150
200
250
2001- 02 2002- 03 2003- 04 2004- 05
- 8 -
FUTURE OUTLOOK
The proposed City budget for 2004- 2005 has been prepared at a time when the State is
trying to address a historically large budget deficit. At the time this budget was prepared
the Governor had proposed $ 1.3 billion of state revenue take- aways from local government.
The impact of the proposal on San Ramon was initially estimated to be approximately a $. 5
million hit to the General Fund and the Redevelopment Agency. For purposes of this
budget, it has been assumed that the take- away from the Redevelopment Agency will be
twice as much as initially proposed, bringing the reductions to San Ramon to $. 75 million.
The January proposed State budget was a starting point and the impact to San Ramon may
be worse than currently estimated. The uncertainty caused by the State budget process
has caused the League of California Cities to take the unprecedented action of collecting
signatures to qualify a November 2004 ballot measure to protect local government agencies
from future state revenue raids. If this measure passes it may help provide some certainty
to future funding of local services. If the measure does not pass the City will remain
vulnerable to a number of possible annual state revenue diversions including:
􀂃 Additional property tax shifts which could amount to several million dollars per year
􀂃 A loss of vehicle license fee backfill revenue estimated to be $ 2.1 million in 2004- 2005
􀂃 A loss of the sales tax “ triple flip” backfill estimated to be $ 1.8 million in 2004- 2005
These at risk revenue all currently support essential local services such as public safety,
road maintenance and park maintenance. The State has been late in adopting a budget in
previous fiscal years and this year will likely be the same. As a result it may be after the
summer before we know the real consequences of the State dealing with the budgetary
gap. Fortunately the City has been working to maintain a strong fiscal position to deal with
some of the uncertainties caused by the State such as:
􀂃 City Council approval of 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
􀂃 Placing a Transient Occupancy Tax increase measure on the ballot
􀂃 Increasing fees and charges to more fully recover the cost of City services
􀂃 Budgeting $ 375,000 as a contingency appropriation in the General Fund
These type 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 raids City resources.
The City faces a number of additional challenges as we look forward to next year and
beyond.
􀂃 Promoting good working relationships amongst City staff will continue to be a key
objective in the coming years. This effort will pay off in helping to retain high quality
staff and provide an environment where staff can be both creative and highly
productive. This will be particularly challenging objective to achieve given the limited
financial resources with which the City has to work with
􀂃 The growth in Dougherty Valley will 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 will
- 9 -
require General Fund support. There are also unresolved issues relating to the level of
and funding of library services and a $ 1 million funding need if the City elects to expand
the size of the swimming pool being constructed at the new Dougherty Valley High
School
􀂃 The City will need work to improve revenue sources to be able to maintain the current
high level of services in the Community. This means that Economic Development in
such areas as attracting and retaining tax generating businesses will need to be a major
component of future City efforts
􀂃 The Redevelopment Agency will be undertaking several major efforts, which will require
a significant amount of resources. These include implementation of the Crow Canyon
Specific Plan, and a Redevelopment Plan amendment to allow additional issuance of
debt
􀂃 Beginning in the 2005- 2006 year the City will need to restore appropriations for
replenishing the equipment replacement fund, as well as establish a charge to the
operating budget to insure that the newly established reserves for retiree health care
remain adequate to fund future liabilities
􀂃 The Transient Occupancy Tax Ballot Measure in November will require efforts by the
City to inform the community about the need for a tax increase to support City services
􀂃 There is a $ 1.3 million storm damage repairs project that will need funding in 2005- 2006
I would like to acknowledge efforts of the staff in each City department who helped in the
development of this year’s budget. I would like to specifically acknowledge the efforts of
Eva Howard, Finance Manager who coordinated the compilation of the budget, and Pat
Perry, Central Services Manager who coordinated the text portions of the document. I
cannot emphasize too much the invaluable job that Greg Rogers, Finance Director has
done in putting this budget together. While he could not have done it without the
wholehearted cooperation of all the Department Heads and the members of their staff, Greg
Rogers consolidated and coordinated their efforts to produce this budget document of
which the City Council can be justly proud.
Very truly yours,
Byron D. Athan
Interim City Manager
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City of San Ramon
Organization Chart
FY 2004- 05
City Attorney
City Clerk
Human Resources
Finance
Planning
Parks & Community Services
Police
Public Works
Economic Development/ Redevelopment
City Manager Boards, Commissions
& Committees
City Council
Citizens
CITY PROFILE
Government
Incorporated July 1, 1983
Charter City
Council/ Manager form of government
Mayor and Four City Councilmembers elected at- large
228 Full- time employees
Demographics
13.87 square miles
48,609 estimated population ( January 1, 2004 State Finance Department)
36.5 years median age
$ 95,856 median household income
24,384 registered voters
Ethnic Composition
Asian.................................... 14%
African American.................. 2%
Hispanic/ Latino..................... 7%
White.................................... 77%
Businesses ( Major employers and # of employees)
ChevronTexaco ............................ 3500
San Ramon Regional Medical ........ 720
IBM ................................................. 585
Home Depot ................................... 209
ADP Auto Claims Solutions............ 250
Target............................................. 202
Old Republic................................... 195
Comcast ......................................... 180
Marriott ........................................... 250
SBC................................................ 2164
Erwin Home Equity........................... 647
AETNA ............................................. 485
Primed Management Consulting ...... 350
Pacific Bell........................................ 221
Accenture LLP.................................. 212
ClubSport ......................................... 180
Whole Foods .................................... 165
AIG Claim Services .......................... 160
Community Services
16 Parks 1 Police Station
1 Community Center 3 Fire Stations
1 Senior Center
10 Schools/ Parks
8 Elementary Schools
2 Middle Schools
1 High School
- 13 -
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 20th 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
- 14 -
( 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.
- 15 -
MISSION STATEMENT
We provide efficient delivery
of quality public services
that are essential to those who
live, visit and work in San Ramon.
- 16 -
City of San Ramon
CITY COUNCIL PRIORITIES AND GOALS
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 2004- 05
Priority # 1 – Employee Relations
Priority # 2 – Maintain Public Safety
• Emergency Preparedness
• Use Policy Academy participants to assist with Skatepark,
etc.
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
• Investigate Action minutes
• Records retention program
D. Enhance Customer Service
• Utilize Volunteers More
• Enhance Communication Avenues – who to call, how do
things get reported
• Develop New Resident Packet ( Welcome Wagon)
• Provide a Feedback Mechanism for Customers
( throughout the City) – specifically for Building and
Planning questions
• Explore the potential for one- day a week to service the
public by appointment
- 17 -
City of San Ramon
CITY COUNCIL PRIORITIES AND GOALS
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)
C. Maintain Thoroughfares, Streets and Sidewalks
D. Identify Alternative Funding Sources
• June Ballot Measure – Open Space Revenue for the City
– East Bay Regional Park District
• Recoup Back- End Costs for Planning Permit Fees
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
- 18 -
City of San Ramon
BUDGET PRINCIPLES
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.
- 19 -
City of San Ramon
GUIDE TO THE BUDGET
This budget document is for Fiscal Year 2004- 2005. 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 2004.
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.
- 20 -
City of San Ramon
GUIDE TO THE BUDGET
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
2003- 04, Major Action Plan Items for FY 2004- 05, and Department budgets for FY 2004- 05.
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
- 21 -
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, 2004 $ 20,100,000 $ 2,218,097 $ 14,930,783 $ 35,000 $ 7,977,645 $ 5,900,000 $ 4 ,011,516 $ 55,173,041
REVENUE
Property Tax $ 7,701,288 $ - $ - $ - $ - $ - $ 4 ,951,974 $ 12,653,262
Special Assessments - 6,669,048 - - - - - 6,669,048
Sales and Use Tax 7,313,750 - - - - - - 7,313,750
Property Transfer Tax 603,750 - - - - - 603,750
Transient Occupancy Taxes ( TOT) 1,614,080 - - - - - - 1,614,080
