Agenda packet, regular meeting — Pleasanton City Council, July 15, 2025 (part 1 of 5)

CITY COUNCIL

REGULAR MEETING AGENDA
Tuesday, July 15, 2025
7:00 PM
City Council Chamber
200 Old Bernal Avenue
Pleasanton, CA 94566

The meeting will be held in-person, broadcast live on Channel 29 and at https://www.tri- valleytv.org and streamed at https://www.youtube.com/user/TheCityofPleasanton.The meeting will be held in-person, broadcast live on Channel 29 and streamed live for viewing at the following links: TV30 https://www.tri-valleytv.org, the City's website in the Meetings portal (a red dot will indicate a live meeting) https://www.cityofpleasantonca.gov/, and the City's YouTube channel: https://www.youtube.com/user/TheCityofPleasanton.

Public participation: It is requested that members of the public wishing to address the City Council submit a speaker card. When public comment is opened on an agenda item, individuals may speak once per agenda item.

To submit written public comment regarding an open session item on this meeting agenda visit https://forms.cityofpleasantonca.gov/f/writtenpubliccomment. Comments will be accepted by the City Clerk’s Office until 12:00 p.m. on the day of the Council meeting.

In Person at Council Chamber:
• Submit a physical speaker card to the City Clerk at the meeting. When your name is called, please provide comment at the podium.

CALL TO ORDER
• Welcome and Pledge of Allegiance - Cm. Testa
• Roll Call
Resolution No. 2025-037
Ordinance No. 2297

REPORT ON CLOSED SESSION

AGENDA AMENDMENTS

CONSENT CALENDAR
Items listed on the consent calendar are considered routine in nature and may be enacted by one motion. If discussion is required, that particular item will be removed from the consent calendar and will be considered separately.

City Attorney

1. Adopt Ordinance No. 2295 an Omnibus Ordinance to Amend the Municipal Code in Chapters 1.04 General Provisions, 2.34 Library Commission, 3.32 Alternative Bidding Procedures Under The Uniform Public Construction Cost Accounting Act,

7.20 Vicious Dogs, 9.14 Stormwater Management and Discharge Control, 13.08 Parks and Recreation Facilities, 14.04 Regulation of Water System, 18.36 Rm

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City Council Agenda Page 2 of 5 July 15, 2025

Multi-Family Residential Districts, and 18.68 PUD Planned Urban Development District
City Manager

2. Approve meeting minutes of May 20, 2025, June 3, 2025, and June 16, 2025 Community and Economic Development

3. Actions of the Zoning Administrator and Planning Commission

4. Approve and authorize the City Manager to execute a Professional Services Agreement with TJKM Transportation Consultants, in the amount of $298,343 for the development of the Pleasanton Transportation Safety Action Plan, and approve budget amendments in the Operating Grants Fund for Fiscal Year 2025-2026, for $240,000 in grant revenue and expenditure for the Safe Streets for All Grant

5. Adopt a resolution approving the Second Amendment to the Affordable Housing Agreement between the City of Pleasanton and Avalon Pleasanton, L.P., for the Avalon Pleasanton residential development, as filed under Case No. PUD-85-08- 1D-6M

6. Receive an update on the Dublin/Pleasanton BART Station Concept Plan project and adopt a resolution approving a Memorandum of Understanding between the City of Pleasanton and the San Francisco Bay Area Rapid Transit District to cooperatively plan for and consider development at and around the BART Station in Pleasanton

7. Approve the Housing and Human Services Grant Program and the Action Plan for the Use of Community Development Block Grant Program
a. Adopt a resolution approving the allocation of Housing and Human Services Grant Program funds for the Fiscal Year 2025/26 grant funding cycle b. 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
Finance

8. Accept the monthly disbursement and investment report for May 2025 Library and Recreation

9. Continued from June 17, 2025 - Adopt a resolution updating the Master Fee Schedule Section V(B) Police Department Special Permits and Section VIII Recreation

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City Council Agenda Page 3 of 5 July 15, 2025

