Pleasanton City Council
July 15, 2025

BART STATION ACCESS POLICY
3 2. Invest in transit connections, including investments that improve passenger experience in transit transfers (shelters, real-time information); seek to reduce barriers to transit connections; and partner with local transit service providers on last mile improvements.

3. Prioritize station access investments that support ridership growth where and when the system has capacity.

4. Improve management of existing parking resources, and invest in or partner on strategic parking resources; including shared parking, on-street parking, programs to maximize existing parking assets, and locating new parking resources only where other approaches are not sufficient, consistent with the station typology investment matrix.

Manage and Assess

1. Manage resources we have.

2. Regularly collect and analyze station access data, and consider emerging data sources.

3. Develop a 4-year work plan to identify projects BART staff will advance in the near-term.

4. Revisit the Station Access Policy every ten years.

FIGURE 1: STATION ACCESS DESIGN HIERARCHY
*All Stations must be paratransit accessible
Note: All stations must always remain readily accessible to and usable by persons with disabilities

BART STATION ACCESS POLICY
4 FIGURE 2: STATION ACCESS INVESTMENT FRAMEWORK
Primary Investment:

BART will prioritize investments of
funds and staff time on and off of
BART property, consistent with
access goals; priority projects best
achieve policy goals, focus on
safety and sustainability.

Secondary Investment:

BART will invest funds and staff
time on and off of BART property,
consistent with policy goals;
secondary investments balance
policy goals.

Accommodated:

BART will maintain and manage
existing assets, and partner with
other access providers as needed.

Not Encouraged:

BART will not invest in
construction of parking expansion.

Note: TNC is for Transportation
Network Company (shared use
mobility)
*Parking Management is a secondary investment at all stations with parking. *Parking replacement for transit-oriented development to be determined by BART’s Transit -Oriented Development Policy.  Note: TNC is for Transportation Network Company (shared use mobility)

SCOPE OF WORK
BART Station Concept Plan
(Pleasanton side of Dublin-Pleasanton BART Station)
03/20/25
Background
The City of Pleasanton (City), in concert with Bay Area Rapid Transit (BART), is seeking to create a transit-oriented development (TOD) concept and key planning guidance for BART parcels on the Pleasanton side of the Dublin-Pleasanton BART Station, that includes housing at the densities assigned in the City’s 6
th Cycle Housing and potentially complementary non-
residential uses. The tasks outlined in this Scope of Work will result in agreements between the City and BART capturing the next steps required to release an RFP consistent with a shared vision and set of goals and objectives.

The Cit
y drafted land use concepts, development standards and guidelines for the site in 2011, but since that time, market conditions, provisions of AB2923, and site conditions have significantly changed, leading to a need to update and re-examine the prior work. The 4 th and 5th
Cycle Housing Element designated this site for a minimum of 249 units at a minimum density of 30 dwelling units per acre; this number was revised and increased in the 6 th Cycle Housing
Element, to a minimum of 555 units at a minimum density of 75 dwelling units per acre. In 2011 and 2012, the City made progress on draft land use concepts along with draft development standards and guidelines for the site. While this plan was not formally adopted, key development standards were incorporated into the Hacienda Design Guidelines and Standards for other high density housing sites in the vicinity (some of which have since been developed). The draft concept included site planning, parking configurations, development scenarios, zoning regulations, and development standards and guidelines for the BART site, to complement the standards and guidelines that were adopted for sites nearby to the BART station.

Close c
oordination with BART staff is expected and essential to this process, since the success of the project will depend on the City and BART coming to agreement on overall development concepts, station access strategies, goals, timelines, and funding and maintenance responsibilities. Other entities that would be invited to participate in the planning process include the Hacienda Owners’ Association, the East Bay Regional Parks District (the Iron Horse Trail intersects the BART station), the Tri-Valley – San Joaquin Valley Regional Rail Authority (Valley Link, the proposed passenger rail service intending to connect with the Dublin/Pleasanton BART station), Livermore Amador Valley Transit Authority (LAVTA), and Alameda County Flood Control Water Conservation District (Zone 7).

The foll
owing is a scope of work consisting of tasks and deliverables for this project.

Task 1
: Project Initiation
A. Project Kick-off: Participate in a project start-up and kick-off meeting with staff and project stakeholders to establish and understand objectives, goals, and expectations. The project start-up with staff will include a site tour with the project team (City staff, consultant, BART staff, MTC staff) to discuss the site and begin discussion of key EXHIBIT 5

opportunities and constraints for the site.

B. Background Information: The City and BART will gather and share available background information regarding the site, including relevant regulatory documents (such as the Pleasanton Municipal Code-relevant regulations; Hacienda Planned Unit Development and Design Standards/Guidelines; 6th Cycle Housing Element parameters; BART TOD Work Plan and actions, Valley Link design documents, LA VTA service planning, BART facility standards, BART Multimodal Access Design Guidelines, Public Right-of-Way Accessibility Guidelines (PROWAG), Zone 7 access easement(s) and access license(s)); previous work product developed as part of earlier planning efforts, site surveys, utilities plans and engineering plans that may be available from the City or BART for the site and adjacent areas. Produce a summary memo or report that will be the basis for subsequent tasks. BART will provide a current Title Report for use by the consultant team. The consultants may request additional information or clarification by the Title Company.

C. Stakeholder Support: Support City staff in implementing a stakeholder engagement strategy with key stakeholders including BART, Hacienda Owners Association, East Bay Regional Parks District, the Tri-Valley – San Joaquin Valley Regional Rail Authority, LA VTA, and Zone 7, to inform and build interest in the planning effort for the BART site.

Strategies led by City staff may include traditional workshops and study sessions, optional task may include other informal and technology-oriented outreach methods such as pop-up events, surveys, email notifications, a project website, etc.

D. Kick-of
f Meeting with Key Stakeholders: Participate in kick-off meeting with key stakeholders identified in Task 1C to introduce the project, establish expectations, and discuss timeline for feedback on the deliverables outlined in Task 3, 4, and 6.

Or the consultant team will talk individually with Hacienda Representatives and 1-2 meetings with other key groups or individuals including BART, Hacienda Owners Association, East Bay Regional Parks District, the Tri-Valley – San Joaquin Valley Regional Rail Authority, LA VTA, and Zone 7. To include their issues and priorities in the development of the access and framework plan and development scenarios. The summary of the stakeholder meetings or individual meetings will be included in the Background Summary Memo.

Deliv
erables:

1.1 Project Kick-off

1.2 Background Information Summary Memo
Task 2: TOD Planning Agreement (MOU#1)
Support development of an MOU between BART and City to establish preliminary goals for the TOD and the roles and responsibilities of BART and the City of Pleasanton. The MOU will lay out the development context and a roadmap to RFP outlining details of project management, funding provisions, and schedule. The MOU will be drafted by the City and BART. The

consultant team will provide any available information required for the MOU and support the City in reviewing the MOU.

Deliverable:

2.1 Review of the TOD Planning Agreement with BART.

Task 3: Existing conditions, opportunities, and constraints A. Existing Physical Site Conditions: Conduct an analysis of the existing conditions on the site including but not limited to title reports, aerial, geotechnical analysis, flood zone review, mapping existing utilities (water, power, sewer, and high-speed internet).

B. Constraints Evaluation: Provide a summary report inclusive of existing conditions and constraints, using information in the property’s title report, property survey, a description of BART’s infrastructure, and a Basis of Design Criteria memo to be provided by BART that summarizes known requirements and constraints. This report should include an assessment of grading, topography, drainage and stormwater requirements for future development while taking into consideration future flood conditions as identified on FEMA flood maps. The summary report should also include the findings of the technical analysis for the Planning Commission and City Council to review and provide direction on project alternatives. To ensure a comprehensive understanding of constraints, the consultant will engage with city departments, including Fire, Police, Public Works to capture any additional requirements.

C. Stati
on Access and Parking Management Strategy: Conduct a site specific station access and parking demand management study to evaluate the need for and opportunities to accommodate commuter parking on-site and alternative parking strategies, as well as to accommodate multi-modal circulation within the site following redevelopment and enable efficient BART operations. Informed by findings from Task 3B and available parking utilization and access data, identify multimodal circulation, parking, traffic demand management, and Station Management approaches consistent with BART TOD policies. Consider patrons arriving from alternative modes of transportation via LA VTA transport or via bicycle on the Iron Horse Trail and the new Alameda County Dublin garage adjacent to the existing BART garage on the Dublin side.

D. Market
Analysis: Evaluate demand under a variety of potential future scenarios for residential, commercial, and institutional floorspace. For commercial and institutional uses with potential viability, estimate the amount of floorspace and the building configuration of a typical project, and highlight any unique access or other issues affecting site design. For institutional uses, identify potential long-term lessees of floorspace built as part of the redevelopment (e.g. health care, education, government).

Discuss, whether the BART site should anticipate development other than Residential with a small amount of retail.

E. Opportunities and Constraints Mapping: Working alongside BART and other key stakeholders, develop an initial assessment of site opportunities and constraints based on existing conditions and constrains evaluation and background information. This document will outline the site's potential, showcasing both development opportunities and challenges. It will serve as a tool to introduce the site to the community, emphasizing the anticipated benefits for the local area and presenting high-level possibilities for future development. The materials produced in this task may be utilized by City staff for initial stakeholder or elected official engagement.

Deliverables:

3.1 Existing Physical Site Conditions Opportunities and Constraints Evaluation (Draft) a. Title Reports (provided by BART or the City)
b. Flood Zone Review*
c. Existing Utilities Map*
d. Basis of Design Criteria memo (provided by BART)
*Unless determined unnecessary based on existing analysis identified in Task 1.

3.2 Existing Physical Site Conditions Opportunities and Constraints Evaluation (Final)

3.3 Consolidated Stakeholder Notes

3.4 Prelim. Market Assessment Results Meeting

3.5 Station Access and Parking Management Study

3.6 Opportunities and Constraints Mapping
Task 4: Site Reuse Options + Draft Goals and Objectives A. Draft Re-Use Options: Draft 2-3 options for site reuse identifying conceptual blocks, a circulation framework, public and private open spaces, BART station access, vehicular and bicycle parking and associated multi-modal transportation improvements. The options will also define a generalized development program that includes a range of land uses including residential development and complementary non-residential uses, informed by existing BART and City requirements and by the market study.

B. Final Options Memorandum: Memorandum intended for community and elected official engagement highlighting site reuse options, visually depicting reuse concepts through photographs, case studies, and diagrams.

C. Draft
Goals and Objectives: Facilitate a collaborative process between the City and BART to establish a draft set of Goals and Objectives for the site, focusing on community input, station access, potential land use mix, livability, and environmental sustainability.

A draft produced by the consultant will be finalized by the City and BART for approval as part of Task 6, and will be integrated into MOU#2 (Task 6F).

Deliverables:

4.1 Draft and Final Site Re-Use Options Memorandum

4.2 Draft Goals and Objectives Summary Paper

Task 5: Engagement and option refinement
A. Prepare Outreach Materials: Prepare project outreach materials including handouts, powerpoint presentations with plans, diagrams and images, and optional materials such, but not limited to posters, handouts, surveys, and web materials, introducing the options for site-reuse and the draft goals and objectives developed in Task 4. Inputs from the community will be used in developing a development framework package including final goals and objectives, and site re-use vision and standards.

B. Sta
keholder Engagement: Present outreach materials at up to five meetings identified in the stakeholder engagement strategy established in Task 1. This may include traditional community meetings or “pop-up” events, council study sessions, and/or Technical meetings with City Departments or Stakeholder. The consultant’s participation in these events will focus on introducing and receiving feedback on site options, as well as draft goals and objectives.

If
deemed preferable, in the stakeholder engagement strategy, one or more of these meetings may take place prior to the development of the Draft Goals and Objectives and Draft Reuse Options in Task 4 to inform these drafts. This could be up to 2-3 community meetings; VMWP to facilitate 1-2 stakeholder sessions organized by the City and BART.

Deliverables:

5.1 Public Outreach Material as needed.

5.2 Participation in up to 3 Community meetings; Organize/Run 2 Zoom meetings and or organize community 1 in person meetings. And participation in two stakeholder meetings or individual conversations (See Task 1.D)
Task 6: Development Framework and Implementation Strategies A. Development Framework Package: Based upon feedback received on the Draft Reuse Options and Draft Goals and Objectives, produce a Development Framework for the site that establishes:
a. Goals and Objectives: Based on the feedback received from community and stakeholder engagement in Task 5, revise Draft Goals and Objectives as needed. b. Vision and Standards: Using feedback from the community and other stakeholders, define a comprehensive vision for the site’s re-use, outlining both minimum and preferred development standards and project characteristics that will likely be included in the RFQ for the site. The minimum standards will encompass the City’s and BART’s requirements (e.g., housing requirement as per City housing element, station access requirements), while the preferred characteristics will cover the desired land use mix, preferred site designs, and circulation framework and development parcels. The vision and standards will be presented in both visual formats, such as concept plans and reference images, as well as in written form.
c. Implementation actions: Memo identifying necessary agreements, actions, and studies required to be undertaken to advance the site towards an RFQ for

solicitation of development proposals. Additionally, analyze and identify any adjustments or modifications to the City’s existing Objective Design Standards (ODS), Hacienda PUD Design Standards, and/or Pleasanton Municipal Code to the extent that changes would be needed to accommodate preferred project concepts on this site
The deve
lopment framework will be presented for review and recommendation by the Planning Commission and final action by the City Council alongside the TOD Implementation Agreement (MOU #2).

B. TOD Implementation Agreement (MOU #2): The consultant will support the City and BART to develop a MOU outlining necessary actions by both parties in advance of an RFP, consistent with the implementation strategy. The agreement will be finalized and established by BART and the City; and the consultant team will provide any information required for the MOU and support the City in reviewing the MOU.

C. Committee and Council Action: Cit y Council and, as appropriate Planning Commission, approval of the Development Framework
Deliverables:

6.1 Devel
opment Framework
a. Final ‘Goals and Objectives’ Document
b. Vision and Standard Document including 2-3 images.
c. Memo on Implementation Actions

6.2 Review of TOD Implementation Agreement with BART

6.3 Public Hearing with the Planning Commission for review and recommendation of the Concept Plan

6.4 Public Hearing with the City Council for review and recommendation of the Concept Plan and MOU #2

Item #7.a

CITY COUNCIL AGENDA REPORT

July 15, 2025
Community and Economic Development

TITLE: ADOPT A RESOLUTION APPROVING THE ALLOCATION OF HOUSING AND

HUMAN SERVICES GRANT PROGRAM FUNDS FOR THE FISCAL YEAR
2025/26 GRANT FUNDING CYCLE

SUMMARY
The Pleasanton Housing and Human Services Grant (HHSG) program combines federal and local funding sources into a single grant program. The four sources of HHSG funding include the federal Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) programs, the City's Lower Income Housing Fund (LIHF), and the City's General Fund.

The Fiscal Year (FY) 2025/26 HHSG program received 31 applications for funding from a range of agencies serving a variety of community needs. For the FY 2025/26 grant funding cycle, the HHSG recommendations were considered in two phases to align with the timing of federal funding allocations and the City's current budget development process. Phase One considered funding allocations from the non-General Fund sources (CDBG, HOME, and LIHF), and Phase Two considered City General Fund-supported grant programs after the final approval of the City's two-year budget process. The recommendations for both phases, inclusive of input from the Human Services Commission, are presented for City Council review and approval. Recommendations and timing for the proposed CDBG and HOME allocations will align with the U.S. Department of Housing and Urban Development (HUD) 5-Year Consolidated Plan for FY 2025-2029 and Annual Action Plan timeline requirements.

Collectively, $694,166 would be allocated to various programs. This report summarizes the applications that were received for the HHSG program and provides a funding recommendation to allocate funds beginning July 1, 2025.

RECOMMENDATION

1. As recommended by the Human Services Commission, allocate $594,166 from non-General Fund sources listed to fund the applications as presented in Table A of the draft Resolution for Phase One-eligible programs.

CDBG Public Services $57,218
CDBG Administration $76,291
CDBG Section 108 Loan $23,316
LIHF $351,465
HOME Programs $80,000
HOME Administration $5,876

TOTAL $594,166

2. As also directed by the City Council, allocate $100,000 from the City General Fund to fund applications as presented in Table A of the draft Resolution for Phase Two-eligible programs.

General Fund $100,000
TOTAL $100,000

3. Adopt the attached Resolution approving the allocation of HHSG funds for FY 2025/26 (as listed in Table A) and authorize the City Manager and/or his designee to enter into individual contracts with each agency receiving HHSG funds and take all other actions necessary to carry out the HHSG program for FY 2025/26.

BACKGROUND
Established in 2010, the City of Pleasanton Housing and Human Services Grant (HHSG) program consolidates funding from CDBG, HOME, LIHF, and City General Funds into a single grant program. The Human Services Commission reviews applications annually and recommends funding to the City Council. Previously, human services and housing-related applications were reviewed by separate commissions; however, in May 2024, the City consolidated the Housing Commission with the Planning Commision. Since the majority of the housing-related grant applications also have a strong human services component, the review of all applications and program recommendations moved to the Human Services Commission, starting with the fiscal year (FY) 2025/26 grant cycle.

FY 2025/26 HHSG Process
The FY 2025/26 HHSG application period opened for nonprofit applicants on November 25, 2024. The City posted an online application package (Attachment 4) and notified nonprofit agencies in the Tri-Valley. This year, the grant process allowed agencies to complete a single online application for the three cities of Dublin, Livermore, and Pleasanton. This change was an effort to simplify the process for applicants in response to agency feedback on the time it took to complete each city's separate application in the prior grant cycles.

To provide information and details on the HHSG application process, a mandatory joint virtual grant application workshop was conducted via Zoom on December 4, 2024, with 46 attendees from 34 nonprofit organizations in attendance. Applications were submitted online via ZoomGrants on or before the January 17, 2025 deadline. On February 11, 2025, the Joint Human Services Commissions for Dublin, Livermore, and Pleasanton met to hear applicants present their respective programs. The Pleasanton Human Services Commission individually reviewed and scored the applications in ZoomGrants by February 20, 2025 (Attachment 3).

For FY 2025/26, commissioners were requested not to assign funding allocations to individual applications as all City General Fund-supported grants still needed to be considered for funding, contingent upon City Council review and approval of the FY 2025/26 City Budget. As such, the FY 2025/26 Pleasanton HHSG applications were divided into two review and funding phases.

Phase One Funding
Phase One comprises projects and programs eligible for and supported by non-General Fund

sources (i.e., CDBG, HOME, and LIHF), with funding recommendations submitted for City Council consideration. The City's final federal funding appropriations (CDBG and HOME) are incorporated into the 5-Year Consolidated Plan for FY 2025-2029 and Annual Action Plan for FY 2025-2026, which will be submitted to HUD by the August 15, 2025 deadline. The Human Services Commission reviewed and made recommendations on the various applications, with those recommendations reflected in this report.

Phase Two Funding
Phase Two comprises City General Fund-supported grant programs. Because the City's two- year budget was still in process when the Human Services Commission recommended non- General Fund programs, the proposed allocations identified in this report are based on the Commission's ratings and scores for programs not funded or partially funded in Phase One.

The City's FY 2025/26 HHSG program will provide funding for the period July 1, 2025 through June 30, 2026. 31 applications were received with a total funding request of $1,337,164. The funding request increases to $1,360,480 to account for the $23,316 Section 108 annual loan repayment, which helped fund the Axis Community Health clinic rehabilitation project in 2015.

DISCUSSION
Available Funding
Table 1 summarizes the composite level of funding available for the FY 2025/26 HHSG program.

Table 1: Summary of Fiscal Year 2025/26 HHSG Available Funding Sources Funding
Source
Available
Funding
Notes
CDBG: CDBG Entitlement (FY 2025/26): $381,455
Program Income (PI) received: $0
Total CDBG funds for FY 2025/26: $381,455
Public Services $57,218 Public Services (not to exceed 15% of CDBG Entitlement + PI):
$57,218
Administration $76,291 Administration (not to exceed 20% of CDBG Entitlement + PI):
$76,291
Capital Projects $247,946 Funds for Capital Projects (65% of Total CDBG Entitlement):
$247,946
CDBG Funds allocated for HUD Section 108 Loan Repayment:
$23,316
Unallocated CDBG Funds for Capital Projects: $224,630
City General
Fund: $100,000 City Council-approved General Fund contribution for human services.

HOME:

Activities
Administration
$80,000
$5,876
$80,000 will be allocated to HOME-eligible activities, while $5,876 will be allocated for administration.

LIHF: $351,465 Amount of LIHF recommended to be allocated to agencies for housing-related projects/programs.

Total $918,796

The City received thirty-one (31) applications from non-profit organizations, requesting a total of $1,337,164 in funding. These non-profit organizations are integral in supporting Pleasanton's most vulnerable residents. Attachment 2 summarizes the programs reviewed by the Human Services Commission and funding recommendations by funding source.

Federal CDBG and HOME funding allocations
The U.S. Department of Housing and Urban Development (HUD) has announced the City's federal CDBG ($381,455) and HOME ($111,641) award amounts for FY 2025/26.

The City will allocate the statutory cap of 15% of its CDBG allocation for FY 2025/26 for public services activities ($57,218) and the statutory cap of 20% for program administration ($76,291). While the City will allocate $23,316 towards its HUD Section 108 Loan Repayment obligations from the remaining 65% of its CDBG allocation ($247,946) strictly earmarked for capital projects, the City has $224,630 of unallocated CDBG funds for eligible capital projects that it will carry over to the next fiscal year 2026/27 because the City did not receive a single capital project application requesting HHSG funding.

Alameda County Housing & Community Development (HCD) administers the HOME program and allocates funds on behalf of the Alameda County HOME Consortium, of which Pleasanton is a member. HCD is allocating $105,765 in HOME funds to Pleasanton for HOME-eligible activities and $5,876 for administration costs, for a total allocation of $111,641 for FY 2025/26.

Human Services Grants
For many years, the City has allocated General Fund money to support human services programs in Pleasanton. The historical annual allocation for Human Services Grants is based on a policy adopted by the City Council in 2009, which increases/decreases funding based on the percentage increase/decrease in the City's General Fund from the prior year. Due to budget constraints this year, the City Council has directed the total amount allocated to HHSG to be set at $100,000 - significantly less than prior years' typical General Fund annual allocation to the program, but more closely aligned with neighboring cities. The City's General Fund allocation also continues to be bolstered by other non-General Fund sources such as LIHF and federal CDBG "public services" funds for FY 2025/26.

The 2025 Human Services Commission established priorities for funding programs that address the following populations and/or program areas (listed in alphabetical order):
• Disability Services and Access to Senior Services
• Food and Nutrition
• Health Care and Behavioral Health
• Homelessness in the Tri-Valley
• Senior Services
• Service Provider Critical Initiatives
• Workforce Development / Unemployment

• Youth Services

The Commission also prioritized service delivery with an emphasis on:
• Coordination and collaboration with other service providers, local nonprofits, and Tri- Valley cities
• Prevention (activities that help to prevent a problem from emerging) • Self-Sufficiency (activities that promote self-reliance and are aimed at reducing dependency on assistance programs and services)

Based on the Commission's direction and evaluation of the various proposals, General Fund allocations were sorted and allocated as follows:

Of the thirty-one (31) applications received, nineteen (19) applications providing human services-related programs were determined to be eligible for either CDBG or General Fund public services funding. Of these 19 applications, only nine (9), reflecting the top-ranked eligible programs, are recommended for funding. The total funding aligns to the CDBG- required 15% cap on public services ($57,218) and the total General Funds ($100,000) budgeted for the HHSG program for FY 2025/26.

Spectrum Community Services and Open Heart Kitchen, ranked first and second respectively, are recommended to receive CDBG ($57,218) and General Funds ($25,000) to fund them as closely as possible to their requested amounts.

Seven (7) other applications, which were ranked between 4 and 17 by the Human Services Commission, and each of which received scores above 70 (out of 100), are recommended to be funded with the remaining General Funds ($75,000). The remaining ten (10) applications are not recommended for funding because they received the lowest total scores (below 70) and fell in the bottom third of rankings in the Commission's review process. For the projects recommended to be funded, funding amounts ranged from $5,000 (Operation School Bell) to $23,000 (CityServe Homeless Prevention), with other recipients recommended to receive between $7,000 and $10,000. Full details are provided in Attachment 1, Table A.

Housing-Related Grants
In past years, the City has used LIHF funds to supplement limited CDBG program funding for critical housing-related services. Federal HOME funds received through the Alameda County HOME Consortium have also historically been appropriated through the HHSG process.

The City received ten (10) applications from agencies providing housing services, totaling $497,715 in funding requests. The Human Services Commission also reviewed housing services applications at its March 5, 2025, meeting, and the Commission's recommendations are summarized in Attachment 2, resulting in the recommended allocation of $85,876 in HOME funds (includes $5,876 for administration). City staff also reviewed two (2) additional applications that provide housing services (Tri-Valley Haven Domestic Violence Services and Tri-Valley Haven Homeless and Family Support Services) and assessed that these two additional programs can be funded with LIHF funds. The total funding requests from all twelve (12) applications is $630,465. Of this amount, $351,465 is the recommended LIHF funding

allocation for FY 2025/26.

Two housing services applications are not recommended for funding. Front Porch and Arukah are first-time applicants to the Pleasanton HHSG program. Both applications received scores below 70 and ranked in the bottom third (Front Porch ranked No. 24 and Arukah ranked No. 30). Additionally, Front Porch provides a duplication of service as it provides a home match program, which ECHO Housing already provides.

EQUITY AND SUSTAINABILITY
The HHSG program provides grant funds to non-profit agencies to provide programs and services that benefit low-income Pleasanton residents, the unhoused or individuals at risk of becoming unhoused, and those with special needs. These grant funds help vulnerable populations remain part of the Pleasanton community and provide them with needed support and assistance.

OUTREACH
The HHSG process was publicized in Tri-Valley news outlets, and a mandatory virtual Zoom application workshop was conducted in collaboration with staff from the cities of Dublin and Livermore. Applications for HHSG funding were solicited within the application period.

Applicant agencies were invited to present their programs at a joint Commission meeting and informed of the schedule for each public meeting.

STRATEGIC PLAN ALIGNMENT
This action advances multiple strategies in the ONE Pleasanton Citywide Strategic Plan:
• Building a Community Where Everyone Belongs, Strategy 12 – streamline housing, human services, and community grant programs to increase program participation and access
• Building a Community Where Everyone Belongs, Strategy 6 – Implement the Housing Element and develop a plan to end homelessness
• Building a Community Where Everyone Belongs, Strategy 3 – Implement high priority items from the Library and Recreation Strategic Plan to continue to deliver activities and programs that meet the needs and interests of the community

FISCAL IMPACT
As summarized in Table 3 below, if approved as recommended, the City Council would allocate $694,166 to various programs. These allocations include $156,825 in federal CDBG funds in account 12330701; $100,000 from the City's General Fund in account 00199200- 433165; $85,876 in federal HOME funds in account 12430702; and $351,465 in City LIHF funds in account 12230700.

Table 3: Summary of Fiscal Year 2025/26 HHSG Recommended Funding Allocations Allocation
Category
CDBG HOME LIHF General
Fund
TOTAL
Public Services $57,218 $100,000 $157,218

CDBG
Administration
$76,291 $76,291
Capital Projects $23,316 $23,316
Housing Programs $80,000 $351,465 $431,465
HOME
Administration
$5,876 $5,876
TOTAL: $156,825 $85,876 $351,465 $100,000 $694,166

Prepared by: Submitted by: Approved by:

Steve Hernandez, Housing
Division Program Manager
Ellen Clark, Director of Community and
Economic Development

Gerry Beaudin, City
Manager

Attachments:

1. Resolution 2025 HHSG Program Funding

2. Table 2 - Summary of HHSG Recommendations - 2025

3. ZoomGrants Scoring by Pleasanton Human Services Commissioners - Sorted by Scores

4. Housing and Human Services Grant Program Application Packet

Attachment 1
RESOLUTION NO. _____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PLEASANTON TO APPROVE

THE ALLOCATION OF FEDERAL AND CITY FUNDS FOR THE HOUSING AND HUMAN SERVICES GRANT (HHSG) PROGRAM FOR FISCAL YEAR 2025/26

WHEREAS, the City has established a Housing and Human Services Grant (HHSG) program that is funded through multiple federal and local sources and is intended to primarily benefit Pleasanton’s low- income population by providing funding for important housing and human services projects; and
WHEREAS, the City as an entitlement community receives Community Development Block Grant (CDBG) funding on an annual basis from the U.S. Department of Housing and Urban Development (HUD). As part of the requirements to receive this funding, the City must prepare and submit the Five- Year Consolidated Plan, Year 1 Action Plan, and all subsequent Annual Action Plans to HUD; and
WHEREAS, the City receives an annual allocation of federal HOME Investment Partnerships Program (HOME) funding from Alameda County as part of the City’s membership in the Alameda County HOME Consortium; and
WHEREAS, the City Council finds that the use of local City funds (e.g., Affordable Housing Fee Funds, which was formerly known as the Lower Income Housing Fund, for housing services and General Funds for human services) to supplement federal CDBG and HOME funds is an appropriate use under the guidelines specified for the HHSG program; and WHEREAS, at its meeting of July 15, 2025, the City Council reviewed the agenda report which included the recommendations of the Human Services Commission regarding the proposed HHSG program funding allocations for Fiscal Year 2025/26.

NOW, THEREFORE , THE CITY COUNCIL OF THE CITY OF PLEASANTON DOES RESOLVE, DECLARE, DETERMINE AND ORDER THE FOLLOWING:

SECTION 1. Finds that the award of grants is exempt from the California Environmental Quality Act (CEQA) because it can be seen with certainty that there is no possibility that such activity may have a significant effect on the environment , per Title 14 California Code of Regulations §15061(b)(3) (common sense exemption).

SECTION 2. Approves the overall funding for the City's Housing and Human Services Grant (HHSG) program for Fiscal Year 2025/26, as set forth in Table A, attached hereto, including $156,825 in federal Community Development Block Grant (CDBG) funds; $85,876 in federal HOME Investment Partnerships Program (HOME) funds; $351,465 in City Affordable Housing Fee Funds; $100,000 in City General Funds for human services for a total funding amount of $694,166.

SECTION 3. The City Council approves the FY 2025/2029 Consolidated Plan, which includes the FY 2025/2026 Annual Action Plan, and authorizes the City Manager, or designee, to submit the Consolidated Plan and Action Plan to HUD and to execute all documents and certifications necessary to secure and award funding for the City.

SECTION 4. The City Council authorizes the City Manager , or designee, to enter into individual contracts with each agency receiving Pleasanton HHSG funding in FY 2025/26 and to take all other necessary actions to carry out the HHSG program for FY 2025/26.

SECTION 5. Contracts with subrecipient agencies will be executed after the City determines a finding of no significant impact through the federal environmental assessment process, as applicable.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Pleasanton at a regular meeting held on July 15, 2025.