Franchise Fees 2,101,702 - - - - - - 2,101,702
Licenses and Permits 977,878 - - - - - - 977,878
Motor Vehicle License Fee ( MVLF) 3,145,000 - - - - - - 3,145,000
Intergovernmental 432,462 298,937 1,617,722 - - 82,515 - 2,431,636
Charges for Services 3,866,973 - - - - - - 3,866,973
Fines and Fortfeitures 419,600 - - - - - - 419,600
Investment Income 1,185,000 10,000 57,000 12,500 316,000 122,463 1 62,000 1,864,963
Development Fees 28,850 - 1,362,773 - - - - 1,391,623
Miscellaneous Revenue 1,121,103 8,409 - - - - - 1,129,512
Total Revenues 30,511,436 6,986,394 3,037,495 12,500 316,000 204,978 5 ,113,974 46,182,777
EXPENDITURES
General Government 1,213,159 - - - - - - 1,213,159
Human Resources 991,291 - - - - - - 991,291
Finance 1,958,458 - - - - 32,463 - 1,990,921
Planning 2,441,970 295,637 - - - - - 2,737,607
Police Services 8,006,817 1,720,367 - - - - - 9,727,184
Public Works 8,998,848 5,167,968 - - - - - 14,166,816
Parks & Community Services 5,120,884 - - - - - - 5,120,884
Economic/ Redevelopment 289,944 - 3 ,105,462 3,395,406
Non- Departmental 628,174 - - - - 653,500 - 1,281,674
Debt Service - - - 1,821,377 - - 2 ,758,052 4,579,429
Capital Improvement Program ( CIP) - - - - 4,640,027 - - 4,640,027
Total Expenditures 29,649,545 7,183,972 - 1,821,377 4,640,027 685,963 5 ,863,514 49,844,398
OTHER FINANCING SOURCES ( USES)
Operating Transfers In 3,346,436 821,673 - 1,791,377 4,543,100 - 6 ,758,052 17,260,638
Operating Transfers Out ( 4,208,027) ( 485,459) ( 4,993,100) - ( 316,000) - ( 7,258,052) ( 17,260,638)
Total Other Financing Sources ( 861,591) 336,214 ( 4,993,100) 1,791,377 4,227,100 - ( 500,000) -
Net Increase ( Decrease) in Fund Balance $ 300 $ 138,636 ($ 1,955,605) ($ 17,500) ($ 96,927) ($ 480,985) ($ 1,249,540) ($ 3,661,621)
FUND BALANCE:
Fund Balance, June 30, 2005 $ 20,100,300 $ 2,356,733 $ 12,975,178 $ 17,500 $ 7,880,718 $ 5,419,015 $ 2,761,976 $ 51,511,420
CITY OF SAN RAMON
ALL CITY STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
- 23 -
02/ 03 03/ 04 % 04/ 05 %
Fund Fund Description Actual Final Change Adopted Change
101 General Fund $ 29,579,063 $ 30,855,859 4.32% $ 33,857,872 9.73%
205- 225 Development Mitigation 1 49,790 87,713 - 41.44% 41,000 - 53.26%
230 Gas Tax 9 75,263 864,141 - 11.39% 1,043,722 20.78%
240 Park Development 4 9,157 25,114 - 48.91% 103,000 310.13%
250 SCCJEPA 4 ,380,933 642,340 - 85.34% 672,000 4.62%
260 Street Maintenance & Improvement 1 ,927,417 550,000 - 71.46% 575,000 4.55%
270 Traffic Improvement 2 ,379,260 765,379 - 67.83% 502,000 - 34.41%
280 Tri- Valley Transportation Fund 9 ,821 2,720 - 72.30% 100,773 0.00%
301 Citywide Landscaping 3 ,866,795 1,072,945 - 72.25% 1,001,715 - 6.64%
302 Citywide Lighting 6 15,093 501,187 - 18.52% 540,509 7.85%
310- 375 Landscaping & Lighting Special District 1 ,251,267 1,271,280 1.60% 1,277,797 0.51%
380 Canyon Park 2 8,674 24,480 - 14.63% 25,228 3.06%
383 Dougherty Valley 2 ,064,594 2,233,490 8.18% 3,523,928 57.78%
385 GHAD 1 63,474 241,054 47.46% 257,753 6.93%
387 Non Point Drainage 7 39,589 884,614 19.61% 885,500 0.10%
389 TDM Programs - - 0.00% 295,637 0.00%
390 Local Law Enforcement Block Grant 1 4,016 - - 100.00% - 0.00%
395 Low & Moderate Income Housing 1 ,264,143 1,327,089 4.98% 1,229,801 - 7.33%
410 RDA Administration 2 ,839,568 3,692,908 30.05% 5,808,173 57.28%
412 RDA Capital Projects 3 ,306,516 - - 100.00% 75,000 0.00%
420 Capital Projects 8 ,327 4,773,834 57229.58% 4,859,100 1.79%
537 Debt Service - 1991 COP 7 2 ,445,482 - - 100.00% - 0.00%
539 Debt Service - 1991 COP 9 4 97,508 497,943 0.09% 502,378 0.89%
540 Debt Service - 1991 COP 10 1 ,075,790 1,089,230 1.25% 1,070,795 - 1.69%
541 Debt Service - 1991 COP 11 2 ,588,411 235,925 - 90.89% 230,704 - 2.21%
595 RDA Debt Service - 94/ 98 TA Bonds 3 ,444,485 2,506,714 - 27.23% 4,759,052 89.85%
610- 622 Internal Service 9 03,419 - - 100.00% 204,978 0.00%
Total Revenue $ 66,567,855 $ 54,145,959 18.66% $ 63,443,415 17.17%
* Includes Transfers In
All City Revenue by Fund*
Total $ 63,443,415 FY 2004- 05
- 24 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Revenue Source Actual Actual Actual Final Adopted
Property Tax $ 9 ,957,595 $ 11,336,127 $ 11,212,637 $ 11,637,175 $ 12,653,262
Special Assessments 2 ,945,946 3,057,337 3,186,778 3,501,086 6 ,669,048
Sales & Use Tax 1 1,638,696 8,847,820 7,798,202 8,245,266 7 ,313,750
Property Transfer Tax 3 62,148 379,556 456,932 446,250 6 03,750
Transient Occupancy Tax ( TOT) 2 ,266,625 1,859,629 1,595,508 1,606,820 1 ,614,080
Franchise Fees 1 ,978,145 2,325,352 1,456,157 1,839,491 2 ,101,702
Licenses & Permits* 8 40,265 899,377 792,698 849,677 9 77,878
Motor Vehicle License Fees ( MVLF) 2 ,512,260 2,979,685 2,772,350 2,625,000 3 ,145,000
Intergovernmental 2 ,582,522 1,125,847 7,235,592 4,533,518 2 ,431,636
Charges for Services 2 ,466,754 2,475,497 2,792,547 3,325,646 3 ,866,973
Fines & Forfeitures* 5 00,478 430,586 452,187 420,000 4 19,600
Investment Income* 7 ,207,066 4,663,730 3,073,929 1,689,939 1 ,864,963
Development Fees* 1 ,268,758 1,443,426 1,909,791 1,164,048 1 ,391,623
Miscellaneous Revenue* 1 7,368,858 6,204,751 4,608,328 898,258 1 ,129,512
Total Revenue Before Transfers $ 6 3,896,116 $ 48,028,720 $ 49,343,636 $ 42,782,174 $ 46,182,777
Transfers In $ 1 8,206,437 $ 7,590,812 $ 17,224,219 $ 11,363,785 $ 1 7,260,638
Total Revenue Including Transfers $ 8 2,102,553 $ 55,619,532 $ 66,567,855 $ 54,145,959 $ 6 3,443,415
* Included as other revenue
Total $ 63,443,415 FY 2004- 05
All City Revenue by Source
Intergovernmental
4%
TOT
Franchise Fees 3%
3%
MVLF
5%
Property Transfer Tax
1%
Sales Tax
12%
Special Assessments
11%
Charges for Services
6%
Misc & Other
Revenue
9%
Transfers
26%
Property Tax
20%
- 25 -
02/ 03 03/ 04 % 04/ 05 %
Fund Fund Description Final Final Change Adopted Change
101 General Fund $ 34,487,481 $ 33,885,378 - 1.75% $ 33,857,572 - 0.08%
205- 225 Development Mitigation 117,703 191,681 62.85% 50,000 -
230 Gas Tax 1,897,225 386,318 - 79.64% 980,000 -
240 Park Development 274,662 49,639 - 81.93% 300,000 504.36%
250 SCCJEPA 671,223 233,062 - 65.28% 1,036,300 344.65%
260 Street Maintenance & Improvement 456,321 - - 100.00% 925,000 0.00%
270 Traffic Improvement 3,530,887 3,373,734 - 4.45% 1,701,800 - 49.56%
280 Tri- Valley Transportation Fund - - - - -
301 Citywide Landscaping 4,050,599 1,072,945 - 73.51% 1,001,715 - 6.64%
302 Citywide Lighting 539,376 531,309 - 1.50% 540,509 1.73%
310- 375 Landscaping & Lighting Special District 1,144,949 1,219,106 6.48% 1,193,271 - 2.12%
380 Canyon Park 5,701 21,301 273.64% 20,574 - 3.41%
383 Dougherty Valley 1,206,785 2,233,393 85.07% 3,523,928 57.78%
385 GHAD 77,485 190,306 145.60% 201,044 5.64%
387 Non Point Drainage 618,946 899,270 45.29% 892,753 - 0.72%
389 TDM Programs - - 0.00% 295,637 0.00%
390 Local Law Enforcement Block Grant 16,204 - - - -
395 Low & Moderate Income Housing 4,078,155 1,230,271 - 69.83% 1,464,429 19.03%
410 RDA Administration/ Projects 2,037,340 4,069,613 99.75% 6,549,085 60.93%
412 RDA Capital Projects - - 0.00% 350,000 0.00%
420 Capital Projects - 13,187,831 0.00% 4,956,027 - 62.42%
531- 541 Debt Service Funds 6,868,623 1,812,198 - 73.62% 1,821,377 0.51%
595 RDA Debt Service 5,385,355 2,506,714 - 53.45% 4,758,052 89.81%
610- 622 Internal Service ( 6,087) - - 100.00% 685,963 0.00%
Total Expenditures $ 67,458,933 $ 67,094,069 - 0.54% $ 67,105,036 0.02%
* Includes Transfers Out
All City Expenditures by Fund *
Total $ 67,105,036 FY 2004- 05
Internal Service
1.02%
Debt Service Funds
2.71%
CIP Fund
7.39%
Special Revenue Funds
18.87%
RDA Funds
19.55%
General Fund
50.45%
- 26 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
General Government $ 1 ,285,501 $ 2,027,072 $ 1,953,521 $ 1,544,648 $ 1,213,159
Human Resources 8 37,219 912,827 1,116,860 1,440,327 991,291
Finance 2 ,444,885 2,423,598 2,580,576 2,388,711 1,990,921
Planning 2 ,962,051 3,002,067 2,721,909 2,713,248 2,737,607
Police 5 ,674,784 6,435,783 7,602,660 8,774,786 9,727,184
Public Works 1 0,090,567 11,625,993 12,833,695 13,706,496 14,166,816
Parks & Community Services 4 ,035,659 4,320,223 4,909,669 5,133,810 5,120,884
Economic/ Redevelopment 1 ,423,831 1,825,940 1,831,540 3,164,020 3,395,406
Non- Departmental 1 ,997 2,589 32,038 250,000 1,281,674
Total Expenditures $ 28,756,494 $ 32,576,092 $ 35,582,468 $ 39,116,046 $ 40,624,942
* Excludes Transfers, CIP & Debt Service
All City Expenditures by Department *
Total $ 40,454,942 FY 2004- 05
Planning
6.96%
Police
Public Works 24.72%
36.01%
Finance
5.06%
Human Resources
2.52%
General Government
3.08%
Econ/ RDA
8.63%
Parks & Community
Services
13.02%
- 27 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Personnel Services $ 11,765,734 $ 1 3,624,428 $ 1 5,036,565 $ 1 6,548,527 $ 1 7,398,546
Contract Services 12,566,893 1 4,120,687 1 5,925,995 1 7,753,682 1 8,451,465
Material & Supplies 1,942,798 1 ,823,950 1 ,664,205 1 ,629,527 1 ,469,610
Other Costs 2,481,069 3 ,007,009 2 ,955,703 3 ,184,310 3 ,026,821
Capital Outlay 853,813 961,101 ( 6,087) - 278,500
Capital Improvement Program ( CIP) 12,499,115 1 3,523,908 7 ,829,651 1 2,190,726 4 ,640,027
Debt Service 18,627,669 6 ,961,895 6 ,828,687 4 ,318,912 4 ,579,429
Total Expenditures Before Transfers $ 60,737,091 $ 5 4,022,978 $ 5 0,234,719 $ 5 5,625,684 $ 4 9,844,398
Transfers Out $ 18,206,437 $ 7 ,590,812 $ 1 7,224,214 $ 1 1,468,385 $ 1 7,260,638
Total Expenditures Including Transfers $ 78,943,528 $ 6 1,613,790 $ 6 7,458,933 $ 6 7,094,069 $ 6 7,105,036
All City Expenditures by Category
Total $ 67,105,036 FY 2004- 05
Debt Service
6.82%
Transfers Out
25.72%
Personnel Services
25.93%
Contract Services
27.50%
Material & Supplies
2.19%
CIP
6.91%
Capital Outlay
0.42%
Other
4.51%
- 28 -
City of San Ramon
GENERAL FUND
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.