10. Adopt a resolution approving the Pleasanton Public Library Privacy Policy

11. Approve a two-year agreement with CityServe of the Tri-Valley for Senior Support Services at the Pleasanton Senior Center for a total of $160,000 through June 30, 2027

12. Approve the Don Lewis Harmonic Symphony public art project conceptual design, proposed location, and budget amendments for art acquisition and installation Police

13. Adopt a resolution accepting grant funding from the California Highway Patrol Cannabis Tax Fund Grant Program in the amount of $150,453.40 and approve budget amendments in the Operating Grants fund

14. Adopt a resolution accepting grant funding from the State of California Office of Traffic Safety's Selective Traffic Enforcement Program in the amount of $60,000 and approve budget amendments in the Operations Grant Fund

15. Approve and authorize the City Manager to enter into an agreement with Flock Safety Inc. for expansion of the automated license plate reader camera program for a term of five years, not to exceed $639,760

16. Approve a contract with All City Management Services for crossing guard services for a two-year term (Fiscal Years 2025/26 and 2026/27) in an amount not to exceed $876,172, with an option to extend for two additional years Public Works

17. Public Hearing - Adopt resolutions approving the 2025/26 Annual Assessments for Landscape Maintenance Districts 1984-1 (Ponderosa-Del Prado), 1993-1 (Windsor), 1993-2 (Bonde Ranch), 1994-1 (Oak Tree Farm), and 1995-1 (Moller Ranch)

18. Adopt Ordinance No. 2296 updating Pleasanton Municipal Code, Chapter 14.16, to conform with obligations specified in the State Water Resources Control Board's adopted Cross-Connection Control Policy Handbook

19. Adopt a resolution approving the acquisition of a utility easement with the East Bay Regional Parks District for the Lemoine Estates Bypass Pipeline Project, CIP No. 22199, and authorize the City Manager to execute an agreement to acquire a utility easement from the East Bay Regional Parks District

20. Approve a first amendment to the professional services agreement with SCI Consulting Group, Inc. for $36,270 for a total not-to-exceed amount of $100,960 and extend the term to provide Engineer's Reports and Proposition 218 ballot procedures for the Ponderosa-Del Prado, Windsor, and Bonde Ranch Landscape Maintenance Districts and Engineer’s Reports for the Oak Tree Farm and Moller

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Ranch Landscape Maintenance Districts

21. Approve an amendment to the Franchise Agreement between the City of Pleasanton and Pleasanton Garbage Service, Inc. for solid waste, recyclable materials, and organic materials services related to recycling processing changes

MEETING OPEN TO THE PUBLIC

22. Public Comment regarding items not listed on the agenda – Speakers are limited to 3 minutes.

PUBLIC HEARINGS AND OTHER MATTERS
If necessary to ensure completion of the following items, the Mayor may alter time limits.

23. Introduction of Proposed MOUs between the Livermore-Pleasanton Fire Department and the IAFF Battalion Chiefs and Firefighters Associations a. Introduction of a Proposed Memorandum of Understanding between the Livermore- Pleasanton Fire Department Joint Powers Authority and the International Association of Firefighters, Local 1974 Battalion Chief’s Unit with term ending June 30, 2028
b. Introduction of a Proposed Memorandum of Understanding between the Livermore- Pleasanton Fire Department Joint Powers Authority and the International Association of Firefighters, Local 1974, with term ending June 30, 2029

24. Accept the final Water Rate Study report and authorize Proposition 218 noticing for water and sewer rate changes

25. Receive a report and provide direction to explore potential placement of a future ballot measure to become a charter city

26. Establish an ad-hoc subcommittee of the City Council to review the City's commission and committee structure and appoint two members of the City Council to serve

MATTERS INITIATED BY COUNCIL

COUNCIL REPORTS
Brief reports on conferences, seminars, and meetings attended by the Council

ADJOURNMENT

Notice
Under Government Code §54957.5, any writings/documents regarding an open session

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City Council Agenda Page 5 of 5 July 15, 2025

item on this agenda and items received by the City Clerk’s Office by 12:00 p.m. on the day of the meeting provided to a majority of the City Council after distribution of the agenda packet will be available for public inspection on the City’s website https://www.cityofpleasantonca.gov/ and also at the Pleasanton Library located at 400 Old Bernal Ave., Pleasanton, CA 94566.