I, Jocelyn Kwong, City Clerk of the City of Pleasanton, California, certify that the foregoing resolution was adopted by the City Council at a regular meeting held on the 15th day of July 2025, by the following vote:

Ayes:

Noes:

Absent:

Abstain:

_____________________________
Jocelyn Kwong, City Clerk

APPROVED AS TO FORM:

___________________________
Daniel G. Sodergren, City Attorney

Agency Name Project Title
Funding
Request
Amount
# Clients/
Households
Cost per
Client/
Household
Votes
Committee
Average
Score
(ZoomGrants)
Rankings
(ZoomGrants)
Funding
Recommendations
$28,609 CDBG
$13,000 GF
$41,609 Total
$28,609 CDBG
$12,000 GF
$40,609 Total
City of Pleasanton Annual Section 108 Loan Payment (Axis Clinic) N/A N/A N/A N/A N/A $ 23,316 City of Pleasanton Administration of CDBG/HHSG Program N/A N/A N/A N/A N/A $ 76,291 $ 105,000 $ 156,825
CityServe of the Tri-Valley Homeless Prevention / Crisis Stabilization Program $ 80,000 550 $ 145 6 to 0 86.5 4 $23,000 Axis Community Health Supporting Axis' New Livermore Clinic $ 50,000 2,500 $ 20 6 to 0 79.2 9 $10,000 CLPCCD Tri-Valley Career Center Pathways to Employment $ 31,785 170 $ 186 6 to 0 77.8 11 (Tied) $10,000 CLPCCD Tri-Valley Career Center VITA Services $ 18,914 170 $ 111 6 to 0 76.2 13 (Tied) $10,000 CALICO Center Child Abuse Intervention Program $ 11,000 20 $ 550 5 to 1 76.2 13 (Tied) $7,000 Hively Hive on Wheels: Mobile Family Resource Center $ 25,000 1,000 $ 25 6 to 0 75.8 16 $10,000 Assistance League Operation School Bell $ 5,000 50 $ 100 4 to 2 74.3 17 $5,000 Legal Assistance for Seniors Legal Services, Medicare Counseling & Education $ 10,000 9 $ 1,111 5 to 1 67.7 22 $ - Partners for Change Alleviating Poverty and Homelessness in Tri-Valley $ 15,000 24 $ 625 5 to 1 64.8 25 $ - Love Never Fails Therapeutic Outreach Network $ 10,000 150 $ 66 5 to 1 63.0 26 $ - East Bay Innovations Tri-Valley Roadmap to Affordable Housing Program $ 10,000 30 $ 333 4 to 2 69.0 20 $ - Mercy Retirement & Care Center Mercy Brown Bag Program $ 50,000 300 $ 166 5 to 1 68.3 21 $ - Culinary Angels Nutritious Meals for Cancer Patients and Caregivers $ 10,000 28 $ 357 4 to 2 66.5 23 $ - Bay Area Community Health Healthcare Express Mobile Medical Unit $ 160,000 40 $ 4,000 4 to 2 62.8 27 $ - Lions Center for Visually Impaired Services for Blind & Visually Impaired Seniors $ 15,000 25 $ 600 3 to 3 60.0 28 $ - Senior Health Program Senior Health $ 50,000 110 $ 454 1 to 5 53.0 29 $ - SEWA International Mental Health and Wellness Program $ 50,000 350 $ 142 0 to 6 45.3 31 $ - $ 601,699 $ 100,000
CityServe of the Tri-Valley Homeless Outreach Program $ 80,000 92 $ 869 6 to 0 87.0 3 $ 80,000 Tri-Valley Haven Domestic Violence Services $ 60,000 80 $ 750 6 to 0 82.0 5 $ 17,500 CRIL Housing and Independent Living Skills $ 16,000 30 $ 533 6 to 0 80.8 6 $ 16,000 Tri-Valley Haven Homeless and Family Support Services $ 60,000 565 $ 106 6 to 0 80.7 7 $ 18,500 Goodness Village Vocational Program $ 30,000 10 $ 3,000 5 to 1 79.3 8 $ 30,000 Abode Services Rapid Rehousing (Case Management) $ 67,250 10 $ 20,000 6 to 0 78.5 10 $ 40,000 Goodness Village Home Preservation and Weatherproofing Project $ 17,000 10 $ 1,700 5 to 1 77.8 11 (Tied) $ 17,000 Tri-Valley REACH Home Improvement, Maintenance & Rehabilitation $ 45,000 18 $ 2,500 5 to 1 76.2 13 (Tied) $ 45,000 Centro Legal de la Raza Tri-Valley Fair and Secure Housing Project $ 47,465 25 $ 1,898 5 to 1 72.3 18 $ 47,465 ECHO Housing Fair Housing for Tenants/ Property Owners $ 40,000 285 $ 140 4 to 2 71.7 19 $ 40,000 Front Porch Home Match $ 25,000 8 $ 3,125 4 to 2 65.7 24 $ - Arukah Tri-Valley Housing and Human Services Grant $ 10,000 2 $ 5,000 3 to 3 51.3 30 $ - $ 497,715 $ 351,465
Abode Services Rapid Rehousing (rental subsidies) $ 132,750 10 $ 20,000 6 to 0 78.5 10 $ 80,000 City of Pleasanton Administration of HOME Program N/A N/A N/A N/A N/A $ 5,876 $ 132,750 $ 85,876
$ 1,337,164
$ 694,166
Lower Income Housing Fund (LIHF) - Eligible Projects
City General Fund - Eligible Projects

CITY GENERAL FUND -ELIGIBLE REQUESTS
*Agencies also recommended to be funded with City General Fund (GF).

Total Funding Request from All Funding Applications
Total HHSG Funding Recommendation

LIHF-ELIGIBLE REQUESTS
HOME Funds - Eligible Projects

HOME/LIHF-ELIGIBLE REQUESTS

TABLE A
FY 2025/26 Housing and Human Services Grant (HHSG) Applications, Scoring Results, and Recommended Funding Allocations CDBG - Eligible Projects

CDBG-ELIGIBLE REQUESTS
Spectrum Community Services* Meals on Wheels: More than a Meal $ 55,000 135 $ 407 6 to 0 89.8 1 Open Heart Kitchen* Senior Meal Program 2$ 50,000 235 $ 212 6 to 0 87.5

ATTACHMENT 2

Table 2: Human Services Grants Funding Recommendations
Agency Project Description Funding
Request
Recommendation
To Council
Funding
Source
Abode Services Rapid ReHousing Program connects individuals and families experiencing homelessness to
housing subsidies and supportive services that
lead to permanent housing stability. HOME funds
are used for rental subsidies, and LIHF funds are
used for program administration costs.

200,000 80,000 HOME

40,000 LIHF
120,000 Total

Arukah Arukah operates an independent living home for
men dealing with homelessness.

10,000 0 N/A
Assistance
League of
Amador Valley
Operation School Bell provides clothes and books
to 400 students in the Amador-Livermore Valley.
5,000 5,000 General
Fund
Axis Community
Health
Funding to support Axis’ new healthcare clinic’s
completion and operational expansion in
Livermore.

50,000 10,000 General
Fund
Bay Area
Community
Health
Funding to reduce the impact of Substance Abuse
Disorder (SUD) through mobile outreach and
behavioral health services at encampments and
other sites.

160,000 0 N/A
CALICO Center Forensic interviewing program to conduct
specialized child-friendly interviews to support
investigations of suspected child abuse.

11,000 7,000 General
Fund
Centro Legal de
la Raza
Tri-Valley Fair and Secure Housing Project provide
tenant legal services to low-income tenants facing
housing instability, eviction, and displacement from
pre-eviction consultation to eviction consultation.

47,465 47,465 LIHF
CLPCCD / Tri-
Valley Career
Center –
Pathways to
Employment

Career and supportive services to Tri-Valley
residents through free job training that includes
certifications to healthcare, professional services,
advanced manufacturing, construction,
transportation, and warehousing industries

31,785 10,000 General
Fund
CLPCCD / Tri-
Valley Career
Center –
VITA Program

Volunteer Income Tax Assistance (VITA) provides
free tax services to low- to moderate-income
individuals and families, Earned Income Tax Credit
(EITC)-eligible families, and immigrants with ITIN
numbers.

18,914 10,000 General
Fund
City of
Pleasanton

CDBG Program Administration HUD-restricted
20% maximum cap for City staff to administer the
CDBG program.

76,291 CDBG
Admin

Agency Project Description Funding
Request
Recommendation
To Council
Funding
Source
City of
Pleasanton

HUD Section 108 Loan Repayment. Required
annual payment on the HUD Section 108 loan that
was obtained in 2015 to provide funding for the
Axis Community Health medical clinic project.

23,316 CDBG
Capital
City of
Pleasanton

Administer the federal HOME program within the
5% administration cap requirement.

5,876 HOME
Admin
CityServe of the
Tri-Valley –
Homeless
Prevention

Homeless Prevention, Intervention, and Crisis
Stabilization Program prevents homelessness for
individuals and families through case
management, crisis intervention, housing
navigation, financial literacy, resource education,
caregiver support, food, and life skills classes.

80,000 23,000 General
Fund
CityServe of the
Tri-Valley –
Homeless
Outreach
Program

Homeless Outreach Program provides crisis
intervention to homeless individuals and families
through care coordination and case management,
street outreach, securing shelter and housing,
transportation, and safety-net services.

80,000 80,000 LIHF
Community
Resources for
Independent
Living (CRIL)

Provides Tri-Valley residents with a disability with
housing search assistance, peer counseling,
assistive technology, independent living skills,
transition services, travel training, wheelchair-
accessible transportation, blind services, services
for those with traumatic brain injury, and services
to encourage independence.

16,000 16,000 LIHF
Culinary Angels

Funding to prepare and deliver free and nutritious
meals to cancer patients and caregivers in
Pleasanton.

10,000 0 N/A
East Bay
Innovations

Tri-Valley Roadmap to Affordable Housing is a
series of four informational webinars for adults with
disabilities and their families that will address how
to pursue affordable local housing and prepare for
independent living.

10,000 0 N/A
ECHO Housing

Provision of federally mandated fair housing
information to renters and housing providers,
investigate and conduct audits of housing
discrimination cases, counsel and conciliate
renters and housing providers regarding their rights
and responsibilities in rental housing, and conduct
presentations and distribute informational fliers.

40,000 40,000 LIHF
Front Porch

HOME Match Program aims to increase housing
stability through supportive home sharing.

25,000 0 N/A

Agency Project Description Funding
Request
Recommendation
To Council
Funding
Source
Goodness Village
– Vocational
Program

Vocational Program will provide chronically
unsheltered individuals with essential vocational
skill-building, social skills development, and
opportunities for community engagement.

30,000 30,000 LIHF
Goodness Village
– Repair
Program

Funding to repair weather-related damage to the
tiny homes at Goodness Village.

17,000 17,000 LIHF
Hively

Funding to expand the service delivery of Hively’s
family resources, providing diapers, clothing,
books, and children’s essentials through the Hive
on Wheels Mobile Resource events.

25,000 10,000 General
Fund
Legal Assistance
for Seniors
Provision of free legal services to older adults in
the areas of housing, elder abuse/consumer
protection, guardianship, health law, health
insurance counseling, public benefits, and
naturalizations through community education and
outreach to older adults, their families and service
providers.

10,000 0 N/A
Lions Center for
the Visually
Impaired

Provision of services to seniors who are blind and
visually impaired.

15,000 0 N/A
Love Never Fails Funding to provide culturally relevant outreach and support services for exploited, at-risk, and
unhoused individuals through street outreach,
harm reduction supplies, referrals to
emergency/transition/long term housing services,
mental health counseling, workforce development,
and legal support.

10,000 0 N/A
Mercy
Retirement and
Care Center
Funding to sustain and expand food services that
address senior hunger by delivering fresh,
nutritious groceries to low-income seniors.

50,000 0 N/A
Open Heart
Kitchen –
Senior Meal
Program
Provides free lunches to seniors on weekdays at
the Pleasanton Senior Center, served in a
congregate setting with Open Heart Kitchen staff
and volunteers.

50,000 28,609 CDBG

12,000 General Fund
40,609 Total

Partners for
Change Tri-
Valley
Funding to execute programming, education, and
mentorship focused on poverty alleviation and
encourages access to classes through participant
ride-sharing, bus passes, paratransit tickets, and
Zoom access.

15,000 0 N/A

*Includes $224,630 unallocated CDBG funds for capital projects.

Agency Project Description Funding
Request
Recommendation
To Council
Funding
Source
Senior Health
Program
Funding for services and classes on nutrition,
mental health, environmental health, and exercise
at senior housing and senior centers.

50,000 0 N/A
SEWA
International, Inc.

Funding to implement mental health and wellness
programs for vulnerable populations, targeting
seniors, low-income families, and previously
unhoused individuals, focusing on education and
mindfulness practices.

50,000 0 N/A
Spectrum
Community
Services
Meals on Wheels delivers nutritious meals and
wellness checks five days a week to Pleasanton's
disabled/homebound seniors.

55,000 28,609 CDBG

13,000 General Fund
41,609 Total

Tri-Valley Haven
– Domestic
Violence
Services
Domestic Violence Services Program provides
comprehensive support to local individuals
impacted by domestic violence, including a crisis
hotline, emergency shelter, legal and restraining
order services, job readiness training, life skills
education groups, case management, advocacy,
and clinical counseling.

60,000 17,500 LIHF
Tri-Valley Haven
– Homeless &
Family Support
Services
Homeless and Family Support Services, include
the Family Shelter and Sojourner House, which
provide shelter and support services for unhoused
individuals, and the Client Choice Food Pantry,
which offers food to low-income and homeless
individuals.

60,000 18,500 LIHF
Tri-Valley
REACH
Funding for home improvements, maintenance,
reasonable accommodation requests, and
rehabilitation projects at Pleasanton home
properties providing affordable housing to
extremely low-income Pleasanton residents with
intellectual and/or developmental disabilities.

45,000 45,000 LIHF
TOTAL: $1,337,164 $694,166
AVAILABLE FUNDING: $918,796*

City of Pleasanton - FY 2025/26 Housing and Human Services Grant Program City of Pleasanton
No funds are available. Please enter an opening balance.

Scoring Report Report Generated 6/24/2025 2:47:09 PM for Steve Hernandez

SPECTRUM

COMMUNITY

SERVICES
Meals on Wheels:

More Than A Meal
USD$55,000.00 6 to 0
Undecided USD$
0 100 85 92 88 100 74 89.83 0

89.83 OPEN HEART

KITCHEN
Senior Meal
Program
USD$50,000.00 6 to 0
Undecided USD$
0 98 82 97 84 92 72 87.50 0

87.50 CITY SERVE OF

THE TRI-VALLEY
Homeless
Outreach and
Crisis Stabilization
Program
USD$80,000.00 6 to 0
Undecided USD$
0 100 76 91 93 88 74 87.00 0

87.00 CITY SERVE OF

THE TRI-VALLEY
Tri-Valley Regional
Homeless
Prevention,
Intervention and
Crisis Stabilization
Program
USD$80,000.00 6 to 0
Undecided USD$
0 100 74 96 84 88 77 86.50 0

86.50 TRI-VALLEY
HAVEN
Domestic Violence
Services
USD$60,000.00 6 to 0
Undecided USD$
0 97 67 88 94 74 72 82.00 0

82.00 COMMUNITY

RESOURCES
FOR

INDEPENDENT
LIVING
Housing and
USD$16,000.00 6 to 0
Undecided USD$
0 92 73 84 80 80 76 80.83 0

80.83 31 displayed
0 not included
USD$1,337,164.00 USD$0.00
USD$0.00
- USD$0.00
- USD$0.00*
USD$0.00
Remaining
* Trial Amounts
from other status
groups
Organization
Name
Application
Title
Requested
Amount Votes
Trial
Decision
Trial
Amount
Joe
Carlucci
Kristin
Litz
Mary
Jane
(MJ)
Bedegi
Melanie
Hayes
Patty
Powers
Yashvi
Jaladi
Committee
Score
Admin
Score Adjust
Total
Score ▾
https://www.zoomgrants.com/comparescores2.asp?rfpid=5520 1/7 ATTACHMENT 3

Independent
Living Skills

TRI-VALLEY
HAVEN
Homeless and
Family Support
Services
USD$60,000.00 6 to 0
Undecided USD$
0 93 69 83 94 72 73 80.67 0

80.67 GOODNESS

VILLAGE
Building
Independence:

Vocational Skills,
Community
Engagement, and
Pathways to
Stability
USD$30,000.00 5 to 1
Undecided USD$
0 81 72 89 78 82 74 79.33 0

79.33 AXIS

COMMUNITY
HEALTH
Supporting Axis'
New Livermore
Clinic
USD$50,000.00 6 to 0
Undecided USD$
0 91 53 82 80 94 75 79.17 0

79.17 ABODE

SERVICES
Tri-Valley Rapid
Rehousing
USD$200,000.00 6 to 0
Approve USD$
0 83 77 86 74 82 69 78.50 0

78.50 GOODNESS

VILLAGE
Goodness Village
Home
Preservation and
Weatherproofing
Project
USD$17,000.00 5 to 1
Undecided USD$
0 92 75 84 74 63 79 77.83 0

77.83 CHABOT-LAS

POSITAS

COMMUNITY

COLLEGE

DISTRICT DBA

TRI-VALLEY
CAREER
USD$31,785.00 6 to 0
Undecided USD$
0 89 67 77 83 80 71 77.83 0

77.83 31 displayed
0 not included
USD$1,337,164.00 USD$0.00
USD$0.00
- USD$0.00
- USD$0.00*
USD$0.00
Remaining
* Trial Amounts
from other status
groups
Organization
Name
Application
Title
Requested
Amount Votes
Trial
Decision
Trial
Amount
Joe
Carlucci
Kristin
Litz
Mary
Jane
(MJ)
Bedegi
Melanie
Hayes
Patty
Powers
Yashvi
Jaladi
Committee
Score
Admin
Score Adjust
Total
Score ▾
6/24/25, 2:52 PM Scoring
https://www.zoomgrants.com/comparescores2.asp?rfpid=5520 2/7

CENTERTri-ValleyPathways toEmploymentProgram
TRI-VALLEYREACH, INC.HomeImprovement,Maintenance andRehabilitationProjects 2025 -2026 USD$45,000.00 5 to 1
UndecidedUSD$
0 92 82 83 75 55 70 76.17 0

76.17 CHABOT-LASPOSITASCOMMUNITYCOLLEGEDISTRICT DBATRI-VALLEYCAREERCENTERTri-Valley VITAProgram USD$18,914.00 6 to 0
UndecidedUSD$
0 88 68 84 67 83 67 76.17 0

76.17 CALICO CENTERLivermore ChildAbuse Interventionand PleasantonChild AbuseIntervention USD$11,000.00 5 to 1
UndecidedUSD$
0 95 60 80 89 69 64 76.17 0

76.17 HIVELYThe Hive onWheels: MobileFamily ResourceCenter USD$25,000.00 6 to 0
UndecidedUSD$
0 84 65 83 64 85 74 75.83 0

75.83 ASSISTANCELEAGUE OFAMADORVALLEYOperation School
USD$5,000.00 4 to 2
UndecidedUSD$
0 93 66 83 58 91 55 74.33 0

74.33 31 displayed0 not includedUSD$1,337,164.00 USD$0.00 USD$0.00- USD$0.00- USD$0.00*USD$0.00Remaining
* Trial Amountsfrom other statusgroups
OrganizationNameApplicationTitle RequestedAmountVotes TrialDecision TrialAmountJoeCarlucciKristinLitz MaryJane(MJ)BedegiMelanieHayesPattyPowersYashviJaladiCommitteeScore AdminScore Adjust TotalScore ▾
6/24/25, 2:52 PM Scoring
https://www.zoomgrants.com/comparescores2.asp?rfpid=5520 3/7

Bell - Clothing theChildren
CENTRO LEGALDE LA RAZATri-Valley Fair &Secure HousingProject USD$47,465.00 5 to 1
UndecidedUSD$
0 87 68 72 82 55 70 72.33 0

72.33 EDEN COUNCILFOR HOPE ANDOPPORTUNITYFair Housing forAll Tenants andProperty Owners USD$40,000.00 4 to 2
UndecidedUSD$
0 93 75 71 74 54 63 71.67 0

71.67 EAST BAYINNOVATIONSTri-ValleyRoadmap toAffordableHousing (TVRAH)Program USD$10,000.00 4 to 2
UndecidedUSD$
0 88 71 71 60 63 61 69.00 0

69.00 MERCYRETIREMENTAND CARECENTERMercy Brown BagProgram USD$50,000.00 5 to 1
UndecidedUSD$
0 88 33 68 76 72 73 68.33 0

68.33 LEGALASSISTANCEFOR SENIORSLegal Services,MedicareCounseling &CommunityEducation for Tri-Valley Seniors USD$10,000.00 5 to 1
UndecidedUSD$
0 87 53 71 69 55 71 67.67 0

67.67 CULINARYANGELSNutritious Mealsfor Cancer
USD$10,000.00 4 to 2
UndecidedUSD$
0 82 55 71 71 55 65 66.50 0

66.50 31 displayed0 not includedUSD$1,337,164.00 USD$0.00 USD$0.00- USD$0.00- USD$0.00*USD$0.00Remaining
* Trial Amountsfrom other statusgroups
OrganizationNameApplicationTitle RequestedAmountVotes TrialDecision TrialAmountJoeCarlucciKristinLitz MaryJane(MJ)BedegiMelanieHayesPattyPowersYashviJaladiCommitteeScore AdminScore Adjust TotalScore ▾
6/24/25, 2:52 PM Scoring
https://www.zoomgrants.com/comparescores2.asp?rfpid=5520 4/7

Patients andCaregivers
FRONT PORCHCOMMUNITIESFOUNDATIONHome Match
USD$25,000.00 4 to 2
UndecidedUSD$
0 82 50 76 72 42 72 65.67 0

65.67 PARTNERS FORCHANGE TRI-VALLEYAlleviating PovertyandHomelessness inthe Tri-Valley USD$15,000.00 5 to 1
UndecidedUSD$
0 88 43 71 69 50 68 64.83 0

64.83 LOVE NEVERFAILSTherapeuticOutreach Network- Dublin,Livermore andPleasanton USD$10,000.00 5 to 1
UndecidedUSD$
0 81 45 80 67 27 78 63.00 0

63.00 BAY AREACOMMUNITYHEALTHHealthcareExpress MobileMedical Unit(Mobile MedicalUnit) USD$160,000.00 4 to 2
UndecidedUSD$
0 70 59 50 65 60 73 62.83 0

62.83 LIONS CENTERFOR THEVISUALLYIMPAIREDLions Center forthe VisuallyImpairedIndependentLiving Skills forBlind and VisuallyImpaired Adults USD$15,000.00 3 to 3
UndecidedUSD$
0 80 41 64 58 44 73 60.00 0

60.00 31 displayed0 not includedUSD$1,337,164.00 USD$0.00 USD$0.00- USD$0.00- USD$0.00*USD$0.00Remaining
* Trial Amountsfrom other statusgroups
OrganizationNameApplicationTitle RequestedAmountVotes TrialDecision TrialAmountJoeCarlucciKristinLitz MaryJane(MJ)BedegiMelanieHayesPattyPowersYashviJaladiCommitteeScore AdminScore Adjust TotalScore ▾
6/24/25, 2:52 PM Scoring
https://www.zoomgrants.com/comparescores2.asp?rfpid=5520 5/7

SENIOR HEALTHPROGRAMSenior HealthUSD$50,000.00 1 to 5
UndecidedUSD$
0 67 30 52 67 40 62 53.00 0

53.00 ARUKAHArukah: 2025-2027 Tri-ValleyHousing andHuman ServicesGrant USD$10,000.00 3 to 3
UndecidedUSD$
0 54 54 21 69 44 66 51.33 0

51.33 SEWAINTERNATIONAL,INCC.A.L.M(CultivatingAcceptance Loveand Mindfulness) USD$50,000.00 0 to 6
UndecidedUSD$
0 71 30 54 50 12 55 45.33 0

45.33 31 displayed0 not includedUSD$1,337,164.00 USD$0.00 USD$0.00- USD$0.00- USD$0.00*USD$0.00Remaining
* Trial Amountsfrom other statusgroups
Export Raw Scores & Votes
View Committee Scores & Comments
Send Email to Full Committee
Show Scoring Questions
Committee Scoring QuestionsScaleWeightMaxScore
1 NEED – Rank the need for this service. [Considerations: clearlyidentified need; data shows project addresses identified need; alignswith 2024 Eastern Alameda County Human Services NeedsAssessment.] 10 1 10
2 BENEFIT – Rank benefit to Pleasanton residents. [Considerations:project demonstrates how many residents benefit relative to funding;10 2 20 OrganizationNameApplicationTitle RequestedAmountVotes TrialDecision TrialAmountJoeCarlucciKristinLitz MaryJane(MJ)BedegiMelanieHayesPattyPowersYashviJaladiCommitteeScore AdminScore Adjust TotalScore ▾
6/24/25, 2:52 PM Scoring
https://www.zoomgrants.com/comparescores2.asp?rfpid=5520 6/7

focuses on low/very low-income households and impactedneighborhoods.] 3 ORGANIZATION – Rank organizational strength and capacity.[Considerations: leadership track record; accountability; realistic goals;alignment with mission; collaboration; qualified staff; completeapplication.] 10 1 10
4 FUNDING – Rank funding request. [Considerations: project addresseskey need; cost per beneficiary is reasonable; agency exploresalternative funding; appropriate for City funding; reduces demand onCity resources.] 10 1 10
5 CONSISTENCY WITH POLICIES – Rank consistency with policies.[Considerations: aligns with HUD Consolidated Plan, General PlanHousing Element, and ONE Pleasanton Strategic Plan FY 2023-2028.] 10 1 10
6 COMMISSION PRIORITIES – Rank alignment with priorities: Needs(Disability Services, Food, Health, Homelessness, Seniors, Workforce,Youth); Service Delivery (Innovation, collaboration); Prevention (self-reliance, reducing dependency). 10 3 30
7 TRANSPORTATION – Rank transportation considerations.[Considerations: extent to which clients can access programs oractivities and how transportation needs are addressed.] 10 1 10
MaximumCommittee Total 100
Maximum TotalScore 100
6/24/25, 2:52 PM Scoring
https://www.zoomgrants.com/comparescores2.asp?rfpid=5520 7/7

______________________________________
Housing and Human Services Grant Program
Application Packet
Fiscal Year 2025/26
_______________________________________________
• Important Links and Application Tips
• Critical Dates for the Housing and Human Services Grant Program (HHSG) • HHSG Goals and Priorities for FY 2025/26
• Human Services Commission Statement of Priorities
• Human Services Commission Evaluation Criteria
• Income Priorities and Restrictions
• Language Accessibility
• Eligible Activities and Objectives
• Application Submission and Review Process
• Information for Grant Recipients
• Federal Funding Definitions and Requirements
ATTACHMENT 4

2 City of Pleasanton
Housing and Human Services Grants (HHSG)

Important Links
City of Pleasanton HHSG Program: https://www.cityofpleasantonca.gov/our- government/housing/community-development-block-grant/#housing-and-human- services-grant

Registration Page for the Tri-Valley Grant Application Workshop (Required):
https://cityofpleasanton.zoom.us/webinar/register/WN_nnqhw6X- RcigVGas5dOWYw#/registration

Online Application (Complete through ZoomGrants):
https://www.zoomgrants.com/zgf/TVHSG2526

Application Tips
• Start your grant application early.

• Describe how your agency’s project addresses the HHSG priorities. This information will be used to evaluate the grant application. (If your agency applied for the same project last year, identify what differs from the prior cycle and how it meets this year’s grant priorities.)

• If applying for a capital grant, provide information about the project, the project team, proposed financing sources, and the project schedule.

• Contact staff for questions/technical assistance at:

[email protected]

3 CITY OF PLEASANTON HOUSING AND HUMAN SERVICES GRANTS
Critical Dates for Fiscal Year 2025/26

FY 2025/26 APPLICATION CYCLE
Application Released via ZoomGrants November 25, 2024
VIRTUAL Grant Application Workshop via Zoom December 4, 2024, 10:00 a.m.

Application Deadline via ZoomGrants January 17, 2025, 4:00 p.m.

Human Services Commission review (Attendance is mandatory) February 11, 2025, 6:00 p.m.

City Council review of HHSG recommendations and Public
Hearing for FY 2025/26 CDBG Action Plan April 15, 2025, 7:00 p.m.

FY 2025/26 TIMELINE AND SUB-RECIPIENT TIMELINES
Beginning of Fiscal Year/Grant Period July 1, 2025
Agencies must have at least one invoice submitted by this date December 31, 2025 First Semi-Annual Report due January 15, 2026
Semi-Annual Labor Standards Report due for 10/1/25 to 3/31/26 April 15, 2026 Equipment Report due (if applicable) June 30, 2026
Monitoring Visits for FY 2025/26 Projects July 2025 – June 2026 Last day to submit invoices for FY 2025/26 TBD (estimated July 15, 2026) Second Semi-Annual / CAPER Reports due July 15, 2026
MBE/WBE & Section 3 Reports due July 15, 2026
Semi-Annual Labor Standards Report due for 4/1/26 to 9/30/26 October 15, 2026 Semi-Annual Labor Standards Report – applies to capital projects only CAPER – Consolidated Annual Performance & Evaluation Report MBE/WBE – Minority Business Enterprise/Women Business Enterprises (applies to contracts $10,000+) Section 3 Report – applies to contracts of $100,000+

4 Housing and Human Services Grant (HHSG) Program
The City of Pleasanton’s Housing and Human Services Grant (HHSG) program is funded through four separate funding sources, each with specific priorities and restrictions.

The four funding sources are:

1. Federal Community Development Block Grant (CDBG) Funds

2. Federal HOME Investment Partnership Program (HOME) Funds

3. City Lower Income Housing Funds for Housing

4. City General Funds for Human Services (formerly “City Grant”)

The following general policies apply to all funding sources within the HHSG program:

• At least 75% of the program’s participants must be low-income (80% or less of the Area Median Income, or AMI, defined later).
• All agencies receiving funding cannot discriminate in selecting clients or proselytizing when providing services.

HHSG Goals and Priorities for FY 2025/26
All applications for HHSG funding must meet at least one of the goals or priorities outlined in each of the following categories:

CATEGORY ONE: City of Pleasanton Consolidated Plan Goals

1. Promote the construction and preservation of affordable rental housing

2. Promote the preservation of single-family homes through rehabilitation or minor home repair

3. Promote the preservation of rental housing through minor home repairs.

4. Provide direct financial assistance to income-eligible first-time homebuyers

5. Reduce housing discrimination through the provision of fair housing and landlord/tenant services

6. Fund and support homeless services programs to end homelessness

7. Increase the availability of service-enriched housing for persons with special needs by supporting the acquisition and new construction of housing units

5 8. Make improvements, including ADA accessibility, to public facilities, such as curbs/sidewalks, neighborhood parks and recreational improvements, and to nonprofit agency facilities

9. Fund economic development, micro-enterprise, and on-the-job training

10. Support public services programs for low-income residents, preserving safety net services for vulnerable families and individuals who are “in crisis”

CATEGORY TWO: U.S. Department of Housing and Urban Development (HUD) 2022-2026 Strategic Plan Goals

1. Support Underserved Communities

2. Ensure Access to and Increase the Production of Affordable Housing

3. Promote Homeownership

4. Advance Sustainable Communities

5. Strengthen HUD’s Internal Capacity

CATEGORY THREE: U.S. Department of Housing and Urban Development (HUD) Policy Priorities

1. Provide increased homeownership and rental opportunities for low and moderate-income persons, persons with disabilities, the elderly, minorities, and families with limited English proficiency

2. Improving the quality of life in our Nation’s communities

3. Encouraging accessible design features

4. Participation of minority-serving institutions in HUD programs

5. End chronic homelessness within ten years

6. Removal of barriers to affordable housing

Human Services Commission Statement of Priorities
The Human Services Commission annually develops a Statement of Priorities for the HHSG process. The Statement of Priorities addresses the most critical needs and barriers to service delivery in Pleasanton. Grant applicants must ensure their application describes how their proposal addresses at least one Priority Need and at least one Service Delivery area. If not, applicants are requested to justify as to why the project should still be funded)

6 For the FY 2025/26 grant cycle, the commission prioritized its funding toward projects and/or programs that met the following general criteria:

Priority Needs:

• Disability Services and Access
• Food and Nutrition
• Health Care and Behavioral Health
• Homelessness in the Tri-Valley
• Senior Services
• Service Provider Critical Initiatives
• Workforce Development/Unemployment
• Youth Services

Service Delivery:

• Coordination and collaboration with other service providers, local nonprofits, and Tri-Valley cities
• Prevention (activities that help prevent a problem from emerging) • Self-sufficiency (activities that promote self-reliance and reduce dependency on assistance programs and services)

Human Services Commission Evaluation Criteria
The Human Services Commission annually reviews and updates the Evaluation Criteria for the HHSG applications in preparation for the grant cycle. The Evaluation Criteria reflects the Human Services Commission's Statement of Priorities and guides the commission in reviewing and rating grant applications.