- 29 -
99/ 00 00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Audited Audited Audited Audited Amended Adopted
Description Actual Actual Actual Actual Budget Budget
Fund Balance, July 1 * $ 24,094,676 $ 31,180,352 $ 37,998,524 $ 33,383,011 $ 28,474,593 $ 20,100,000 *
REVENUE
Property Tax 5,660,402 $ 6,028,537 $ 6,520,686 $ 6,860,195 $ 6,739,613 $ 7,701,288
Sales and Use Tax 1 3,315,067 11,638,696 8,847,820 7,798,202 8,245,266 7,313,750
Property Transfer Tax 416,813 362,148 379,556 456,932 446,250 603,750
Transient Occupancy Taxes ( TOT) 1,778,473 2,266,625 1,859,629 1,595,508 1,606,820 1,614,080
Franchise Fees 1,830,445 1,978,145 2,325,352 1,456,157 1,839,491 2,101,702
Licenses and Permits 1,289,728 840,265 899,377 792,698 849,677 977,878
Motor Vehicle License Fee ( MVLF) 2,056,071 2,512,260 2,979,685 2,772,350 2,625,000 3,145,000
Intergovernmental 1,004,406 971,906 1,081,777 849,801 884,973 432,462
Charges for Services 2,633,071 2,466,754 2,475,497 2,792,547 3,325,646 3,866,973
Fines and Fortfeitures 435,113 500,478 430,586 452,187 420,000 419,600
Investment Income 1,399,092 3,285,524 2,505,192 1,724,956 1,150,000 1,185,000
Development Fees 80,492 29,926 37,315 31,981 38,000 28,850
Miscellaneous Revenue 1,069,151 1,069,151 904,650 1,103,718 898,258 1,121,103
Total Revenues 32,968,324 33,950,415 31,247,122 28,687,232 29,068,994 30,511,436
EXPENDITURES
General Government 3,628,346 1,273,459 2,029,421 1,953,521 1,544,648 1,213,159
Human Resources 837,219 912,827 1,116,860 1,440,327 991,291
Finance 2,444,885 2,423,598 2,580,576 2,388,711 1,958,458
Planning 3,557,511 2,934,225 3,002,067 2,721,909 2,713,248 2,441,970
Police Services 5,297,099 5,613,152 6,252,407 7,146,953 8,221,541 8,006,817
Public Works 2,929,233 5,210,024 5,930,011 6,399,458 9,145,111 8,998,848
Parks & Community Services 3,493,276 4,035,659 4,320,223 4,909,669 5,133,810 5,120,884
Economic/ Redevelopment - - - 370,850 289,944
Non- Departmental - 32,038 250,000 628,174
Capital Improvement Program ( CIP) 1,050,157 972,579 5,701,629 2,477,384 - -
Total Expenditures 19,955,622 23,321,202 30,572,183 29,338,368 31,208,246 29,649,545
OTHER FINANCING SOURCES ( USES)
Operating Transfers In 915,401 813,029 861,957 891,831 1,786,865 3,346,436
Operating Transfers Out ( 6,842,427) ( 4,624,070) ( 6,152,409) ( 5,149,113) ( 6,677,132) ( 4,208,027)
Total Other Financing Sources ( 5,927,026) ( 3,811,041) ( 5,290,452) ( 4,257,282) ( 4,890,267) ( 861,591)
Net Increase ( Decrease) in Fund Balance $ 7,085,676 $ 6,818,172 ($ 4,615,513) ($ 4,908,418) ($ 7,029,519) $ 300
FUND BALANCE:
Fund Balance, June 30 $ 31,180,352 $ 37,998,524 $ 33,383,011 $ 28,474,593 $ 21,445,074 $ 20,100,300
Reserve as % of Expenditures
* Beginning 2004- 2005 fund balance is an estimated actual and includes assumption
of $ 5.6M transferred for unfund liabilities
GENERAL FUND
REVENUE - EXPENDITURE - FUND BALANCE
- 30 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Revenue Source Actual Actual Actual Final Adopted
Property Tax $ 6,028,537 $ 6,520,686 $ 6,860,195 $ 6,739,613 $ 7,701,288
Sales Tax 11,638,696 8,847,820 7,798,202 8,245,266 7,313,750
Property Transfer Tax 362,148 379,556 456,932 446,250 603,750
Transient Occupancy Tax ( TOT) 2,266,625 1,859,629 1,595,508 1,606,820 1,614,080
Franchise Fees 1,978,145 2,325,352 1,456,157 1,839,491 2,101,702
Licenses & Permits* 840,265 899,377 792,698 849,677 977,878
Motor Vehicle License Fees ( MVLF) 2,512,260 2,979,685 2,772,350 2,625,000 3,145,000
Intergovernmental 971,906 1,081,777 849,801 884,973 432,462
Charges For Services 2,466,754 2,475,497 2,792,547 3,325,646 3,866,973
Fines & Forfeitures* 500,478 430,586 452,187 420,000 419,600
Investment Income* 3,285,524 2,505,192 1,724,956 1,150,000 1,185,000
Development Fees* 29,926 37,315 31,981 38,000 28,850
Miscellaneous Revenue* 1,069,151 904,650 1,103,718 898,258 1,121,103
Transfers In 813,029 861,957 891,831 1,786,865 3,346,436
Total Revenue $ 34,763,444 $ 32,109,079 $ 29,579,063 $ 30,855,859 $ 33,857,872
* Included as other revenue
General Fund Revenue by Source
Total $ 33,857,872 FY 2004- 05
Property Transfer Tax
1.78%
Franchise Fees
6.21%
TOT
4.77%
Sales Tax
21.60%
MVLF
9.29%
Property Tax
22.75%
Intergovernmental
1.28%
Transfers In
9.88%
Other Revenue
11.02%
Charges for Services
11.42%
- 31 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
General Government $ 1,271,462 $ 2,027,072 $ 1,953,521 $ 1,544,648 $ 1,213,159
Human Resources $ 837,219 $ 912,827 $ 1,116,860 $ 1,440,327 $ 991,291
Finance $ 2,444,885 $ 2,423,598 $ 2,580,576 $ 2,388,711 $ 1,958,458
Planning $ 2,934,225 $ 3,002,067 $ 2,721,909 $ 2,713,248 $ 2,441,970
Police $ 5,613,152 $ 6,252,407 $ 7,146,953 $ 8,221,541 $ 8,006,817
Public Works $ 5,210,024 $ 5,930,011 $ 6,399,458 $ 9,145,111 $ 8,998,848
Parks & Community Services $ 4,035,659 $ 4,320,223 $ 4,909,669 $ 5,133,810 $ 5,120,884
Economic/ Redevelopment $ 0 $ 0 $ 0 $ 370,850 $ 289,944
Non- Departmental $ 1,997 $ 2,589 $ 32,038 $ 250,000 $ 628,174
Total Expenditures $ 22,348,623 $ 24,870,794 $ 26,860,984 $ 31,208,246 $ 29,649,545
General Fund Expenditures by Department
Total $ 29,649,545 FY 2004- 05
Non- Departmental
2.12%
Planning
8.24%
Police
27.00%
Public Works
30.35%
Finance
6.61%
Human Resources
3.34%
General Government
4.09%
Econ/ RDA
0.98%
Parks & Community
Services
17.27%
- 32 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Personnel Services $ 9,294,164 $ 11,086,148 $ 12,087,413 $ 15,039,353 $ 14,865,985
Contract Services 10,005,406 10,580,414 11,596,676 13,283,588 12,254,228
Material & Supplies 1,556,866 1,382,904 1,277,298 1,416,992 1,189,319
Other Costs 1,492,187 1,821,088 1,899,597 1,468,313 1,340,013
Capital Outlay - - - - -
Capital Improvement Program ( CIP) 972,579 5,701,629 2,477,384 - -
Total Expenditures Before Transfers $ 23,321,202 $ 30,572,183 $ 29,338,368 $ 31,208,246 $ 29,649,545
Debt Service Transfer Out 1,117,766 1,773,292 1,748,869 1,815,198 1,641,377
Other Transfers Out 3,506,304 4,379,117 3,400,244 861,934 2,566,650
Total Expenditures Including Transfers $ 27,945,272 $ 36,724,592 $ 34,487,481 $ 33,885,378 $ 33,857,572
General Fund Expenditures by Category
Total $ 33,857,572 FY 2004- 05
Transfers Out
12.43%
Personnel Services
43.91%
Contract Services
36.19%
Material & Supplies
3.51%
Other Costs
3.96%
- 33 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Department Actual Actual Actual Final Adopted
General Government 6.50 6.50 6.45 6.50 5.50
Human Resources 9.00 10.00 10.00 5.00 4.00
Finance 6.00 6.00 7.00 13.00 13.00
Planning 20.65 23.70 26.25 23.50 24.50
Police Services 49.64 54.14 57.50 56.50 60.50
Public Works 76.24 87.77 88.26 91.60 90.60
Parks and Community Services 24.50 27.90 28.60 28.60 28.60
Economic/ Redevelopment 2.55 1.75 2.75 2.50 2.50
Total FTE Personnel 195.08 217.76 226.81 227.20 229.20
Note: FTE totals adjusted due to realignment of departments and RDA.
