SUPPLEMENTAL MATERIAL
1 Additional Responses to City Council Agenda Items – April 10, 2025
Special Meeting
Internal Services and Operational Support
1. Reduction #1 - Further reduce general admin costs (pp. 7-8) a. Is any reduction to the City Council training budget included in the proposal?
Yes, the proposed reduction includes a $10,000 reduction to the City Council travel and training budget, leaving approximately $16,700 in the budget. This means that City dollars for City Council conference attendance should be available for travel, consistent with the City Council travel and training (reimbursement) policy.
This Travel and Training Expense Budget also covers regional events, Chamber activities such as the State of the City, and the Alameda County Mayors Conference.
2. Reduction #3 - Reduce professional services and contracts (pp. 8-9) a. What is the cost of executive coaching contracts citywide?
In FY 24/25 the City has spent approximately $22,500 on executive coaching and associated services. Current contracts also include leadership and workshop facilitation, leadership development, and evaluation (employee and organizational) services.
While contracts like executive coaching for the City’s executive team and/or managers can be eliminated by the Council during the budget process, eliminating the City Manager’s executive coaching contract would require a change to the City Manager’s employment agreement during an annual performance review.
For context, this type of support is standard practice for City executives and others in leadership roles. The City has used coaching off and on in most departments for many years to improve leadership abilities, identify practical solutions, support retention, and in some cases, minimize potential personnel- related legal claims.
Beyond the individual interactions, coaches provide resources and materials to address City needs in a more efficient manner – often saving significant staff time and City funds by identifying best practices and practical solutions to issues the City is facing. Coaching is also a useful tool for promoting organizational stability – it is often much more cost effective to partner an executive with a coach to work through an issue than it is to lose the executive and recruit a new team member.
SUPPLEMENTAL MATERIAL
2 Library and Recreation Services
3. Reduction #4 - Reduce weekly Library hours (p.9)
a. Provide an alternative scenario for closing the library 1 day per week.
6-Day Library Service
This revised scenario reduces Library hours to 48 per week, representing a 23% reduction to current service hours, at a total annual savings of $940,000 (approximately $150,000 less per year than the 40 hour (2 day) per week original proposal).
This scenario also:
• Reduces the budget for library materials by 50%
• Eliminates all temporary staff (except for temporary staff hours paid for by grant funding)
• Limits Library hours to eight (8) per day
o Based upon staff scheduling, usage data, and ease of understanding when the library is open to the community, the scenario indicates:
M-Th 11am-7pm
F-Sa 10am-6pm
If the library stayed open until 9, it would not open until 1pm.
The days where the library is most used during the 7-9 pm hours are also the days it is most heavily used in the morning hours, with morning hours averaging about 2.25 times more usage than the evening hours.
• Reduce Other Professional Services, Cancelling Specialized Collection Services which assist staff in monitoring elements of the library’s collections • Cancel Library Elf Subscription, which allows library users to track what they have checked out and when items are due at multiple libraries • Reduce Misc Supplies and Equipment related to the library’s physical collections as there will be fewer items to process
• Reduce Digital Collections by 50%
• Reduce Print Collections by 50%
• Reduce Collection Processing by 50%
• Reduce Professional Services related to Library Collections by 50% – this is the cataloging and processing of physical materials completed by the Library’s primary book vendor (with only 50% funding for physical collections, this will be reduced by 50% as well)
• All other reductions from the five-day model are included.
This six-day model reduces the total FTE impact to 2 FTE (from 3 FTE in the five-day model). One position is vacant. The other is filled. Twenty temporary staff will be eliminated in this scenario. All other reductions from the five-day model are included.
SUPPLEMENTAL MATERIAL
3 4. Reduction #5 - Combine Library and Recreation Service Desks (p.9) a. Provide an alternative scenario that preserves all current commissions.
Retaining the commissions would necessitate modifying the reduction scenario to separate Library and Recreation service desks and instead look at combining Library service desks (reducing three library public service desks to two). This revised scenario would retain 1.0 FTE Office Manager, with a revised total personnel impact of eliminating 1.5 FTE Library Clerk (vacant) and a revised total savings of $175,00 ($155,000 less than the original proposal).