Need (Rating Scale of 1-10)

• There is a need for this activity/service.
• The need has been clearly identified.
• The data/information supplied by the agency shows how this activity/service will address the need.
• The activity/service prevents or alleviates the identified problem.

7 • The activity/service addresses a need identified in the 2024 Eastern Alameda County Human Services Needs Assessment.

Benefit (Rating Scale of 1-20)

• The applicant demonstrates clearly the number of Pleasanton residents who will benefit from the activity/service in relation to the level of funding requested from the City of Pleasanton.
• The beneficiaries address an appropriate need.
• The funding of this activity/service benefits low and very low-income (rather than moderate-income) residents. Greater consideration will be given to agencies that serve individuals from the lowest income categories. • The activity/service benefits impacted neighborhoods.

Organizational Strength and Capacity (Rating Scale of 1-10)

• The agency and/or its principal leadership have an established track record of good performance.
• The agency is fiscally and ethically responsible for its programs. • The agency’s goals for this activity/service are realistic and achievable. • The agency’s guiding philosophy is consistent with this activity/service. • The agency collaborates with other nonprofits and has a broad base of community support.
• The agency’s staffing is qualified and adequate to provide this activity/service in a timely manner.

Funding (Rating Scale of 1-10)

• The activity/service will provide lasting improvements and/or effects. • The project will maintain an existing activity/service in jeopardy. • The activity/service will not supplant other available funding but will enhance service.
• The requested funds achieve an impact on the need.
• The requested amount is commensurate with the expected accomplishment (The cost per beneficiary is reasonable, and the activity is cost-effective.) • The effectiveness of the activity/service can be measured using well-defined performance measures that are clearly stated in the application. • The agency has obtained supplemental ongoing funding from other sources, or when appropriate, the agency charges a fee and/or produces other income

8 that may be used to support this activity/service and contribute to it, or the agency receives financial support from private and/or community sources. • The activity/service is appropriate for City funding, or this activity/service reduces demands on other City resources, or there are no alternative funding sources.

Policy Alignment (Rating Scale of 1-10)

• Alignment with City Policies and Plans - City of Pleasanton Consolidated Plan Goals, General Plan Housing Element and ONE Pleasanton Strategic Plan FY 2023-2028
• Consistency with Federal and Regional Policies - U.S. Department of Housing and Urban Development (HUD) 2022-2026 Strategic Plan Goals and Policy Priorities

Human Services Commission Priorities (Rating Scale of 1-30)

• Priority Needs: Disability Services and Access, Food and Nutrition, Health Care and Behavioral Health, Homelessness in the Tri-Valley, Senior Services, Service Provider Critical Initiatives, Workforce Development / Unemployment and Youth Services
• Service Delivery: Innovation, Service coordination and collaboration with other service providers, local nonprofits, and Tri-Valley cities. • Prevention and Self-Sufficiency: Self-reliance, Reducing dependency on assistance programs and services.

Transportation and Access to Services (Rating Scale of 1-10)

• The service/activity considers transportation by incorporating or anticipating how clients will access the proposed programs or activities.

9 Income Priorities and Restrictions
All HHSG projects must meet certain income requirements. At least 75% of the program’s participants must be low-income (80% or less of AMI), as determined annually by U.S.

Housing and Urban Development (HUD) for the Oakland-Fremont, CA Metro FMR Area.

Income limits are updated annually, and the most recent guidance is posted on the City of Pleasanton Housing Division webpage: (https://www.cityofpleasantonca.gov/our- government/housing/community-development-block-grant/#housing-and-human-services- grant).

The HUD website provides further guidance regarding determining participant income eligibility: https://www.hudexchange.info/trainings/basically-cdbg/

Language Accessibility
The City of Pleasanton promotes services that reflect Pleasanton’s diverse community and address the language access needs of Limited English Proficient (LEP) residents.

Executive Order 13166 requires all recipients of federal funding, including state, local and nonprofit agencies, to take “reasonable” steps to ensure meaningful access to services for LEP residents.

These steps include:

1. Development of a Language Access Plan (LAP) that identifies the LEP population in our community and ways in which language access will be provided; and

2. Provision of appropriate language assistance (e.g., translation of materials, staff training, interpreters, and coordination with other services/agencies for translation services).

Agencies may contact City staff if they have questions about providing appropriate language assistance to their clients.

10 Faith-Based Organizations
The City will accept and review HHSG applications from faith-based organizations that meet the application requirements and request funding for eligible activities as defined in this manual. The City will not provide special accommodation for faith-based groups and will consider their applications like secular agencies and non-profit organizations.

The City will only allocate HHSG funding for projects that offer services on a nondiscriminatory basis.

For applications funded through HUD, please review CFR Title 24, Subtitle A, Part 5, Subpart A, § 5.109 Equal participation of faith-based organizations in HUD programs and activities:
https://www.ecfr.gov/current/title-24/subtitle-A/part-5/subpart-A/section-5.109 .

Citizen Participation Plan
The City of Pleasanton adopted a Citizen Participation Plan in July 1996 (as required by HUD) to establish procedures for distributing and administrating federal grant funds.

The plan was updated in August 2019.

Eligible Activities and Objectives
Community Development Block Grant (CDBG)
Each year, the City of Pleasanton receives an entitlement grant of federal Community Development Block Grant (CDBG) funds through the U.S. Department of Housing and Urban Development (HUD). As a CDBG entitlement jurisdiction since 1994, the City, to receive its annual CDBG funding allocation, enters into a contract with HUD to agree to implement the Housing and Community Development Act of 1974 and related CDBG program regulations in 24 CFR (Code of Federal Regulations) 570. All CDBG allocations are subject to the regulations detailed in OMB Circulars A-110 & A-122.

Information on the CDBG program is available on the HUD website:
https://www.hudexchange.info/trainings/basically-cdbg/
.

11 All CDBG-funded activities must meet at least one of the National Objectives stated in 24 CFR 570.200(a)(2):

1. At least 70% of the program’s participants must have low or moderate income.

2. The project must eliminate slums and blight as defined by HUD.

3. The project must meet an urgent need designated as an emergency (e.g., by the Pleasanton City Council).

CDBG funds may be used for activities that include, but are not limited to, per 24 CFR 570.201:

• Acquisition of real property
• Relocation and demolition
• Rehabilitation of residential or non-residential structures • Construction of public facilities and improvements
• Public services (limited to 15% of the City's total CDBG grant), within certain limits
• Removal of architectural barriers that restrict the mobility or access of the elderly and/or persons with disabilities
• Publicly and privately owned buildings and facilities are eligible for funding

The following activities are ineligible for funding through CDBG (24 CFR 570.207):

• Buildings used for the general conduct of government
• General government expenses except to carry out the CDBG program • Political or religious activities
• Purchase of equipment, including construction equipment, fire protection equipment unless an integral part of a public facility, and personal furnishing and property
• New housing construction except for land acquisition and other specific circumstances
• Income payments and other subsistence payments made to individuals or a family

12 HOME Investment Partnership Program (HOME)

The City of Pleasanton participates with other Alameda County HOME Consortium jurisdictions to receive and administer federal HOME Investment Partnership (HOME) Program funds. The City receives its HOME funding allocation each year through Alameda County.

The Consortium adopted a Five-Year Consolidated Plan in May 2020 covering fiscal years 2020 through 2024 and will adopt an updated plan in 2025 for fiscal years 2025 through 2029. Participating jurisdictions update the Consolidated Plan with one-year Action Plans outlining resources and activities to be undertaken during the next fiscal year regarding housing and community development issues.

All HOME-funded activities must meet at least one of the National Objectives stated in Title 42, Chapter 130, Subchapter II, Section 202:

1. Expand the supply of affordable rental housing to very low and low-income persons and families.

2. Improve homeownership opportunities for very low and low-income persons and families.

3. Expand the capacity of nonprofit providers of lower-income housing.

4. Encourage private-sector participation in the development of lower-income housing.

Participating Jurisdictions, or PJs [e.g., the City of Pleasanton as a member of the Alameda County HOME Consortium], may choose among a broad range of eligible activities, per 24 CFR 92.205 and 92.206:

• Provide home purchase or rehabilitation financing assistance to eligible homeowners and new homebuyers
• Build or rehabilitate housing for rent or ownership or for "other reasonable and necessary expenses related to the development of non-luxury housing," including site acquisition or improvement, demolition of dilapidated housing to make way for HOME-assisted development, and payment of relocation expenses
• Provide tenant-based rental assistance contracts of up to two (2) years if such activity is consistent with their Consolidated Plan and justified under local market conditions

13 The PJs must ensure that HOME-funded housing units remain affordable in the long term (20 years for new construction of rental housing; 5-15 years for construction of homeownership housing and housing rehabilitation, depending on the amount of HOME subsidy). PJs have two years to commit funds (including reserving funds for CHDOs) and five years to spend the funding.

The following activities are ineligible for funding through HOME (24 CFR 92.214):

• Project reserve accounts or operating subsidies
• Tenant-based rental assistance in conjunction with a rental rehabilitation program or for a specific project
• Match for other federal programs except for McKinney Act funds • Operations or modernization of public housing
• Acquisition of City-owned property
• Committing additional HOME funds after a project has been complete for over one year

Lower-Income Housing Funds (LIHF) for Housing

Since 1978, the City of Pleasanton has charged an in-lieu fee from developers to address the need for affordable housing related to new growth (residential and commercial). The fees have been used to create a Lower-Income Housing Fund (LIHF) with the following established purposes:

• Creating new affordable lower-income and moderate-income housing to offset the impacts of new residential and commercial/office/industrial development on the City’s housing stock
• Enabling the City to meet the portion of its lower-income and moderate- income housing needs as identified in the General Plan Housing Element, which cannot be adequately met through other measures such as inclusionary programs and market rate projects

In July 1994, the Pleasanton City Council adopted policies and guidelines for the use of the LIHF (Resolution No. 94-80). The use of the LIHF is subject to review and approval by the City Council to ensure consistency with the City’s policies.

14 Eligible uses for the LIHF are summarized below:

Property Acquisition
• Purchase of land for new construction
• Purchase of existing housing units for conversion, redevelopment or rehabilitation
• Purchase of existing affordable housing units to preserve affordability

New Construction
• Payment of costs associated with the construction of new rental or ownership housing for very low or low-income households.
• Payment of costs associated with the construction of new ownership housing for moderate-income, first-time home buyer households.

Rehabilitation
• Projects or activities that increase the City’s stock of low- and low-income rental and ownership housing.
• Projects or activities related to the physical maintenance of rental and ownership housing occupied by very low or low-income households.

Housing Counseling / Public Services related to housing • Provide counseling and similar assistance to expand housing opportunities in Pleasanton for very low and low-income households (which must benefit at least 70% of low-income households).

Financial Activities
• Direct and indirect financial assistance to projects that provide affordable housing.
• Funding for a second mortgage and down payment assistance programs for low- and moderate-income households.

City General Funds for Human Services

Since 1994, the City of Pleasanton has implemented an annual Human Services Grant Program to support nonprofit, community-based organizations through the City’s General Fund. The program's objective was “to enhance the quality of life in Pleasanton.” In 2009, the City Council approved changes to the City’s grant process, moving the funding allocated for human services through the City grant program to the new Housing and Human Services Grant (HHSG) program.

15 The following general activities are eligible for City General Fund grants for human services:

• Seed Funding (New projects/programs)
• Capital Projects (Permanent or semi-permanent physical facility amenity) • Operational Costs (Direct services only. Administrative expenses are ineligible)

Since the funding available through the City’s General Fund is limited, priority is given to applications requesting one-time-only or matching funds that serve many Pleasanton residents.

To meet the City of Pleasanton's financial and accounting requirements, funded projects must have a start date not earlier than July 1, 2025. Projects must be completed by June 30, 2026, of the applicable fiscal year (i.e., funds cannot be expended before July 1 or after June 30).

Application Submission and Review Process
This section provides information on completing the City of Pleasanton’s Housing and Human Services Grant (HHSG) application.

ZoomGrants Application

All agencies applying for HHSG funding must submit a completed application through ZoomGrants, the online application submission system. The cities of Dublin, Livermore, and Pleasanton cities have collaborated to release a single Tri-Valley online application that applicants can complete to apply for each or all three cities.

Application Process

The City makes every reasonable effort to inform the community of this funding opportunity and maintains an ongoing mailing list of interested parties. However, the City assumes no responsibility for informing all interested parties of this opportunity.

HHSG applications must be completed in their entirety to be considered for funding.

The City reserves the right to reject incomplete and unresponsive proposals or deny

16 future funding to applicants who have been unresponsive in carrying out the grant requirements as stated by the City, the U.S. Department of Housing and Urban Development (HUD), and other regulatory agencies. This application opportunity solicits proposals only; no specific offer of contract or funding is implied. Costs incurred by the respondent in preparing and completing this application are not the City’s obligation and may not be reimbursed through grant funds.

Application Review
The Joint Human Services Commissions of Dublin, Livermore, and Pleasanton will hold a special meeting in February for applicants to attend. One representative of each agency applying for HHSG funds will be required to attend the meeting to represent the application. Each applicant will be given a specific time slot and approximately three minutes to present and receive questions from commissioners.

The City of Pleasanton’s Human Services Commission will review HHSG applications and discuss funding allocations at the March regular meeting. The commission will evaluate project applications utilizing HHSG evaluation criteria and specific criteria for the federal CDBG and HOME programs. The commission will also consider each individual agency’s performance for the current and prior fiscal years, including performance reports, agency performance in meeting the stated project goals, and timely use of prior funding allocations. The commission will discuss the applications and vote on a funding recommendation for consideration by the City Council.

The commission’s funding recommendation will be submitted to the City Council for final review and approval, typically at one of the City Council’s April meetings (i.e., the first or third Tuesday in April). While the City Council meeting is a public hearing and applicant agencies are welcome to attend and provide comments as applicable, no individual agency presentations are scheduled for the Council meeting. The final list of projects approved for HHSG funding from the four funding sources will be included in the City’s annual HUD Action Plan, scheduled for review and approval by the City Council in April.

City staff will notify all applicant agencies regarding the disposition of applications and the final funding allocations.

17 Grant Recipients
HHSG Funding Contracts

If your agency is awarded an HHSG grant, City staff will coordinate with the agency to execute an HHSG Funding Contract via DocuSign. A template of the HHSG contract can be provided upon request.

City Insurance Requirements

The HHSG funding contract includes specific insurance requirements that each subrecipient agency must maintain throughout the fiscal year. The City Attorney will not sign the contracts unless acceptable proof of insurance is provided.

Environmental Review Requirements

During the contract period, City staff will contact agencies funded with federal funds (i.e. CDBG and/or HOME funds) for specific project information to complete the required Environmental Review Record (ERR). The ERR must be completed by City staff before any federal funds can be disbursed. Funded agencies are requested to comply promptly with any requests for information.

HHSG Payments and Invoices

Once both parties have executed the HHSG funding contract, the funded agency may proceed to encumber costs related to the HHSG funding, pursuant to the provisions in the contract and related HHSG program requirements. Agencies may not encumber costs or submit invoices before the start of the fiscal year (i.e., July 1st).

HHSG funds are issued on a reimbursement basis, and evidence that the agency has incurred the related expenses must be provided as backup documentation with each invoice.

Invoices are submitted through ZoomGrants
. The ZoomGrants invoice cover sheet
should be accompanied by an appropriate backup document that provides evidence of the expenditures for which reimbursement is requested. Agencies should contact City staff for specific directions regarding required backup documentation.

18 Except for large capital projects, HHSG invoices should be submitted at least quarterly and no more frequently than monthly. The City’s Finance Department issues payment checks weekly, on Fridays. In general, invoices submitted one week are generally paid the Friday of the following week (i.e., the turnaround time is generally 7-10 business days). Exceptions to this schedule must be arranged with HHSG staff.

HHSG Reporting Requirements

HHSG grant recipients are required to submit two semi-annual reports through ZoomGrants. The first mid-term report, covering July through December, is due on January 15. The second mid-term report, covering January through June, is due on July 15. The information provided in the first mid-term report will be provided and reviewed by the Human Services Commission. The Human Services Commission reviews the second mid-term report as part of the HUD-required CAPER (Consolidated Annual Planning and Evaluation Report) process, which is further described below.

HHSG Year-End Program Evaluation and Monitoring

Following the close of each fiscal year on June 30th, all HHSG grant recipients must submit information for the Consolidated Annual Performance and Evaluation Report (CAPER). The CAPER documents HHSG program accomplishments (particularly CDBG and HOME) for the prior fiscal year. The semi-annual reports submitted through ZoomGrants are compiled and used to complete the CAPER report narrative and tables that are submitted to HUD (via the Alameda County HOME Consortium) by September 30 of each year.

The draft CAPER is presented to the Human Services Commission annually at its September meeting (typically the first Wednesday). In addition to submitting the ZoomGrants semi-annual reports, agencies should be prepared to attend the meeting to provide a brief (e.g., 3-5 minute) summary of the prior year's accomplishments and answer any questions from the commission concerning grant performance.

Following the Human Services Commission meeting, City staff will finalize the CAPER report for submission to HUD (via the Alameda County HOME Consortium) by the September 30 deadline.

19 Federal Program Definitions and Requirements
This Application Packet references various federal requirements. While most of these requirements apply primarily to projects receiving federal funding (e.g., CDBG and HOME), the City follows the same general policies for HHSG projects that use only local funding sources.

The primary federal citations referenced in the HHSG program are listed below.

• 24 CFR Part 44 - Non-Federal Government Audit Requirements Congress passed the Single Audit Act of 1984 to improve auditing and management for federal funds provided to state and local governments. Before the act, each federal agency had the authority to require an audit of each federally funded program or activity; there was no coordination among them, causing audit overlaps and organizational inefficiencies. For example, a state receiving funds from five different federal agencies could have been subjected to five different audits.

•
24 CFR Part 75 - Economic Opportunities for Low- And Very Low-Income Persons The purpose of Section 3 of the Housing and Urban Development Act of 1968 (12 USC 1701u) (Section 3) is to ensure that employment and other economic opportunities generated by certain HUD financial assistance shall, to the greatest extent feasible and consistent with existing Federal, State and local laws and regulations, be directed to low- and very low-income persons, particularly those who are recipients of government assistance for housing, and to business concerns which provide economic opportunities to low- and very low-income persons.

•
24 CFR Part 570 - Community Development Block Grants
This part of the CFR describes in detail the policies and procedures applicable to the Community Development Block Grant entitlement grants program authorized under title I of the Housing and Community Development Act of 1974.

•
Davis-Bacon Act of 1931 - Payment of Prevailing Wages
The Davis-Bacon Act requires the payment of prevailing wage rates (which are determined by the U.S. Department of Labor) to all laborers and mechanics on Federal government and District of Columbia construction projects in excess of $2,000. Construction includes alteration and/or repair, including painting and

20 decorating, of public buildings or public works. Most often, if Davis-Bacon wage rates apply to a HUD project it is because of a labor provision contained in one of HUD’s “Related Acts” such as the U.S. Housing Act of 1937, the National Housing Act, the Housing and Community Development Act of 1974, the National Affordable Housing Act of 1990, and the Native American Housing Assistance and Self-Determination Act of 1996. The Related Acts are often referred to as the Davis-Bacon and Related Acts or DBRA. Agencies that are awarded HHSG funds from federal grant sources for a capital project may be required to comply with Davis-Bacon provisions requiring the payment of prevailing wages and should contact staff early in the project implementation process to discuss these requirements. A detailed binder and technical assistance are available to help meet the requirements. Additional information and guidance from the U.S.

Department of Labor.

•
Indian Self Determination and Education Assistance Act
Signed into law in January 1975, this legislation completed a fifteen-year period of policy reform with regard to American Indian tribes. Passage of this law made self-determination, rather than termination, the focus of government action, reversing a thirty-year effort to sever treaty relationships with and obligations to Indian tribes.

•
OMB Circular A-110 - Uniform Administration Requirements This Circular sets forth standards for obtaining consistency and uniformity among Federal agencies in the administration of grants to and agreements nonprofit organizations and similar institutions.

• OMB Circular A-133 - Audits of States, Local Governments and Nonprofit Organizations
This Circular is issued pursuant to the Single Audit Act of 1984 and the Single Audit Act Amendments of 1996. It sets forth standards for obtaining consistency and uniformity among Federal agencies for the audit of States, local governments, and nonprofit organizations expending Federal awards.

• OMG Circular A-122 - General Accounting Principles
This Circular establishes principles for determining the costs of grants, contracts, and other agreements with nonprofit organizations. The principles are designed to ensure that the federal government bears its fair share of costs except where restricted or prohibited by law.

21 • Richard Nixon Memorandum About Government Patent Policy - August 23, 1971 This Presidential Policy Statement from August 23, 1971, implemented certain improvements that would provide clarification of the rights of States and municipal governments in inventions in which the Federal Government acquires a license (and related provisions).

Revised 11/2024

Item #7.b

CITY COUNCIL AGENDA REPORT

July 15, 2025
Community and Economic Development

TITLE: APPROVE THE 5-YEAR CONSOLIDATED PLAN (FY 2025-2029) AND THE ANNUAL ACTION PLAN (FY 2025-2026) FOR THE USE OF FEDERAL

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDS

SUMMARY
Pleasanton will receive $381,455 in federal Community Development Block Grant (CDBG) funds for federal Fiscal Year (FY) 2025-2026. This report summarizes and requests City Council approval of the 5-Year Consolidated Plan for FY 2025-2029 and the Annual Action Plan for FY 2025-2026 that must be submitted to the U.S. Department of Housing and Urban Development (HUD) for the City to receive its FY 2025-2026 allocation of CDBG funds. As a separate agenda item at this July 15 meeting, the City Council is requested to take action regarding the allocation of the FY 2025-2026 federal CDBG funds as part of the allocation of Housing and Human Services Grant (HHSG) funding to local non-profit agencies.

RECOMMENDATION
Approve the 5-Year Consolidated Plan (FY 2025-2029) and the Annual Action Plan (FY 2025- 2026) for the use of federal Community Development Block Grant (CDBG) funds.

BACKGROUND
The City receives an annual allocation of federal Community Development Block Grant (CDBG) funds, generally to support housing-related programs and activities for eligible lower- income residents. To receive its annual CDBG allocation, the City must submit an “Annual Action Plan” to HUD. The Annual Action Plan includes a listing of projects and activities to be funded with CDBG funds and an annual assessment of the City’s progress toward meeting its housing and community development goals. Every five years, the City must also submit a “Five-Year Consolidated Plan,” which must include a statement of its local goals and objectives related to housing and community development. The last Five-Year Consolidated Plan was submitted in 2020 for fiscal years 2020 through 2024. A new Five-Year Consolidated Plan for fiscal years 2025 through 2029 (FY 2025-2029 Consolidated Plan), which includes the Year One Action Plan (Annual Action Plan), must be submitted this year. As a separate but related action, the City Council will review and consider approval of the CDBG-funded projects and activities reflected in the Annual Action plan, as part of the annual Housing and Human Services Grant (HHSG) process.

As a member of the Alameda County HOME Consortium (Consortium), Pleasanton is eligible to receive an annual allocation of federal HOME Investment Partnership Program (HOME) funds for affordable housing activities in addition to its CDBG allocation. The Consortium coordinates the submittal of a composite Consolidated Plan and Annual Action Plan to HUD; however, each city member of the Consortium must submit its own section of the Consolidated Plan and the Annual Action Plan. The draft FY 2025-2029 Consolidated Plan, which includes the FY 2025-2026 Annual Action Plan, for the City of Pleasanton is attached to this report.

DISCUSSION
The Draft FY 2025-2029 Consolidated Plan, which includes the Year One Annual Action Plan (Attachment 1), is similar in format and content to the plans that have been submitted for the last five-year cycle (FY 2020-2024). Among the updates to the Consolidated Plan are revisions to incorporate the goals, policies, and programs from the City’s most recent Housing Element and the Eastern Alameda County Human Needs Assessment. Staff believes the resulting document is an appropriate expression of the City’s goals and objectives for human services, housing and community development, particularly as they relate to the needs of the City’s lower-income population and the use of the relatively small allocation of federal grant funds received for housing and community development activities.

HUD regulations impose the following limits on the use of CDBG funds: 1) At least 70 percent of all funds must be spent on activities that benefit low-income persons; 2) No more than 15 percent of the CDBG funds can be used for public service activities; and 3) No more than 20 percent of the CDBG funds can be used for administrative activities. The proposed Annual Action Plan complies with these requirements.

Staff recommends that the City Council provide comments on the attached Draft FY 2025- 2029 Consolidated Plan and FY 2025-2026 Annual Action Plan, which is currently available for a 30-day public comment period (June 20, 2025 through July 21, 2025), as necessary, listen to any public testimony regarding the plans; and approve the documents for submission to HUD by the August 15, 2025 deadline.

HUMAN SERVICES COMMISSION ACTION
On March 5, 2025, the Commission approved the Phase One funding recommendations for human services programs and applications funded through non-General Fund sources: federal CDBG and HOME funds and the City’s Lower Income Housing Fund (LIHF). Phase Two funding consists of City General Fund-supported grant programs approved by the City Council on June 17, 2025, as part of the City's two-year budget for FY 2025-2026 and FY 2026/27.

EQUITY AND SUSTAINABILITY
The HHSG program provides grant funds to non-profit agencies to provide direct programs and services to benefit low-income Pleasanton residents, those who are unhoused or at risk to become unhoused, and those who have special needs. Providing these grant funds helps those vulnerable populations remain a part of the Pleasanton community and provides them with support and assistance.

OUTREACH
A Notice of Public Hearing for the July 15, 2025 City Council meeting to review and approve the Draft FY 2025-2029 Consolidated Plan and Draft HUD Annual Action Plan for FY 2025- 2026 was published in the locally circulated newspaper The Valley Times on June 27, 2025.

The Draft Consolidated Plan and Action Plan has been available for review and public comments since June 20, 2025 and will be available until the required 30-day public comment period ends on July 21, 2025. The City is soliciting public comments from City subrecipients, other agencies and those on the City’s CDBG distribution list.

STRATEGIC PLAN ALIGNMENT
This action advances the following Citywide goals and strategies:

ONE Pleasanton Citywide Strategic Plan:
• Building a Community Where Everyone Belongs, Strategy 1 – Apply strategies from the City’s Diversity, Equity, and Inclusion (DEI) Action Plan to increase equitable access to City programs and services for the Community.
• Building a Community Where Everyone Belongs, Strategy 3 – Implement high priority items from the Library and Recreation Strategic Plan to continue to deliver activities and programs that meet the needs and interests of the community.
• Building a Community Where Everyone Belongs, Strategy 12 – Implement the results of the Human Services Needs Assessment and streamline housing, human services, and community grant programs to increase program participation and access.

FISCAL IMPACT
The approval of the FY 2025-2029 Consolidated Plan and FY 2025-2026 Annual Action Plan will not have a direct fiscal impact on the City. As noted earlier, the City will receive an allocation of $381,455 in CDBG funds for FY 2025-2026, which will help to support a number of the City's housing and human services programs and activities. The preparation and submittal of the Consolidated Plan and Annual Action Plan is a requirement for receipt of the funds.

Prepared by: Submitted by: Approved by:

Steve Hernandez, Housing
Division Program Manager
Ellen Clark, Director of Community and
Economic Development

Gerry Beaudin, City
Manager

Attachments:

1. DRAFT Pleasanton FY2025-2029 Consolidated Plan FY2025-2026 Action Plan

ATTACHMENT 1

DRAFT
FY 2025 ‐ 2029

CONSOLIDATED PLAN
Housing and Community Development
Strategic Plan
Non‐HOME Funds

includes
FY 2025 ‐ 2026 Action Plan

Alameda County
HOME Consortium

Public Review Period: June 20 ‐ July 21, 2025

Consolidated Plan CITY OF PLEASANTON 2
OMB Control No: 2506-0117 (exp. 09/30/2021)

Executive Summary
ES‐05 Executive Summary – 24 CFR 91.200(c), 91.220(b)

1. Introduction

Alameda County Housing and Community Development Department (HCD) of the Alameda County Community Development Agency is the lead agency for the Alameda County HOME Consortium, which includes the cities of Alameda, Fremont, Hayward, Livermore, Pleasanton, San Leandro, and Union City, and the Urban County, which includes the cities of Albany, Dublin, Emeryville, Newark, and Piedmont, and the unincorporated areas of the County.

The HOME Consortium (referred to as the Consortium in this document) has adopted a five-year consolidated planning cycle starting July 1, 2025 through June 30, 2026, and has produced this Action Plan for the first year of that cycle (July 1, 2025 – June 30, 2026) (FY25). This Consolidated Plan and Action Plan have been prepared for all jurisdictions in the Consortium. HCD coordinated the process with the assistance of community development and planning staff from each of the Consortium’s jurisdictions.

The Consolidated Plan and Action Plan are important documents for the HOME Consortium. Built on interagency coordination, consultation, and public participation, the Consolidated Plan and Action Plan focus attention on housing and community development needs and the resources available to meet these needs.

The FY 2025-2029 Consolidated Plan, which includes the first year Annual Action Plan for FY 2025- 2026, is referred to as the Consolidated Plan throughout this document.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview

The City of Pleasanton’s Consolidated Plan will prioritize the use of federal funds for the following priorities:

• Support public services for low-income residents
• Support the expansion or improvements, including ADA accessibility, to public facilities and infrastructure, parks and recreational facilities, and neighborhood facilities.

The City’s priorities, which will be funded with federal CDBG funds, are in line with the needs in the Pleasanton community and align with the Priority Needs and Five-Year Objectives that will be the focus of activities over the next five years for the Alameda County Housing and Community Development and the Alameda County HOME Consortium.

3. Evaluation of past performance

An evaluation of FY2023 activities was developed for public comment in September 2024. Accomplishments of FY2023 activities were included in the FY2023-2024 CAPER that was released for public comment in September 2024. Please refer to prior year CAPERs for an evaluation of past performance. The CAPER for FY2024-2025 will be completed in September 2025.