Full Time Equivalents ( FTE) By Department
- 34 -
A. FY 2003- 04 APPROPRIATIONS LIMIT $ 3 3,993,254
B. ADJUSTMENT FACTORS
1. City Population Growth 1.0353
2. California Per Capita Income 1.0328
Total Adjustment % 1.0693
C. ANNUAL ADJUSTMENT 2 ,354,299
D. OTHER ADJUSTMENTS 0
E. TOTAL ADJUSTMENTS 2 ,354,299
F. FY 2004- 05 APPROPRIATIONS LIMIT $ 3 6,347,553
A. PROCEEDS OF TAXES:
Property Tax $ 7,701,288
Sales & Use Tax $ 7,313,750
Property Transfer Tax $ 603,750
Transient Occupancy Tax $ 1,614,080
Motor Vehicle In Lieu 3 ,145,000
Off- Highway Vehicles 1 ,300
Homeowners Relief 1 38,426
Interest Earned on Proceeds of Taxes 7 96,860.20
2 1,314,454
B. EXCLUSIONS:
Debt Service 1 ,641,377
Qualified Capital Outlays -
1 ,641,377
C. APPROPRIATIONS SUBJECT TO LIMITATION 1 9,673,077
D. CURRENT YEAR LIMIT 3 6,347,553
E. OVER ( UNDER) LIMIT $ ( 16,674,476)
CITY OF SAN RAMON APPROPRIATION LIMIT CALCULATION
FISCAL YEAR 2004- 05 APPROPRIATIONS LIMIT
FY 2004- 05 APPROPRIATIONS SUBJECT TO LIMITATION
- 35 -
City of San Ramon
REVENUE
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 10th of each month. Section 11005( a) specifies that
81.25% of the revenue is to be divided equally between cities and counties and
apportioned on the basis of population.
The 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.
- 37 -
City of San Ramon
REVENUE
• 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.
- 38 -
GENERAL
GOVERNMENT
Entrance on San Ramon Valley Blvd.
City of San Ramon
GENERAL GOVERNMENT
FY 2004- 05
- Document Management
- Legislative History
- Passport Services
City Clerk
City Manager City Attorney
City Council
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
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 2003- 04
• Hired a new City Attorney which lowered legal costs
• Adopted a General Fund reserve policy to help maintain the fiscal health of the City of
San Ramon
• Presided over the groundbreaking for new City facilities in Dougherty Valley and held
meetings with the new residents of the area
• Reduced the City operating deficit and maintained core services
• Renewed commitment to strengthen the local economy though support of various
economic development initiatives
Major Action Plan Items
FY 2004- 2005
• Insure the efforts continue to improve relations between City staff and management
• Continue to implement sound policies to strengthen the City financial condition
• Support the ballot measure to increase the Transient Occupancy Tax to help secure
needed funding to provide City services
• Work with local government associations such as the League of California Cities to
protect local revenue sources
• Hire a new City Manager
• Continue efforts to retain and attract new business and generate local jobs
- 41 -
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
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 2003- 2004
• Submitted the 2004- 05 Annual Operating and CIP budgets
Major Action Plan Items
FY 2004- 2005
• Improve employee relations
• Negotiate a new Memorandum of Understanding with Local 790
• Review City management structure to insure efficiency of operation
• Insure that staff is receiving adequate training
• Submit fiscal year 2005- 2006 annual operating and CIP budget to the City Council
- 42 -
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
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 2003- 2004
• Reduced the cost of legal services
• Drafted ballot language for the increase in Transient Occupancy Taxes
• Provided legal assistance for the development of a Dougherty Valley CSA
reimbursement agreement
Major Action Plan Items
FY 2004- 2005
• Update the City Municipal Code where needed
• Assist in Labor Negotiations
• Help finalize the Dougherty Valley Reimbursement Agreement
- 43 -
City of San Ramon
GENERAL GOVERNMENT OVERVIEW
CITY CLERK
Statement of Purpose
The City Clerk is the custodian of all legal and official City records, is responsible for
conducting municipal elections, processing public requests for information,
administering Conflict of Interest requirements, organizing and publishing City Council
agendas, and is the recording Clerk for all City Council meetings.
Significant Accomplishments
FY 2003- 2004
• Coordinated the November 2003 election
• Assisted in Council candidate orientation
• Making all City Council agendas and staff reports available to the public on the web
Major Action Plan Items
FY 2004- 2005
• Coordinate the November 2004 special election
• Continue to implement the records retention program
• Work with the City Webmaster to improve the content of the website agenda and minutes
- 44 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Authorized Positions Actual Actual Actual Final Adopted
Administrative Coordinator 1.25 1.00 0.00 0.00 0.00
Assistant City Manager 0.00 0.00 1.00 1.00 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
Economic Development Director 0.20 0.20 0.20 0.00 0.00
Executive Assistant 0.00 0.00 1.00 2.00 2.00
Office Assistant I/ II 1.00 0.00 0.00 0.00 0.00
Office Specialist 0.00 1.00 1.00 0.00 0.00
Office Technician I/ II 1.25 1.25 1.25 1.50 1.50
Program Manager 0.00 0.80 0.00 0.00 0.00
Administrative Analyst 0.80 0.25 0.00 0.00 0.00
Total Authorized Positions 6.50 6.50 6.45 6.50 5.50
CITY OF SAN RAMON
SUMMARY OF DEPARMENTAL BUDGET
GENERAL GOVERNMENT
- 45 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
City Council $ 199,243 $ 301,505 $ 2 61,754 $ 160,921 $ 163,505
City Clerk 260,324 414,569 3 03,114 444,665 390,087
City Attorney 144,635 394,245 6 49,472 450,900 284,816
City Manager 681,299 916,753 7 39,181 488,162 374,751
Department Total $ 1,285,501 $ 2,027,072 $ 1 ,953,521 $ 1,544,648 $ 1,213,159
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Personnel Services $ 677,138 $ 1,090,434 $ 8 60,156 $ 769,923 $ 691,707
Contract Services 446,728 715,235 8 87,730 688,500 430,846
Materials and Supplies 22,837 21,670 2 1,453 14,500 28,081
Other Costs 138,798 199,733 1 84,182 71,725 62,525
Total Expenditures $ 1,285,501 $ 2,027,072 $ 1 ,953,521 $ 1,544,648 $ 1,213,159
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 280,306 $ 251,909 $ 2 71,500 $ 82,375 $ 87,350
CITY OF SAN RAMON
Expenditure Summary By Division
SUMMARY OF DEPARMENTAL BUDGET
GENERAL GOVERNMENT
Revenue Summary
Expenditure Summary By Category
- 46 -
Program Program Net Program
Description Expenditures Revenue Cost
City Council $ 163,505 $ 163,505
City Clerk Administration 289,921 8 7,350 202,571
Election/ Voter Outreach 79,624 79,624
Legislative History 20,542 20,542
City Attorney 284,816 284,816
City Management 374,751 374,751
Program Totals $ 1,213,159 $ 8 7,350 $ 1,125,809
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARMENTAL BUDGET
GENERAL GOVERNMENT
- 47 -
HUMAN
RESOURCES
Pacific Bell at Bishop Ranch
City of San Ramon
HUMAN RESOURCES
FY 2004- 05
- Claims Administration
- Human Resources Management
- Labor Relations
- Organizational Development
- Public Information
- Recruitment
- Risk Management
- Training
- Wage & Benefits
Human Resources
Programs
Risk Management
Programs
Public Information
Program
Director
City of San Ramon
HUMAN RESOURCES DEPARTMENT OVERVIEW
Statement of Purpose
The Human Resources Division provides the City with quality personnel services in
the following areas: recruitment, classification and compensation, labor relations,
performance evaluations, organizational development, and employee benefits and
services.
Significant Accomplishments
FY 2003- 2004
• Investigated the use of an on- line comprehensive compensation survey service for " real
time" salaries and benefits of other local government organizations in the Bay Area
• Increased internal- policy training opportunities for managers and employees
• Worked with the Performance Evaluation Review Committee to finalize a modified personnel
evaluation form
• Began review/ modification of the City's pay for performance compensation and
performance appraisal systems
• Began discussion with Local 790 concerning the consistency of supervisory
responsibilities in equivalent classifications
• Developed Citywide recruitment request directive
• Convened an Employee Compensation Survey and Methodology Review Committee
• Prepared a Compensation Study RFP and contracted with a consulting firm to conduct
a comprehensive salary survey
• Assumed the responsibility for Claims management/ processing from the City Clerk’s
office
• Coordinated and sponsored several mandatory training sessions, including:
Management Supervision and Discipline, ERMA – Smart Risk Management, and
Conflict Resolution
• Successfully recruited a Chief Building Official
• Provided technical assistance to employees concerning establishment of an additional
union or association
Major Action Plan Items
FY 2004- 2005
• Establish a self- service information page to assist inquirers in obtaining fast and up to
date information such as job descriptions, salary and benefit schedules, labor
agreements, etc.
• Continue review/ modification of the City's pay for performance compensation and
performance appraisal systems
• Update City Personnel Rules and Regulations
• Work with established labor relation organization( s) on wages/ benefits and other
working conditions
• Develop and distribute comprehensive employee training brochure
- 51 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Authorized Positions Actual Actual Actual Final Adopted
Administrative Anaylst 0.00 0.00 1.00 0.00 0.00
Administrative Services Director 1.00 1.00 1.00 0.00 0.00
Computer Specialist 0.00 1.00 1.00 0.00 0.00
Computer Technician 1.00 1.00 0.00 0.00 0.00
Division Manager 2.00 2.00 2.00 1.00 0.00
Human Resources Director 0.00 0.00 0.00 1.00 1.00
Office Technician I/ II 4.00 4.00 4.00 2.00 2.00
Personnel Specialist 1.00 1.00 1.00 1.00 1.00
Total Authorized Positions 9.00 10.00 10.00 5.00 4.00
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
HUMAN RESOURCES
- 52 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Administration $ - $ - $ - $ 3 75 $ 90,221
Human Resources 8 37,219 9 12,827 1 ,116,860 1 ,439,952 901,070
Department Total $ 8 37,219 $ 9 12,827 $ 1 ,116,860 $ 1 ,440,327 $ 991,291
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Personnel Services $ 2 92,761 $ 2 92,806 $ 3 26,505 $ 3 51,090 $ 316,140
Contract Services 1 28,393 9 5,003 1 85,256 4 9,450 47,850
Materials and Supplies 1 1,739 6 ,396 6 ,585 1 0,000 7,500
Other Costs 4 04,326 5 18,622 5 98,514 1 ,029,787 619,801
Total Expenditures $ 8 37,219 $ 9 12,827 $ 1 ,116,860 $ 1 ,440,327 $ 991,291
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 6 7,763 $ 6 7,560 $ 5 4,448 $ 5 4,448 $ 115,180
Revenue Summary
Expenditure Summary By Category
CITY OF SAN RAMON
Expenditure Summary By Division
SUMMARY OF DEPARTMENTAL BUDGET
HUMAN RESOURCES
- 53 -
Program Program Net Program
Description Expenditures Revenue Cost
Administrative Services Administration $ 9 0,221 $ 9 0,221
Human Resource Administration 4 2,022 4 2,022
Labor Relations 3 0,774 3 0,774
Organizational Development 1 21,161 1 21,161
Recruitment 5 6,726 5 6,726
Risk Management/ Safety 5 73,996 1 15,180 4 58,816
Wages & Benefits 7 6,391 7 6,391
Program Totals $ 9 91,291 $ 1 15,180 $ 8 76,111
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
HUMAN RESOURCES
- 54 -
FINANCE
City of San Ramon
FINANCE
FY 2004- 05
- Technology Dev/ Admin
- Network Administration
- Network Security
- Website Dev/ Admin
- Database Administration
- Budget
- Contract Administration
- Mail/ Fax Operations
- Photocopying & Printing
- Purchasing
- Telecommunications
- Accounts Payable
- Accounts Receivable
- Budget
- Business License
- Financial Planning
- Financial Reporting
- Payroll
- Treasury Management
Finance
Division Manager
Information Technology
Division Manager
Central Services
Program Manager
Director
City of San Ramon
FINANCE DEPARTMENT OVERVIEW
FINANCE DIVISION
Statement of Purpose
The Finance Department acts to ensure the City maintains 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 2003- 2004
• Redesigned the 2003- 04 Budget Document
• Prepared the annual financial statements for the year ending June 30, 2003 in
conformance with Governmental Accounting Standards Board ( GASB) Statement No.