5. Reduction #6 - Restructure Recreation Programs (pp.9-10) a. Provide an alternative scenario that restores the Hometown Holiday event b. Provide a list of cultural celebrations impacted by the proposed reduction The revised scenario does the following, with total revised savings of approximately $460,000 ($170,000 less than the original proposal):
• Retains 1 FTE Library and Recreation Coordinator
• Eliminates 1 FTE Recreation Manager, Human Services and 1 FTE Recreation Supervisor, Senior Center (both vacant)
• Add back funding for Cultural Celebrations and Hometown Holidays
Additional Impacts include:
• Reduce lap swim hours & lanes
• Reduce rec swim hours and season
• Reduce aquatics special events and have FT Coordinator cover front desk 11- 1 M-F
• Eliminate $20,000 temp salaries in specialty classes
• Eliminate Rose Show
• Eliminate Volunteer Appreciation Reception
• Eliminate Movies in the Park (currently unfunded for FY 2025) • Eliminate Adult Sports Leagues, including all referee contracts and temporary staff salaries
Parks, Streets, and Facilities
6. Reduction #8 Reduce janitorial services at City parks and facilities (p.10) a. Provide clarification on the actual details and impact of the proposed reduction.
SUPPLEMENTAL MATERIAL
4 Current janitorial services are provided seven days a week for City facilities.
The proposal will reduce services to three days a week for facilities with five- day service and four days a week for facilities with seven-day service.
The proposal also includes eliminating trash collection service and performing the work in-house with a service level reduction. Instead of five-day services, trash collection services including parks, special events, downtown events to only scheduled services dates with no special trips unless it is fully cost recovered from the community/ requestor.
Please note that Municipal Regional Stormwater NPDES Permit (MRP) current requirement for Trash Load Reduction: By June 30, 2025, all permittees must meet 100% trash reduction compared to 2009 levels.
Pleasanton is currently at 100% and must continue to be at 100%. With a reduction of services, the City may need to implement additional measures/ trash capture program to meet the MRP requirements.
The total estimated savings from this reduction is $550,000. Reducing the services by only one day a week would not provide significant cost savings.
7. Reduction #9 Reduce landscaping services citywide (p. 11) a. Provide an alternative scenario with the Fall Leaf Pick up program preserved.
The proposed cost savings for the Fall Leaf Pick Up program is only material dumping fees of approximately $60k. Staff reduction was rolled up into item #7 Reduce Park and Trail maintenance cost reduction proposal. The total cost to provide a complete fall leaf pick up program by the City will require Public Works staff, street sweepers, dump truck and dumping fees. The estimated cost to provide a full program is approximately $400k. The revised scenario removes only the dumping fees for a revised total savings of $200,000 (instead of $260,000).
Alternatives:
1. Residents use Pleasanton Garage Services (PGS) and dispose of their yard debris as part of their paid garbage services. Residents may request additional green bins from PGS if needed. (Existing available service at no additional cost to City or resident.)
2. Residents use PGS annual fall leaf disposal program (November) for free. (Existing available service at no additional cost to City or resident.)
3. Residents use their allocated annual bulk pickup services for PGS to pick up the yard debris for free. (Existing available service at no additional cost to City or resident.)
SUPPLEMENTAL MATERIAL
5 Community Support and Human Services
8. Reduction #10 - Reduce Community Support and Subsidies (p. 11) a. Provide an alternative scenario that indicates a 10-25% reduction in Year 1-2.
Veterans Parade:
• The current subsidy for the Veterans Parade is $4,000. With such a small subsidy, reducing by 10% only yields $40 savings. As such, this alternative leaves the full $4,000 subsidy intact. In the past, this parade has been co- hosted by the Veterans groups and the City of Pleasanton. Management staff from the Library and Recreation support the planning of the parade and provide support on the day of the event. Additional staff from Public Works and the Police Department are also provided the day of the parade, at no charge to the Veterans as the event is co-hosted. ($0 net savings)
TV30
• Current General Fund annual subsidy is approximately $192,000. Revised scenario is to reduce by 10% ($20,000) in Year 1 and 25% ($50,000) in Year 2.