Consolidated Plan CITY OF PLEASANTON 3
OMB Control No: 2506-0117 (exp. 09/30/2021)

4. Summary of citizen participation process and consultation process

Community participation is a very important part of the Consolidated Plan and Action Plan development process. The City maintains an active database of potential interested parties and uses it to send out notification of grant funding opportunities at the beginning of every application cycle (early December) which is also the beginning of the annual Action Plan (and Consolidated Plan) process. The list currently includes approximately 250 nonprofit agencies, individuals, and other interested parties. In addition, ads are placed in local newspapers (including the Pleasanton Weekly which is distributed to every household in Pleasanton) and on the City’s website. Interested parties have multiple opportunities to participate and provide input on the process starting with annual grant workshops in early December through the annual CAPER hearing held annually in August.

The 30-day public comment period for the Consolidated Plan will take place from June 20 – July 21, 2015. A public hearing at a Pleasanton City Council meeting will be held on July 15, 2025, to take comments on the DRAFT Consolidated Plan. A Public Hearing Notice was published in a locally circulated newspaper The Valley Times on June 27, 2025. Alameda County also published notices regarding the DRAFT Consolidated Plans on June 12, 2025 in the following newspapers: Alameda Times Star, Oakland Tribune, Hayward Daily Review, Fremont Argus and the Tri-Valley Herald. The notices includes provisions for how the disabled can access the meeting along with a detailed description of what is included in the Consolidated Plan. At the July 9, 2025 Alameda County public hearing, the hearing is listed and noticed as a hearing in the agenda. A sign-in sheet is circulated for attendance. HCD staff present the staff report regarding the Consolidated Plan. Committee members ask questions of staff, the public is then asked to make comments. Any comments are recorded in the meeting.

The draft Consolidated Plan will be distributed to all cities and main library branches in Alameda County, HUD, and any interested citizens, organizations, or agencies. The City will also post the draft and final plans on its web site. Once the Consolidated Plan is adopted, it will be made available along with any substantial amendments (if necessary) and the annual performance reports made to the general public.

Distribution will be the same as mentioned above as well as any requests made to HCD for a copy of the Consolidated Plan. Materials will also be made available in alternate formats upon request.

5. Summary of public comments

All public comments received will be included in the Consolidated Plan.

6. Summary of comments or views not accepted and the reasons for not accepting them

Not applicable.

7. Summary

None.

Consolidated Plan CITY OF PLEASANTON 4
OMB Control No: 2506-0117 (exp. 09/30/2021)

The Process

PR‐05 Lead & Responsible Agencies ‐ 91.200(b)

1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source

The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
Lead Agency PLEASANTON
CDBG Administrator PLEASANTON City Manager / Housing Division HOPWA Administrator
HOME Administrator
HOPWA-C Administrator

Table 1– Responsible Agencies

Narrative

The Consolidated Plan is prepared by the City's Housing Manager who reports directly to the Community Development Director. The Housing Manager is also responsible for administering the CDBG program and is the liaison to County of Alameda for matters related to the HOME program (the City of Pleasanton is a member of the Alameda County HOME Consortium).

Consolidated Plan Public Contact Information

City of Pleasanton
Attn: Steve Hernandez, Housing Manager
200 Old Bernal Ave.

P.O. Box 520
Pleasanton, CA 94566-0802 925-931-5007
[email protected]

Consolidated Plan CITY OF PLEASANTON 5
OMB Control No: 2506-0117 (exp. 09/30/2021)

PR‐10 Consultation ‐ 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and 91.315(l)

1. Introduction

The Consolidated Plan is an important document for the Alameda County HOME Consortium. Built on interagency coordination, consultation, and public participation, the Consolidated Plan focuses attention on housing and community development needs and resources available to meet these needs.

The FY2025-2029 Consolidated Plan was prepared through consultation with other public and private entities. At the countywide level, the HOME Consortium Technical Advisory Committee (TAC), composed of staff from all jurisdictions in the HOME Consortium, met bi-monthly to provide policy input into the Action Plan planning process. Additional countywide consultation efforts are discussed in detail in the Alameda County section of the Consolidated Plan is an important document for the HOME Consortium.

Locally, information for Pleasanton’s section of the Consolidated Plan was collected through consultation with a variety of entities:

The City’s Human Services Commission (HSC) is appointed by the City Council and holds public meetings monthly on the first Wednesday of the month. The HSC provides the main public forum for discussion of a range of issues related to public services in Pleasanton and the Tri-Valley region. Of specific relevance to the Consolidated Plan were meetings held in August 2024 [for the annual CAPER review and discussion of priorities for the upcoming Housing and Human Services Grant (HHSG) process], February 2025 (discussion of the process for reviewing and evaluating applications for HHSG funding), and March 2025 (recommendation for HHSG funding for projects to be included in the next Action Plan).

The Pleasanton City Council served as the highest level decision making body for all matters related to the Consolidated Plan. The City Council holds public meetings twice monthly on the first and third Tuesday of the month. The City Council met on June 17, 2025, to: 1) review recommendations for HHSG funding from the HSC for projects to be included in the next Action Plan and solicit public comments, and 2) formally approve the Consolidated Plan for FY 2025-2029 and the Action Plan for FY 2025-2026 for submission to HUD prior to the August 15, 2025 submittal deadline.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City’s General Plan Housing Element Update for the 2023-2031 planning period was adopted by the City Council on January 26, 2023 and certified by the California Department of Housing and Community Development. This recent Housing Element update process provided a significant opportunity for public input regarding goals, policies, and programs for the City’s future housing development. The Housing Element process was conducted in collaboration with Lisa Wise Consulting, Inc. (LWC), a consultant specializing in the preparation of local housing elements. The process involved the following public events throughout 2021: 1) introductory meetings with the Planning Commission, Housing Commission, City Council, and the community; 2) stakeholders meeting with for- and non- profit housing developers, community and housing advocates, and local institutions, and businesses; 3) sites criteria meetings; 4) preliminary report meetings; 5) initial sites introduction meetings; 6) sites inventory meetings; 7) housing policy/program items meetings; 8) draft housing element meetings;

Consolidated Plan CITY OF PLEASANTON 6
OMB Control No: 2506-0117 (exp. 09/30/2021)

9)HCD comments and revisions meetings; and 10) adoption meetings. Stakeholder meetings involved participation from both non-profit and for-profit groups, including Tri-Valley Haven, Catholic Community of Pleasanton, Tri-Valley REACH, CityServe of the Tri-Valley, Goodness Village, Sunflower Hill, East Bay Housing Organization, Pleasanton VFW Post 6298, Greenbelt Alliance, Pleasanton Unified School District, East Bay for Everyone, and Open Heart Kitchen.

The City of Pleasanton collaborates with Livermore and Dublin to hold an annual grant kickoff virtual meeting via Zoom in early December. The City maintains an active database of potential interested parties and uses it to send out notification of grant funding opportunities at the beginning of every application cycle (early December). The list currently includes approximately 250 nonprofit agencies, individuals, and other interested parties. In addition, ads are placed in local newspapers (including the Pleasanton Weekly which is distributed to every household in Pleasanton) and on the City’s web site.

Representatives from 34 agencies (primarily non-profit) and other interested parties attended the annual virtual Zoom meeting held in December 2024 and were able to use these opportunities to learn and provide feedback regarding policies and programs of relevance to the Consolidated Plan.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness

Stakeholders in Alameda County have been assessing the needs of persons experiencing homelessness and working to improve our response across the county since the founding of Alameda County-wide Homeless Continuum of Care Council in 1997. The collaboration includes cities and Alameda County government agencies representing three separate care systems — homeless services, HIV/AIDS services and mental health services — that share overlapping client populations. Alameda Countywide Homeless and Special Needs Housing Plan, known as the EveryOne Home plan and published in 2006, helped to form EveryOne Home into a community- based organization to implement the Plan and served as the County’s Continuum of Care.

EveryOne Home coordinates local efforts to address homelessness, seeks to maintain the existing service capacity, build new partnerships that generate greater resources for the continuum of housing, services, and employment, and establish inter-jurisdictional cooperation. EveryOne Home leverages substantial federal, state, and local resources for homeless housing and services, standardize data collection, and facilitate a year-round process of collaboration. EveryOne Home includes representation from HOME Consortium jurisdictions and CDBG entitlement jurisdictions in the County, service providers and advocates, homeless or formerly homeless persons, representatives of the faith community, business representatives, and education and health care professionals. EveryOne Home receives administrative funding through Alameda County’s General Fund as well as contributions from each of Alameda County’s jurisdictions.

The EveryOne Home plan is structured around three major goals: 1) preventing homelessness; 2) ensuring safer and more dignified conditions for those experiencing homelessness; and 3) increasing permanent homes.

Consolidated Plan CITY OF PLEASANTON 7
OMB Control No: 2506-0117 (exp. 09/30/2021)

In 2018, EveryOne Home updated that Plan now known as the Strategic Plan Update: Ending Homelessness in Alameda County. This Update recommends strategies and actions to reduce homelessness so that in five years no person without a permanent home would need to sleep outside. The Update focuses on 1) preventing homelessness; 2) ensuring safer and more dignified conditions for those experiencing homelessness; and 3) increasing permanent homes. The EveryOne Home Governance Charter memorializes how stakeholders govern the collective impact initiative to end homelessness and meet the federally-defined responsibilities of operating a HUD Continuum of Care as found in the Continuum of Care Program Rule at §578 and its related HUD rules, regulations and notices, direct the work of the backbone organization, and promote partnership and accountability among the various leadership bodies.

The 5-year strategic initiative Home Together 2026 Community Plan centers on racial equity and identifies the strategies, activities, and resources needed to dramatically reduce homelessness in Alameda County. The Plan identifies what is needed to operate a homeless response system that has the capacity to address the needs of people experiencing homelessness and to reduce racial disparities. A companion to the Home Together Community Plan is the Alameda County’s Homelessness Prevention Framework which outlines the actions and resources needed to significantly prevent homelessness in Alameda County.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS

The City of Pleasanton is not an entitlement jurisdiction for ESG funding.

Alameda County Housing and Community Development Department through HMIS and leadership of the EveryOne Home Performance Management Committee supports the EveryOne Home initiative to establish system wide outcomes and to evaluate effectiveness of programs against those outcomes.

These outcomes include shortening the period of time homeless and reducing the recidivism rates for homeless people.

Consultation with EveryOne Home, the Alameda Countywide Continuum of Care, on the use of Emergency Solutions Grant (ESG) funds, began in early 2012, when representatives from the City of Berkeley, the City of Oakland, Alameda County Housing and Community Development Department (Urban County grantee), and EveryOne Home worked together to implement the new ESG requirements in a way that would be consistent county-wide and would continue a collaboration which began in 2009 with American Recovery and Reinvestment Act (ARRA) Homelessness Prevention and Rapid Re-housing (HPRP) funds. This collaboration resulted in the creation of Priority Home Partnership (PHP), which was a single county-wide program to implement HPRP. EveryOne Home held a community-wide meeting at which additional consultation and public input into the use of ESG funds was solicited. A series of meetings with EveryOne Home and the ESG grantees continues through the year and a coordinated ESG program was established and began implementation in early 2013. This coordinated program will use this same structure for FY25-FY29 ESG funding.

Consolidated Plan CITY OF PLEASANTON 8
OMB Control No: 2506-0117 (exp. 09/30/2021)

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities

See Table 2 – Agencies, groups, organizations who participated.

Consolidated Plan CITY OF PLEASANTON 9
OMB Control No: 2506-0117 (exp. 09/30/2021)

Table 2– Agencies, groups, organizations who participated 1 Agency/Group/Organization Alameda County Entitlement Jurisdictions Agency/Group/Organization Type Other government - County Other government - Local
Regional organization
Grantee Department
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Non-Homeless Special Needs
Economic Development
Market Analysis
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Alameda County and all of the cities in Alameda
County meet to discuss regional issues affecting all
jurisdictions and to coordinate consultations. Many
neighborhood group were also consulted in
preparing the Analysis of Impediments to Fair
Housing Choice.
2 Agency/Group/Organization Housing Authority of the County of Alameda Agency/Group/Organization Type PHA
What section of the Plan was addressed
by Consultation?
Public Housing Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
All Housing authorities in Alameda County (Oakland,
Berkeley, City of Alameda, Livermore and Alameda
County) participated in the planning and
development of the Analysis of Impediments to Fair
Housing Choice Plan.
3 Agency/Group/Organization City of Livermore
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Economic Development
Human Services Needs Assessment
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
The cities of Livermore and Pleasanton collaborated
to conduct the Tri-Valley Human Services Needs
Assessment in 2011. Pleasanton also adopted a
Human Services Needs Assessment Strategic Plan 14-
16 and the HSNA Updated Strategic Plan 2018-2022.

The 2024 Eastern Alameda County Human Services
Needs Assessment (EACHSNA) evaluates the
strengths, needs, and recommendations for the
human services delivery network for the Tri-Valley
region and individual Tri-Valley cities.

Consolidated Plan CITY OF PLEASANTON 10
OMB Control No: 2506-0117 (exp. 09/30/2021)

4 Agency/Group/Organization Abode Services, Inc.

Agency/Group/Organization Type Housing
Services – Housing
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs – Chronically homeless

How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

5 Agency/Group/Organization Axis Community Health
Agency/Group/Organization Type Services – Health
Health Agency
What section of the Plan was addressed
by Consultation?
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

6 Agency/Group/Organization CityServe of the Tri-Valley Agency/Group/Organization Type Services – Housing
Services – Elderly Persons
Services – Persons with Disabilities
Services – Victims of Domestic Violence
Services – Homeless

What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs – Chronically Homeless
Homeless Needs – Families with children
Homelessness Needs – Veterans
Homelessness Needs – Unaccompanied minors

How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

Consolidated Plan CITY OF PLEASANTON 11
OMB Control No: 2506-0117 (exp. 09/30/2021)

7 Agency/Group/Organization Community Resources for Independent Living (CRIL) Agency/Group/Organization Type Services – Housing
Services – Persons with Disabilities
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

8 Agency/Group/Organization Eden Council for Hope and Opportunity (ECHO Housing)
Agency/Group/Organization Type Housing
Services – Housing
Services – Homeless
Services – Fair Housing

What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homeless Needs – Chronically homeless
Homeless Needs – Families with children

How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

9 Agency/Group/Organization Eden I&RR
Agency/Group/Organization Type Housing
Services – homeless
Information and Referral
What section of the Plan was addressed
by Consultation?
Homeless Needs – Chronically homeless
Homeless Needs -Families with children
Homelessness Needs – Veterans
Homelessness Needs – Unaccompanied youth
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

Consolidated Plan CITY OF PLEASANTON 12
OMB Control No: 2506-0117 (exp. 09/30/2021)

10 Agency/Group/Organization Legal Assistance for Seniors Agency/Group/Organization Type Services – Elderly Persons What section of the Plan was addressed
by Consultation?
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

11 Agency/Group/Organization Open Heart Kitchen
Agency/Group/Organization Type Meals for children and seniors What section of the Plan was addressed
by Consultation?
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

12 Agency/Group/Organization Spectrum Community Services Agency/Group/Organization Type Services – Elderly Persons Services – Persons with Disabilities
Meals for homebound seniors
What section of the Plan was addressed
by Consultation?
Anti-poverty Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.
13 Agency/Group/Organization Tri-Valley Haven
Agency/Group/Organization Type Services – Housing
Services – Children
Services – Victims of Domestic Violence
Services - Homeless
What section of the Plan was addressed
by Consultation?
Housing Needs Assessment
Homeless Needs -Families with children
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

Consolidated Plan CITY OF PLEASANTON 13
OMB Control No: 2506-0117 (exp. 09/30/2021)

14 Agency/Group/Organization City of Pleasanton Human Services Commission Agency/Group/Organization Type Other government - local What section of the Plan was addressed
by Consultation?
Housing need Assessment
Non-Homeless Special Needs
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for improved
coordination?
Provided input in the development of the 2024
Eastern Alameda County Human Services Needs
Assessment (EACHSNA). The City coordinates with
services providers to assess needs and establish ways
to coordinate services on a regional level.

Identify any Agency Types not consulted and provide rationale for not consulting

Not applicable. Efforts were made to include as broad a group of community stakeholders as possible. No agency types were excluded from participation.

Other local/regional/state/federal planning efforts considered when preparing the Plan

Name of Plan Lead
Organization
How do the goals of your Strategic
Plan overlap with the
goals of each plan?
Continuum of Care, includes
Home Together 2026
Community Plan
Alameda County Housing
and Homelessness
Services
Drives the development of the
homelessness activity goals.
2024 Alameda County Homeless
Point in Time Count
EveryOne Home Annual homeless population census
and analysis of addressing
homelessness in Alameda County.
2024 Eastern Alameda County
Human Services Needs
Assessment (EACHSNA)
Tri-Valley cities of Dublin,
Livermore, and
Pleasanton
EACHSNA evaluates the strengths,
needs, and recommendations for the
human services delivery network for
the Tri-Valley region and individual Tri-
Valley cities.
2025-2029 Analysis of
Impediments to Fair Housing
Choice (AI)
Alameda County Housing
and Community
Development
Department
The AI identified and evaluated
impediments to choosing housing free
of discrimination and included a 5-year
Housing Action Plan that recommends
actions to address the impediments.

Table 1– Other local / regional / federal planning efforts

Consolidated Plan CITY OF PLEASANTON 14
OMB Control No: 2506-0117 (exp. 09/30/2021)

Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))

Pleasanton is a member of the Alameda County HOME Consortium, which consists of the Alameda County Housing and Community Development Department (HCD) as the lead agency and the following cities of Alameda, Fremont, Hayward, Livermore, Pleasanton, San Leandro, and Union City, and the Urban County, which includes the cities of Albany, Dublin, Emeryville, Newark, and Piedmont, and the unincorporated areas of the County. Pleasanton met with the HOME Consortium members to coordinate planning efforts, which included sharing data, establishing goals and priorities, and aligning funding strategies, for the adoption of the Consolidated Planning cycle starting July 1, 2025 through June 30, 2030 and the Annual Action Plan for FY 2025-2026. Additionally, the Alameda County HOME Consortium jurisdictions meet bi-monthly to coordinate strategies to address regional housing and community development priorities, including affordable housing development, homelessness .and services for low- income residents.

Pleasanton will continue to partner with the Alameda County HOME Consortium, and other local governments, and as well as with State agencies to ensure full and complete implementation of the Consolidated Plan.

Narrative

The 2024 Eastern Alameda County Human Services Needs Assessment (EACHSNA) was completed in January 2024 and was a collaborative effort among the cities of Dublin, and Livermore, and Pleasanton to assess the Tri-Valley human service gap areas. The EACHSNA updates the Pleasanton’s Human Services Needs Assessment Updated Strategic Plan 2018-2022, which provided a reassessment and update to the Human Services Needs Assessment Strategic Plan 14-16.

Consolidated Plan CITY OF PLEASANTON 15
OMB Control No: 2506-0117 (exp. 09/30/2021)

PR‐15 Citizen Participation ‐ 91.105, 91.115, 91.200(c) and 91.300(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal‐setting

All aspects of programs administered by the U.S. Department of Housing and Urban Development (HUD) are conducted with freedom of access for all interested persons. Citizens are encouraged to be involved in the development of programs offered by HUD including recommending program policies and funding, the Five-Year Consolidated Plan, Annual Action Plans, Substantial Amendments to the Consolidated/Action Plans, Consolidated Annual Performance and Evaluation Reports, and the Citizen Participation Plan. Community participation is a very important part of the Consolidated Plan development process. Many organizations, including social service agencies, homelessness service providers, and healthcare providers, were contacted during the development period for the Consolidated Plan.

As described earlier, the City maintains an active database of interested parties and stakeholders and uses it to send out notification of grant funding opportunities at the beginning of every application cycle (early December) which is also the beginning of the annual Action Plan (and Consolidated Plan) process.

The list currently includes approximately 250 nonprofit agencies, individuals, and other interested parties. In addition, ads are placed in local newspapers (including the Pleasanton Weekly which is distributed to every household in Pleasanton) and on the City’s website. Interested parties have multiple opportunities to participate and provide input on the process starting with annual grant workshops in early December through the annual CAPER hearing held annually in August.

Pre-draft public hearings on the Consolidated Plan and Annual Action Plan took place on January 9, 2025 and February 5, 2025 at the Housing and Community Development Advisory Committee meeting.

A public hearing was held on July 9, 2025 to take comments on the draft HOME Consortium Consolidated Plan. This meeting was held at the Alameda County Community and Housing Development (HCD) office in Hayward. Public Notices were placed in the following newspapers: Alameda Times Star, Oakland Tribune, Hayward Daily Review, Fremont Argus and the Tri-Valley Herald. The notice included provisions for how the disabled can access the meeting along with a detailed description of what is included in the Consolidated Plan. HCD staff presented the staff report regarding the Consolidated Plan. Committee members were provided the opportunity to ask questions of staff. The purpose of the meeting was to present an overview of the Consolidated Plan, and review and solicit input on the housing and community development needs in the HOME Consortium. The public was also provided with an opportunity to make comments or ask questions, but there were no members of the public who attended the virtual meeting so there were no public comments received as well.

On June 27, 2025, the City published a public hearing notice in The Valley Times advising the public of another public hearing on July 15, 2025, regarding the Five-Year Consolidated Plan and Annual Action Plan, to solicit public comments on the these HUD plans. The HUD-required 30-day public review period to solicit public comments on the Draft FY 2025-2029 Consolidated Plan and FY 2025-2026 Annual Action Plan, coordinated by Alameda County HOME Consortium, began on June 20, 2025 and will end on July 21, 2025.

The draft Consolidated Plan was distributed to all cities and main library branches in Alameda County,

Consolidated Plan CITY OF PLEASANTON 16
OMB Control No: 2506-0117 (exp. 09/30/2021)

HUD, and any interested citizens, organizations, or agencies and also posted on the City’s website for public review. Once the Consolidated Plan is adopted, it will be made available along with any substantial amendments (if necessary) and the annual performance reports made to the general public.

Citizen Participation Outreach

Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
Response /
attendance
Summary of
Comments
received
Summary of
comments
not
accepted
and reasons
URL
(If
applicable)
1 Public
Hearing
Non-targeted /
broad community
Six HCDAC
members and four
HCD staff
No comments
were received
N/A
2 Public
Hearing
Non-targeted /
broad community
Eight HOME
Consortium
members and one
HCD staff
No comments
were received
N/A
3 Newspaper
Ad
Non-targeted /
broad community
Five local
newspaper
received notice of
a 30-day public
comment period
and public
hearing.

Table 2– Citizen Participation Outreach

Consolidated Plan CITY OF PLEASANTON 17
OMB Control No: 2506-0117 (exp. 09/30/2021)

Needs Assessment
NA‐05 Overview
Needs Assessment Overview

Pleasanton has experienced a population decline of more than 5% from the 2020 Census (79,871) to the Census population estimate of 75,664 as of July 2024. Despite the decrease in population, there is still a need for planning for new housing, the rehabilitation of existing housing stock, and continued efforts to keep the existing housing stock affordable. The Alameda County HOME Consortium has conducted a Housing Needs Assessment, Housing Market Analysis and Homelessness Analysis to provide an overview of the current state of housing and homelessness within the HOME Consortium. The results are provided in the County’s section of the Consolidated Plan. Additionally, the 2024 Eastern Alameda County Human Services Needs Assessment (EACHSNA) was completed at the end of 2024.

The Needs Assessment of the Consolidated Plan identifies the following Pleasanton’s priority needs:

• Support public services for low-income residents
• Support the expansion or improvements, including ADA accessibility, to public facilities and infrastructure, parks and recreational facilities, and neighborhood facilities.

The City invited residents, non-profit organizations, and the general public to participate in a Priority Needs Survey to create the Consolidated Plan and determine the City’s priority needs. The City will allocate CDBG funds to programs and projects addressing these priority needs from July 1, 2025, to June 30, 2030.

Consolidated Plan CITY OF PLEASANTON 18
OMB Control No: 2506-0117 (exp. 09/30/2021)

NA‐50 Non‐Housing Community Development Needs ‐ 91.415, 91.215 (f)

Describe the jurisdiction’s need for Public Facilities:

The City has historically prioritized public facility improvements, particularly non-profit agencies and their facilities that benefit low-income residents. Some examples of the City assisting non-profit agencies to address their public facility needs include: Open Heart Kitchen’s commercial kitchen that was built in the Vineyard Resource Center, a 23-unit permanent supportive housing development for people experiencing homelessness that also has a year-round 30-bed temporary shelter for homeless individuals,-that opened in 2024; and the Livermore Multi-Service Center that was renovated and is now home for seven non-profit agencies including CityServe of the Tri-Valley and ECHO Housing.

The City recently adopted its five-year Capital Improvement Program (CIP) for FY 2025/26 – FY 2029/30.

The capital improvement projects were identified through the City’s CIP prioritization process, which uses a systematic approach to rank projects to help the City allocate resources effectively and make data-driven decisions on capital improvements. The City’s CIP has seven categories: transportation & streets, parks, miscellaneous, water, sewer, storm, and facilities. Most projects in the CIP are anticipated to be funded with local funding sources, including development fees, gas taxes, grants, interest earnings, and the General Fund.

Additionally, the City must dedicate CDBG funds for annually (until FY 2033-2034) repaying the City's $950,000 HUD Section 108 loan, which used to assist in the acquisition of the Axis Community Health Center in 2014, in accordance to HUD's 20-year repayment schedule.

How were these needs determined?

The 2024 Eastern Alameda County Human Services Needs Assessment (EACHSNA) identified the need for health care facilities (including mental health and substance abuse facilities), child care centers, and youth centers. The City’s five-year CIP identifies the CIP projects for the City in the next five years.

Describe the jurisdiction’s need for Public Improvements:

See above.

How were these needs determined?

See above.

Describe the jurisdiction’s need for Public Services:

The lack of sufficient funding is the biggest challenge for the City in achieving its public services objectives. For instance, for the upcoming FY 2025/26 grant program, the City received requests of $1,337,164 but the City will only be able to fund approximately 51% ($694,166) of these funding requests, using federal CDBG and HOME funds as well as local General Fund and Lower Income Housing Fund (LIHF). Every year the City receives more public service grant requests compared to the prior year. As the demand for basic safety needs continues to

Consolidated Plan CITY OF PLEASANTON 19
OMB Control No: 2506-0117 (exp. 09/30/2021)

increase exponentially each and every year, the non-profit organizations are tasked with increasing their services while using the same funding levels from prior years.

How were these needs determined?

Since the 2011 Tri-Valley Human Services Needs Assessment (commissioned jointly by the Tri-Valley cities of Pleasanton, Livermore, and Dublin), the City has updated this assessment multiple times, including the most recent 2024 Eastern Alameda County Human Services Needs Assessment (EACHSNA). These assessments analyze the human services needs in Eastern Alameda County. The City also has ongoing engagement with non-profit social services providers.

Consolidated Plan CITY OF PLEASANTON 20
OMB Control No: 2506-0117 (exp. 09/30/2021)

MA‐05 Overview
Housing Market Analysis
Housing Market Analysis Overview:

Incorporated in 1894, Pleasanton is a suburb in the San Francisco Bay Area located about 25 miles east of Oakland and 6 miles west of Livermore. With a population of more than 75,000, Pleasanton is considered as one of the wealthiest mid-sized city in the nation.

Pleasanton was recently (June 10, 2025 press release) ranked #2 in the nation in quality of life on the U.S. Social Progress Map, which measures outcomes that directly impact daily life, including safety, health, education, and access to opportunity. The U.S. Social Progress Map, which covers all 50 states, the 500 largest U.S. cities, and 32,000 neighborhoods, making it the country’s most comprehensive measure of quality of life, uses over 50 carefully selected indicators that reflect what matters most to people’s lives grouped into three dimensions:

• Basic Human Needs – covering essentials like housing, safety, and healthcare • Foundations of Wellbeing – encompassing education, environmental quality, and access to information • Opportunity – reflecting personal rights, inclusiveness, and freedom of choice

Pleasanton, California is one of the more expensive cities nationally, with housing being the primary.

According to The Council for Community and Economic Research (C2ER), a nationally recognized, trusted leader in the community, economic, and workforce research field, Pleasanton ranked 13 out of 273 cities across the country in terms of cost of living. The cost of living in Pleasanton is estimated to be 134.6% of the national average. The current average rent in Pleasanton is $3,600, per Zillow, which is 71% higher than the national average; 14% higher compared to Livermore’s average rent of $3,150 but 1% lower than Dublin’s average rent of $3,650. The median value of homes in Pleasanton is $1,432,300 (2019-2023 American Community Survey 5-year Estimates), while popular online real estate platforms, including Zillow, Redfin, and Realtor, reflect the median sales price at more than $1.6 million (approximately $724/Sqft).

The City of Pleasanton 2023-2031 Housing Element reports that 24% of Pleasanton homeowners are cost-burdened (4,787 households), defined by the U.S. Department of Housing and Urban Development (HUD) as monthly housing costs exceed 30% of monthly income, while almost 44% of Pleasanton renters are cost burdened (3,804 households). 13% of Pleasanton households spend 50 percent or more of their income on housing while 16.9% spend 30 to 50 percent. Among low-income (earning less than 80% of the Area Median Income), Pleasanton households, 76.4% (4,034 households) are cost burdened, while 52.8% (2,785 households) are severely cost burdened (monthly housing costs exceed 50% of monthly income).

Consolidated Plan CITY OF PLEASANTON 21
OMB Control No: 2506-0117 (exp. 09/30/2021)

MA‐45 Non‐Housing Community Development Assets ‐ 91.410, 91.210(f) Introduction

Pleasanton was incorporated in 1894 and lies along the route of the historic first transcontinental railroad. Located in Alameda County, the City of Pleasanton encompasses 24.3 square miles and is adjacent to the cities of Hayward, Livermore, and Dublin.

Known as the city of planned progress, Pleasanton is a community that successfully integrates a thriving residential population within a robust business environment. Pleasanton’s commercial market is home to more than 4,000 businesses, supporting 53,000 jobs. The City’s largest employers include Workday, Kaiser Foundation Hospitals, Oracle, Roche Molecular Systems, Inc., Stanford Healthcare-ValleyCare, Veeva Systems, Vocera Communications, Inc., Thermo Fisher, and 10x Genomics.