34
• Worked with Public Works to develop an improved Capital Improvement Program
development process
• Assisted in the Dougherty Valley Reimbursement Agreement Negotiations
• Helped develop a Transient Occupancy Tax increase structure
• Placed the annual budget and financial statements on the City website
• Implemented a procurement card program
• Put the City audit contract out to bid for the selection of a new City auditor
• Developed and updated policies for City reserves and City investments
• Prepared and presented the mid- year financial review and five- year financial projection
Major Action Plan Items
FY 2004- 2005
• Upgrade the annual financial statements to a “ Comprehensive Annual Financial Report”
• Coordinate the development of the 2005- 2006 operating budget
• Prepare an updated five- year financial projection and mid- year financial review
• Re- establish on going equipment replacement funding
• Contract for an actuarial study to establish appropriate funding levels to cover the
liability for retiree health care costs
• Develop a centralized purchasing function for larger dollar costs procurements
• Establish a formalized internal audit process
• Continue to improve ongoing financial reporting to the Council and City Management
Team
- 57 -
City of San Ramon
FINANCE DEPARTMENT OVERVIEW
INFORMATION TECHNOLOGY
DIVISION
Statement of Purpose
The Information Technology Division is responsible for short- and long- range
planning for the City’s technology networking systems, including purchase,
replacement and troubleshooting of hardware and software. The Division maintains
the City’s website, financial and service program software systems; Citywide
databases, and is responsible for network safety and security.
Significant Accomplishments
FY 2003- 2004
• Computer kiosks at PVG and IHG completed, secure & on- line
• Improved overall network security through the application of network analyzers, syslog
monitoring, and updating infrastructure systems
• Implement new anti- spam gateway to control unsolicited email to staff
• Participation in Small Business Task Force
• Update major mission- critical information technology systems including HTE, Class, and
Raiser's Edge
• Maintain an extremely high level of network availability and uptime providing staff with
full access, minimal disruptions and improved efficiencies
• Retire old HP3000- based finance system; reorganize server room
• In line with Council directive to increase communication among staff, drafted new
employee newsletter, expanding on information available to staff
• Conducted an inventory of computer workstations and established a Life- Span Four
Year Replacement Cycle Cost Program
Major Action Plan Items
FY 2004- 2005
• Maintain City data network including all PC workstation hardware and software, all
servers and infrastructure devices and communication circuits
• Maintain network security, internal and external
• Administer and maintain the City public web site, HTE finance and community
development system, document management system, and intranet
• Maintain helpdesk to resolve end- user problems and assist staff in better using the
City's information systems
• Conduct an inventory of Servers, Printers and Network Infrastructure equipment and
develop a Replacement Cycle Cost Program
• Purchase new computer equipment according to criteria established in the
Replacement Program
- 58 -
City of San Ramon
FINANCE DEPARTMENT OVERVIEW
CENTRAL SERVICES DIVISION
Statement of Purpose
The Central Services Division is responsible for the City’s mailroom, printing,
photocopying and document transmission equipment, furniture and office
equipment, telecommunications systems, procurement services and contract
administration.
Significant Accomplishments
FY 2003- 2004
• Developed standard Contract Administration procedures and trained all City staff
• Provided management oversight of the Police Department and Engineering and
Transportation relocations
• Initiated development of Loss Control Credit Program application to Contra Costa
County Municipal Risk Management Insurance Authority
• Assisted Finance Division with the development of a formal purchasing manual for
Citywide application
• In conjunction with the Finance Division and City Manager redesigned the budget
document
• Streamlined the ordering and distribution of supplies and telecommunications
• Switched from multiple cellular phone service vendors to sole source, resulting in a
monthly cost savings of $ 2,500
• Implemented new procedures for mail processing requiring use of “ presorted standard
mail processing/ bulk mail” practices, saving approximately $ 2,000 a month
• Centralized contracting procedures
Major Action Plan Items
FY 2004- 2005
• Streamline and refine further the Contract Administration process; make all information
available on the intranet
• Develop working relationship with vendors relative to our Contract Administration
process, by meeting with them to obtain feedback
• Develop City Purchasing Policy
• Establish Procurement function
- 59 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Authorized Positions Actual Actual Actual Final Adopted
Accountant 1.00 1.00 1.00 1.00 1.00
Accounting Specialist 4.00 4.00 4.00 4.00 4.00
Administrative Anaylst 0.00 0.00 0.00 1.00 1.00
Computer Specialist 0.00 0.00 0.00 1.00 1.00
Division Manager 1.00 1.00 1.00 2.00 2.00
Finance Director 0.00 0.00 1.00 1.00 1.00
Office Specialist 0.00 0.00 0.00 1.00 1.00
Office Technician I/ II 0.00 0.00 0.00 1.00 1.00
Program Manager 0.00 0.00 0.00 1.00 1.00
Total Authorized Positions 6.00 6.00 7.00 13.00 13.00
Note: Prior to 2003- 2004 part of Administrative Service
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
FINANCE
- 60 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Finance $ 6 76,617 $ 6 62,181 $ 7 24,791 $ 8 24,639 $ 710,349
Information Technology 6 59,433 7 80,128 8 72,911 5 80,414 501,531
Central Services 1 ,108,835 9 81,289 9 82,874 9 83,658 779,041
Department Total $ 2 ,444,885 $ 2 ,423,598 $ 2 ,580,576 $ 2 ,388,711 $ 1,990,921
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Personnel Services $ 8 74,640 $ 9 15,586 $ 1 ,053,302 $ 1 ,194,140 $ 1,302,688
Contract Services 8 38,678 8 97,127 9 29,212 8 94,236 552,836
Materials and Supplies 4 70,860 2 76,591 2 94,267 2 73,395 115,032
Other Costs 2 60,707 3 34,294 3 03,795 2 6,940 20,365
Total Expenditures $ 2 ,444,885 $ 2 ,423,598 $ 2 ,580,576 $ 2 ,388,711 $ 1,990,921
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 2 90,297 $ 3 63,888 $ 2 49,055 $ 2 19,620 $ 166,460
CITY OF SAN RAMON
Expenditure Summary By Division
SUMMARY OF DEPARTMENTAL BUDGET
FINANCE
Revenue Summary
Expenditure Summary By Category
- 61 -
Program Program Net Program
Description Expenditures Revenue Cost
Finance Administration $ 1 73,544 $ 1 73,544
Accounting & Payroll 3 28,289 3 28,289
Business Licensing 7 2,900 1 66,260 ( 93,360)
Cash Management 1 35,616 2 00 1 35,416
Information Technology Administration 3 02,839 3 02,839
Project Development 8 2,824 8 2,824
Web Services 1 15,868 1 15,868
Central Services Administration 4 6,230 4 6,230
Central Supplies 8 7,850 8 7,850
Central Support 8 2,417 8 2,417
Support Services 2 84,523 2 84,523
Telecommunications 2 78,021 2 78,021
Program Totals $ 1 ,990,921 $ 1 66,460 $ 1 ,824,461
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
FINANCE
- 62 -
PLANNING
Bellingham Square Park
City of San Ramon
PLANNING
FY 2004- 05
- 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
Planning
Division
Building
Division Manager
Transportation
Division Manager
Director
City of San Ramon
PLANNING DEPARTMENT OVERVIEW
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 respond to the needs of the community
through implementation of the General Plan and other specific plans, planning and
zoning laws; and for identifying housing programs and services that are affordable and
respond to the City’s workforce housing needs.
Significant Accomplishments
FY 2003- 2004
• Completed Annexation of Gale II ( partial) and all of Windemere Phase 1
• Completed Interim CSA/ Reimbursement Agreement resulting in $ 1.1 Million payment to the
City from Contra Costa County for reimbursement of cost of services relative to Dougherty
Valley
• Initiated the NW Specific Plan process and the Westside Specific Plan update
• Completed and Certified the City Civic Center Environmental Impact Report
• HCD acceptance of the City of San Ramon Housing Element
• Initiated process to streamline Architectural Review Board member selection and Home
Occupation permits
• Initiated meetings with Open Space Conservation Advisory Committee for the development
of programs to preserve, enhance and acquire open space consistent with General Plan
2020
• Update Zoning Ordinance and create draft Zoning Map and Annexation Map in digital
format, which allowed integration of the maps with GIS for consistency. Participated in the
design the Dougherty Valley Village Center
• Collaboration with Tri- Valley Affordable Housing Committee on the development of a
regional Homebuyer Clearinghouse
Major Action Plan Items
FY 2004- 2005
• Complete Zoning Ordinance Update
• Complete Crow Canyon and Northwest Specific Plans
• Annexations of Windemere II and remainder of Gale Ranch 2
• Initiate Childcare Ordinance and Fee update
• Publish the General Plan 2020
• Complete update of Architectural Review Guidelines
- 65 -
City of San Ramon
PLANNING DEPARTMENT OVERVIEW
BUILDING DIVISION
Statement of Purpose
The Building 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, conservation standards, regulations and ordinances.