There is a 90-day limit for the filing of a challenge in the Superior Court to certain City administrative decisions and orders, which require a hearing by law, the receipt of evidence, and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure § 1094.6). Further, if you challenge an action taken by the City Council in court, you may be limited, by California law, including but not limited to Government Code §65009, to raising only those issues you or someone else raised in the public hearing, or in written correspondence delivered to the City Council prior to or at the public hearing. The City Council may be requested to reconsider a decision if the request is made prior to the next City Council meeting, regardless of whether it is a regular or special meeting.

Accessible Public Meetings
The City of Pleasanton can provide special assistance for persons with disabilities to participate in public meetings. To make a request for a disability-related modification or accommodation (e.g., an assistive listening device), please contact the City Clerk’s Office at 123 Main Street, Pleasanton, CA 94566 or (925) 931-5027 at the earliest possible time. If you need translation or interpretation assistance, please provide at least two working days’ notice prior to the meeting date.

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Item #1

CITY COUNCIL AGENDA REPORT
July 15, 2025
City Attorney
TITLE: ADOPT ORDINANCE NO. 2295 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY COUNCIL OF THE CITY OF PLEASANTON AMENDING CHAPTERS 1.04 GENERAL PROVISIONS, 2.34 LIBRARY COMMISSION, 3.32 ALTERNATIVE

BIDDING PROCEDURES UNDER THE UNIFORM PUBLIC CONSTRUCTION COST ACCOUNTING ACT, 7.20 VICIOUS DOGS, 9.14 STORMWATER MANAGEMENT AND DISCHARGE CONTROL, 13.08 PARKS AND RECREATION FACILITIES, 14.04 REGULATION OF WATER SYSTEM, 18.36 RM MULTI-FAMILY RESIDENTIAL DISTRICTS, AND 18.68 PUD PLANNED URBAN DEVELOPMENT DISTRICT The foregoing Ordinance No. 2295 was introduced at a regular meeting of the City Council on June 17, 2025, by the following vote:

Ayes: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch Noes: None

Absent: None
Abstain: None

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ORDINANCE NO. 2295

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY COUNCIL OF THE CITY OF PLEASANTON AMENDING CHAPTERS 1.04 GENERAL PROVISIONS, 2.34 LIBRARY COMMISSION, 3.32 ALTERNATIVE BIDDING PROCEDURES UNDER THE UNIFORM PUBLIC CONSTRUCTION COST ACCOUNTING ACT, 7.20 VICIOUS DOGS, 9.14 STORMWATER MANAGEMENT AND DISCHARGE CONTROL, 13.08 PARKS AND RECREATION FACILITIES, 14.04 REGULATION OF WATER SYSTEM, 18.36 RM MULTI-FAMILY RESIDENTIAL DISTRICTS, AND 18.68 PUD PLANNED URBAN

DEVELOPMENT DISTRICT
WHEREAS, on an annual basis multiple amendments are proposed for the Pleasanton Municipal Code to make changes to align with evolving state law, clarify terms contained within the Municipal Code, as well as to reflect actual city practices; and WHEREAS, such amendment to the Pleasanton Municipal Code is necessary to reflect requirements under state law, reflect actual city practices, and provide clarity to the amended sections of the Pleasanton Municipal Code.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLEASANTON DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1.the City of Pleasanton’s Municipal Code is hereby amended as set forth in the attached Exhibit A.

SECTION 2.A summary of this ordinance shall be published once within fifteen (15) days after its adoption in “The Valley Times,” a newspaper of general circulation published in the City of Pleasanton, and the complete ordinance shall be posted for fifteen (15) days in the City Clerk’s office within fifteen (15) days after its adoption.

SECTION 3. This ordinance shall be effective thirty (30) days after its passage and adoption.