Economic Development Market Analysis

Business Activity
Number
Civilian employed population 16 years and over 38,344
Agriculture, forestry, fishing, and hunting, and mining 155 Construction 1,139
Manufacturing 4,896
Wholesale trade 1,004
Retail trade 3,035
Transportation and warehousing, and utilities 1,001
Information 1,767
Finance and insurance, and real estate and rental and leasing 2,827 Professional, scientific, and management, administrative and waste management services 10,120 Educational services, and health care and social assistance 7,472 Arts, entertainment, and recreation, and accommodation and food services 2,828 Other services, except public transportation 1,001
Public administration 1,099
Table 3 ‐ Industry Activity Data Source: 2023: ACS 5-Year Estimates

Labor Force
Total Population in the Civilian Labor Force 41,484
Civilian Employed Population 16 years and over 40,021
Unemployment Rate 3.53%
Unemployment Rate for Ages 16-24 4.91%
Unemployment Rate for Ages 25-65 2.67%
Unemployment Rate for Over Age 65 0.79%
Table 4 ‐ Labor Force Data Source: Data Source: 2016-2020 ACS

Consolidated Plan CITY OF PLEASANTON 22
OMB Control No: 2506-0117 (exp. 09/30/2021)

Occupations by Sector Number of People
Management, business and financial occupations 19,485
Farming, fisheries and forestry occupations 1,297
Service occupations 2,322
Sales and office occupations 7,462
Construction, extraction, maintenance and repair occupations 1,038 Production, transportation and material moving occupations 978 Table 5 – Occupations by Sector Data Source: 2016‐2020 ACS

Travel Time
Number Percentage
< 30 minutes 16,907 49.21%
30-59 Minutes 9,462 27.54%
60 or more Minutes 7,986 23.25%
Table 6 ‐ Travel Time Data Source: Data Source: 2016-2020 ACS

Education:

Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian
Employed
Unemployed Not in Labor
Force
Less than high school graduate 524 14 384
High school graduate (includes equivalency) 2,506 77 774 Some college or Associate's degree 6,413 525 1,539
Bachelor's degree or higher 25,086 551 5,323
Table 7 ‐ Educational Attainment by Employment Status Data Source: 2016-2020 ACS

Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–64 yrs 65+ yrs
Less than 9th grade - 13 302 266 519
9th to 12 grade no diploma 408 116 39 186 621
High school graduate, GED, or alternative 1,289 970 763 1,624 2,372 Some college, no degree 1,375 1,097 1,072 3,195 2,026
Associate’s Degree 156 445 652 2,047 938
Bachelor’s Degree 1,302 3,597 4,246 8,689 3,069
Graduate or Professional Degree 91 1,865 4,808 7,755 2,540 Table 8 ‐ Educational Attainment by Age Data Source: 2016-2020 ACS

Consolidated Plan CITY OF PLEASANTON 23
OMB Control No: 2506-0117 (exp. 09/30/2021)

Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 32,690
High school graduate (includes equivalency) 43,839
Some college or Associate's degree 58,175
Bachelor's degree 103,342
Graduate or professional degree 132,204
Table 9 ‐ Educational Attainment by Age Data Source: 2016-2020 ACS

Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?

According to the City’s Economic Profile Report FY2024-2028, the top 10 largest employing industries in Pleasanton are: professional services, healthcare and social assistance, information, government, construction, retail trade, accommodation and food services, administrative & support services, manufacturing, and management of companies. Approximately 841,270 people work in Alameda County, and 59,750 of those jobs are located in Pleasanton.

Describe the workforce and infrastructure needs of the business community:

Pleasanton is a highly-competitive employment center, with long term growth that has outpaced the Tri- Valley and East Bay. Despite a drop in employment during the economic downturn in 2009-2012 in Hacienda business park – the largest concentration of employment in Pleasanton and a bellwether for the City’s economy – the city experienced a rapid recovery beginning in 2012 and continued job growth extending into early 2020. Pleasanton provides excellent accessibility to a diverse, well-educated and highly-skilled labor force as the city’s location provides access to workers throughout the region – especially the East Bay and the Silicon Valley – via the I-580 and I-680 freeways, as well as offering commute options via BART and ACE trains. This accessibility allows for mobility of goods and workers, which is a primary consideration for employers. As well, Pleasanton offers high-quality business districts with diverse types and sizes of Class A office, Class B office, and flex space, often with supporting amenities and infrastructure. Office space in Pleasanton is generally much lower in cost than other core Bay Area locations that offer similar types of office products, which is an important asset to businesses across a range of industry sectors.

While Pleasanton’s built environment offers many advantages for business development, because much of the City’s housing and commercial space was built in auto-centric, low-density development patterns, the types of products currently offered are not in sync with changing employer and worker preferences.

The existing employment centers are not well integrated with housing and retail, and some lack adequate data infrastructure. There is a need to provide the mixed-use, pedestrian-friendly, amenity- rich workplace districts integrating retail and housing that are increasingly sought by innovation-focused firms and workers.

Consolidated Plan CITY OF PLEASANTON 24
OMB Control No: 2506-0117 (exp. 09/30/2021)

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

Pleasanton has two new hotels: the 122-room Springhill Suites hotel which opened in December 2023 and the 110-room TownePlace Suites hotel which opened March 2024). The new 16,000-square-foot Costco warehouse store, which also has 768 parking stalls and 15 double-sided fuel pumps at its Costco gas station, opened in November 2024. The 2 hotels and the Costco warehouse were part of the larger Johnson Drive Economic Development Zone initiative that aims to redevelop approximately 40 acres of land near the Stoneridge Drive and I-680 into a commercial corridor. These newly opened businesses not only provides hundreds of jobs, but will also contribute to increasing the City’s tax revenues [transient occupancy tax (TOT) and sales tax].

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?

Pleasanton’s largest employers, such Workday and Kaiser, are economic anchors that attract talented and skilled employees and additional business activity through the growth of the supply chain network and the creation of new, related businesses. These companies also represent the majority of Pleasanton’s 62,000+ jobs, and find a sufficient labor pool to meet demand. However, many retail, service and hospitality industry sector companies have difficulty in attracting and hiring workers given that many do not live in the city or Tri-Valley.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

Among Pleasanton’s local workforce development partners are:

o Tri-Valley Educational Collaboration (TEC) is a collaborative effort to prepared students for college and careers through a collaborative forum that evaluates and plans Career Technical Education articulation strategies through a regional effort among the education jurisdictional governing boards (i.e., school district boards).

o Tri-Valley Career Center offers resources for both job seekers and employers across all industries and professions.

Other local workforce development programs available for low-income and unemployed Pleasanton residents include the Amador Valley Adult and Community Education, the Tri-Valley Regional Occupation Program, and the Chabot-Las Positas Community College’s Tri-Valley Pathways to Employment Program.

Consolidated Plan CITY OF PLEASANTON 25
OMB Control No: 2506-0117 (exp. 09/30/2021)

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?

Yes.

If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

The City of Pleasanton has a Council-adopted Economic Development Strategic Plan that is implemented by City Economic Development staff with input from the City’s Economic Vitality Committee. Notably included among the priorities are current efforts to the expand Pleasanton’s life sciences sector and to foster retail sector growth. Additionally, the City participates in regional business growth and development initiatives such as the i-GATE innovation hub, Innovation Tri-Valley, East Bay Economic Development Alliance of which have plans, programs and initiatives designed to foster economic growth in the region.

Consolidated Plan CITY OF PLEASANTON 26
OMB Control No: 2506-0117 (exp. 09/30/2021)

MA‐50 Needs and Market Analysis Discussion

Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")

As with the Consortium at large, the most common housing problem for low to moderate-income households in Pleasanton is cost burden. Renters struggle to afford rental rates and low-income homeowners (particularly single-parent households and seniors on fixed incomes) struggle to afford the cost of household maintenance and repairs. In the latter case, poorly-maintained homes lead to additional repair problems, higher utility costs, etc., further restricting household funds and contributing to the deterioration of housing units. While the number and percentage of cost burdened households in Pleasanton is less than the average throughout the Consortium, the affordability gap is larger because Pleasanton has the highest rents and ownership housing costs within the entire region as noted earlier.

HUD Comprehensive Housing Affordability Strategy (CHAS) defines the four main “housing problems” as being 1) overcrowded housing conditions (with more than one person per room), cost burden (paying more than 30% of income toward housing costs, including utilities), 2) housing that lacks complete plumbing facilities, and 4) housing that lacks complete kitchen facilities. Additionally, HUD defines “severe housing problems” as being 1) severely overcrowded housing conditions (with more than one and a half persons per room), 2) severely cost burdened (paying more than 50% of income toward housing costs, including utilities), 3) housing that lacks complete plumbing facilities, and 4) housing that lacks complete kitchen facilities.

Are there any areas in the jurisdiction where racial or ethnic minorities or low‐income families are concentrated? (include a definition of "concentration")

There are several methods recognized by HUD for defining areas of minority concentration. One method defines areas of minority concentration as census tracts where more than 50% of the population is comprised of a single ethnic or racial group. According to the Affirmatively Furthering Fair Housing mapping tool offered by HUD, there are no areas in the City of Pleasanton where there are concentrations of racial or ethnic minority households. Another way to define minority concentration is an area where the percentage of all minorities is at least 20% above the overall percentage for the Consortium-wide minority population percentage. Pleasanton also does not have any concentrations with regard to household income, as verified using HUD’s Community Planning and Development (CPD) Maps System.

What are the characteristics of the market in these areas/neighborhoods? Not applicable.

Are there any community assets in these areas/neighborhoods? Not applicable.

Are there other strategic opportunities in any of these areas? Not applicable.

Consolidated Plan CITY OF PLEASANTON 27
OMB Control No: 2506-0117 (exp. 09/30/2021)

MA‐60 Broadband Needs of Housing occupied by Low‐ and Moderate‐Income Households ‐ 91.210(a)(4), 91.310(a)(2)

Describe the need for broadband wiring and connections for households, including low‐ and moderate‐income households and neighborhoods.

This is not applicable as there are no low- and moderate-income neighborhoods in Pleasanton, according HUD’s Community Planning and Development (CPD) Maps System.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

See above.

Consolidated Plan CITY OF PLEASANTON 28
OMB Control No: 2506-0117 (exp. 09/30/2021)

MA‐65 Hazard Mitigation ‐ 91.210(a)(5), 91.310(a)(3)

Describe the jurisdiction’s increased natural hazard risks associated with climate change.

Pleasanton recognized the State of California’s efforts in combating climate change that have resulted in more frequent and higher intensity heat waves and wildfires, rising sea level, and declining snowpack.

Describe the vulnerability to these risks of housing occupied by low‐ and moderate‐income households based on an analysis of data, findings, and methods.

The City adopted a Climate Action Plan in 2012 that provides a strategy to assist California in reducing greenhouse gas (GHG) emissions. The plan describes goals, supporting strategies, and specific ground actions to help the City achieve its goal of reducing GHG emissions to 1990 levels by 2020. The plan identifies transportation and residential, commercial, and industrial energy use as the primary sources of the City’s GHG emissions.

California Assembly Bill 32 and Executive Order S-3-05, has established statewide GHG emission reduction targets of 40-percent below 1990 emission levels by 2030 and 80-percent below 1990 emission levels by 2050. Accounting for the new state laws, the Pleasanton City Council- approved its 2019-2020 Work Plan which includes preparation of an updated Climate Action Plan (CAP 2.0). As with Pleasanton’s 2012 Climate Action Plan, CAP 2.0 will continue to respond to the impacts of climate change through local actions that significantly reduces the City’s greenhouse gas emissions as well as closes the gap between GHG emission reduction targets and Pleasanton’s projected emissions.

Consolidated Plan CITY OF PLEASANTON 29
OMB Control No: 2506-0117 (exp. 09/30/2021)

Strategic Plan
SP‐05 Overview
Strategic Plan Overview

Pleasanton’s section of the HOME Consortium’s Strategic Plan will identify the City’s own priority needs and describe strategies that the City will undertake to serve the priority needs. The priorities were developed from the analysis in the Needs Assessment and Market Analysis, in addition to community input.

The housing needs strategy was developed by analyzing the characteristics of the housing market; particularly how the Consortium could use HOME and CDBG funds for rental assistance, production of new units, rehabilitation of existing units, and acquisition of existing units. The three Public Housing Agencies in the Consortium (Alameda County, City of Alameda and City of Livermore Housing Authorities) were consulted to develop the plan to meet the needs of public housing residents and public housing developments. The Alameda County Healthy Homes Department was consulted for strategies to evaluate and reduce lead-based paint hazards. EveryOne Home, Alameda County’s Continuum of Care, was consulted for assistance in developing the plan for reducing and ending homelessness. These activities will primarily be funded with Emergency Solutions Grant, HOME Tenant- Based Rental Assistance and CDBG Funds.

The Consortium’s Strategic Plan will estimate the HOME, CDBG and ESG resources that will be available to address the Consortium’s priority needs. Pleasanton will report on its direct use of CDBG resources, while HOME and ESG resources are reported on a Consortium level.

Consolidated Plan CITY OF PLEASANTON 30
OMB Control No: 2506-0117 (exp. 09/30/2021)

SP‐10 Geographic Priorities ‐ 91.415, 91.215(a)(1)
Geographic Area

Table 12 ‐ Geographic Priority Areas
1 Area Name: Citywide
Area Type: [Not Applicable]
Other Target Area Description: [Not Applicable]
HUD Approval Date:
% of Low/ Mod:

Revital Type:

Other Revital Description:

Identify the neighborhood boundaries for this target area.

Include specific housing and commercial characteristics of this target area.

How did your consultation and citizen participation process help you to identify this neighborhood as a target area?

Identify the needs in this target area.

What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?

General Allocation Priorities
Describe the basis for allocating investments geographically within the state

As an entitlement jurisdiction, Pleasanton receives Community Development Block Grant (CDBG) program funds from the U.S. Department of Housing and Urban Development for housing and community development activities. To receive its annual allocation of CDBG funds, Pleasanton prepares a Five-Year Consolidated Plan to assess the City’s affordable housing and community development needs, to identify priority needs, and to outline the strategies for addressing these needs. As part of the Five-Year Consolidated plan, the City must prepare an annual Action Plan that provides a summary of the actions and activities that would address the priority needs identified. The priority needs and goals of the FY 2025-2029 Consolidated Plan are outlined in the “SP-28 Priority Needs Summary” and “SP-48 Goals Summary”.

The City has not established a specific target area to focus the investment of CDBG funds. The City will continue to fund programs that meet the national objectives of serving low- and moderate-income clientele (LMC) or low- and moderate-income housing (LMH), with each activity benefiting at least 51% low- and moderate-income individuals and families.

Additionally, the HOME Investment Partnership (HOME) funding is allocated to the jurisdictions within

Consolidated Plan CITY OF PLEASANTON 31
OMB Control No: 2506-0117 (exp. 09/30/2021)

the Alameda County HOME Consortium on a formula basis. HOME funds are distributed throughout all parts of the HOME Consortium. All activities to be undertaken are intended and open to serve eligible households living in the Consortium.

Consolidated Plan CITY OF PLEASANTON 32
OMB Control No: 2506-0117 (exp. 09/30/2021)

SP‐25 Priority Needs ‐ 91.415, 91.215(a)(2)
Priority Needs

Table 13 – Priority Needs Summary
1 Priority Need
Name Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
veterans
Victims of Domestic Violence
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Victims of Domestic Violence
Geographic
Areas Affected City-wide
Associated Goals Rental Assistance
Minor Housing Rehabilitation Program
Housing Needs - Reduction of Housing Discrimination
Description Goal 1: Promote the production, rehabilitation and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction and minor home repair.

Goal 2: Reduction of Housing Discrimination through the provision of fair housing and landlord/tenant services.

Basis for
Relative Priority
Affordable housing is a critical need in Pleasanton as majority of low-income Pleasanton households are cost burdened.

Consolidated Plan CITY OF PLEASANTON 33
OMB Control No: 2506-0117 (exp. 09/30/2021)

2 Priority Need
Name
Homeless Needs
Priority Level Low
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Victims of Domestic Violence
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Victims of Domestic Violence
Geographic
Areas Affected City-wide
Associated
Goals
Homeless Needs
Description Goal 1: Use resources to end homelessness by funding and supporting homeless services programs.

Basis for
Relative Priority
Reducing homelessness is a high priority for the Alameda County HOME Consortium and is based on the EveryOne HOME Plan (Continuum of Care) to end homelessness.

Consolidated Plan CITY OF PLEASANTON 34
OMB Control No: 2506-0117 (exp. 09/30/2021)

3 Priority Need
Name
Supportive Housing Needs
Priority Level Low
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
veterans
Victims of Domestic Violence
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Victims of Domestic Violence
Geographic Areas
Affected City-wide
Associated Goals Supportive Housing Needs
Description Goal 1: Increase the availability of service enriched housing for persons with special needs by supporting the acquisition and new construction of housing units.

Basis for Relative
Priority
Many of the homeless population also have supportive housing needs.

Consolidated Plan CITY OF PLEASANTON 35
OMB Control No: 2506-0117 (exp. 09/30/2021)

4 Priority Need
Name
Community Development Needs
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
veterans
Victims of Domestic Violence
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Victims of Domestic Violence
Geographic
Areas Affected City-wide
Associated
Goals
Community Development Needs - Capital Improvements
Community Development Needs - Public Services
Description Goal 1: Make improvements, including ADA accessibility, to public facilities, such as curbs and sidewalks, neighborhood parks and recreational improvements, homeless facilities and other public facilities/community centers.

Goal 2: Fund economic development, micro-enterprise and on-the-job training.

Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or “in-crisis”.

Basis for
Relative
Priority
The City will continue to make principal and interest payments for the $950,000 HUD Section 108 Loan the City used to assist in the acquisition of the Axis Community Health Center in 2014, in accordance to HUD's 20-year repayment schedule ending in FY 2033-2034.

Consolidated Plan CITY OF PLEASANTON 36
OMB Control No: 2506-0117 (exp. 09/30/2021)

SP‐35 Anticipated Resources ‐ 91.420(b), 91.215(a)(4), 91.220(c)(1,2) Introduction

As an entitlement jurisdiction, the City of Pleasanton annually receives federal Community Development Block Grant (CDBG) funds. Pleasanton also receives HOME Investment Partnership (HOME) funds as a member of the Alameda County HOME Consortium. The City will continue to primarily use federal CDBG and HOME funds as well as local funds [City General Fund and Lower Income Housing Fund (LIHF) funds] to accomplish specific objectives in the upcoming five year consolidated period (FY 2025-2029). CDBG funds are eligible to be used for public services program, capital projects, other projects that benefit low-income residents, and program administration costs.

Anticipated Resources

Table 14‐ Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public -
Federal
Acquisition
Admin &
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
$381,455 $0 $0 $381,455 $1,525,820 CDBG activities
will include
administration,
public services,
housing, and
other activities
benefiting low-
mod income
households /
communities
in the City of
Pleasanton.

Consolidated Plan CITY OF PLEASANTON 37
OMB Control No: 2506-0117 (exp. 09/30/2021)

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied

To maximize leveraging of its own funds and increase the funds available for housing and community development activities, the City of Pleasanton plans to undertake the following activities:

• Support applications by organizations or agencies for other public and private sources of financing to leverage City funds.
• Include leveraging as a goal to the maximum extent possible in the City’s HHSG funding application review process.
• Support the purchase and rehabilitation and new construction of units by nonprofit housing developers.
• Promote private sector rehabilitation through the City’s Housing Rehabilitation Program (HRP). • Continue participation in programs to support affordable homeownership. • Continue to provide support to nonprofit, community-based housing developers and service providers in obtaining other sources of financing.
• Promote joint development with other governmental or quasi-governmental agencies to implement housing community development programs and combine multiple sources of financing.

Matching requirements must be satisfied in the following federal entitlement housing programs: the HOME Program and the Emergency Solutions Grant Program. A variety of non-federal sources may be used for the HOME match requirements, which requires that $0.25 be “permanently contributed” to the HOME Program or to HOME-assisted projects for every HOME dollar spent. This requirement applies to the program as a whole, not to individual projects. The liability for matching funds occurs when the HOME Consortium actually draws down HOME funds from HUD. Sources of HOME match include cash or cash equivalents from a non-federal source, value of waived taxes or fees, value of donated land or real property, a portion of housing bond proceeds, and the cost of infrastructure improvements, among others.

As a member jurisdiction, the City must comply with the HOME match requirements that have been established by the County. The County will evaluate match requirements for HOME and determine potential match sources. Some match sources may come from local affordable housing trust funds, housing bond proceeds, the value of waived local fees or permits, foregone property tax revenue, local road funds, private donations, services funded by service providers, the State, County, or foundations, other local agency funds, and publicly owned land.

If appropriate, describe publically owned land or property located within the state that may be used to address the needs identified in the plan

The City has plans to identify strategies to leverage publicly owned land and properties to address the housing needs in its 2023-2031 Housing Element. The City is currently assessing its inventory of properties that could support affordable housing development and evaluating how the properties would comply with California’s Surplus Lands Act (AB 1486, AB 1255, and SB 6).

Consolidated Plan CITY OF PLEASANTON 38
OMB Control No: 2506-0117 (exp. 09/30/2021)

SP‐40 Institutional Delivery Structure ‐ 91.415, 91.215(k) Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible Entity Responsible Entity
Type
Role Geographic
Area Served
PLEASANTON Government Affordable Housing
Ownership
Rental
Homelessness
Non-homeless special needs
Community Development
public facilities
neighborhood improvements
public services
Economic Development
Planning
Jurisdiction
Alameda County HCD Government Affordable Housing
Ownership
Rental
Homelessness
Non-homeless special needs
Community Development
public facilities
neighborhood improvements
public services
Economic Development
Planning
Region
Abode Services Subrecipient Homelessness
Rental
Region
Axis Community Health Subrecipient Homelessness
Non-homeless special needs
Community Development
public services
Region
CityServe of the Tri-
Valley
Subrecipient Homelessness
Non-homeless special needs
Community Development
public services
Region
EveryOne Home Subrecipient Homelessness
Planning
Region

Consolidated Plan CITY OF PLEASANTON 39
OMB Control No: 2506-0117 (exp. 09/30/2021)

EDEN I&R Non-profit
organizations
Affordable Housing
Ownership
Rental
Homelessness
Region
ECHO HOUSING Non-profit
organizations
Affordable Housing
Ownership
Rental
Region
Open Heart Kitchen Subrecipient Community Development
public services
Region
Spectrum Community
Services
Subrecipient Community Development
public services

Tri-Valley Haven Subrecipient Community Development
public facilities
public services
Region
Table 15 ‐ Institutional Delivery Structure

Assess of Strengths and Gaps in the Institutional Delivery System A primary strength of the housing and community development delivery systems is the coordination of efforts between the jurisdictions and the groups that oversee these efforts on an inter-jurisdictional basis. An additional strength is the level of coordination between service providers, particularly those addressing housing needs of the homeless, special needs populations, and housing providers.

Pleasanton participates on the Alameda County HOME Consortium Technical Advisory Committee (TAC) which is comprised of staff from the member jurisdictions and the County. The TAC meets bi-monthly to discuss programmatic and policy matters relating to the HOME program as well as broader federal housing and community development funding sources.

The Tri-Valley cities of Pleasanton, Livermore, and Dublin have a long-standing history of collaboration around housing and community issues as exemplified in the following joint efforts:

• The cities collaborate annually around the federal grant process, holding joint meetings for NOFA / application distribution, contract submission, subrecipient monitoring, and reporting. Staff have worked together to develop standard applications, contracts, and monitoring tools which have improved standardization and resulted in time and cost savings for cities as well as subrecipients.

All three cities utilize the same on-line application system (ZoomGrants) which provides a further benefit and convenience to subrecipients.
• As noted earlier, the three cities collaborated on the completion of the 2024 Eastern Alameda County Human Services Needs Assessment (EACHSNA).This multi-jurisdictional effort contributed toward the consistency of policies and programs throughout the subregion while still allowing a degree of independence to include local needs and priorities. • The cities have collaborated on two Section 108 loans in order to secure federal funds in an amount larger than any one jurisdiction could support on its own. These funds were obtained in 2002 to acquire and rehabilitate a family crisis shelter and more recently in 2015 to construct a community medical clinic. Although one city had to serve as the lead agency (Livermore in 2002; Pleasanton in 2015), in both cases the cities entered into an agreement to share repayment of the loans.

Consolidated Plan CITY OF PLEASANTON 40
OMB Control No: 2506-0117 (exp. 09/30/2021)

The primary gaps facing Pleasanton and its neighbor cities in delivering affordable and supportive housing are primarily the lack of financial resources (including land) for development, operations, and support services combined with a location that has the highest costs in the region. Community development efforts are frequently limited due to a lack of financial resources. In some cases, there is need for stronger coordination between agencies and organizations although it is generally felt that the region enjoys a high level of coordination and simply needs to continue to foster and expand existing collaborative relationships.

Availability of services targeted to homeless persons and persons with HIV and mainstream services

Homelessness Prevention Services Available in the
Community
Targeted to
Homeless
Targeted to
People with HIV
Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X
Mortgage Assistance X
Rental Assistance X X
Utilities Assistance X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X
Education X
Employment & Employment Training X X
Healthcare X X X

HIV/AIDS X X X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Other

Table 16 ‐ Homeless Prevention Services Summary

Consolidated Plan CITY OF PLEASANTON 41
OMB Control No: 2506-0117 (exp. 09/30/2021)

Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth)

The County’s section of the Consolidated Plan includes a detailed description of county-level stakeholders and services. Many of these provide direct services in Pleasanton and other East County jurisdictions.

Key stakeholders in Pleasanton include Axis Community Health (community clinics, public benefits coordination), Pleasanton Unified School District (student health programs), Tri-City Health Center (East County AIDS Advocacy), Tri-Valley Haven (food bank; domestic violence and family shelters), Open Heart Kitchen (family and senior food programs), Spectrum Community Services (meal delivery programs), ECHO Housing (housing counseling and tenant-landlord services), Abode Services (homelessness prevention), Legal Assistance for Seniors (free legal aid for seniors), Community Resources for Independent Living (disabled advocacy and support), East Bay Innovations (disabled advocacy and support), CALICO (child abuse intervention), Bay Area Community Services (mental and disabled services), and Eden Information and Referral (2-1-1 Alameda County information line).

The City has financially supported Goodness Village since it opened in June 2021. Goodness Village is a 28-unit affordable tiny home village located in Livermore formerly homeless individuals. The village provides 24-hour on-site supportive services for the 28 village residents.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above

The service delivery system for persons experiencing homelessness is primarily coordinated at the County level. A detailed description of the network is included in the County’s section of the Consolidated Plan. The City also contracts with Abode Services and CityServe to provide services to assist homeless individuals in Pleasanton. These agencies are funded through the City's Housing and Human Services Grant (HHSG) program.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs

A primary strength of the housing and community development delivery systems is the coordination of efforts between the jurisdictions and the groups that oversee these efforts on an inter-jurisdictional basis. An additional strength is the level of coordination between housing providers and service providers, particularly those addressing housing needs of the homeless and special needs populations.

As described earlier, the cities of Pleasanton, Livermore, and Dublin have a long-standing history of collaboration on a variety of housing and community development matters, and the cities continue to build on this institutional structure.

The primary gaps facing Pleasanton and its neighbor cities in delivering affordable and supportive housing are primarily the lack of financial resources (including land) for development, operations, and support services combined with a location that has the highest costs in the region. Community

Consolidated Plan CITY OF PLEASANTON 42
OMB Control No: 2506-0117 (exp. 09/30/2021)

development efforts are frequently limited due to a lack of financial resources. In some cases, there is need for stronger coordination between agencies and organizations although it is generally felt that the region enjoys a high level of coordination and simply needs to continue to foster and expand existing collaborative relationships.

Addressing gaps will continue to be a high priority for Pleasanton. The City will continue its efforts to identify and utilize new sources of financing for affordable housing, supportive housing, and community development programs; and enhance coordination efforts among housing providers, service providers, and governmental agencies. The City has streamlined and improved the process for selecting and funding housing and community development projects for its HOME and CDBG programs through the implementation in 2010 of its new Housing and Human Services Grant (HHSG) program which also uses a web-based grant management system (ZoomGrants). In addition, the City has participated in the larger homeless and special needs housing initiatives (the EveryOne Home Plan and the annual Continuum of Care funding process) to select priorities and projects for homeless and special needs funding, and may participate in more focused subregional efforts in the near future.

Consolidated Plan CITY OF PLEASANTON 43
OMB Control No: 2506-0117 (exp. 09/30/2021)

SP‐45 Goals ‐ 91.415, 91.215(a)(4)

Goals Summary Information

Table 17 – Goals Summary
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Housing
Needs -
Rental
Assistance
2025 2029 Affordable
Housing
City-wide Housing
Needs
HOME:
$400,000
Tenant-based
rental
assistance:
30 Households
Assisted
2 Housing Needs
- Minor
Housing
Rehabilitation
Program
2025 2029 Affordable
Housing
City-wide Housing
Needs
HOME:
$356,250
Homeowner
Housing
Rehabilitated:
35 Households
Assisted

5 Households
Assisted
3 Housing 2025 2029 Affordable Housing LIHF Public service Needs - Housing Needs activities for
Reduction of Low/Moderate
Housing Income
Discrimination Housing
Benefit:
50 Households
Assisted
4 Community
Development
Needs -
Capital
Improvements
2025 2029 Non-Housing
Community
Development

Community
Development
Needs
CDBG:
$1.2M
Other:
3 Other
5 Community
Development
Needs - Public
Services
2025 2029 Non-Housing
Community
Development

Community
Development
Needs
CDBG CDBG:
$286,090
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit:
500 Persons
Assisted

Consolidated Plan CITY OF PLEASANTON 44
OMB Control No: 2506-0117 (exp. 09/30/2021)

Goal descriptions

1 Goal Name Housing Needs - Rental Assistance
Goal Description Provide tenant-based rental assistance to eligible low-income individuals and families.
2 Goal Name Housing Needs - Preservation - Owner
Goal Description Promote the preservation of single-family homes through rehabilitation or minor home repair.
3 Goal Name Housing Needs - Reduction of Housing Discrimination Goal Description Reduce Housing Discrimination through provision of fair housing and landlord/tenant services.
4 Goal Name Community Development Needs - Capital Improvements Goal Description Make improvements, including ADA accessibility, to public facilities, such as curbs and sidewalks, neighborhood parks and recreational improvements, and to non-profit agency facilities.

Make annual principal and interest HUD Section 108 Loan repayments. 5 Goal Name Community Development Needs - Public Services Goal Description Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or “in-crisis”.

Estimate the number of extremely low‐income, low‐income, and moderate‐income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)

The City anticipates adding a projected 129 affordable rental housing units throughout the FY 2025-2029 Consolidated Plan period through two projects currently under various stages of development. The Avalon Bay project will produce 51 affordable rental units, and the Hopyard Road project 9 affordable for-sale units, while 78 units at the Promenade Apartments are in the process of being converted to market rate units to restricted units

Consolidated Plan CITY OF PLEASANTON 45
OMB Control No: 2506-0117 (exp. 09/30/2021)

SP‐65 Lead‐based Paint Hazards ‐ 91.415, 91.215(i)

Actions to address LBP hazards and increase access to housing without LBP hazards

No new programs are being considered for the five-year period to reduce lead-based paint hazards inasmuch as the City's housing stock is generally young (post-1978) and in good condition. Mitigations are currently implemented on an as-needed basis in conjunction with County-administered Housing Rehabilitation and Minor Home Repair Program activities. The City is not currently a party to the joint powers agreement, which established Alameda County's existing lead abatement program. However, Pleasanton is likely to increase its involvement in lead-based paint hazard reduction as involvement in housing rehabilitation programs increases in the future. The City will continue its collaboration with the Alameda County Lead Hazard Prevention Program on marketing and outreach efforts in the Tri-Valley area.

How are the actions listed above integrated into housing policies and procedures?

Actions to address lead poisoning and lead-based paint hazards are addressed routinely through ongoing application of the Uniform Building Code and by specific policies and procedures within the City's Housing Rehabilitation Program, with Spectrum Community Services replacing Habitat for Humanity as the City’s program administrator.