Significant Accomplishments
FY 2003- 2004
• Evaluation of the fee schedule and adoption of the revised fee schedule
• Training for the building inspectors to function as combination inspectors on commercial
and residential projects
• Assisting PG& E in providing information and support to public to enforce the State’s
energy conservation standards
Major Action Plan Items
FY 2004- 2005
• Evaluate current fee schedule and recommend appropriate changes for adoption
• In coordination with other departments develop a program for the inventory, maintenance
and replacement of the Division vehicles
• Participate in maintaining and updating of the City’s emergency programs, plans and
procedures
• Continue conversion of all Building Division microfiche to laser fiche program
Budget Notes
FY 2004- 2005
• Supervising Inspector position unfunded
- 66 -
City of San Ramon
PLANNING DEPARTMENT OVERVIEW
TRANSPORTATION DIVISION
Statement of Purpose
The Transportation Division evaluates and recommends 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 2003- 2004
• Developed projects and programs to include in Measure C Reauthorization
• Completed traffic and parking studies for Dougherty Valley Village Center
• Developed and approved Tri- Valley Transportation Development Fund interim fee increase
• Reviewed Windemere Phases 3- 5 Traffic Study
• Completed Dougherty Valley Transit Feasibility Study
• Finalized I- 680 Options Analysis Study
• Implemented extended evening and weekend public transit service
• Completed Citywide employer transportation survey
Major Action Plan Items
FY 2004- 2005
• Finalize Measure C Reauthorization Expenditure Plan
• Review and provide input to County Connection’s Basic Level of Service Policy
• Update Tri- Valley Transportation Council Fee Nexus Study
• Review and update San Ramon projects included in Metropolitan Transportation
Commission ( MTC) Regional Transportation Plan T- 2030.
• Finalize Community Transit Study
• Enhance Citywide Employer Transportation Demand Management Program
• Finalize and adopt “ revised” Residential Traffic Calming Program
• Establish San Ramon Valley School Transportation Committee in concert with San Ramon
Valley Unified School District and Town of Danville
Budget Notes
FY 2004- 2005
• Division Manager position unfunded
• Administration Analyst position created
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00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Authorized Positions Actual Actual Actual Final Adopted
Administrative Analyst 0.00 0.00 1.00 0.00 1.00
Administrative Coordinator 1.00 1.00 0.00 1.00 1.00
Assistant Planner 1.00 2.00 2.00 2.00 2.00
Associate Planner 1.00 1.00 1.00 1.00 1.00
Building & Safety Director 1.00 1.00 0.00 0.00 0.00
Building Inspector 3.00 3.00 3.00 2.00 2.00
Community Development Director 0.00 0.00 1.00 1.00 0.00
Division Manager 0.00 0.00 4.00 2.00 2.00
Engineering Specialist 0.00 0.00 0.00 0.00 1.00
Neighborhood Preservation Inspector 1.00 1.00 1.00 1.00 1.00
Office Specialist 0.00 2.00 2.00 2.00 2.00
Office Technician I/ II 2.20 2.20 1.75 1.00 1.00
Permit Specialist 2.00 2.00 2.00 2.00 2.00
Planning Director 1.00 1.00 0.00 1.00 1.00
Program Manager 1.00 1.00 2.00 1.00 1.00
Senior Building Inspector 2.50 1.50 1.50 2.50 2.50
Senior Engineer 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.95 2.00 2.00 2.00 2.00
Supervising Inspector 0.00 1.00 1.00 1.00 1.00
Transportation Director 1.00 1.00 0.00 0.00 0.00
Total Authorized Positions 20.65 23.70 26.25 23.50 24.50
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PLANNING
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00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Planning $ 1 ,476,675 $ 1 ,192,636 $ 9 74,215 $ 1 ,182,112 $ 986,117
Building 8 38,001 9 35,497 8 74,684 8 90,435 1,027,342
Transportation 6 47,375 8 73,934 8 73,010 6 40,701 724,148
Department Total $ 2 ,962,051 $ 3 ,002,067 $ 2 ,721,909 $ 2 ,713,248 $ 2,737,607
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Personnel Services $ 1 ,873,123 $ 2 ,068,825 $ 2 ,219,460 $ 1 ,910,153 $ 2,029,450
Contract Services 1 ,002,661 8 25,032 4 24,741 7 41,395 623,632
Materials and Supplies 3 6,700 4 1,682 1 6,579 2 6,550 48,225
Other Costs 4 9,567 6 6,528 6 1,129 3 5,150 36,300
Total Expenditures $ 2 ,962,051 $ 3 ,002,067 $ 2 ,721,909 $ 2 ,713,248 $ 2,737,607
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 1 ,269,443 $ 1 ,557,666 $ 1 ,321,624 $ 1 ,934,264 $ 2,204,195
Revenue Summary
Expenditure Summary By Category
CITY OF SAN RAMON
Expenditure Summary By Division
SUMMARY OF DEPARTMENTAL BUDGET
PLANNING
- 69 -
Program Program Net Program
Description Expenditures Revenue Cost
Planning Administration $ 2 60,367 $ 1 02,900 $ 1 57,467
Architectural Review 6 1,565 3 8,500 2 3,065
City Center 3 1,530 3 1,530
Development Administration 5 0,848 4 01,150 ( 350,302)
North West Plan 5 1,983 5 1,983
General Plan Management 8 7,343 6 0,000 2 7,343
Westside SP Amendment 5 5,679 5 5,679
Special Planning Studies 7 3,147 7 3,147
Subdivision Processing 3 5,092 3 5,092
Zoning Ordinance Update 6 1,075 6 1,075
Zoning Administration 1 37,800 1 37,800
Planning Dougherty Valley 7 9,688 7 9,688
Building Administration 2 94,030 4 ,090 2 89,940
Inspection & Code Enforcement 4 62,779 9 07,218 ( 444,439)
Neighborhood Preservation 1 24,335 1 24,335
Plan Checking 1 46,198 3 91,000 ( 244,802)
Transportation Administration 8 7,307 3 ,700 8 3,607
Residential Traffic Calming 5 2,516 5 2,516
Traffic Safety 8 ,341 8 ,341
Transportation Planning 5 1,907 5 1,907
TDM - Administration 5 1,700 5 1,700 -
TDM - Clean Fuel Vehicle 3 2,526 3 2,526 -
TDM- Carpool to School Program 4 2,173 4 2,173 -
TDM - Vanpool Program 7 0,000 7 0,000 -
TDM - Voluntary EBTR 6 9,238 6 9,238 -
TDM - Public Transit Plan 8 ,481 8 ,481
TDM - Bike Lockers/ Racks 3 0,000 3 0,000 -
Transportation Dougherty Valley 2 19,959 2 19,959
Program Totals $ 2 ,737,607 $ 2 ,204,195 $ 5 33,412
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PLANNING
- 70 -
PARKS &
COMMUNITY
SERVICES
2004 Art & Wind Festival Poster
City of San Ramon
PARKS & COMMUNITY SERVICES
FY 2004- 05
- Community Facilities
- Cultural Arts
- Historical Properties
- Leisure Enrichment Programs
- Nature Programs
- Neighborhood Programs
- Senior Programs
- Special Events
- Volunteer Programs
- Adult & Youth Sports
- Aquatics
- Cable Franchise/ CTV
- Gardening Programs
- Library Services
- Parks Planning
- Teen Programs
Recreation Services
Division Manager
Community Services
Division Manager
Director
City of San Ramon
PARKS & COMMUNITY SERVICES DEPARTMENT OVERVIEW
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 2003- 2004
• Planned and obtained approval for the design of the new Community Center and Library in
Dougherty Valley in conjunction with developers, DVOC and County
• Planned and obtained approval for the design of 5 parks in the Dougherty Valley in
conjunction with developers and County
• Completed the Proposition 14 Library Grant application to the State of California
• Provided 34,300 volunteer hours within the City, which equates to 17.5 full time employees
• Implemented new teen summer camp - The Attic
• Received an Award of Excellence from the California Park and Recreation Society for the
Spring 2003 Activities Guide
• Maintained overall program service levels through revenue enhancements and expenditure
reductions
Major Action Plan Items
FY 2004- 2005
• Coordinate public/ private partnership with the San Ramon Valley Rotary for fundraising for
the David Glass House
• Implement short and long- range plans for the restoration and interpretation of the David
Glass House based on consultant recommendations to City Council
• Implement guidelines for the landscaping, interpretive programming, acquisition and display
of furnishings, accessories and exhibits for the David Glass House based on consultant
recommendations to City Council
• Implement and coordinate new City sponsored programs, maintenance and gardening
activities at Crow Canyon Gardens
• Assist in the coordination of the CTV studio renovation
• Implement new Affinity/ Membership program
• Develop implementation plan for the opening of new Community Center and Library facilities
in the Dougherty Valley
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00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Authorized Positions Actual Actual Actual Final Adopted
Administrative Coordinator 1.00 1.00 1.00 1.00 1.00
Division Manager 1.00 2.00 2.00 2.00 2.00
Facilities Coordinator 1.00 1.00 1.00 1.00 1.00
Maintenance Technician 0.50 0.50 1.00 1.00 1.00
Office Specialist 1.00 1.00 0.00 0.00 0.00
Office Technician I/ II 4.40 4.80 5.80 5.80 5.80
Parks & Community Services Director 1.00 1.00 1.00 1.00 1.00
Program Manager 6.00 6.00 6.00 6.00 6.00
Recreation Coordinator 3.00 5.00 6.00 6.00 6.00
Recreation Technician 4.80 4.80 4.00 4.00 4.00
Volunteer Coordinator 0.80 0.80 0.80 0.80 0.80
Total Authorized Positions 24.50 27.90 28.60 28.60 28.60
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PARKS & COMMUNITY SERVICES
- 74 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Parks & Community Services $ 4,035,659 $ 4,320,223 $ 4 ,909,669 $ 5 ,133,810 $ 5,120,884