The foregoing Ordinance was introduced at a regular meeting of the City Council of the City of Pleasanton on June 17, 2025, and adopted on July 15, 2025, by the following vote:

Ayes:

Noes:

Absent:

Abstain:
______________________________
Jack Balch, Mayor

ATTEST:

____________________________
Jocelyn Kwong, City Clerk

APPROVED AS TO FORM:

____________________________
Daniel G. Sodergren, City Attorney

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EXHIBIT A
§ 1.04.085. Public Projects.

The city council delegates authority to the city engineer, or their designee, to approve plans, specifications, and designs and all amendments and addenda thereto, field changes through the change order process and/or approval of as-built plans, for all public projects, public works contracts and public improvements.
§ 2.34.030. Membership—Appointments.

B.Six commissioners shall be selected from the community at large. One commissioner shall be selected from a recommendation made by the Friends of the Pleasanton Public Library. The youth member shall be the minimum age of a high school freshman.

Commissioners, shall be appointed by the Mayor subject to the ratification by the city council, as provided in the adopted city council resolution establishing procedures for appointments to boards and commissions.
§ 3.32.010. Contracting procedures for public projects.

The city shall procure public projects by force account, negotiated contract, purchase order, informal bidding or formal bidding as required in accordance with the applicable dollar amount limitations set forth under Section 22032 of the Public Contract Code, as it may be amended from time to time.
(Ord. 1523 § 1, 1991; Ord. 1916 § 1, 2005; Ord. 2120 § 1, 2015; Ord. 2185 § 1, 2018) § 7.20.050. Hearing—Schedule—Notice.

The city clerk shall, upon receipt of a certification under Section 7.20.030 of this chapter, schedule a hearing before the city manager or his or her designate (hereafter "hearing officer").

The hearing date shall be no longer than 10 business days from receipt by the city clerk of the certification. The city clerk shall mail to the owner of the dog at least five business days prior to the date set for hearing a notice in form substantially as follows:

NOTICE OF HEARING

REGARDING VICIOUS DOG
NOTICE IS HEREBY GIVEN that pursuant to the provisions of Title 7 of the Municipal Code of the City of Pleasanton, the Health Officer has certified your dog as being probably vicious.

FURTHER NOTICE IS HEREBY GIVEN that on the day of , 20 , at the hour of o'clock _.m., in [location], the matter will be considered by the Hearing Officer together with such other oral and documentary evidence bearing upon the question of whether the dog herein is vicious.

In the event the dog herein is found to be vicious he or she will be abated as a public nuisance and the cost, if any, of said abatement assessed against you.

Dated:

City Clerk
(Prior code § 4-6.14; Ord. 1205 § 2, 1985)

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§ 9.14.095. Watercourse Protection
A. Maintenance. Every person owning property through which a watercourse passes, or such person’s lessee or tenant, shall keep and maintain that part of the watercourse within the property reasonably free of trash, debris, excessive vegetation, and other obstacles which would pollute, contaminate or significantly retard the flow of water through the watercourse; shall maintain existing privately owned structures within or adjacent to a watercourse, so that such structures will not become a hazard to the use, function or physical integrity of the watercourse; shall not remove healthy bank vegetation beyond that actually necessary for said maintenance, nor remove said vegetation in such a manner as to increase the vulnerability of the watercourse to erosion; and shall ensure storm drain inlets are marked with “No dumping, drains to bay” and such markings remain legible at all times.

B. Prohibited Acts. No person shall commit or cause to be committed any of the following acts, unless a written permit has first been obtained from the operation services director:

1. Discharge into or connect any pipe or channel to a watercourse.

2. Modify the natural flow of water in a watercourse.

3. Carry out development within 30 feet of the center line of any creek or 20 feet of the top of a bank.

4. Deposit in, plant in or remove any material from a watercourse including its banks, except as required for necessary maintenance.

5. Construct, alter, enlarge, connect to, change or remove any structure in a watercourse.

6. Place any loose or unconsolidated material along the side of or within a watercourse or so close to the side as to cause a diversion of the flow, or to cause a probability of such material being carried away by stormwaters passing through such watercourse.
§ 9.14.100. Discharge in violation of permit.

B.Every owner of real property within the City of Pleasanton shall manage their property in a manner to avoid violation of this code. The property owner shall be liable for violations thereof regardless of any contract or agreement with any third party regarding the property. When there are multiple property owners, the property owners shall have joint and several liability.