Senior Support Services:
• Senior Support Services are currently provided by CityServe of the Tri- Valley, with free rent and utilities at the Senior Center as well as an $88,000 General Fund subsidy. This agreement expires on June 30, 2025.
Staff recently issued an RFQ for in-kind services for case management, companionship visits, and foot care support for seniors in need. The total value of rent and utilities for the space is $100,000 annually. • Based on Council direction, this has been revised by reducing this subsidy to $50,000 per year and continuing to subsidize rent and utilities at 100% ($38,000 net savings).
Axis Behavioral Student Heath:
• The $35,000 subsidy to Axis Community Health in this category is for a very specific service for behavioral student health exclusively for students at PUSD. This was funded during the COVID-19 pandemic to help with youth mental health issues and was not intended for long-term funding. As it currently assists a limited number of residents, the scenario eliminates this particular $35,000 subsidy to Axis Community Health. For reference, 3rd Quarter – July – Sept 2024, 8 students were served with 26 visits at a cost of $4,375 ($547 per student). ($35,000 net savings).
Museum on Main
• Current General Fund annual subsidy is approximately $110,000. Based on Council’s direction, this has been revised to reduce by 10% ($10,000) in Year 1 and 25% ($30,000) in Year 2.
SUPPLEMENTAL MATERIAL
6 9. Reduction #11 - Reduce or eliminate City-funded School Crossing Guard Program (p. 11-12).
a. Provide alternative scenario that shows reduced funding/ crossing guard placement, considering locations of arterials, elementary schools.
Staff evaluated a number of different methods to prioritize crossing guard placement using Vehicle Volume, Pedestrian Volume, Intersection Control Type, and various combinations of these values. Using these metrics alone, or in combination continued to leave some elements of inequity by area (i.e. some schools or areas have multiple guards, while others would have none).
The revised scenario shows funding nine crossing guards; one crossing guard for each Elementary School. This provides equal support for each school location.
In addition, City staff could work with the school district to supplement/replace the funded crossing guards. Staff will continue to work with the School District and Parent Teacher Organizations to find cost sharing and/or alternative service model opportunities. The District or outside sources could also choose to fund additional crossing guard locations if that was preferred.
The map below shows the nine crossing guard locations:
SUPPLEMENTAL MATERIAL
7 Cost for 22 crossing guards: $710,000 (Year 1) and $750,000 (Year 2) Cost for 9 crossing guards: $290,000 (Year 1) and $310,000 (Year 2) Savings by year: $420,000 (Year 1) and $440,000 (Year 2)
10. Reduction #13 – Restructure Housing and Human Services Grants (p. 13) a. Provide alternative scenario that reduces GF funding to an amount comparable to neighboring cities (approx. $100k/year)
The revised scenario allocates $100,000 from the General Fund (GF) to the HHSG Program. This is reduced from the original reduction amount of $270,000 ($170,000 less savings). This GF amount is similar to the GF allocations provided by Dublin and Livermore, whose typical allocation is in the $80,000-$100,000 range.
For FY 2025/26, the Human Services Commission has already recommended funding levels through the Housing and Human Services Grant Program (HHSG).
For FY 2026/27, a Request for Qualifications (RFQ) process could be piloted to improve operational efficiency. Through this process, staff would work with the Human Services Commission and City Council to identify the top human services needs in the City, based upon the Eastern Alameda County Human Services Needs Assessment (EACHSNA) and then issue an RFQ to which agencies could respond. This method allows the City to identify areas of need and then choose the most qualified organization to provide for those needs through allocation of federal and local GF subsidies. By focusing limited funding on select services, the benefits will be greater for the organizations receiving subsidies, and the administrative process will be more efficient for City staff by focusing the number of individual grant awards.
If the one-year pilot is successful, this RFQ process could be run on the two-year budget cycle, allowing for greater efficiency and impact for the City and the organizations receiving subsidies. The second year of the two-year agreement would be written with an estimated subsidy pending federal allocations and the City’s mid-term budget process.
With limited resources, allocating funding intentionally and strategically allows for the grant program to have maximum beneficial impact to the community. As staff has previously noted, the current approach, which spreads small amounts of funding across many organizations, is extremely inefficient in terms of staff
SUPPLEMENTAL MATERIAL
8 resources (high administrative costs), with relatively small financial benefit to the receiving organizations.