Department Total $ 4,035,659 $ 4,320,223 $ 4 ,909,669 $ 5 ,133,810 $ 5,120,884
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Personnel Services $ 2,314,809 $ 2,662,520 $ 3 ,171,932 $ 3 ,194,413 $ 3,420,299
Contract Services 1,422,969 1,292,490 1 ,388,353 1 ,637,364 1,376,511
Materials and Supplies 218,399 284,060 2 57,847 2 50,942 285,408
Other Costs 79,482 81,153 9 1,537 5 1,091 38,666
Total Expenditures $ 4,035,659 $ 4,320,223 $ 4 ,909,669 $ 5 ,133,810 $ 5,120,884
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 2,025,274 $ 2,014,301 $ 2 ,362,093 $ 2 ,796,811 $ 3,054,881
Revenue Summary
Expenditure Summary By Category
CITY OF SAN RAMON
Expenditure Summary By Division
SUMMARY OF DEPARTMENTAL BUDGET
PARKS & COMMUNITY SERVICES
- 75 -
Program Program Net Program
Description Expenditures Revenue Cost
Administration $ 524,100 $ 2 9,075 $ 4 95,025
Aquatics 555,204 5 48,404 6 ,800
Community Center Facility 307,700 2 07,992 9 9,708
Cultural Arts 197,684 1 28,150 6 9,534
Fields & Picnic Areas 84,601 2 24,142 ( 139,541)
Leisure Enrichment 575,405 5 85,033 ( 9,628)
Library 298,993 1 2,072 2 86,921
Nature Programs 128,126 9 6,773 3 1,353
Neighborhood Programs 106,414 7 8,445 2 7,969
Public Information 162,321 4 6,948 1 15,373
Senior Center Facility 225,457 3 7,557 1 87,900
Senior Programs 303,657 1 29,175 1 74,482
Special Events 273,566 1 72,590 1 00,976
Sports - Adult 209,866 2 11,916 ( 2,050)
Sports - Youth 444,128 4 10,224 3 3,904
Teen Programs 366,660 8 8,980 2 77,680
Volunteers 105,997 3 ,400 1 02,597
Forest Home Farms 251,005 4 4,005 2 07,000
Program Totals $ 5,120,884 $ 3 ,054,881 $ 2 ,066,003
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PARKS & COMMUNITY SERVICES
- 76 -
POLICE
Police Department Staff 2004
Photo by Brent Bowen
City of San Ramon
POLICE
FY 2004- 05
- Administration
- Animal Control
- Crossing Guards
- Emergency Preparedness
- Patrol
- Budget
Assistant to the Chief Administration
Program Manager
Chief of Police
City of San Ramon
POLICE DEPARTMENT OVERVIEW
Statement of Purpose
The Police Department 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 2003- 2004
• Leased additional 3,925 ft. office space to relocate eleven staff members from
Investigations, Youth Services, Crime Prevention, and Emergency Preparedness
• Created a registered sex offender Pin Dot Map on the City’s web site signifying locations
within a 1,000 ft. radius of sex offender’s residence. Maps are updated quarterly. Increased
dissemination of forms and services through Police Services web pages
• Replaced DARE program with Character Counts
• By the end of the fiscal year, four employees will have completed Emergency Operations
training at the California Specialized Training Institute
Major Action Plan Items
FY 2004- 2005
• Increase sworn staff positions by adding three officers and one sergeant to support
population growth and maintain officer to citizen ratio in Dougherty Valley
• Open and staff substation to serve the residential and commercial population in Dougherty
Valley contingent on the provision of adequate office equipment and staff
• Through networking and outreach programs, educate the residential and commercial
population of the 72- hour Emergency Preparedness Plan
• Equip each shift’s patrol cars with an Automated External Defibrillator ( AED)
- 79 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Authorized Positions Actual Actual Actual Final Adopted
Contract:
Crime Prevention Officer 1.00 1.00 0.00 0.00 0.00
CCNET Officer 0.00 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 2.00 1.00 1.00
Investigative Officer 2.00 3.00 4.00 4.00 4.00
Patrol Officer 22.00 22.00 24.00 24.00 27.00
Sergeant 7.00 7.00 7.00 7.00 8.00
Traffic Officer 3.00 3.00 3.00 3.00 3.00
Youth Services Officer 2.00 2.00 2.00 2.00 2.00
Non- Contract:
Administrative Analyst 0.00 0.00 1.00 1.00 1.00
Administrative Coordinator 1.00 1.00 1.00 1.00 1.00
Crime Prevention Specialist 0.00 1.00 1.00 1.00 1.00
Emergency Preparedness Specialist 0.00 0.50 0.50 0.50 0.50
Fleet Services Specialist 0.00 0.00 1.00 1.00 1.00
Office Specialist 1.00 1.00 0.00 0.00 0.00
Office Technician I/ II 0.00 1.00 2.00 2.00 2.00
Police Services Assistant 0.64 0.64 0.00 0.00 0.00
Police Services Technician 7.00 7.00 6.00 6.00 6.00
Program Manager 0.00 0.00 1.00 1.00 1.00
Total Authorized Positions 49.64 54.14 57.50 56.50 60.50
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
POLICE SERVICES
- 80 -
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Police Contract $ 4 ,314,904 $ 4 ,770,336 $ 5 ,735,145 $ 6 ,792,258 $ 7 ,868,371
Police Non- Contract 1 ,359,880 1 ,665,447 1 ,867,515 1 ,982,528 1 ,858,813
Department Total $ 5 ,674,784 $ 6 ,435,783 $ 7 ,602,660 $ 8 ,774,786 $ 9 ,727,184
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Personnel Services $ 5 57,170 $ 6 73,710 $ 8 16,729 $ 1 ,006,642 $ 1 ,099,658
Contract Services 4 ,737,173 5 ,293,534 6 ,287,796 7 ,451,799 8 ,430,303
Materials and Supplies 1 49,111 1 71,974 1 77,907 2 00,170 1 25,754
Other Costs 2 31,330 2 96,565 3 20,228 1 16,175 7 1,469
Total Expenditures $ 5 ,674,784 $ 6 ,435,783 $ 7 ,602,660 $ 8 ,774,786 $ 9 ,727,184
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 7 35,877 $ 7 10,388 $ 7 07,601 $ 6 71,500 $ 7 04,000
CITY OF SAN RAMON
Expenditure Summary By Division
SUMMARY OF DEPARTMENTAL BUDGET
POLICE SERVICES
Revenue Summary
Expenditure Summary By Category
- 81 -
Program Program Net Program
Description Expenditures Revenue Cost
Administration $ 1 ,056,622 $ 1 81,400 $ 8 75,222
Crime Prevention 6 2,451 6 2,451
Character Counts 1 78,220 1 0,000 1 68,220
Investigation 7 70,022 7 70,022
Narcotics 1 53,358 1 53,358
Patrol 4 ,680,375 4 12,600 4 ,267,775
Traffic Safety 5 42,460 5 42,460
Youth Services 3 29,830 1 00,000 2 29,830
Animal Control 8 4,656 8 4,656
Crossing Guards 7 5,937 7 5,937
Volunteer Services 3 1,890 3 1,890
Emergency Preparedness 4 0,996 4 0,996
Dougherty Valley Patrol 1 ,720,367 1 ,720,367
Program Totals $ 9 ,727,184 $ 7 04,000 $ 9 ,023,184
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
POLICE SERVICES
- 82 -
PUBLIC WORKS
Service Center
City of San Ramon
PUBLIC WORKS
FY 2004- 05
- Drainage Maintenance
- Facilities Maintenance
- Fountain/ Pool Maintenance
- L & L District Maintenance
- Landscaping/ Irrigation
Maintenance
- Parks Maintenance
- Street Lighting Maintenance
- Street Maintenance
- Traffic Signal Maintenance
- Vehicle Maintenance & Equipment
- Budget
- Office Management
- Public Inquiry
- Solid Waste &
Recycling
- Assessment Districts
- Capital Improvement Program
- Development Engineering
- Drainage Engineering
- Encroachment Permits
- GHAD/ Open Space Management
- GIS
- L & L District Engineering
- Public Works Inspections
- Stormwater Management
- Traffic Engineering & Safety
Operations
Division Manager
Administration
Division Manager
Engineering
Division Manager
Director
City of San Ramon
PUBLIC WORKS DEPARTMENT OVERVIEW
MAINTENANCE DIVISION
Statement of Purpose
The Maintenance Division 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 Landscaping and Lighting District program provides
maintenance and electrical service to landscaped areas in 17 zones and over 3800
streetlights throughout the City.
Significant Accomplishments
FY 2003- 2004
• Volume of maintenance activities continues to increase as new landscape and roadway
improvements are accepted in the Dougherty Valley
• Maintenance of Crow Canyon Gardens now performed with in- house staff
• Implemented level “ B” service for park turf mowing and landscape maintenance
• Partnership established with San Ramon Soccer Club and Little League for additional
mowing of sports field turf
• Accepted Henry Ranch, Norris Canyon Road and San Ramon Valley Blvd. landscape
improvements and assumed maintenance responsibilities for the roadsides and
medians
• Removed 235 cubic yards of downed trees and debris from San Ramon Creek and
Bollinger Creek. Completed inspections and cleaning of all public storm drains, catch
basins, creeks, v- ditches, detention ponds and dredged culverts at various locations
• Conducted three Household Hazardous Waste and E- waste events in conjunction with
other local government agencies
• Completed office renovation project for the Police Department
Major Action Plan Items
FY 2004- 2005
• Install new wastewater recycle system at the Service Center
• Reorganize maintenance activities in an effort to reduce costs and increase efficiency
• Perform preventative maintenance activities for Public Works vehicles
• Prepare RFPs for garbage franchise
Budget Notes
FY 2004- 2005
• 1 Maintenance Supervisor and 3 Maintenance Technician I/ II unfunded
- 85 -
City of San Ramon
PUBLIC WORKS DEPARTMENT OVERVIEW
ENGINEERING DIVISION
Statement of Purpose
The Engineering Division is responsible for managing the storm water control
program, the City’s Geographic Information System program; traffic engineering;
managing infrastructure design, construction and inspection, development
engineering and inspection; managing the Encroachment Permit program; and
coordination and oversight of the Capital Improvement program and the Geological
Hazard Abatement District ( GHAD), which was created to prevent, mitigate and
abate geological hazards in areas throughout the Dougherty Valley.