Consolidated Plan CITY OF PLEASANTON 46
OMB Control No: 2506-0117 (exp. 09/30/2021)

SP‐70 Anti‐Poverty Strategy ‐ 91.415, 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty‐Level Families

Low-income families have difficulty securing housing without income support and/or housing assistance. Many times, they also do not have additional income to pay for other needs such as food, child care, health care, and dependable transportation. Living from paycheck to paycheck causes families to be in constant danger of becoming or returning to homelessness.

The most commonly available anti-poverty strategies are implemented at the county level and are addressed in the County’s section of the Consolidated Plan. The Section 8 certificate and voucher program for Pleasanton residents is currently coordinated through the Housing Authority of the County of Alameda (HACA).

The City’s Housing and Human Services Grant (HHSG) program funds non-profit organizations providing social services to low-income Pleasanton individuals and families.

Pleasanton has had significant success in attracting new retail, commercial, office, and industrial development to the City. Existing business and retail complexes have drawn significant new commercial development and have created new employment opportunities for residents and non-residents.

The Pleasanton Inclusionary Zoning Ordinance (IZO), adopted in 2001, has resulted in affordable rental (approximately 1,100 units) and homeownership units (more than 100 homes) that have been built for low-income individuals and households. The IZO was recently been updated, in December, 2024,to prioritize developers building the affordable units rather than other alternative methods of complying with the IZO (e.g. paying an in lieu fee), and also to provide more flexibility to developers in meeting their on-site affordable housing requirements, in order to encourage more production.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan

A strength of the housing and community development delivery systems is the coordination of efforts between the jurisdictions and groups overseeing these efforts on an inter-jurisdictional basis, particularly at the broader county level. These groups, including the HOME Consortium Technical Advisory Committee (TAC), the Alameda County Housing and Community Development Advisory Committee and EveryOne Home, allow the jurisdictions to ensure that projects compliment rather than duplicate efforts, and that policies and programs have some consistency throughout the HOME Consortium. Non-housing community development programs within the Consortium have focused coordination on community development including infrastructure improvements, economic development, accessibility improvements or child care.

Locally, the City’s Tenant-Based Rental Assistance Program (formerly the Tri-Valley Housing Scholarship Program) provides assistance on a small scale to promote self- sufficiency for persons who are in job training on the path to attaining living wage employment and stability. Additional county-level programs are addressed in detail in the County’s section of the Consolidated Plan.

Consolidated Plan CITY OF PLEASANTON 47
OMB Control No: 2506-0117 (exp. 09/30/2021)

The HOME Program provides rental housing projects to assist households earning 60% or less of area median income. Priority considerations are given to proposals that include income targeting to households earning less than 30% of area median income, a target group that includes households living in poverty. Housing developments targeted to families and individuals in this income group often have a social services component to assist the households with other needs such as job training, skill building, case management, and subsidized child care.

Compliance with Section 3 of the Housing Act of 1968 is required in connection with many City of Pleasanton contracts. The purpose of Section 3 is to ensure that employment and other economic opportunities generated by HUD assistance or HUD-assisted projects will be directed to low and very low-income persons, particularly persons who are recipients of HUD assistance for housing. The City has developed materials to distribute to contractors to ensure their good faith efforts in complying with Section 3 requirements.

Consolidated Plan CITY OF PLEASANTON 48
OMB Control No: 2506-0117 (exp. 09/30/2021)

SP‐80 Monitoring ‐ 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long‐term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements

The City of Pleasanton will monitor progress on activities undertaken with HUD funds as part of its on- going performance monitoring procedures. This includes: bi-monthly meetings of the HOME Consortium Technical Advisory Committee where project progress is updated; monthly meetings of the City of Pleasanton Housing and Human Services Commissions, which provide citizen input on housing and public service policy and implementation in the City; and a semi-annual review of the progress of each subrecipient of federal (and local) funds, including the annual CAPER review. The City is committed to ensuring that the funds it administers are used for the intended beneficiaries as specified by local, state and federal regulations.

Pleasanton has adopted and put into operation procedures to monitor the operations of its programs. These procedures include: Public and City Council monitoring through public hearings and periodic reports to City Council; regular progress review meetings; staff evaluation; annual evaluation of priorities; submission of progress reports; periodic site visits and program evaluations; financial monitoring, record keeping, and reporting requirements; review of periodic project reports and invoicing and payment requests from outside agencies; and notification of non-compliance.

As noted earlier, all subrecipients of Pleasanton HHSG funds utilize a web-based system for applying, reporting, and invoicing. This relatively new tool has enhanced the City’s ability to effectively and proactively monitor its grant recipients. In addition, staff from the cities of Pleasanton and Livermore conduct many monitoring visits jointly in cases where funding is provided to the same subrecipient for the same activity. This collaboration not only provides a significant benefit to the subrecipient (by requiring one instead of two separate monitoring visits), but enhances staff efficiency and effectiveness inasmuch as staff persons are able to support one another to ensure that the monitoring is comprehensive and thorough.

As a member of the Alameda County HOME Consortium, the City of Pleasanton will comply with statutory requirements required by the Community Development Block Grant Program, the HOME Program, and other federal funding programs (as applicable). These include but are not limited to: the National Environmental Policy Act, Fair Housing and Equal Opportunity, Affirmative Marketing, Accessibility, Section 3 of the Housing and Urban Development Act of 1968, Minority/Women’s Business Enterprise outreach, labor requirements, contracting and procurement practices, the Lead-Based Paint Poisoning Prevention Act, and the Uniform Relocation Act. The City maintains standards and procedures to ensure long-term compliance with these requirements.

Consolidated Plan CITY OF PLEASANTON 49
OMB Control No: 2506-0117 (exp. 09/30/2021)

FIRST-YEAR ACTION PLAN
(FY 2025-2026 Annual Action Plan)

Consolidated Plan CITY OF PLEASANTON 50
OMB Control No: 2506-0117 (exp. 09/30/2021)

Expected Resources

AP‐15 Expected Resources ‐ 91.420(b), 91.220(c)(1,2)

Introduction
This section provides a brief description of the federal CDBG and HOME funds available to implement the City’s FY 2025-2026 Annual Action Plan, which outlines the first year of the FY 2025-2029 Consolidated Plan.

Anticipated Resources

Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public -
Federal
Acquisition
Admin &
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
$381,455 $0 $0 $381,455 $381,455 CDBG activities
will include
administration,
public services,
housing, and
other activities
benefiting low-
mod income
households /
communities
in the City of
Pleasanton.

Table 18 ‐ Expected Resources – Priority Table

Consolidated Plan CITY OF PLEASANTON 51
OMB Control No: 2506-0117 (exp. 09/30/2021)

Annual Goals and Objectives AP‐
20 Annual Goals and Objectives ‐ 91.420, 91.220(c)(3)&(e) Goals Summary Information

Table 25 – Goals Summary
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Housing
Needs -
Rental
Assistance
2025 2029 Affordable
Housing
City-wide Housing
Needs
HOME:
$80,000
Tenant-based
rental
assistance:
6 Households
Assisted
2 Housing Needs
- Minor
Housing
Rehabilitation
Program
2025 2029 Affordable
Housing
City-wide Housing
Needs
HOME:
$71,250
Homeowner
Housing
Rehabilitated:
7 Households
Assisted
3 Housing 2025 2029 Affordable Housing LIHF Public service Needs - Housing Needs activities for
Reduction of Low/Moderate
Housing Income
Discrimination Housing
Benefit:
10 Households
Assisted
4 Community
Development
Needs -
Capital
Improvements
2025 2029 Non-Housing
Community
Development

Community
Development
Needs
CDBG:
$247,945
Other:
0 Other
5 Community
Development
Needs - Public
Services
2025 2029 Non-Housing
Community
Development

Community
Development
Needs
CDBG CDBG:
$57,218
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit:
100 Persons
Assisted

Consolidated Plan CITY OF PLEASANTON 52
OMB Control No: 2506-0117 (exp. 09/30/2021)

AP‐35 Projects ‐ 91.420, 91.220(d)
Introduction

This section of the Action Plan includes the programs and activities which the City of Pleasanton will carry out to implement its Housing and Community Development Strategic Plan during FY2025/2026.

This section describes individual activities to be funded with FY2025/2026 Community Development Block Grant (CDBG) funding. The City’s use of HOME funding is addressed separately under the County’s section of the Consolidated Plan.

There are four (4) types of projects eligible for CDBG funds: capital improvement projects, economic development, housing, and public services. To be eligible for CDBG funding, projects must meet at least one (1) of HUD's national objectives: 1) to benefit low/moderate-income people; 2) to prevent or eliminate slums and blight; and 3) to meet an urgent community development need.

CDBG-funded projects must also pass the low- and moderate-income benefit test. A project meets this standard if at least 51% of the beneficiaries have low-moderate incomes (i.e., incomes at or below 80% of Area Median Income) or if the project benefits an area (e.g., census tracts, service area, neighborhood, etc.) with a majority of low-moderate income people. Funded projects are required to document the income levels of persons and households receiving these services.

For FY 2025-2026, the City is proposing to allocate its FY 2025-2026 CDBG funds in the following eligible funding categories: Public Services, Public Facilities, and General Administration.

# Project Name
1 Open Heart Kitchen – Senior Meals Program
2 Spectrum Community Services – Meals on Wheels
3 City of Pleasanton Axis Section 108 Loan Repayment
4 City of Pleasanton Administration
Table 20 – Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs

Allocation priorities are based on the Consolidated Plan. There are a number of barriers to providing affordable housing in Pleasanton, based on real estate market and non-market factors. Affordable housing projects are difficult to build due to the high cost of building materials. The cost and limited availability of land in Pleasanton contribute to high development costs. Affordable housing developments generally require multiple funding sources from public and private sources. HUD's cap of 15% of the allocation for public services is an obstacle for providing supportive services to homeless population, especially in smaller cities like Pleasanton which does not receive a significant allocation of CDBG funds.

Consolidated Plan CITY OF PLEASANTON 53
OMB Control No: 2506-0117 (exp. 09/30/2021)

AP‐38 Project Summary
Project Summary Information

1 Project Name Open Heart Kitchen - Senior Meals Programs Target Area City-wide
Goals Supported Community Development Needs - Public Services Needs Addressed Community Development Needs
Funding CDBG: $28,609
Description Open Heart Kitchen proposes to provide free lunches at the Pleasanton Senior Center in FY 2025-2026.

Target Date 6/30/2026
Estimate the number and
type of families that will
benefit from the proposed
activities
Open Heart Kitchen is estimating to provide nutritional meals to 235 seniors in FY 2025-2026.

Location Description Lunch meals are served five days a week at the Pleasanton Senior Center located at 5353 Sunol Blvd. in Pleasanton.

Planned Activities Open Heart Kitchen will be serving nutritional lunch meals at the Pleasanton Senior Center.

Consolidated Plan CITY OF PLEASANTON 54
OMB Control No: 2506-0117 (exp. 09/30/2021)

2 Project Name Spectrum Community Services - Meals on Wheels Target Area City-wide
Goals Supported Community Development Needs - Public Services Needs Addressed Community Development Needs
Funding CDBG: $28,609
Description Spectrum plans to deliver more than 22,000 meals to 135 homebound, low-income Pleasanton seniors
and disabled adults in FY 2025-2026.

Target Date 6/30/2026
Estimate the number and type of families
that will benefit from the proposed
activities
Spectrum will be delivering meals to 135
homebound, low-income Pleasanton seniors
and disabled adults.

Location Description Spectrum will be delivering meals to homebound seniors throughout the City.

Planned Activities Spectrum will deliver 22,000 nutritional meals to 135 frail homebound, low-income seniors and disabled
adults residing in Pleasanton.

Consolidated Plan CITY OF PLEASANTON 55
OMB Control No: 2506-0117 (exp. 09/30/2021)

3 Project Name City of Pleasanton Axis Section 108 Loan Repayment Target Area
Goals Supported Community Development Needs - Capital Improvements Needs Addressed Community Development Needs
Funding CDBG: $23,316
Description Annual installment for repayment in FY 2025-2026 (City of Pleasanton portion) of the $950,000 Section 108 Loan from HUD for assisting in the acquisition of the Axis Community Health Clinic, in accordance to HUD's 20-year repayment schedule.

Target Date 6/30/2026
Estimate the number and
type of families that will
benefit from the proposed
activities
The Section 108 loan repayment does not directly benefit Pleasanton and Tri-Valley residents, but Axis Community Health offers services from five sites, including the new clinic in the Tri- Valley area and serves more than 14,000 members of the
community.

Location Description Axis Community Health Clinic is located at 5925 West Las Positas Blvd., Suite 100, Pleasanton, CA 94588.

Planned Activities The Section 108 loan repayment is in accordance with HUD's 20- Year Repayment Plan with a full term in FY 2033-2034.

Consolidated Plan CITY OF PLEASANTON 56
OMB Control No: 2506-0117 (exp. 09/30/2021)

4 Project Name City of Pleasanton Administration
Target Area City-wide
Goals Supported Housing Needs - Affordable Rental Housing Housing Needs - Preservation - Owner
Housing Needs - Preservation - Rental
Housing Needs - First Time Homebuyer
Housing Needs - Reduction of Housing
Discriminatio
Homeless Needs
Supportive Housing Needs
Community Development Needs - Capital
Improvements
Community Development Needs - Economic
Development
Community Development Needs - Public Services
Needs Addressed Housing Needs
Homeless Needs
Supportive Housing Needs
Community Development Needs
Funding CDBG: $76,291
Description General administration and oversight of the City of Pleasanton's CDBG program in FY 2025-2026.

Target Date 6/30/2026
Estimate the number and type of families
that will benefit from the proposed
activities

Location Description The Housing Division for the City of Pleasanton is located at 200 Old Bernal Avenue, Pleasanton, CA
94566.

Planned Activities City staff will administer the CDBG Program in accordance to HUD CDBG regulations.

Consolidated Plan CITY OF PLEASANTON 57
OMB Control No: 2506-0117 (exp. 09/30/2021)

AP‐50 Geographic Distribution ‐ 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low‐income and minority concentration) where assistance will be directed

The City of Pleasanton receives an allocation of Community Development Block Grant (CDBG) funds, which may be used for eligible activities, eligible households, and/or eligible areas within its jurisdiction.

The CDBG funds are allocated according to a formula based on population data from the 2010 Census and the number of substandard units in each jurisdiction. All projects listed in the “Proposed Projects” tables are intended and open to serve eligible households within the City of Pleasanton. Census tracts that are located completely or partially within the current Pleasanton city limits are as follows: 4506.01, 4506.02, 4506.03, 4506.04, 4506.05, 4506.06, 4506.07, 4506.43, 4506.46, 4507.01, 4507.41, 4507.42, 4507.44, and 4507.45.

Geographic Distribution
Target Area Percentage of Funds
Citywide 100
Table 21 ‐ Geographic Distribution

Rationale for the priorities for allocating investments geographically

Geography was not used to determine funding allocation priorities.

Consolidated Plan CITY OF PLEASANTON 58
OMB Control No: 2506-0117 (exp. 09/30/2021)

AP‐85 Other Actions ‐ 91.420, 91.220(k)
Introduction

The City will pursue the following planned actions in order to undertake the strategies outlined in Pleasanton’s FY 2020-2024 Consolidated Plan.

Actions planned to address obstacles to meeting underserved needs

The primary obstacle to meeting the underserved needs in Pleasanton is securing adequate funding resources. The priority needs highlighted in its FY 2020-2024 Consolidated Plan are designed to address the underserved needs within the Pleasanton jurisdictional boundaries.

Actions planned to foster and maintain affordable housing

The primary gaps facing Pleasanton, as well as its neighbor cities, in delivering affordable and supportive housing are primarily the lack of financial resources (including land) for development, operations, and support services combined with a location that has the highest costs in the region. The City will continue to coordinate and collaborate with the Alameda County HOME Consortium, with Alameda County as the lead agency, to utilize federal HOME funds for acquisition, rehabilitation, and/or new construction of affordable rental housing; tenant-based rental assistance; and single-family and multi- rental housing rehabilitation or minor repairs.

The City will continue to contract with the “housing services” non-profit agencies that have been recipients of Housing & Human Services Grant (HHSG) program funds. These agencies provide housing services that help maintain people in housing and prevent homelessness.

The City’s Housing Rehabilitation Program provide rehabilitation and minor home repair grants or loans for income –eligible homeowners. The program have historically preserved and improved the City’s existing stock for extremely low- and very low-income homeowners. The City is also assessing extending the Housing Rehabilitation Program to income-eligible renters with disabilities to make accessibility improvements in their rental housing units.

Lastly, the City will continue to monitor its affordable housing portfolio that include more than 1,000 rental housing units and more than 100 homeownership units.

Actions planned to reduce lead‐based paint hazards

Actions planned to reduce lead-based paint hazards are listed in Section SP-65 Lead-based Paint Hazards. As also explained in Section SP65, majority of the City’s housing stock were built post- 1978 and therefore are in generally good condition and unlike to be exposed to the lead.

Actions planned to reduce the number of poverty‐level families

Anti-Poverty Strategies and planned actions to reduce the number of poverty-level families are listed in

Consolidated Plan CITY OF PLEASANTON 59
OMB Control No: 2506-0117 (exp. 09/30/2021)

SP-70 Ant-Poverty Strategic section.

Many collaboration efforts are coordinated at the County level. The Shelter Plus Care and the Supportive Housing Program serve the homeless through housing rental assistance and supportive services and aim to reduce the number of people living in poverty in the County. Consortium jurisdictions are working to implement the EveryOne Home Plan, which includes representatives from local jurisdictions, service providers and advocates, homeless or formerly homeless persons, representatives of the faith community, business and labor representatives, education and health care professionals.

The Workforce Investment Board emphasizes private sector, employer-driven job training programs. The Alameda County Self-Sufficiency Program is designed to operate as a single, integrated system for the delivery of work-first, employment focused services. It complies with federal Temporary Assistance to Needy Families (TANF) and Food Stamp Employment and Training requirements and incorporates CalWorks program services and activities. The Self-Sufficiency Centers provide employment services, transportation, child care, drug and alcohol abuse treatment and mental health services to help individuals comply with their welfare–to-work plans. The program encourages community partnerships to leverage and maximize funds, prevent duplication of service delivery, and develop the capacity of the community to sustain a safety-net for an expanding population.

Actions planned to develop institutional structure

Planned actions to develop institutional structure are listed in Section SP-40 Institutional Delivery Structure. The City will continue to collaborate and coordinate with public agencies, for profit and non- profit private organizations to critically contribute to the development of affordable housing, provision of social services, undertake capital improvements, and pursue economic development.

Actions planned to enhance coordination between public and private housing and social service agencies

See above.

Discussion
N/A

Consolidated Plan CITY OF PLEASANTON 60
OMB Control No: 2506-0117 (exp. 09/30/2021)

Program Specific Requirements AP‐
90 Program Specific Requirements ‐ 91.420, 91.220(l)(1,2,4) Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before $0 the start of the next program year and that has not yet been reprogrammed

2. The amount of proceeds from section 108 loan guarantees that will be $0 used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan

3. The amount of surplus funds from urban renewal settlements $0

4. The amount of any grant funds returned to the line of credit for which the $0 planned use has not been included in a prior statement or plan.

5. The amount of income from float-funded activities $0 Total Program Income $0

Other CDBG Requirements

1. The amount of urgent need activities $0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00%

Discussion
Not applicable.

Consolidated Plan CITY OF PLEASANTON 61
OMB Control No: 2506-0117 (exp. 09/30/2021)

Appendix ‐ Alternate/Local Data Sources

1 Data Source Name
N/A
List the name of the organization or individual who originated the data set.

N/A
Provide a brief summary of the data set.

N/A
What was the purpose for developing this data set?
N/A
Provide the year (and optionally month, or month and day) for when the data was collected.

N/A
Briefly describe the methodology for the data collection.

N/A
Describe the total population from which the sample was taken.

N/A
Describe the demographics of the respondents or characteristics of the unit of measure, and the number of respondents or units surveyed.

N/A

Consolidated Plan CITY OF PLEASANTON 62
OMB Control No: 2506-0117 (exp. 09/30/2021)

Attachments

Grantee SF‐424’s and Certification(s)

Item #8

CITY COUNCIL AGENDA REPORT

July 15, 2025
Finance

TITLE: ACCEPT THE MONTHLY DISBURSEMENT AND INVESTMENT REPORT FOR MAY 2025

SUMMARY
Attached is the City of Pleasanton monthly disbursements and investment report for May 2025.

RECOMMENDATION
Accept claim disbursements in the amount of $23,022,777 and the investment report for the month of May 2025.

BACKGROUND
The City's Investment Policy requires the Director of Finance to submit a monthly transaction report to the City Council within 60 days of the end of the reporting period in accordance with California Government Code Section 53607.

The Investment Policy also requires the Director of Finance to submit a quarterly report to the City Council on the status of the City's investment portfolio no later than 45 days after the end of each month. This report shall include the types of investments, the amount of money invested with various institutions, purchase and maturity dates, and yield on investments. The Director of Finance certifies that the investment portfolio is in compliance with the investment policy and that it will meet cash flow needs for the next six months.

This report also includes check and electronic payment information for May 2025.

DISCUSSION
The monthly disbursements and investment report provides transparency of the City’s financial transactions and payments for review by the City Council.

EQUITY AND SUSTAINABILITY
Not applicable, as this item is a routine administrative matter of City business.

OUTREACH
No outreach was conducted, as this item is a routine administrative matter of City business.

STRATEGIC PLAN ALIGNMENT
Not applicable, as this item is a routine administrative matter.

FISCAL IMPACT
There is no fiscal impact associated with acceptance of this report.

Prepared by: Submitted by: Approved by:

Xin Wei, Junior Accountant Susan Hsieh, Director of Finance

Gerry Beaudin, City
Manager

Attachments:

1. Disbursements and Investment Report

MAY 2025 DISBURSEMENTS
CHECK REGISTER*

DATE CHECK NUMBER AMOUNT
5/2/2025 68796-68926,68928-68929 724,620$
5/8/2025 68938-69055 3,876,270
5/14/2025 69056 912,820
5/15/2025 69066-69209 1,056,381
5/23/2025 69226-69351 847,759
5/29/2025 69363-69474 4,854,731
5/30/2025 69475-69476 47,239
12,319,819$

ACH PAYMENTS

DATE CHECK NUMBER AMOUNT
5/2/2025 68784-68795 283,402$
5/8/2025 68930-68931,68933-68937 2,346,504
5/15/2025 69057-69065 176,600
5/23/2025 69210-69225 1,204,043
5/29/2025 69352-69362 653,220
Payroll & Tax related ACH Payments 887,956
5,551,725$

WIRE TRANSFERS AMOUNT

PAYROLL TRANSFERS

DATE AMOUNT
5/1/2025 1,727,199$
5/15/2025 1,675,512
5/16/2025 48,638
5/29/2025 1,699,883
5,151,232$
TOTAL DISBURSEMENTS 23,022,777$
* Detailed registers available upon request.

Attachment 1

$263,404,234

1.72%
287
*Based on Market value
Total Market Value
Effective Rate of Return
Portfolio Snapshot
Average Days to Maturity
Portfolio Characteristics
May 31, 2025

0.2%

28.0%

2.0%

7.9%

1.1%

4.0%

56.4%

0.4%Sector Allocation
Certificates of Deposit - Bank
LAIF
Government Money Market
Medium Term Notes
Treasury Securities - Coupon
Federal Agency Issues - Coupon
Federal Agency Issues - Callable
Supranationals
- 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 140,000,000 160,000,000 180,000,000 200,000,0000-1 Yrs 1-2 Yrs 2-3 Yrs 3-4 Yrs 4-5 Yrs74%19%2%4%0%Maturity Distribution28.0%0.2%2.0%4.5%64.8%0.4%Assigned Credit Ratings of InvestmentsLAIFFDICDRYFUSAAAAAA

CITY OF PLEASANTON
Portfolio Management
May 31, 2025
City of Pleasanton
Portfolio Summary
% of
Portfolio
Book
ValueInvestments
Market
Value
Par
Value
Days to
MaturityTerm
YTM
360 Equiv.

YTM
365 Equiv.

Certificates of Deposit - Bank 484,448.75 2620.18 3.802201484,448.75484,448.75 3.855 LAIF 73,870,818.50 127.58 4.419173,842,894.2273,870,818.50 4.480 Gov't Money Market 5,380,929.70 12.01 4.05415,380,929.705,380,929.70 4.110 Medium Term Notes 21,244,450.00 1,6377.93 2.67778820,764,050.0021,000,000.00 2.714 Federal Agency Issues - Coupon 2,995,657.09 1,8251.12 1.2625682,878,290.003,000,000.00 1.280 Treasury Securities - Coupon 10,479,550.81 1,0503.91 3.97897110,539,840.0010,500,000.00 4.033 Federal Agency Issues - Callable 152,423,740.80 1,82256.90 0.911314148,542,590.85152,630,000.00 0.924 Supranationals 980,200.00 1,7040.37 0.922270971,190.001,000,000.00 0.935 267,859,795.65 100.00%
Investments
263,404,233.52267,866,196.95 1,235 287 2.211 2.242
Current Year
May 31
492,911.08
Fiscal Year To Date
3,775,206.63
Average Daily Balance
Effective Rate of Return
267,798,757.09 238,484,730.35

1.72%2.17%
Total Earnings Month Ending
I hereby certify that, to the best of my knowledge, this report includes all investments in the cash management program, is in accordance with the City's current investment policy dated June 18, 2024 and will meet the City's cash flow needs for the next six months. Market value amounts are from Bank of New York Mellon (safekeeping bank) month-end statements. Book value amounts include premiums or discounts and are adjusted at year end on the general ledger. __________________________________________________ ____________________

SUSAN HSIEH, DIRECTOR OF FINANCE
Portfolio PLST
CC
Reporting period 05/01/2025-05/31/2025
Run Date: 06/26/2025 - 10:48 PM (PRF_PM1) 7.3.11
Report Ver. 7.3.11
6/30/2025

YTM
365

Par Value Book Value
Maturity
Date
Stated
RateMarket Value
May 31, 2025
Portfolio Details - Investments
Average
BalanceIssuer
Portfolio Management

CITY OF PLEASANTON
Days to
Maturity
YTM
360CUSIP Investment #
Purchase
Date
Certificates of Deposit - Bank

3.540Fremont Bank1093-5 234,448.75 234,448.75 08/21/20253.54003/21/2025 234,448.75 3.492SYS-1093-5 81

4.150United Business Bank1091-3 250,000.00 250,000.00 04/11/20264.15004/11/2025 250,000.00 4.093SYS 1091-3 314 484,448.75 3.802484,448.75484,448.75484,448.75Subtotal and Average 3.855 201 LAIF

4.480LOCAL AGENCY INVESTMENT FUND5 73,870,818.50 73,870,818.50 4.48073,842,894.22 4.419SYS5 1 73,870,818.50 4.41973,842,894.2273,870,818.5073,870,818.50Subtotal and Average 4.480 1 Gov't Money Market

4.110Dryfus Govt Cash Mgmt 6727-1 5,210,654.42 5,210,654.42 4.11008/23/2024 5,210,654.42 4.054X9USDCRGO 1

4.110Dryfus Govt Cash Mgmt 6727-2 170,275.28 170,275.28 4.11012/05/2024 170,275.28 4.054X9USDCRGO 1 5,380,929.70 4.0545,380,929.705,380,929.705,302,180.16Subtotal and Average 4.110 1 Medium Term Notes

1.090Toyota Motor Credit Corp6067 3,000,000.00 2,959,140.00 01/09/20260.80003/09/2021 2,937,060.00 1.07589236THW8 222

0.732Apple Inc.6065 2,000,000.00 1,996,860.00 02/08/20260.70002/08/2021 1,951,120.00 0.722037833EB2 252

0.981Apple Inc.6066 3,000,000.00 3,331,380.00 02/23/20263.25002/23/2021 2,974,260.00 0.967037833BY5 267

1.100JPMorgan Chase Bank NA6068 3,000,000.00 3,000,000.00 06/22/20261.10006/22/2021 2,867,460.00 1.08546632FSCO 386

4.329ELI LILLY & CO6082 500,000.00 502,955.00 02/12/20284.55003/20/2025 505,025.00 4.270532457CU0 986

4.528STATE STREET CORP6085 500,000.00 500,095.00 02/28/20284.53603/20/2025 503,560.00 4.466857477CU5 1,002

4.378Duke Energy Corporation6090 500,000.00 491,355.00 07/15/20283.80004/22/2025 491,800.00 4.31826444HAE1 1,140

4.590PROLOGIS LP6084 500,000.00 490,595.00 09/15/20284.00003/20/2025 493,870.00 4.52774340XBX8 1,202

4.962JOHN DEERE CAPITAL CORP6073 500,000.00 491,705.00 01/16/20294.50001/15/2025 503,210.00 4.89424422EXH7 1,325

4.854ROYAL BANK OF CANADA6080 500,000.00 501,950.00 01/24/20294.96502/20/2025 504,660.00 4.78778017DAA6 1,333

4.532PACCAR FINANCIAL CORP6083 500,000.00 501,095.00 01/31/20294.60003/20/2025 504,230.00 4.47069371RS80 1,340

4.902BANK OF NEWYORK MELLON6074 500,000.00 493,470.00 02/01/20294.54301/15/2025 501,630.00 4.83506406RBN6 1,341

4.746U.S. Bancorp6087 500,000.00 498,370.00 02/01/20294.65304/22/2025 500,520.00 4.68191159HJK7 1,341

4.377Air Products and Chemicals, In6086 500,000.00 503,835.00 02/08/20294.60004/21/2025 504,890.00 4.317009158BH8 1,348

4.322Cisco Systems, Inc.6089 500,000.00 509,240.00 02/26/20294.85004/21/2025 509,630.00 4.26317275RBR2 1,366

4.747ABBVIE INC.6079 500,000.00 500,950.00 03/15/20294.80002/20/2025 507,365.00 4.68200287YDS5 1,383

4.547MARSH & MCLENNAN COMPANIES INC6091 500,000.00 496,995.00 03/15/20294.37505/23/2025 499,410.00 4.485571748BG6 1,383

4.741UNITED HEALTH GROUP INC.6078 500,000.00 485,910.00 05/15/20294.00002/20/2025 488,485.00 4.67691324PEH1 1,444

5.162MORGAN STANLEY6069 500,000.00 505,770.00 07/20/20295.44912/20/2024 511,055.00 5.09161747YFF7 1,510

5.029Bank of America6076 500,000.00 484,830.00 07/23/20294.27101/15/2025 494,005.00 4.96006051GHM4 1,513

5.077JPMorgan Chase & CO6070 500,000.00 504,480.00 07/24/20295.29912/20/2024 509,900.00 5.00746647PDU7 1,514

4.458Chubb Limited6088 500,000.00 503,710.00 08/15/20294.65004/21/2025 504,565.00 4.397171239AL0 1,536

4.465META PLATFORMS INC6081 500,000.00 496,715.00 08/15/20294.30003/20/2025 501,655.00 4.40430303M8S4 1,536

4.484State Street Corporation6092 500,000.00 493,045.00 12/03/20294.14105/23/2025 494,685.00 4.422857477BD4 1,646 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM2) 7.3.11
Report Ver. 7.3.11

YTM
365

Par Value Book Value
Maturity
Date
Stated
RateMarket Value
May 31, 2025
Portfolio Details - Investments
Average
BalanceIssuer
Portfolio Management