Police and Fire
11. Reduction #16 - Reduce or eliminate School Resource Officers (SRO) (p. 14) a. Alternative scenario that preserves 1 FTE SRO and directs cost-sharing with PUSD for additional officers.
Freeze one SRO position now with the option to reinstate if a cost-sharing arrangement can be reached with the school district by a specific timeline. If no cost sharing agreement is reached, position remains frozen. These details can be incorporated into the forthcoming SRO Memorandum of Understanding (MOU). This alternative scenario reduces the Year 2 savings amount from $410,000 to $205,000.
12. Reduction #17 - Reduce Special Enforcement and Investigation Units (p. 14) a. Alternative scenario that preserves 1 FTE SEU.
The alternative scenario freezes one Special Enforcement Unit officer position (instead of two).
Currently PD is working on a Real Time Information Center (RTIC) pilot that will allow intelligence led policing and investigation. This pilot involves existing technology, camera systems, license plate readers, a crime analyst and a dispatch liaison. The RTIC pilot program will increase capacity for patrol and investigations through enhancing situational awareness, case development and officer safety. This alternative scenario reduces the Year 2 savings amount from $410,000 to $205,000.
Planning & Building
13. Reduction #21 - Freeze Sustainability Manager position (p. 15) a. Alternative scenario that adds back responsibilities of the Sustainability Manager position, including the Energy and Environment Commission.
The Sustainability Manager (SM) position would have been a new FTE, dedicated solely to advancing the sustainability program. Since the SM position was originally frozen, the Community Development Department has allocated
0.25 of an existing Associate Planner FTE to the program, allowing for some parts of the sustainability program to continue to move forward. (e.g. support to Public Works for the Fleet Electrification program, pursuing grant opportunities).
The additional duties necessary to staff the EEC and other sustainability functions have been supported through a temporary assignment with extra pay
SUPPLEMENTAL MATERIAL
9 as allowed by the existing labor agreement; however, this temporary assignment will terminate at the end of the Fiscal Year and cannot be extended.
It is not possible to address the entire scope of duties originally envisioned for the Sustainability Manager, without either adding an FTE or re-allocating an entire existing FTE to the role. The latter would severely impact staffing within the Planning Division and negatively affect the ability to efficiently process planning permits and engage in long-range planning work, such as advancing the Stoneridge Mall Master Plan.
The revised scenario reflects formalizing the existing interim arrangement by reclassifying the existing Associate Planner FTE to a new position title and description that encompasses both planning and sustainability functions. The reclassification will require modifying the pay and duties to reflect these additional responsibilities. In this role, the position could continue to support focused sustainability initiatives and support the EEC; however, the Commission meeting frequency would need to also be reduced from bi-monthly to quarterly and the Commission’s work to be carefully managed to fit within the limited scope of the position and available staff resources. This alternative would increase the CDD personnel budget by an estimated $30,000.