1. Every property owner in the city of Pleasanton's jurisdiction is required to conduct all activities in a manner to avoid violation of this code and to correct any nuisance condition.

2. Every property owner in the City of Pleasanton's jurisdiction is required to conduct all activities in a manner to avoid violation of this code and to correct any nuisance condition.
(Ord. 2281, 6/18/2024)

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§ 13.08.020. Definitions.

For the purposes of this chapter the following words and phrases are defined as follows:
"Daylight" means any time from one-half hour before sunrise to one-half hour after sunset. "Director" means the director of Library and Recreation or designee. "E-bike" or "electric bicycle" means a bicycle equipped with fully operable pedals and an electric motor of less than 750 watts. This includes Class 1, Class, 2 and Class 3 electric bicycles as defined in the California Vehicle Code Section 312.5. "Organized activity" means any number of people organized through a corporation, club, federation, union, association, or other group which sponsors or arranges any activity. "Park and recreation facility" means any public park, pathway, trail, skateboard park, in-line skatepark, bicycle motocross (BMX) park, golf course, playground, athletic field, recreation center or recreation area, which facility the city owns, leases or controls, whether or not such facility is improved or unimproved and whether or not such facility is located within or without the territorial limits of the city. "Skateboard park" means a facility designed specifically for riding skateboards with sculptured events such as ramps, jumps and bowls, and shall include any hard surface area within 40 feet of the skateboard park itself.
"Trails" mean multi-use paved trails for pedestrians and bicyclists, improved surface trails, and natural surface trails, as defined in the Pleasanton Trails Master Plan (2019). "Written permission of the director" means a permit issued by the city department of Library and Recreation, which permit shall contain the following information: the name of the person or organization to whom the permit is issued; the name of the park and recreation facility and/or the identification of the activity to which the permit applies; the effective date(s) and times of the permit; and such other administrative information as may be necessary.
(Ord. 1428 § 4, 1989; Ord. 1654 § 1, 1995; Ord. 1919 § 9, 2005; Ord. 1924 § 1, 2005; Ord. 2065 § 1, 2013; Ord. 2247, 7/18/2023; Ord. 2291, 2/4/2025)
§ 13.08.110. Vehicles.

A.No person shall operate a motor vehicle in or on any park and recreation facility except on designated streets and parking areas without the written authorization of the Director.

B.No person shall park a motor vehicle between 11:00 p.m. and 5:00 a.m. in or on any park and recreation facility, including city parking lots serving such park and recreation facilities, except with written authorization of the Director. (Ord. 1428 § 4, 1989; Ord. 1796 § 1, 1999; Ord. 2120 § 1, 2015) § 13.08.150. Motor driven cycles and model vehicles and aircraft.

A. No person shall operate, transport or maintain any motor driven cycle (see California Vehicle Code (hereafter CVC) Section 405), motorcycle (see CVC Section 400), motorized bicycle (see CVC Section 406) or moped (see CVC Section 406) or determined in the reasonable discretion of the chief of police or designee, within any park and recreation facility except in those areas as may be specifically designated for such purpose or with the written permission of the director.

B. No person shall operate in any park and recreation facility any airborne, waterborne or landborne model aircraft, any rocket or missile, or any vessel or vehicle, whether such

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plane, rocket, missile, vessel or vehicle uses an internal combustion engine or is propelled/operated otherwise, without the written permission of the director.

C. The prohibitions in this section do not apply to e-bikes. (Ord. 1428 § 4, 1989; Ord. 2065 § 1, 2013; Ord. 2247, 7/18/2023) § 14.04.010. Definitions.