CITY OF PLEASANTON
Days to
Maturity
YTM
360CUSIP Investment #
Purchase
Date
21,244,450.00 2.67720,764,050.0021,000,000.0020,545,430.46Subtotal and Average 2.714 788 Federal Agency Issues - Coupon

1.280FEDERAL HOME LOAN BANK3576 3,000,000.00 2,995,657.09 12/21/20261.25012/22/2021 2,878,290.00 1.2623130AQF65 568 2,995,657.09 1.2622,878,290.003,000,000.002,995,657.09Subtotal and Average 1.280 568 Treasury Securities - Coupon

3.433U S TREASURY2357 750,000.00 747,421.88 10/31/20264.12512/20/2024 750,735.00 3.38691282CLS8 517

4.078U S TREASURY2369 750,000.00 750,644.53 02/28/20274.12503/20/2025 751,875.00 4.02291282CMP3 637

3.805U S TREASURY2373 750,000.00 750,966.80 03/31/20273.87504/21/2025 748,920.00 3.75291282CMV0 668

4.005U S TREASURY2375 1,000,000.00 995,273.44 04/30/20273.75005/23/2025 996,600.00 3.95091282CMY4 698

4.331U S TREASURY2356 750,000.00 745,810.55 11/15/20274.12512/20/2024 753,780.00 4.27191282CLX7 897

4.476U S TREASURY2364 750,000.00 745,283.20 01/15/20284.25001/15/2025 756,420.00 4.41591282CMF5 958

4.053U S TREASURY2370 750,000.00 746,279.30 03/15/20283.87503/20/2025 750,000.00 3.99791282CMS7 1,018

3.803U S TREASURY2372 1,000,000.00 998,515.63 04/15/20283.75004/21/2025 996,250.00 3.75191282CMW8 1,049

3.748U S TREASURY2366 750,000.00 735,000.00 05/31/20283.62502/20/2025 744,405.00 3.69791282CHE4 1,095

4.305U S TREASURY2367 750,000.00 751,699.22 08/31/20284.37502/20/2025 760,665.00 4.24691282CHX2 1,187

4.549U S TREASURY2365 750,000.00 751,875.00 09/30/20284.62501/15/2025 766,732.50 4.48791282CJA0 1,217

3.859U S TREASURY2371 750,000.00 762,890.63 11/30/20284.37504/21/2025 761,077.50 3.80691282CJN2 1,278

4.061U S TREASURY2374 1,000,000.00 997,890.63 01/31/20294.00005/23/2025 1,002,380.00 4.00591282CJW2 1,340 10,479,550.81 3.97810,539,840.0010,500,000.009,068,845.84Subtotal and Average 4.033 971 Federal Agency Issues - Callable

0.707FEDERAL NATIONAL MORTGAGE ASSN4538 3,250,000.00 3,248,862.50 07/14/20250.70007/14/2020 3,236,480.00 0.6973136G4YH0 43

0.710FEDERAL NATIONAL MORTGAGE ASSN4541 3,000,000.00 3,000,000.00 07/22/20250.71007/22/2020 2,984,610.00 0.7003136G4A45 51

0.620FEDERAL HOME LOAN BANK4544 3,000,000.00 2,997,000.00 08/27/20250.60008/27/2020 2,972,370.00 0.6123130AJZ36 87

0.657FREDDIE MAC4545 3,000,000.00 2,998,950.00 09/09/20250.65009/09/2020 2,969,130.00 0.6483134GWA55 100

0.550FEDERAL FARM CREDIT BANK4548 3,340,000.00 3,336,660.00 09/29/20250.53010/05/2020 3,297,582.00 0.5433133EMBJ0 120

0.550FREDDIE MAC4547 3,000,000.00 3,000,000.00 09/30/20250.55009/30/2020 2,961,780.00 0.5423134GWW93 121

0.566FREDDIE MAC4549 3,000,000.00 2,997,600.00 09/30/20250.55010/07/2020 2,961,780.00 0.5593134GWWT9 121

0.600FREDDIE MAC4550 3,000,000.00 3,000,000.00 10/28/20250.60010/28/2020 2,953,650.00 0.5923134GW3F1 149

0.595FEDERAL HOME LOAN BANK4553 3,000,000.00 2,996,250.00 11/25/20250.57011/25/2020 2,944,800.00 0.5873130AKGD2 177

0.600FEDERAL NATIONAL MORTGAGE ASSN4552 3,000,000.00 3,000,000.00 11/25/20250.60011/25/2020 2,948,760.00 0.5923135GA3W9 177

0.620FREDDIE MAC4554 3,000,000.00 3,000,000.00 12/01/20250.62012/01/2020 2,945,580.00 0.6123134GXDM3 183

0.625FEDERAL HOME LOAN BANK4555 3,000,000.00 3,000,000.00 01/22/20260.62501/22/2021 2,929,020.00 0.6163130AKQ74 235

0.650FEDERAL HOME LOAN BANK4557 3,000,000.00 3,000,000.00 01/28/20260.65001/28/2021 2,929,170.00 0.6413130AKRN8 241

0.550FEDERAL NATIONAL MORTGAGE ASSN4556 3,000,000.00 3,000,000.00 01/28/20260.55001/28/2021 2,928,030.00 0.5423135G06R9 241

0.110FEDERAL HOME LOAN BANK4558 3,000,000.00 3,000,000.00 02/12/20260.60002/12/2021 2,924,190.00 0.1093130AKXQ4 256

0.625FEDERAL HOME LOAN BANK4560 3,000,000.00 3,000,000.00 02/17/20260.62502/17/2021 2,922,960.00 0.6163130AL3S1 261

0.650FEDERAL HOME LOAN BANK4561 3,000,000.00 3,000,000.00 02/24/20260.65002/24/2021 2,920,710.00 0.6413130AL5X8 268 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM2) 7.3.11

YTM
365

Par Value Book Value
Maturity
Date
Stated
RateMarket Value
May 31, 2025
Portfolio Details - Investments
Average
BalanceIssuer
Portfolio Management

CITY OF PLEASANTON
Days to
Maturity
YTM
360CUSIP Investment #
Purchase
Date
Federal Agency Issues - Callable

0.616FEDERAL HOME LOAN BANK4562 3,125,000.00 3,122,500.00 02/24/20260.60002/24/2021 3,041,562.50 0.6083130AKXJ0 268

0.750FEDERAL HOME LOAN BANK4563 3,000,000.00 3,000,000.00 02/24/20260.75002/24/2021 2,923,680.00 0.7403130ALCV4 268

0.650FEDERAL HOME LOAN BANK4559 3,000,000.00 3,000,000.00 02/26/20260.65002/26/2021 2,920,590.00 0.6413130AKZ25 270

0.922FEDERAL HOME LOAN BANK4572 3,000,000.00 2,989,560.00 02/26/20260.85003/15/2021 2,924,850.00 0.9093130ALGR9 270

0.947FEDERAL HOME LOAN BANK4574 3,000,000.00 2,985,960.00 02/26/20260.85003/18/2021 2,924,850.00 0.9343130ALGR9 270

0.971FEDERAL HOME LOAN BANK4577 3,000,000.00 2,982,510.00 02/26/20260.85003/22/2021 2,924,850.00 0.9583130ALGR9 270

1.000FEDERAL HOME LOAN BANK4579 3,000,000.00 2,978,517.00 02/26/20260.85003/31/2021 2,924,850.00 0.9863130ALGR9 270

0.800FEDERAL HOME LOAN BANK4565 3,000,000.00 3,000,000.00 03/16/20260.80003/16/2021 2,918,310.00 0.7893130ALDN1 288

0.875FEDERAL HOME LOAN BANK4569 3,000,000.00 3,000,000.00 03/23/20260.87503/23/2021 2,918,340.00 0.8633130ALGC2 295

0.959FEDERAL HOME LOAN BANK4576 3,000,000.00 2,987,700.00 03/23/20260.87503/23/2021 2,918,340.00 0.9463130ALGC2 295

1.050FEDERAL FARM CREDIT BANK4575 3,000,000.00 3,000,000.00 03/25/20261.05003/25/2021 2,923,500.00 1.0363133EMUK6 297

1.000FEDERAL HOME LOAN BANK4571 3,000,000.00 3,000,000.00 03/30/20261.00003/30/2021 2,919,090.00 0.9863130ALMM3 302

0.993FEDERAL HOME LOAN BANK4578 3,000,000.00 2,998,050.00 03/30/20260.98003/30/2021 2,919,240.00 0.9803130ALNT7 302

1.026FEDERAL HOME LOAN BANK4581 3,000,000.00 2,996,250.00 03/30/20261.00004/05/2021 2,919,090.00 1.0123130ALMM3 302

1.051FEDERAL HOME LOAN BANK4580 3,000,000.00 2,995,500.00 04/15/20261.02004/15/2021 2,916,750.00 1.0363130ALUC6 318

1.020FEDERAL HOME LOAN BANK4585 2,795,000.00 2,795,000.00 05/19/20261.02005/20/2021 2,710,227.65 1.0063130AMCL4 352

1.010FEDERAL HOME LOAN BANK4587 3,000,000.00 2,998,500.00 05/26/20261.00005/26/2021 2,906,040.00 0.9963130AMH62 359

0.987FEDERAL HOME LOAN BANK4588 3,000,000.00 2,998,950.00 05/26/20260.98005/26/2021 2,906,340.00 0.9743130AMGW6 359

0.901FEDERAL HOME LOAN BANK4590 2,750,000.00 2,746,562.50 05/26/20260.87506/02/2021 2,661,367.50 0.8883130AMHB1 359

1.000FEDERAL HOME LOAN BANK4591 1,500,000.00 1,500,000.00 05/26/20261.00006/02/2021 1,453,020.00 0.9863130AMH62 359

0.921FEDERAL FARM CREDIT BANK4595 3,000,000.00 2,997,000.00 06/15/20260.90006/24/2021 2,897,790.00 0.9083133EMH21 379

1.030FEDERAL HOME LOAN BANK4592 3,000,000.00 3,000,000.00 06/30/20261.03006/30/2021 2,901,420.00 1.0163130AMSL7 394

1.070FEDERAL HOME LOAN BANK4594 3,000,000.00 3,000,000.00 06/30/20261.07006/30/2021 2,900,880.00 1.0553130AMYA4 394

1.000FEDERAL HOME LOAN BANK4596 1,500,000.00 1,500,000.00 06/30/20261.00006/30/2021 1,449,345.00 0.9863130AN2Q2 394

1.025FEDERAL HOME LOAN BANK4597 3,000,000.00 2,999,250.00 07/14/20261.02007/14/2021 2,894,310.00 1.0113130AMWK4 408

1.033FEDERAL HOME LOAN BANK4598 3,000,000.00 2,983,500.00 09/30/20260.92009/30/2021 2,875,140.00 1.0193130AP2P9 486

1.085FEDERAL HOME LOAN BANK4599 3,000,000.00 2,997,750.00 10/14/20261.07010/14/2021 2,878,170.00 1.0713130APC94 500

1.421FEDERAL HOME LOAN BANK4600 530,000.00 526,947.20 11/24/20261.30012/09/2021 508,513.80 1.4013130APU78 541

1.421FEDERAL HOME LOAN BANK4601 1,840,000.00 1,829,401.60 11/24/20261.30012/09/2021 1,765,682.40 1.4013130APUR4 541

1.459FEDERAL HOME LOAN BANK4602 3,000,000.00 2,988,000.00 12/01/20261.37512/09/2021 2,880,300.00 1.4393130APVC6 548

1.425FEDERAL HOME LOAN BANK4605 3,000,000.00 2,999,250.00 12/29/20261.42001/03/2022 2,876,910.00 1.4063130AQG80 576

1.541FEDERAL HOME LOAN BANK4606 3,000,000.00 2,982,750.00 12/29/20261.42001/10/2022 2,876,910.00 1.5193130AQG80 576

1.370FEDERAL HOME LOAN BANK4603 3,000,000.00 3,000,000.00 12/30/20261.37012/30/2021 2,874,600.00 1.3513130AQEC3 577

1.385FEDERAL HOME LOAN BANK4604 3,000,000.00 2,998,500.00 12/30/20261.37512/30/2021 2,874,840.00 1.3663130AQEF6 577

1.926FEDERAL HOME LOAN BANK4607 3,000,000.00 2,975,010.00 01/28/20271.75002/08/2022 2,882,190.00 1.9003130AQLD3 606

2.112FEDERAL HOME LOAN BANK4608 3,000,000.00 2,995,500.00 02/25/20272.08003/08/2022 2,900,100.00 2.0833130AQW66 634 152,423,740.80 0.911148,542,590.85152,630,000.00154,551,176.28Subtotal and Average 0.924 314 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM2) 7.3.11

YTM
365

Par Value Book Value
Maturity
Date
Stated
RateMarket Value
May 31, 2025
Portfolio Details - Investments
Average
BalanceIssuer
Portfolio Management

CITY OF PLEASANTON
Days to
Maturity
YTM
360CUSIP Investment #
Purchase
Date
Supranationals

0.935International Finance Corp7000 1,000,000.00 980,200.00 02/26/20260.50006/28/2021 971,190.00 0.92245950VPS9 270 980,200.00 0.922971,190.001,000,000.00980,200.00Subtotal and Average 0.935 270

2.211267,798,757.09 267,866,196.95 2.242 287263,404,233.52 267,859,795.65Total and Average Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM2) 7.3.11

Par Value Book Value
Maturity
Date
Accrued
InterestMarket Value
May 31, 2025
Portfolio Details with Earnings - Investments
Average
BalanceIssuer
Portfolio Management

CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
Certificates of Deposit - Bank
FREMON1093-5 234,448.75 234,448.75 08/21/202503/21/2025 234,448.75SYS-1093-5 1,637.16 0.003.5403.540 81 VCB1091-3 250,000.00 250,000.00 04/11/202604/11/2025 250,000.00SYS 1091-3 1,449.66 0.004.1504.150 314 484,448.75484,448.75484,448.75484,448.75Subtotal and Average 3,086.82 0.00201 3.8553.855 LAIF
LAIF5 73,870,818.50 73,870,818.5073,842,894.22SYS5 434,476.20 -27,924.284.4804.480 1 73,870,818.5073,842,894.2273,870,818.5073,870,818.50Subtotal and Average 434,476.20 -27,924.281 4.4804.480 Gov't Money Market
DRYFUS7-1 5,210,654.42 5,210,654.4208/23/2024 5,210,654.42X9USDCRGO 33,604.90 0.004.1104.110 1 DRYFUS7-2 170,275.28 170,275.2812/05/2024 170,275.28X9USDCRGO 11,853.99 0.004.1104.110 1 5,380,929.705,380,929.705,380,929.705,302,180.16Subtotal and Average 45,458.89 0.001 4.1104.110 Medium Term Notes
TOYOTA6067 3,000,000.00 2,959,140.00 01/09/202603/09/2021 2,937,060.0089236THW8 9,466.66 -22,080.001.0900.800 222 APPL6065 2,000,000.00 1,996,860.00 02/08/202602/08/2021 1,951,120.00037833EB2 4,394.44 -45,740.000.7320.700 252 APPL6066 3,000,000.00 3,331,380.00 02/23/202602/23/2021 2,974,260.00037833BY5 26,541.67 -357,120.000.9803.250 267 JP6068 3,000,000.00 3,000,000.00 06/22/202606/22/2021 2,867,460.0046632FSCO 14,575.00 -132,540.001.1001.100 386 ELI LI6082 500,000.00 502,955.00 02/12/202803/20/2025 505,025.00532457CU0 6,888.19 2,070.004.3294.550 986 STESTR6085 500,000.00 500,095.00 02/28/202803/20/2025 503,560.00857477CU5 5,859.00 3,465.004.5284.536 1002 DUKE E6090 500,000.00 491,355.00 07/15/202804/22/2025 491,800.0026444HAE1 7,177.78 445.004.3783.800 1140 PROLOG6084 500,000.00 490,595.00 09/15/202803/20/2025 493,870.0074340XBX8 4,222.22 3,275.004.5894.000 1202 JDCC6073 500,000.00 491,705.00 01/16/202901/15/2025 503,210.0024422EXH7 8,453.04 11,505.004.9624.500 1325 RBC6080 500,000.00 501,950.00 01/24/202902/20/2025 504,660.0078017DAA6 8,757.71 2,710.004.8534.965 1333 PCAR6083 500,000.00 501,095.00 01/31/202903/20/2025 504,230.0069371RS80 7,730.56 3,135.004.5324.600 1340 BNYT6074 500,000.00 493,470.00 02/01/202901/15/2025 501,630.0006406RBN6 7,529.83 8,160.004.9024.543 1341 USBANC6087 500,000.00 498,370.00 02/01/202904/22/2025 500,520.0091159HJK7 7,755.00 2,150.004.7464.653 1341 APC6086 500,000.00 503,835.00 02/08/202904/21/2025 504,890.00009158BH8 7,219.44 1,055.004.3764.600 1348 CISCO6089 500,000.00 509,240.00 02/26/202904/21/2025 509,630.0017275RBR2 6,399.31 390.004.3214.850 1366 ABBVIE6079 500,000.00 500,950.00 03/15/202902/20/2025 507,365.0000287YDS5 5,066.67 6,415.004.7474.800 1383 MMC6091 500,000.00 496,995.00 03/15/202905/23/2025 499,410.00571748BG6 4,618.06 2,415.004.5464.375 1383 UHGI6078 500,000.00 485,910.00 05/15/202902/20/2025 488,485.0091324PEH1 888.89 2,575.004.7404.000 1444 MS6069 500,000.00 505,770.00 07/20/202912/20/2024 511,055.0061747YFF7 9,914.15 5,285.005.1615.449 1510 BOFA6076 500,000.00 484,830.00 07/23/202901/15/2025 494,005.0006051GHM4 7,609.93 9,175.005.0294.271 1513 JPMCC6070 500,000.00 504,480.00 07/24/202912/20/2024 509,900.0046647PDU7 9,346.85 5,420.005.0765.299 1514 CHUBB6088 500,000.00 503,710.00 08/15/202904/21/2025 504,565.00171239AL0 6,845.83 855.004.4574.650 1536 METAPF6081 500,000.00 496,715.00 08/15/202903/20/2025 501,655.0030303M8S4 6,330.56 4,940.004.4654.300 1536 SSC6092 500,000.00 493,045.00 12/03/202905/23/2025 494,685.00857477BD4 10,237.47 1,640.004.4834.141 1646 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM8) 7.3.11
Report Ver. 7.3.11

Par Value Book Value
Maturity
Date
Accrued
InterestMarket Value
May 31, 2025
Portfolio Details with Earnings - Investments
Average
BalanceIssuer
Portfolio Management

CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
21,244,450.0020,764,050.0021,000,000.0020,545,430.46Subtotal and Average 193,828.26 -480,400.00788 2.7142.974 Federal Agency Issues - Coupon
FHLB3576 3,000,000.00 2,995,657.09 12/21/202612/22/2021 2,878,290.003130AQF65 16,666.66 -117,367.091.2801.250 568 2,995,657.092,878,290.003,000,000.002,995,657.09Subtotal and Average 16,666.66 -117,367.09568 1.2801.250 Treasury Securities - Coupon
UST2357 750,000.00 747,421.88 10/31/202612/20/2024 750,735.0091282CLS8 2,704.93 3,313.123.4334.125 517 UST2369 750,000.00 750,644.53 02/28/202703/20/2025 751,875.0091282CMP3 7,818.44 1,230.474.0774.125 637 UST2373 750,000.00 750,966.80 03/31/202704/21/2025 748,920.0091282CMV0 4,923.16 -2,046.803.8043.875 668 UST2375 1,000,000.00 995,273.44 04/30/202705/23/2025 996,600.0091282CMY4 3,260.87 1,326.564.0043.750 698 UST2356 750,000.00 745,810.55 11/15/202712/20/2024 753,780.0091282CLX7 1,429.18 7,969.454.3304.125 897 UST2364 750,000.00 745,283.20 01/15/202801/15/2025 756,420.0091282CMF5 12,063.19 11,136.804.4764.250 958 UST2370 750,000.00 746,279.30 03/15/202803/20/2025 750,000.0091282CMS7 6,159.99 3,720.704.0523.875 1018 UST2372 1,000,000.00 998,515.63 04/15/202804/21/2025 996,250.0091282CMW8 4,815.57 -2,265.633.8023.750 1049 UST2366 750,000.00 735,000.00 05/31/202802/20/2025 744,405.0091282CHE4 13,741.51 9,405.003.7473.625 1095 UST2367 750,000.00 751,699.22 08/31/202802/20/2025 760,665.0091282CHX2 8,429.73 8,965.784.3044.375 1187 UST2365 750,000.00 751,875.00 09/30/202801/15/2025 766,732.5091282CJA0 5,938.35 14,857.504.5494.625 1217 UST2371 750,000.00 762,890.63 11/30/202804/21/2025 761,077.5091282CJN2 16,495.90 -1,813.133.8594.375 1278 UST2374 1,000,000.00 997,890.63 01/31/202905/23/2025 1,002,380.0091282CJW2 13,370.17 4,489.374.0604.000 1340 10,479,550.8110,539,840.0010,500,000.009,068,845.84Subtotal and Average 101,150.99 60,289.19971 4.0334.052 Federal Agency Issues - Callable
FNMA4538 3,250,000.00 3,248,862.50 07/14/202507/14/2020 3,236,480.003136G4YH0 8,657.64 -12,382.500.7070.700 43 FNMA4541 3,000,000.00 3,000,000.00 07/22/202507/22/2020 2,984,610.003136G4A45 7,632.50 -15,390.000.7100.710 51 FHLB4544 3,000,000.00 2,997,000.00 08/27/202508/27/2020 2,972,370.003130AJZ36 4,700.00 -24,630.000.6200.600 87 FHLMC4545 3,000,000.00 2,998,950.00 09/09/202509/09/2020 2,969,130.003134GWA55 4,441.67 -29,820.000.6570.650 100 FFCB4548 3,340,000.00 3,336,660.00 09/29/202510/05/2020 3,297,582.003133EMBJ0 3,048.68 -39,078.000.5500.530 120 FHLMC4547 3,000,000.00 3,000,000.00 09/30/202509/30/2020 2,961,780.003134GWW93 2,795.83 -38,220.000.5500.550 121 FHLMC4549 3,000,000.00 2,997,600.00 09/30/202510/07/2020 2,961,780.003134GWWT9 2,795.83 -35,820.000.5660.550 121 FHLMC4550 3,000,000.00 3,000,000.00 10/28/202510/28/2020 2,953,650.003134GW3F1 1,650.00 -46,350.000.6000.600 149 FHLB4553 3,000,000.00 2,996,250.00 11/25/202511/25/2020 2,944,800.003130AKGD2 285.00 -51,450.000.5950.570 177 FNMA4552 3,000,000.00 3,000,000.00 11/25/202511/25/2020 2,948,760.003135GA3W9 300.00 -51,240.000.6000.600 177 FHLMC4554 3,000,000.00 3,000,000.00 12/01/202512/01/2020 2,945,580.003134GXDM3 9,300.00 -54,420.000.6200.620 183 FHLB4555 3,000,000.00 3,000,000.00 01/22/202601/22/2021 2,929,020.003130AKQ74 6,718.75 -70,980.000.6250.625 235 FHLB4557 3,000,000.00 3,000,000.00 01/28/202601/28/2021 2,929,170.003130AKRN8 6,662.50 -70,830.000.6500.650 241 FNMA4556 3,000,000.00 3,000,000.00 01/28/202601/28/2021 2,928,030.003135G06R9 5,637.50 -71,970.000.5500.550 241 FHLB4558 3,000,000.00 3,000,000.00 02/12/202602/12/2021 2,924,190.003130AKXQ4 5,450.00 -75,810.000.1100.600 256 FHLB4560 3,000,000.00 3,000,000.00 02/17/202602/17/2021 2,922,960.003130AL3S1 5,416.67 -77,040.000.6250.625 261 FHLB4561 3,000,000.00 3,000,000.00 02/24/202602/24/2021 2,920,710.003130AL5X8 5,254.17 -79,290.000.6500.650 268 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM8) 7.3.11

Par Value Book Value
Maturity
Date
Accrued
InterestMarket Value
May 31, 2025
Portfolio Details with Earnings - Investments
Average
BalanceIssuer
Portfolio Management

CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
Federal Agency Issues - Callable
FHLB4562 3,125,000.00 3,122,500.00 02/24/202602/24/2021 3,041,562.503130AKXJ0 5,052.08 -80,937.500.6160.600 268 FHLB4563 3,000,000.00 3,000,000.00 02/24/202602/24/2021 2,923,680.003130ALCV4 6,062.50 -76,320.000.7500.750 268 FHLB4559 3,000,000.00 3,000,000.00 02/26/202602/26/2021 2,920,590.003130AKZ25 5,145.83 -79,410.000.6500.650 270 FHLB4572 3,000,000.00 2,989,560.00 02/26/202603/15/2021 2,924,850.003130ALGR9 6,729.17 -64,710.000.9220.850 270 FHLB4574 3,000,000.00 2,985,960.00 02/26/202603/18/2021 2,924,850.003130ALGR9 6,729.17 -61,110.000.9470.850 270 FHLB4577 3,000,000.00 2,982,510.00 02/26/202603/22/2021 2,924,850.003130ALGR9 6,729.17 -57,660.000.9710.850 270 FHLB4579 3,000,000.00 2,978,517.00 02/26/202603/31/2021 2,924,850.003130ALGR9 6,729.17 -53,667.001.0000.850 270 FHLB4565 3,000,000.00 3,000,000.00 03/16/202603/16/2021 2,918,310.003130ALDN1 5,000.00 -81,690.000.8000.800 288 FHLB4569 3,000,000.00 3,000,000.00 03/23/202603/23/2021 2,918,340.003130ALGC2 4,958.33 -81,660.000.8750.875 295 FHLB4576 3,000,000.00 2,987,700.00 03/23/202603/23/2021 2,918,340.003130ALGC2 4,958.33 -69,360.000.9590.875 295 FFCB4575 3,000,000.00 3,000,000.00 03/25/202603/25/2021 2,923,500.003133EMUK6 5,775.00 -76,500.001.0501.050 297 FHLB4571 3,000,000.00 3,000,000.00 03/30/202603/30/2021 2,919,090.003130ALMM3 5,083.33 -80,910.001.0001.000 302 FHLB4578 3,000,000.00 2,998,050.00 03/30/202603/30/2021 2,919,240.003130ALNT7 4,981.67 -78,810.000.9930.980 302 FHLB4581 3,000,000.00 2,996,250.00 03/30/202604/05/2021 2,919,090.003130ALMM3 5,083.33 -77,160.001.0251.000 302 FHLB4580 3,000,000.00 2,995,500.00 04/15/202604/15/2021 2,916,750.003130ALUC6 3,910.00 -78,750.001.0501.020 318 FHLB4585 2,795,000.00 2,795,000.00 05/19/202605/20/2021 2,710,227.653130AMCL4 950.30 -84,772.351.0191.020 352 FHLB4587 3,000,000.00 2,998,500.00 05/26/202605/26/2021 2,906,040.003130AMH62 416.67 -92,460.001.0101.000 359 FHLB4588 3,000,000.00 2,998,950.00 05/26/202605/26/2021 2,906,340.003130AMGW6 408.33 -92,610.000.9870.980 359 FHLB4590 2,750,000.00 2,746,562.50 05/26/202606/02/2021 2,661,367.503130AMHB1 334.20 -85,195.000.9000.875 359 FHLB4591 1,500,000.00 1,500,000.00 05/26/202606/02/2021 1,453,020.003130AMH62 208.33 -46,980.000.9991.000 359 FFCB4595 3,000,000.00 2,997,000.00 06/15/202606/24/2021 2,897,790.003133EMH21 12,450.00 -99,210.000.9200.900 379 FHLB4592 3,000,000.00 3,000,000.00 06/30/202606/30/2021 2,901,420.003130AMSL7 12,960.83 -98,580.001.0301.030 394 FHLB4594 3,000,000.00 3,000,000.00 06/30/202606/30/2021 2,900,880.003130AMYA4 13,464.17 -99,120.001.0701.070 394 FHLB4596 1,500,000.00 1,500,000.00 06/30/202606/30/2021 1,449,345.003130AN2Q2 6,291.67 -50,655.001.0001.000 394 FHLB4597 3,000,000.00 2,999,250.00 07/14/202607/14/2021 2,894,310.003130AMWK4 11,645.00 -104,940.001.0251.020 408 FHLB4598 3,000,000.00 2,983,500.00 09/30/202609/30/2021 2,875,140.003130AP2P9 4,676.67 -108,360.001.0330.920 486 FHLB4599 3,000,000.00 2,997,750.00 10/14/202610/14/2021 2,878,170.003130APC94 4,190.83 -119,580.001.0851.070 500 FHLB4600 530,000.00 526,947.20 11/24/202612/09/2021 508,513.803130APU78 133.97 -18,433.401.4201.300 541 FHLB4601 1,840,000.00 1,829,401.60 11/24/202612/09/2021 1,765,682.403130APUR4 465.11 -63,719.201.4201.300 541 FHLB4602 3,000,000.00 2,988,000.00 12/01/202612/09/2021 2,880,300.003130APVC6 20,625.00 -107,700.001.4581.375 548 FHLB4605 3,000,000.00 2,999,250.00 12/29/202601/03/2022 2,876,910.003130AQG80 17,986.67 -122,340.001.4251.420 576 FHLB4606 3,000,000.00 2,982,750.00 12/29/202601/10/2022 2,876,910.003130AQG80 17,986.67 -105,840.001.5401.420 576 FHLB4603 3,000,000.00 3,000,000.00 12/30/202612/30/2021 2,874,600.003130AQEC3 37,789.17 -125,400.001.3701.370 577 FHLB4604 3,000,000.00 2,998,500.00 12/30/202612/30/2021 2,874,840.003130AQEF6 37,927.08 -123,660.001.3851.375 577 FHLB4607 3,000,000.00 2,975,010.00 01/28/202702/08/2022 2,882,190.003130AQLD3 17,937.50 -92,820.001.9261.750 606 FHLB4608 3,000,000.00 2,995,500.00 02/25/202703/08/2022 2,900,100.003130AQW66 16,640.00 -95,400.002.1112.080 634 152,423,740.80148,542,590.85152,630,000.00154,551,176.28Subtotal and Average 399,161.99 -3,881,149.95314 0.9240.906 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM8) 7.3.11

Par Value Book Value
Maturity
Date
Accrued
InterestMarket Value
May 31, 2025
Portfolio Details with Earnings - Investments
Average
BalanceIssuer
Portfolio Management

CITY OF PLEASANTON
CUSIP Investment #
Purchase
Date
Days To
Maturity
Unrealized
Gain/Loss
Current
Rate YTM
Supranationals
IFC7000 1,000,000.00 980,200.00 02/26/202606/28/2021 971,190.0045950VPS9 1,319.44 -9,010.000.9350.500 270 980,200.00971,190.001,000,000.00980,200.00Subtotal and Average 1,319.44 -9,010.00270 0.9350.500 267,866,196.95 263,404,233.52 267,859,795.65 2.251 287 2.242 1,195,149.25 -4,455,562.13267,798,757.09Total and Average Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM8) 7.3.11

Par Value
Stated
Rate
May 31, 2025
Investment Status Report - Investments
Portfolio Management
Book Value
Maturity
Date
Current
Principal