Revised Summary of Reduction Scenarios from 4.8.25 Attachment 1 Category Program or Service Detail Year 1 Year 2
FTE -
F
FTE -
V
4/8
Statu
s Rev Yr 1 Rev Yr 2
FTE -
F
FTE -
V
1 Internal Services
and Operational
Support
Further reduce general admin
costs
Non-personnel items from various departments, including:
*Elimination of Central Services (internal print and copy service) *Elimination of redundant/underused software services
*Transfer of eligible Public Works expenses from GF to special funds, where permitted
*PG&E Energy Reduction policy implementation
*Misc. other reductions (e.g. partial reduction to travel and training, equipment and office supply budgets) $1,550,000 $1,550,000 0.00 0.00 Y $1,550,000 $1,550,000 0.00 0.00 2 Internal Services
and Operational
Support Internal personnel adjustments
Personnel costs associated with elimination or reclassification of 3.5 FTE positions. Non-personnel items include reduction of some temp salaries and PD on-call pay. $880,000 $1,150,000 2.00 1.50 Y $880,000 $1,150,000 2.00 1.50 3 Internal Services
and Operational
Support
Reduce professional services
and contracts
Reduction of consultant and professional services contracts across various departments, and elimination of the following contracts:
*TruePoint for assistance with Accela Cloud Migration
*Townsend Public Affairs (Pleasanton Only contract)
*Johnson Aviation
*Rincon (CAP 2.0 Support) $130,000 $130,000 0.00 0.00 Y $130,000 $130,000 0.00 0.00 4 Library and
Recreation
Services Reduce weekly Library hours
**REVISED Scenario** Reduces Library hours to 48 per week, representing a 23% reduction to current service hours
•Reduces the budget for library materials by 50%
•Eliminates all temporary staff (with the exception of temporary staff hours paid for by grant funding)
•Limits Library hours to eight (8) per day. Based upon staff scheduling, usage data, and ease of understanding when the library is open to the community, staff would recommend
*M-Th 11am-7pm
*F-Sa 10am-6pm
*Sun CLOSED $890,000 $1,090,000 2.00 1.00 M $830,000 $940,000 1.00 1.00 5 Library and
Recreation
Services
Combine Library and Recreation
Service Desks
**REVISED Scenario** Retaining Human Services and Civic Arts commissions would necessitate modifying the recommendation to separate Library and Recreation service desks and instead look at combining Library service desks (reducing three library public service desks to two). $320,000 $330,000 0.00 2.50 Y $175,000 $175,000 0.00 1.50 6 Library and
Recreation
Services Restructure Recreation Programs
**REVISED Scenario** Retains 1 FTE Library and Recreation Coordinator (Vacant) to manage additional special events. Adds back funding for Cultural Celebrations and Hometown Holidays. $610,000 $630,000 0.00 3.00 Y $460,000 $470,000 0.00 2.00 7 Parks, Streets, and
Facilities
Reduce park and trail
maintenance
Non-personnel expenses include elimination of mowing contracts and reduction in irrigation frequency. Personnel impacts include elimination of
4.0 positions. $920,000 $940,000 2.00 2.00 Y $920,000 $940,000 2.00 2.00 Revised Summary of Reduction Scenarios from 4.8.25 Attachment 1 Category Program or Service Detail Year 1 Year 2
FTE -
F
FTE -
V
4/8
Statu
s Rev Yr 1 Rev Yr 2
FTE -
F
FTE -
V
8 Parks, Streets, and
Facilities
Reduce janitorial services at City
parks and facilities
**Correction/ Clarification** Current janitorial services are provided seven days a week for City facilities. The proposal will reduce services to three days a week for facilities with five-day service and to four days a week for facilities with seven-day service. $550,000 $550,000 0.00 0.00 M $550,000 $550,000 0.00 0.00 9 Parks, Streets, and
Facilities
Reduce landscaping services
citywide
**REVISED Scenario** Non-personnel reductions to median, mulch contracts. Retains free Fall Leaf Pickup program. $260,000 $260,000 0.00 0.00 M $200,000 $200,000 0.00 0.00 10 Community
Support and
Human Services
Reduce Community Support and
Subsidies
**REVISED Scenario**Assumes the following reductions
*Vets parade - no reduction
*TV30 - 10% Year 1, 25% Year 2
*Axis - Youth counseling - 100% reduction, non-renewal of contract (see narrative for explanation)
*Museum on Main - 10% Year 1, 25% Year 2
*Senior support services - reduction from $88,000 to $50,000 (see narrative for explanation)
$250,000 $360,000 0.00 0.00 M $100,000 $150,000 0.00 0.00 11 Community
Support and
Human Services