Significant Accomplishments
FY 2003- 2004
• Memorial Park was recognized by American Public Works Association – Northern
California section as an outstanding project
• Revised Capital Improvement Program report format
• Accepted 150 acres of open space in Dougherty Valley/ Gale 1 - GHAD
• Conducted resident meetings - South San Ramon and Coyote Creek drainage
easements and Utility Undergrounding
• Accepted Dougherty Valley Subdivisions 8105, 8189, & 1835; Thomas Ranch
subdivision, and Crow Canyon Road center median
• Completed encroachment permit for the Central Contra Costa Sanitary District Pump
Station Project
• Coordinated with Contra Costa County and cities for implementing requirements for the
NPDES revised permit
• Increased various engineering fees to be consistent with other surrounding cities
Major Action Plan Items
FY 2004- 2005
• Acceptance of remaining open space in Dougherty Valley/ Gale 1 - GHAD
• Completion of the I- 680/ Alcosta Hook Ramp Improvement Project ( CIP 8144)
• Proposal to increase assessments in certain Landscaping and Lighting District No.
1990- 91 Special Assessment Zones that have reached their assessment limit
• Perform a portion of the traffic count analysis in- house and reduce consultant costs
• Create a Stormwater Site Investigation Report for Stormwater violations
• Inspection of DERWA construction in public right of way to install recycled water
pipelines and retrofitting of landscaping and park irrigation systems to receive recycled
water
Budget Notes
FY 2004- 2005
• 1 Division Manager and 2 Senior Inspector positions unfunded
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00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Authorized Positions Actual Actual Actual Final Adopted
Administrative Analyst 2.00 2.00 2.00 3.00 4.00
Assistant Engineer 2.00 2.00 2.00 3.00 3.00
Associate Engineer 2.00 3.00 3.00 3.00 3.00
GIS Specialist 0.00 0.00 1.00 1.00 1.00
Division Manager 4.00 4.00 4.00 4.00 4.00
Engineering Director 1.00 1.00 0.00 0.00 0.00
Engineering Specialist 2.00 0.00 2.00 2.00 1.00
Maintenance Assistant 0.50 0.50 2.00 2.00 2.00
Maintenance Coordinator 5.00 8.00 8.00 8.00 8.00
Maintenance Specialist 7.00 13.00 13.00 7.00 8.00
Maintenance Supervisor 7.00 7.00 6.00 7.00 7.00
Maintenance Technician I/ II 26.00 28.60 26.60 32.60 32.60
Office Assistant II 0.74 0.67 0.00 0.00 0.00
Office Specialist 2.00 2.00 2.00 2.00 2.00
Office Technician I/ II 0.00 0.00 0.66 1.00 0.00
Program Manager 4.00 4.00 4.00 4.00 4.00
Public Services Director 1.00 1.00 0.00 0.00 0.00
Public Works Director 0.00 0.00 1.00 1.00 1.00
Senior Construction Inspector 5.00 6.00 6.00 6.00 6.00
Senior Engineer 4.00 4.00 4.00 4.00 3.00
Supervising Inspector 1.00 1.00 1.00 1.00 1.00
Total Authorized Positions 76.24 87.77 88.26 91.60 90.60
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC WORKS
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00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Engineering Services $ 1,563,611 $ 1,784,990 $ 2,013,453 $ 2,795,564 $ 2,458,296
Operations 8,526,956 9,841,003 10,820,242 10,910,932 11,708,520
Department Totals $ 10,090,567 $ 11,625,993 $ 12,833,695 $ 13,706,496 $ 14,166,816
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Personnel Services $ 4,831,570 $ 5,520,188 $ 6,237,939 $ 7,394,015 $ 7,599,671
Contract Services 3,825,478 4,682,302 5,300,986 5,288,200 5,559,834
Materials and Supplies 1,029,746 1,014,813 887,209 848,470 850,260
Other Costs 403,773 408,690 407,561 175,811 157,051
Total Expenditures $ 10,090,567 $ 11,625,993 $ 12,833,695 $ 13,706,496 $ 14,166,816
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
Description Actual Actual Actual Final Adopted
Total Department Revenue $ 513,756 $ 284,604 $ 313,342 $ 352,960 $ 387,475
Revenue Summary
Expenditure Summary By Category
CITY OF SAN RAMON
Expenditure Summary By Division
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC WORKS
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Program Program Net Program
Description Expenditures Revenue Cost
Public Services
Public Services Administration $ 686,782 $ 686,782
Special Events 13,527 13,527
Solid Waste 205,479 178,040 27,439
Drainage Maintenance
Drainage Maintenance Administration 100,495 100,495
Creek Maintenance 81,748 81,748
Storm Drain Maintenance 41,504 41,504
Street Sweeping 216,411 216,411
Facilities
Facilities Administration 272,779 272,779
City Facilities 462,318 462,318
Community Center 275,377 275,377
Crow Canyon Gardens 4,549 4,549
Fircrest 19,683 19,824 ( 141)
Fountains 35,452 35,452
Library 140,585 25,662 114,923
Aquatics Park- Buildings 72,468 72,468
Aquatics Park- Pools 425,214 425,214
Iron Horse Gymnasium 97,620 97,620
Senior Center 132,140 132,140
Service Center 80,516 80,516
Pine Valley Gymnasium 57,680 57,680
Travis Boone Park 46,461 6,000 40,461
Landscaping
Landscaping Citywide 667,351 667,351
Fostoria 7,224 3,300 3,924
Intermodal Transit Facility 21,384 21,384
Lighting
Lighting Citywide 508,341 508,341
Parks Maintenance
Parks Administration 315,390 315,390
Memorial Park 91,223 91,223
Athan Downs 243,028 243,028
Athey Property 400 400
Boone Acres 85,427 85,427
Canine Park 11,173 11,173
Program Summary
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC WORKS
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Program Program Net Program
Description Expenditures Revenue Cost
Parks Maintenance
Central Park $ 683,133 $ 683,133
Crow Canyon Gardens 156,495 156,495
Centennial Park 51,525 51,525
Fountains 48,705 48,705
Inverness Park 101,671 101,671
Iron Horse School 22,323 28,674 ( 6,351)
Mill Creek Hollow 35,848 35,848
Old Ranch Park 85,266 85,266
Old Ranch Park Site 15,105 15,105
Olympic Pool & Tennis Courts 69,713 69,713
Open Space/ Trails 32,491 32,491
Red Willow Park 67,843 67,843
School Parks 396,756 396,756
Senior Center Park 61,907 61,907
Terrazzo Park 12,674 12,674
Travis Boone Park 55,970 55,970
Village Green 79,253 79,253
Wood Lot Property 11,693 11,693
Service Center
Service Center Administration 106,080 106,080
General Maintenance 181,350 181,350
Heavy Equip Rep & Maintenance 44,236 44,236
Heavy Vehicle Rep & Maintenance 26,623 26,623
Landscape Maintenance 25,142 25,142
Off Road Utility Vehicles 35,150 35,150
Senior Center Vans 13,653 13,653
Small Equip Rep & Maintenance 36,583 36,583
Tractor Rep & Maintenance 15,653 15,653
Trailers 3,480 3,480
Truck Rep & Maintenance 94,941 94,941
Yard Equip Rep & Maintenance 30,791 30,791
Special Zones
Arterial 685,061 685,061
Fountain 114,424 114,424
Interior 322,768 322,768
Street Maintenance
Street Maintenance Administration 80,214 80,214
Emergency Callouts 27,932 27,932
CITY OF SAN RAMON
Program Summary
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC WORKS
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Program Program Net Program
Description Expenditures Revenue Cost
Street Maintenance
Pavement Management $ 16,580 $ 16,580
Sidewalk Repair 21,657 21,657
Sign Maintenance 103,539 103,539
Striping Maintenance 118,347 118,347
Weed Abatement 32,838 32,838
Traffic Signal
Traffic Signal Administration 25,361 - 25,361
Inspection & Repair 13,690 13,690
Preventative Maintenance 320,766 320,766
DV Street Maintenance
Street Maintenance Pavement 19,534 19,534
Sidewalk Repair 6,217 6,217
Sign Maintenance 13,725 13,725
Street Lighting 129,286 129,286
Street Re- Striping 23,987 23,987
Street Sweeping 24,748 24,748
Traffic Signal Maintenance 59,070 59,070
DV Landscaping
Fountain Maintenance 157,483 157,483
Street Landscaping 706,068 706,068
DV Park Maintenance
Neighborhood Parks 367,745 367,745
Linear/ Pocket Parks 22,690 22,690
School Parks 87,625 87,625
Community Parks 147,966 147,966
DV Flood Control
Public Basins 37,417 37,417
Engineering Services
Engineering Services Administration 92,142 1,575 90,567
CIP Administration 108,729 5,250 103,479
CIP Engineering 359,755 359,755
CIP Inspection 240,953 240,953
Development Engineering 160,277 10,500 149,777
Development Inspection 111,863 22,050 89,813
Encroachments 121,328 57,750 63,578
Canyon Park 19,753 19,753
GHAD 193,023 193,023
Citywide Landscaping 6,693 6,693
CITY OF SAN RAMON
Program Summary
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC WORKS
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Program Program Net Program
Description Expenditures Revenue Cost
Engineering Services
Open Space/ Drainage $ 107,610 $ 107,610
Storm Water Mgmt 378,227 378,227
GIS 114,510 28,850 85,660
Traffic Engineering 262,268 262,268
Dougherty Valley 181,165 181,165
Program Totals $ 14,166,816 $ 387,475 $ 13,779,341
CITY OF SAN RAMON
SUMMARY OF DEPARTMENTAL BUDGET
PUBLIC WORKS
Program Summary
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ECONOMIC
DEVELOPMENT/
REDEVELOPMENT
Bishop Ranch
City of San Ramon
ECONOMIC DEVELOPMENT
FY 2004- 05
- Business Retention Support
- New Business Attraction
Targeted Marketing
- Business Expansion Assistance
- Emerging Growth &
Startup Business
Incubation Services
- RDA Commercial
Revitalization
Assistance
- Capital Improvement
Funding Support
- Workforce Housing
Opportunities
- Development Agreements
& Financial Assistance
- Project Compliance
Monitoring
- Housing Information &
Referrall Services
Economic Development
Programs
Redevelopment Programs Housing
Programs
Director
City of San Ramon
ECONOMIC DEVELOPMENT/ REDEVELOPMENT
DEPARTMENT OVERVIEW
Statement of Purpose
The Economic Development Department is responsible for activities that protect,
improve and diversify the San Ramon economy. In addition, the Department is
responsible for the Redevelopment Agency, which focuses it s efforts on economic
and physical blight in specific project areas within the City. The Economic
Development Department is a partner with the Planning Division in addressing the
City’s affordable housing problems.
Significant Accomplishments
FY 2003- 2004
• Initiated City’s first Sma