CITY OF PLEASANTON
S&P
YTM
Moody'sCUSIP Investment # Issuer
Purchase
Date
Accrued Interest
At Purchase
Certificates of Deposit - Bank
FREMON1093-5 234,448.75 234,448.753.54008/21/2025SYS-1093-5 03/21/2025 234,448.753.540 VCB1091-3 250,000.00 250,000.004.15004/11/2026SYS 1091-3 04/11/2025 250,000.004.150 484,448.75Certificates of Deposit - Bank Totals 484,448.750.003.855484,448.75 LAIF
LAIF5 73,870,818.50 73,870,818.504.480SYS5 73,870,818.504.480 73,870,818.50LAIF Totals 73,870,818.500.004.48073,870,818.50 Gov't Money Market
DRYFUS7-1 5,210,654.42 5,210,654.424.110X9USDCRGO 08/23/2024 5,210,654.424.110 DRYFUS7-2 170,275.28 170,275.284.110X9USDCRGO 12/05/2024 170,275.284.110 5,380,929.70Gov't Money Market Totals 5,380,929.700.004.1105,380,929.70 Medium Term Notes
TOYOTA6067 3,000,000.00 2,959,140.000.80001/09/202689236THW8 A Received03/09/2021 2,959,140.00A1.090 APPL6065 2,000,000.00 1,996,860.000.70002/08/2026037833EB2 Aaa02/08/2021 1,996,860.00AA0.732 APPL6066 3,000,000.00 3,331,380.003.25002/23/2026037833BY5 Aaa02/23/2021 3,331,380.00AA0.981 JP6068 3,000,000.00 3,000,000.001.10006/22/202646632FSCO Aa06/22/2021 3,000,000.00AA1.100 ELI LI6082 500,000.00 502,955.004.55002/12/2028532457CU0 Aa Received03/20/2025 502,955.00A4.329 STESTR6085 500,000.00 500,095.004.53602/28/2028857477CU5 Aa Received03/20/2025 500,095.00A4.528 DUKE E6090 500,000.00 491,355.003.80007/15/202826444HAE1 A Received04/22/2025 491,355.00A4.378 PROLOG6084 500,000.00 490,595.004.00009/15/202874340XBX8 A Received03/20/2025 490,595.00A4.590 JDCC6073 500,000.00 491,705.004.50001/16/202924422EXH7 A Received01/15/2025 491,705.00A4.962 RBC6080 500,000.00 501,950.004.96501/24/202978017DAA6 A Received02/20/2025 501,950.00A4.854 PCAR6083 500,000.00 501,095.004.60001/31/202969371RS80 A Received03/20/2025 501,095.00A4.532 BNYT6074 500,000.00 493,470.004.54302/01/202906406RBN6 Aa Received01/15/2025 493,470.00A4.902 USBANC6087 500,000.00 498,370.004.65302/01/202991159HJK7 Aaa Received04/22/2025 498,370.00A4.746 APC6086 500,000.00 503,835.004.60002/08/2029009158BH8 A Received04/21/2025 503,835.00A4.377 CISCO6089 500,000.00 509,240.004.85002/26/202917275RBR2 A Received04/21/2025 509,240.00AA4.322 ABBVIE6079 500,000.00 500,950.004.80003/15/202900287YDS5 A Received02/20/2025 500,950.00A4.747 MMC6091 500,000.00 496,995.004.37503/15/2029571748BG6 A Received05/23/2025 496,995.00A4.547 UHGI6078 500,000.00 485,910.004.00005/15/202991324PEH1 A Received02/20/2025 485,910.00A4.741 MS6069 500,000.00 505,770.005.44907/20/202961747YFF7 A Received12/20/2024 505,770.00A5.162 BOFA6076 500,000.00 484,830.004.27107/23/202906051GHM4 A Received01/15/2025 484,830.00A5.029 JPMCC6070 500,000.00 504,480.005.29907/24/202946647PDU7 A Received12/20/2024 504,480.00A5.077 CHUBB6088 500,000.00 503,710.004.65008/15/2029171239AL0 A Received04/21/2025 503,710.00A4.458 METAPF6081 500,000.00 496,715.004.30008/15/202930303M8S4 Aa Received03/20/2025 496,715.00AA4.465 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PMS) 7.3.11
Report Ver. 7.3.11

Par Value
Stated
Rate
May 31, 2025
Investment Status Report - Investments
Portfolio Management
Book Value
Maturity
Date
Current
Principal

CITY OF PLEASANTON
S&P
YTM
Moody'sCUSIP Investment # Issuer
Purchase
Date
Accrued Interest
At Purchase
Medium Term Notes
SSC6092 500,000.00 493,045.004.14112/03/2029857477BD4 Aa Received05/23/2025 493,045.00A4.484 21,244,450.00Medium Term Notes Totals 21,244,450.000.002.71421,000,000.00 Federal Agency Issues - Coupon
FHLB3576 3,000,000.00 2,995,657.091.25012/21/20263130AQF65 Aaa12/22/2021 2,995,657.09AA1.280 2,995,657.09Federal Agency Issues - Coupon Totals 2,995,657.090.001.2803,000,000.00 Treasury Securities - Coupon
UST2357 750,000.00 747,421.884.12510/31/202691282CLS8 Aaa12/20/2024 747,421.88AA3.433 UST2369 750,000.00 750,644.534.12502/28/202791282CMP3 Aaa Received03/20/2025 750,644.53AA4.078 UST2373 750,000.00 750,966.803.87503/31/202791282CMV0 Aaa Received04/21/2025 750,966.80AA3.805 UST2375 1,000,000.00 995,273.443.75004/30/202791282CMY4 Aa Received05/23/2025 995,273.44AA4.005 UST2356 750,000.00 745,810.554.12511/15/202791282CLX7 Aaa12/20/2024 745,810.55AA4.331 UST2364 750,000.00 745,283.204.25001/15/202891282CMF5 Aaa01/15/2025 745,283.20AA4.476 UST2370 750,000.00 746,279.303.87503/15/202891282CMS7 Aaa Received03/20/2025 746,279.30AA4.053 UST2372 1,000,000.00 998,515.633.75004/15/202891282CMW8 Aaa Received04/21/2025 998,515.63AA3.803 UST2366 750,000.00 735,000.003.62505/31/202891282CHE4 Aaa Received02/20/2025 735,000.00AA3.748 UST2367 750,000.00 751,699.224.37508/31/202891282CHX2 Aaa Received02/20/2025 751,699.22AA4.305 UST2365 750,000.00 751,875.004.62509/30/202891282CJA0 Aaa Received01/15/2025 751,875.00AA4.549 UST2371 750,000.00 762,890.634.37511/30/202891282CJN2 Aaa Received04/21/2025 762,890.63AA3.859 UST2374 1,000,000.00 997,890.634.00001/31/202991282CJW2 Aa Received05/23/2025 997,890.63AA4.061 10,479,550.81Treasury Securities - Coupon Totals 10,479,550.810.004.03310,500,000.00 Federal Agency Issues - Callable
FNMA4538 3,250,000.00 3,248,862.500.70007/14/20253136G4YH0 07/14/2020 3,248,862.50AA0.707 FNMA4541 3,000,000.00 3,000,000.000.71007/22/20253136G4A45 Aaa07/22/2020 3,000,000.00AA0.710 FHLB4544 3,000,000.00 2,997,000.000.60008/27/20253130AJZ36 Aaa08/27/2020 2,997,000.00AA0.620 FHLMC4545 3,000,000.00 2,998,950.000.65009/09/20253134GWA55 Aaa09/09/2020 2,998,950.00AA0.657 FFCB4548 3,340,000.00 3,336,660.000.53009/29/20253133EMBJ0 Aaa Received10/05/2020 3,336,660.00AA0.550 FHLMC4547 3,000,000.00 3,000,000.000.55009/30/20253134GWW93 Aaa09/30/2020 3,000,000.00AA0.550 FHLMC4549 3,000,000.00 2,997,600.000.55009/30/20253134GWWT9 Aaa Received10/07/2020 2,997,600.00AA0.566 FHLMC4550 3,000,000.00 3,000,000.000.60010/28/20253134GW3F1 Aaa10/28/2020 3,000,000.00AA0.600 FHLB4553 3,000,000.00 2,996,250.000.57011/25/20253130AKGD2 Aaa11/25/2020 2,996,250.00AA0.595 FNMA4552 3,000,000.00 3,000,000.000.60011/25/20253135GA3W9 Aaa11/25/2020 3,000,000.00AA0.600 FHLMC4554 3,000,000.00 3,000,000.000.62012/01/20253134GXDM3 Aaa12/01/2020 3,000,000.00AA0.620 FHLB4555 3,000,000.00 3,000,000.000.62501/22/20263130AKQ74 Aaa01/22/2021 3,000,000.00AA0.625 FHLB4557 3,000,000.00 3,000,000.000.65001/28/20263130AKRN8 Aaa01/28/2021 3,000,000.00AA0.650 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PMS) 7.3.11

Par Value
Stated
Rate
May 31, 2025
Investment Status Report - Investments
Portfolio Management
Book Value
Maturity
Date
Current
Principal

CITY OF PLEASANTON
S&P
YTM
Moody'sCUSIP Investment # Issuer
Purchase
Date
Accrued Interest
At Purchase
Federal Agency Issues - Callable
FNMA4556 3,000,000.00 3,000,000.000.55001/28/20263135G06R9 Aaa01/28/2021 3,000,000.00AA0.550 FHLB4558 3,000,000.00 3,000,000.000.60002/12/20263130AKXQ4 Aaa02/12/2021 3,000,000.00AA0.110 FHLB4560 3,000,000.00 3,000,000.000.62502/17/20263130AL3S1 Aaa02/17/2021 3,000,000.00AA0.625 FHLB4561 3,000,000.00 3,000,000.000.65002/24/20263130AL5X8 Aaa02/24/2021 3,000,000.00AA0.650 FHLB4562 3,125,000.00 3,122,500.000.60002/24/20263130AKXJ0 02/24/2021 3,122,500.00AA0.616 FHLB4563 3,000,000.00 3,000,000.000.75002/24/20263130ALCV4 02/24/2021 3,000,000.00AA0.750 FHLB4559 3,000,000.00 3,000,000.000.65002/26/20263130AKZ25 Aaa02/26/2021 3,000,000.00AA0.650 FHLB4572 3,000,000.00 2,989,560.000.85002/26/20263130ALGR9 Aaa Received03/15/2021 2,989,560.00AA0.922 FHLB4574 3,000,000.00 2,985,960.000.85002/26/20263130ALGR9 Aaa Received03/18/2021 2,985,960.00AA0.947 FHLB4577 3,000,000.00 2,982,510.000.85002/26/20263130ALGR9 Aaa Received03/22/2021 2,982,510.00AA0.971 FHLB4579 3,000,000.00 2,978,517.000.85002/26/20263130ALGR9 Aaa Received03/31/2021 2,978,517.00AA1.000 FHLB4565 3,000,000.00 3,000,000.000.80003/16/20263130ALDN1 Aaa03/16/2021 3,000,000.00AA0.800 FHLB4569 3,000,000.00 3,000,000.000.87503/23/20263130ALGC2 Aaa03/23/2021 3,000,000.00AA0.875 FHLB4576 3,000,000.00 2,987,700.000.87503/23/20263130ALGC2 Aaa03/23/2021 2,987,700.00AA0.959 FFCB4575 3,000,000.00 3,000,000.001.05003/25/20263133EMUK6 Aaa03/25/2021 3,000,000.00AA1.050 FHLB4571 3,000,000.00 3,000,000.001.00003/30/20263130ALMM3 Aaa03/30/2021 3,000,000.00AA1.000 FHLB4578 3,000,000.00 2,998,050.000.98003/30/20263130ALNT7 Aaa03/30/2021 2,998,050.00AA0.993 FHLB4581 3,000,000.00 2,996,250.001.00003/30/20263130ALMM3 Aaa Received04/05/2021 2,996,250.00AA1.026 FHLB4580 3,000,000.00 2,995,500.001.02004/15/20263130ALUC6 Aaa04/15/2021 2,995,500.00AA1.051 FHLB4585 2,795,000.00 2,795,000.001.02005/19/20263130AMCL4 Aaa Received05/20/2021 2,795,000.00AA1.020 FHLB4587 3,000,000.00 2,998,500.001.00005/26/20263130AMH62 Aaa05/26/2021 2,998,500.00AA1.010 FHLB4588 3,000,000.00 2,998,950.000.98005/26/20263130AMGW6 Aaa05/26/2021 2,998,950.00AA0.987 FHLB4590 2,750,000.00 2,746,562.500.87505/26/20263130AMHB1 Aaa Received06/02/2021 2,746,562.50AA0.901 FHLB4591 1,500,000.00 1,500,000.001.00005/26/20263130AMH62 Aaa Received06/02/2021 1,500,000.00AA1.000 FFCB4595 3,000,000.00 2,997,000.000.90006/15/20263133EMH21 Aaa Received06/24/2021 2,997,000.00AA0.921 FHLB4592 3,000,000.00 3,000,000.001.03006/30/20263130AMSL7 Aaa06/30/2021 3,000,000.00AA1.030 FHLB4594 3,000,000.00 3,000,000.001.07006/30/20263130AMYA4 Aaa06/30/2021 3,000,000.00AA1.070 FHLB4596 1,500,000.00 1,500,000.001.00006/30/20263130AN2Q2 Aaa06/30/2021 1,500,000.00AA1.000 FHLB4597 3,000,000.00 2,999,250.001.02007/14/20263130AMWK4 Aaa07/14/2021 2,999,250.00AA1.025 FHLB4598 3,000,000.00 2,983,500.000.92009/30/20263130AP2P9 Aaa09/30/2021 2,983,500.00AA1.033 FHLB4599 3,000,000.00 2,997,750.001.07010/14/20263130APC94 Aaa10/14/2021 2,997,750.00AA1.085 FHLB4600 530,000.00 526,947.201.30011/24/20263130APU78 Aaa Received12/09/2021 526,947.20AA1.421 FHLB4601 1,840,000.00 1,829,401.601.30011/24/20263130APUR4 Aaa Received12/09/2021 1,829,401.60AA1.421 FHLB4602 3,000,000.00 2,988,000.001.37512/01/20263130APVC6 Aaa Received12/09/2021 2,988,000.00AA1.459 FHLB4605 3,000,000.00 2,999,250.001.42012/29/20263130AQG80 Aaa Received01/03/2022 2,999,250.00AA1.425 FHLB4606 3,000,000.00 2,982,750.001.42012/29/20263130AQG80 Aaa Received01/10/2022 2,982,750.00AA1.541 FHLB4603 3,000,000.00 3,000,000.001.37012/30/20263130AQEC3 Aaa12/30/2021 3,000,000.00AA1.370 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PMS) 7.3.11

Par Value
Stated
Rate
May 31, 2025
Investment Status Report - Investments
Portfolio Management
Book Value
Maturity
Date
Current
Principal

CITY OF PLEASANTON
S&P
YTM
Moody'sCUSIP Investment # Issuer
Purchase
Date
Accrued Interest
At Purchase
Federal Agency Issues - Callable
FHLB4604 3,000,000.00 2,998,500.001.37512/30/20263130AQEF6 Aaa12/30/2021 2,998,500.00AA1.385 FHLB4607 3,000,000.00 2,975,010.001.75001/28/20273130AQLD3 Aaa Received02/08/2022 2,975,010.00AA1.926 FHLB4608 3,000,000.00 2,995,500.002.08002/25/20273130AQW66 Aaa Received03/08/2022 2,995,500.00AA2.112 152,423,740.80Federal Agency Issues - Callable Totals 152,423,740.800.000.924152,630,000.00 Supranationals
IFC7000 1,000,000.00 980,200.000.50002/26/202645950VPS9 Aaa Received06/28/2021 980,200.00AAA0.935 980,200.00Supranationals Totals 980,200.000.000.9351,000,000.00 267,859,795.65Investment Totals 267,859,795.650.00267,866,196.95 2.242 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PMS) 7.3.11

Stated
Rate
Transaction
Date
May 1, 2025 through May 31, 2025
Activity By Type
Balance
Portfolio Management

CITY OF PLEASANTON
CUSIP Investment # Issuer
Purchases
or Deposits
Redemptions
or Withdrawals
Certificates of Deposit - Bank
484,448.75Subtotal
LAIF (Monthly Summary)
73,870,818.50Subtotal
Gov't Money Market (Monthly Summary)
Dryfus Govt Cash Mgmt 6727-1 94,093.284.110 0.00X9USDCRGO Dryfus Govt Cash Mgmt 6727-2 47,331.084.110 14,921.14X9USDCRGO 14,921.14 5,380,929.70Subtotal 141,424.36
Medium Term Notes
MARSH & MCLENNAN COMPANIES INC6091 496,995.004.375 05/23/2025 0.00571748BG6 State Street Corporation6092 493,045.004.141 05/23/2025 0.00857477BD4

0.00 21,244,450.00Subtotal 990,040.00
Federal Agency Issues - Coupon
2,995,657.09Subtotal
Treasury Securities - Coupon
U S TREASURY2374 997,890.634.000 05/23/2025 0.0091282CJW2 U S TREASURY2375 995,273.443.750 05/23/2025 0.0091282CMY4

0.00 10,479,550.81Subtotal 1,993,164.07
Federal Agency Issues - Callable
FEDERAL FARM CREDIT BANK4537 0.000.700 05/23/2025 2,997,750.003133ELQ49 2,997,750.00 152,423,740.80Subtotal 0.00
Supranationals
980,200.00Subtotal
267,859,795.65Total 3,012,671.143,124,628.43
Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM3) 7.3.11
Report Ver. 7.3.11

May 2024 through May 2025
Activity Summary
Month
Portfolio Management
End Year
Number of
Securities
Average
Balance
360
Equivalent
365
Equivalent
Managed
Pool
Rate
Average
Term
Average
Days to Maturity

CITY OF PLEASANTON
Number
of Investments
Purchased
Number
of Investments
Redeemed
Yield to Maturity
263,538,122.69May 2024 73 1,301 4561.926 1.953 4.332 0 1 260,556,724.84June 2024 72 1,326 4431.920 1.946 4.480 0 0 249,460,826.05July 2024 72 1,469 4661.649 1.672 4.480 0 0 232,025,539.32August 2024 73 1,467 4431.645 1.668 4.480 1 1 229,828,688.26September 2024 73 1,490 4281.599 1.621 4.480 1 2 220,883,480.07October 2024 71 1,541 4201.495 1.516 4.480 0 1 217,493,941.37November 2024 70 1,540 3941.493 1.514 4.480 0 0 225,183,251.16December 2024 76 1,405 3451.775 1.799 4.480 6 1 241,044,442.47January 2025 80 1,384 3341.844 1.870 4.480 5 2 242,039,662.99February 2025 83 1,385 3291.868 1.894 4.480 5 1 242,036,422.49March 2025 90 1,349 3251.942 1.969 4.480 8 4 255,472,697.89April 2025 95 1,243 2962.172 2.202 4.480 9 1 267,798,757.09May 2025 98 1,235 2872.211 2.242 4.480 4 1 Average 242,118,101.55 1.811% 1.836% 4.469 3 1 1,395 38279 Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM4) 7.3.11
Report Ver. 7.3.11

May 2024 through May 2025
Distribution of Investments By Type
Portfolio Management

CITY OF PLEASANTON
AverageJuneMay July
2024 2024 by Period
SeptemberAugust October
2024 2024
DecemberNovember January
2024 2025
February April
2025 2025
May
2025Security Type
March
2025202420242024

0.2 0.20.2Certificates of Deposit - Bank 0.2 0.20.2 0.2 0.20.2 0.2 0.20.2 0.2 0.2% Certificates of Deposit - S & L

27.0 19.028.3LAIF 17.3 13.819.1 22.0 22.013.7 22.0 27.622.0 27.6 21.7% Fidelity - Government Fund
Gov't Money Market 0.7 1.40.1 0.4 1.11.5 2.2 2.00.8 2.0 0.9% Managed Pool Accounts -4
Passbook/Checking Accounts

9.9 11.09.7Medium Term Notes 10.2 9.910.5 9.4 9.59.9 7.3 7.69.3 7.9 9.4% Bankers Acceptances
Commercial Paper - Discount

1.2 1.31.1Federal Agency Issues - Coupon 1.3 1.41.3 1.2 1.21.4 1.2 1.11.2 1.1 1.2% Federal Agency Issues - Discount
Treasury Securities - Coupon 0.6 1.2 2.5 3.21.9 3.9 1.0% Treasury Securities - Discount

61.4 68.160.3Federal Agency Issues - Callable 69.8 72.968.4 65.8 64.372.8 64.2 58.164.2 56.9 65.2%

0.4 0.40.4Supranationals 0.4 0.50.4 0.4 0.40.5 0.4 0.40.4 0.4 0.4% Miscellaneous Securities - Discount
Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM5) 7.3.11
Report Ver. 7.3.11

May 31, 2025
Interest Earnings Summary
Month EndingMay 31 Fiscal Year To Date
Portfolio Management

CITY OF PLEASANTON
CD/Coupon/Discount Investments:
121,909.50Interest Collected
Plus Accrued Interest at End of Period
Less Accrued Interest at Beginning of Period
707,864.16
( 598,635.48)
1,973,102.22
702,166.75
( 605,322.56)
Less Accrued Interest at Purchase During Period ( 28,628.74) ( 181,438.91) Interest Earned during Period
Adjusted by Capital Gains or Losses
Earnings during Periods
202,509.44
-9,180.00
1,888,507.50
-302,935.08
193,329.44 1,585,572.42
Pass Through Securities:

0.00Interest Collected
Plus Accrued Interest at End of Period
Less Accrued Interest at Beginning of Period

0.00 ( 0.00)

0.00 0.00
( 0.00)
Less Accrued Interest at Purchase During Period ( 0.00) ( 0.00) Interest Earned during Period
Adjusted by Premiums and Discounts
Adjusted by Capital Gains or Losses
Earnings during Periods

0.00 0.00

0.00 0.00

0.00 0.00

0.00 0.00
Cash/Checking Accounts:

0.00Interest Collected
Plus Accrued Interest at End of Period
Less Accrued Interest at Beginning of Period
479,935.09
( 180,353.45)
2,431,990.04
479,935.09
( 722,290.92)
Interest Earned during Period 299,581.64 2,189,634.21
Total Interest Earned during Period
Total Capital Gains or Losses
Total Earnings during Period
502,091.08
-9,180.00
4,078,141.71
-302,935.08
492,911.08 3,775,206.63
Portfolio PLST
CC
Run Date: 06/26/2025 - 10:48 PM (PRF_PM6) 7.3.11
Report Ver. 7.3.11

Item #9

CITY COUNCIL AGENDA REPORT

July 15, 2025
Library and Recreation

TITLE: CONTINUED FROM JUNE 17, 2025 - ADOPT A RESOLUTION UPDATING THE

MASTER FEE SCHEDULE SECTION V(B) POLICE DEPARTMENT SPECIAL

PERMITS AND SECTION VIII RECREATION

SUMMARY
Staff recommends updating the Master Fee Schedule (MFS) to assign program fees to reflect the actual cost of service and the community benefit of that service for special events, programs, classes, services, and facility rentals. The proposed changes to the MFS introduce new service categories, establish clear General Fund subsidy thresholds, and provide a framework to support long-term fiscal sustainability.

RECOMMENDATION
Adopt a resolution updating the Master Fee Schedule (MFS) Section V. Police Department Subsection B. Special Permits and Section VIII. Recreation.

BACKGROUND
Section V. Police Department Subsection B. Special Permits In February 2025, the City Council adopted Resolution No. 2025-004, which included a new special event fee designed to recover costs for special events by including departmental costs to review, approve, and support events. This fee includes fully burdened hourly rates for the staff time from multiple departments involved with each unique event and any special equipment or discreet service associated with supporting the event (Attachment 1). This fee was set as the maximum the City could charge for the service.

Section VIII. Recreation
In June 2022, the City Council adopted Resolution No. 22-1316 to update the MFS Section VIII. Recreation. This update authorized staff to set fees for programs, classes, services, and facility rentals based on the actual costs of delivering programs and services, with cost recovery guidelines.

The current MFS Section VIII. Recreation is based on a cost recovery model that includes 13 recreation categories (Attachment 1). Each category falls into a specific cost recovery tier, determined by the level of community benefit provided. Generally, the greater the community benefit, the lower the expected cost recovery, and, consequently, the higher the subsidy from the General Fund (GF).

Over the past three years, staff has undertaken a strategic, department-wide analysis and applications of the cost-recovery model. All recreation offerings were reviewed and categorized according to their public versus individual benefit level. Fees have been adjusted incrementally to progress toward target recovery levels while remaining mindful of regional market conditions and community accessibility. Program design, staffing structures, and scheduling practices

have been refined to improve operational efficiency and reduce costs where possible.

In Fall 2024, Library and Recreation staff reviewed the existing cost recovery targets alongside actual results from Fiscal Year (FY) 2023/24 to assess whether the existing cost recovery goals were being met. Staff found that most programs were within their cost recovery target overall. In cases where a program or class did not meet cost recovery goals, staff reviewed the offerings to identify opportunities for cost savings or revenue growth. Staff will re-evaluate these programs at the conclusion of FY 2024/25. In some instances, staff concluded that cost recovery was not feasible and discontinued the program (Attachment 2).

DISCUSSION
Section V. Police Department Subsection B Special Permits To codify and honor the positive impact many special events have on the community, staff is proposing a percentage discount (or GF subsidy) on the special event fee for certain types of organizations, as described below.

Category/Description % Discount to Actual Cost/General Fund Subsidy
PUSD
Co-Sponsored Groups
40%
Non-Profit Organizations 30%
Pleasanton Residents (Private Use) 20%
Non-Residents (Private Use)
Businesses
0%

Section VIII. Recreation

Cost Recovery Model Update
Given the City’s current financial challenges, it is essential that the Recreation Division of the Library and Recreation Department adjust its cost recovery targets. These adjustments will help ensure the continued delivery of high-quality programs and services despite limited resources. By updating the recreation categories and more carefully balancing service fees with GF subsidies, the department can continue to serve the community in a responsible and equitable manner.

As part of ongoing efforts to ensure fiscal sustainability and high-quality service delivery, staff re-evaluated the existing cost recovery model to account for new operational realities.

Changes to program-related costs, including electricity usage and facility maintenance, along with a growing need to identify new revenue streams to help keep programs available to the community, necessitate updates to the MFS. The proposed MFS updates balance GF subsidies for programs and services with significant community impact, with higher fees for programs that bring more benefit to the individual participant rather than the community.

The proposed updates to the MFS (Attachment 3) maintain the foundational principles of equity and community benefit while incorporating greater flexibility and clarity around how services are funded and supported. This updated framework will continue to serve as a key

tool for program planning, budgeting, and resource allocation, helping ensure that the department remains responsive to community expectations and is fiscally resilient.

Recreational Program Fees
As the first step in updating the cost recovery model, staff established a new set of service categories to better classify the full range of recreation offerings (Attachment 4). These categories group programs based solely on their purpose rather than participant demographics or delivery method. For example, the creation of a “Beginner/Recreational Program” category allows all programs designed for introductory-level participation to share a common max subsidy percentage, regardless of the participants' age or individual values.

This purpose-driven approach eliminates arbitrary or inconsistent goal-setting, such as determining subsidy levels based on participant age, gender, or other non-programmatic factors. It also helps guard against subjective decision-making influenced by special interests or perceived social value, promoting a more equitable and objective fee-setting process.

General Notes on Rental Fees
In the proposed model, rentals with greater public benefit are eligible for higher subsidy levels, while those with limited community impact are given lower to no subsidies. This is accomplished through user categories, with co-sponsored user groups and the Pleasanton Unified School District (PUSD) receiving the highest GF subsidy, followed by non-profits, residents, and then non-residents and businesses. Over time, staff recommends aligning all GF subsidies for rentals, with co-sponsored user groups and PUSD receiving a 40 percent GF subsidy, non-profits receiving a 30 percent GF subsidy, residents receiving a 20 percent subsidy, and non-residents and businesses covering all expenses. As subsidies have been highest for field rentals and gym rentals over the years, those subsidies will have to be reduced slowly over time to align with other rentals.

Additionally, previous fees established a differential between Pleasanton-based non-profits (>75 percent residents) and other non-profits. Staff recommends eliminating this distinction in the updated MFS, as it is often difficult or impossible to determine this residency percentage.

Field Rental Fees
Field rentals have been assessed using the same cost recovery methodology applied across all programs and services. Historically, co-sponsored sports groups were not charged for field use, resulting in a fully subsidized service. As such, subsidy levels for co-sponsored groups in this category are much higher than in any other category.

On February 4, 2025, the City Council approved a new hourly rate for natural and synthetic turf fields for co-sponsored groups. While still highly subsidized, this rate represents an initial step toward cost recovery. The intent is to introduce the cost gradually without placing financial strain on the user groups. Please note that, per a previously commissioned consultant fee study, the rates for synthetic field use will actually decrease slightly for non-co-sponsored groups.

It is important to note that co-sponsored groups renting gymnasium and pool facilities have historically not received the same level of subsidy as field sports.

Gym Rental Fees
Co-sponsored gym rentals have been evaluated using the same cost recovery methodology as all other programs and services. Unlike co-sponsored field users, co-sponsored gym user groups have historically paid an hourly rate for gym use. As service delivery costs have increased over time, the hourly rate for gym rentals has also been adjusted accordingly, resulting in a lower overall subsidy than field rentals, but still higher than other rental categories.

While the rate remains subsidized to reflect the community benefit provided by these groups, it more closely aligns with the maximum subsidy of other co-sponsored rental categories. Staff will continue to monitor service costs and consider future adjustments to ensure continued alignment with the updated model and the City’s fiscal sustainability objectives.

Field Light Rates
To improve cost recovery and reflect the true cost of service delivery, a new table outlining maximum subsidies for field lighting based on the actual costs of each field has been added to the MFS (Attachment 3). Over the past decade, the City has increased field light fees by only $3 per hour, despite substantial increases in electricity rates. As a result, the current fee structure no longer aligns with actual utility costs. The proposed structure would result in a significant hourly rate adjustment to align with true costs. While considerable, the proposed increase is necessary to ensure that fees better reflect the true cost of providing this service and help offset the rising expenses associated with electricity. Fees would reflect the standard maximum GF subsidy by rental category and would be updated each July 1 to reflect actual utility costs from the previous FY.

Facility/Picnic Rental Fees
In this proposed model, facility and picnic fees were assessed using the same framework applied in the updated cost recovery model. Rentals with greater public benefit are eligible for higher subsidy levels, while those with limited community impact are given lower to no subsidies.

Rental Fee Comparisons
Attachment 5 is included to show a comparison of existing rental fees versus projected rental fees using the updated MFS user categories and maximum GF subsidies.

Refunds
Current practice stipulates that requests for refunds submitted at least ten days prior to the start of the class or program will be issued a full refund, and those submitted at least five business days before the start of a program will be subject to a $5 administrative fee. No refunds are issued for requests received less than five days prior to the start of the program.

The recommended policy removes the full refund offered ten days before the start of the program. Many people register for multiple programs and then cancel all but one. This limits access to registration for other community members, and it is labor-intensive for staff to issue refunds. In the proposal, all refund requests submitted at least seven calendar days before the program or class start date will be charged a $10 fee. The change to seven calendar days versus five business days is intended to honor the concept of one week, while reducing confusion for the customer. No refunds will be issued less than seven days prior to the start of the program.