Reduce and restructure City-
funded School Crossing Guard
Program
**REVISED Scenario** Assumes funding for nine crossing guards; one crossing guard for each Elementary School. This provides equal support for each school location. Staff will continue to work with the School District and Parent Teacher Organizations to explore volunteering and cost sharing opportunities. $710,000 $750,000 0.00 0.00 M $420,000 $440,000 0.00 0.00 12 Community
Support and
Human Services
Reduce Business Partner Support
Funding
**REVISED Scenario** Assumes reduction of 10% Year 1 and 25% Year 2 for only non-membership subsidies: PDA, Chamber of Commerce, i-GATE $200,000 $200,000 0.00 0.00 Y $10,000 $30,000 0.00 0.00 13 Community
Support and
Human Services
Reduce GF Contribution to
Housing and Human Services
Grants
**REVISED Scenario** Reduces total General Fund contribution to $100,000 to align more closely with nearby cities $270,000 $270,000 0.00 0.00 M $170,000 $170,000 0.00 0.00 14 Community
Support and
Human Services
Eliminate Youth and Civic Arts
Grants
Eliminates the entire budget for community grants in youth and civic arts categories. $80,000 $80,000 0.00 0.00 Y $80,000 $80,000 0.00 0.00 15 Police and Fire
Reduce funding for Police special
programs
Reduce non-personnel costs across a variety of programs, including promotional and communication materials, equipment and annual report. $100,000 $100,000 0.00 0.00 Y $100,000 $100,000 0.00 0.00 16 Police and Fire
Reduce School Resource Officers
(SRO)
**REVISED Scenario** Retains 1.0 FTE SRO. Will pursue cost-sharing with PUSD for potential cost-sharing to expand/restore additional officers. $390,000 $410,000 0.00 2.00 M $195,000 $205,000 0.00 1.00 17 Police and Fire
Reduce Special Enforcement and
Investigation Units
**REVISED Scenario** Retains 1.0 FTE SEU Officer. $390,000 $410,000 0.00 2.00 M $195,000 $205,000 0.00 1.00 18 Planning & Building
Eliminate Neighborhood Traffic
Calming program
Suspend neighborhood traffic calming program, which facilitates resident- requested installation of speed lumps and enhanced traffic calming on neighborhood streets. $0 $0 0.00 0.00 Y $0 $0 0.00 0.00 Revised Summary of Reduction Scenarios from 4.8.25 Attachment 1 Category Program or Service Detail Year 1 Year 2
FTE -
F
FTE -
V
4/8
Statu
s Rev Yr 1 Rev Yr 2
FTE -
F
FTE -
V
19 Planning & Building
Reduce plan checking, long-
range planning and permitting
consultant contracts
Non-personnel reductions include funding for outside consulting services related to long-range planning projects and on-call plan check and inspection services. $230,000 $230,000 0.00 0.00 Y $230,000 $230,000 0.00 0.00 20 Planning & Building
Reduce in-person permit counter
service to 2.5 days/week
Non-personnel impacts include elimination of temporary staffing.
Personnel impact to eliminate 1.0 FTE position. $150,000 $150,000 0.00 1.00 Y $150,000 $150,000 0.00 1.00 21 Planning & Building
Freeze Sustainability Manager
position
**REVISED Scenario** Assumes reclassifying existing Associate Planner FTE to a new position title and description that encompasses both planning and sustainability functions. The modified position could continue to support focused sustainability initiatives and support the Energy and Environment Commission (EEC); with Commission meeting frequency reduced from bi-monthly to quarterly and the Commission’s work carefully managed to fit within the limited scope of the position and available staff resources. $0 $0 0.00 0.00 M ($30,000) ($30,000) 0.00 0.00 22 Parks, Streets, and
Facilities
Close the Dolores Bengtson
Aquatic Center $1,200,000 N $0 $0
23 Police and Fire Close 1 Pleasanton fire station $1,150,000 N $0 $0 24 Police and Fire
Reduce support for non-
emergency calls $150,000 N $0 $0
25 Police and Fire
Reduce or eliminate Alternative
Response Unit $800,000 N $0 $0
26 Community
Support and
Human Services
Reduce Firehouse Arts Center
hours $250,000 N $0 $0
27 Community
Support and
Human Services Reduce Senior Center hours $250,000 N $0 $0 28 Parks, Streets, and
Facilities
Update City sidewalk
maintenance obligations $100,000 N $0 $0
($8,880,000) ($9,590,000) 6.00 15.00 ($7,315,000) ($7,835,000) 5.00 11.00 Assume Section 115 Trust Contribution ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) Diff from Reduction Target $480,000 ($410,000) ($1,085,000) ($2,165,000) Reduction Target ($10,400,000) ($12,000,000) ($10,400,000) ($12,000,000)