Whenever in this chapter the words or phrases defined in this section are used, they shall have the respective meanings assigned to them in the following definitions (unless in the given instance, the context wherein they are used shall clearly impart a different meaning):
"Applicant" means any prospective consumer applying for water service. "Consumer" means any person, firm, company, corporation, partnership, association, the city, any public corporation, political subdivision, city, county, district, the state of California or the United States of America, or any department or agency of any thereof, billed for water furnished by the water system. The singular in each case shall include the plural. "Department" means the department of public works of the city. "Developer" means any individual, firm, corporation, partnership, association or governmental agency other than the city that installs any parts of or connects any services to any point in the city water system for the purpose of extracting water from the city water system. "Director" means the operations services director of the city or other person designated by the city manager to perform the services or make the determinations permitted or required under this chapter to be made by the director.
"Distribution main" means an intermediate main serving more than one developer or neighborhood, normally larger than eight inches and smaller than 16 inches and to which service lines may be attached.
"Dwelling unit" means any single-family dwelling of one or more rooms suitable for residential occupancy by any number of persons living together as a single family, including single- family dwelling units, and each group of rooms constituting a dwelling unit for a single family in any multiple-dwelling structure.
"Finance department" means the finance department of the city. "In-tract main" means a water main within the physical boundaries of a lot or subdivision. "Local main" means a water line serving a single developer or neighborhood, normally eight inches or smaller, but may include larger sizes, to which all service lines are attached. "Master meter" means one meter that is subsequently connected to multiple submeters. "Meter" means a city-installed water meter.
"Mixed-use residential and commercial structure" means a structure containing two or more dwelling units (but excepting low-income housing, housing at a place of education, long- term care facilities, time-share property and residential care facilities for the elderly, as defined in California Water Code Section 537(a), as amended). "Multiunit residential structure" means a structure containing two or more dwelling units (but excepting low-income housing, housing at a place of education, long-term care facilities, time- share property and residential care facilities for the elderly, as defined in California

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Water Code Section 537(a), as amended).
“Non-functional turf” means any turf that is not functional turf, and includes turf located within streets rights-of-way and parking lots, as defined in Section 10608.12 of the California Water Code.
"Perimeter main" means a water main in a street or right-of-way on or about the border of a lot or subdivision which is or may be shared by two or more developers. "Premises" means any lot, piece or parcel of land or any building or other structure or any part of any building or structure having a connection with the water system. "Service, commercial" means the furnishing of water to premises where the consumer is engaged in a trade or business.
"Service connection" means any connection on private property to a service line for the purpose of extracting water from the city water system. "Service, domestic" means the furnishing of water for household residential purposes, including water used for sprinkling lawns, gardens and shrubbery, for watering livestock, for washing vehicles and for other similar and customary purposes. "Service, industrial" means the furnishing of water to premises for use by a consumer in manufacturing or processing activities.
"Service line" means the supply line extending from the local or distributing main to the property line and includes the meter.
"Service, metered" means the furnishing of water by measured quantities. "Service, municipal" means furnishing water for municipal or other public use.
"Submeter" or "submetering" means a property-owner installed device to measure water supplied for the exclusive use of the particular dwelling unit installed after a city-installed meter; which is in compliance with California Civil Code Sections 1954.201 through 1954.219, as amended.
"Transmission main" means any of the larger mains shown on the city master plan, or otherwise designated by the city, and which shall not normally have any service line directly attached.
"Valley floor zone" means that area within or without the city roughly between the elevations of 315 to 430 feet and served or capable of being served by gravity from the main storage facilities of the city water system located at elevations approximately 485 to 535 feet. "Water" means water furnished by the water system.
"Water facilities" means all of the necessary component parts of a water system including pipe, fittings, valves and hydrants.
"Water main extension" means a water main connecting a developer's lot or subdivision with a nonadjacent water main and which benefits or will benefit lands on one or both sides of the main that are not part of the developer's lot or subdivision. "Water main extensions" are also sometimes referred to as "off-tract mains."
"Water service" means the services, facilities and water furnished or available to premises by the water system.

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"Water system" means the existing municipal water system of the city, together with the improvements thereto, including works and facilities for the storage, transmission and distribution of water, including pumping plants, lift stations, reservoirs and water storage facilities, water mains, pipelines, pipes, meters, pumps, equipment, and other works, properties or structures necessary or convenient for improvements to the existing municipal water system, together with such additions, extensions, betterments or improvements thereto as may be made from time to time.
(Prior code § 2-16.01; Ord. 2000 § 1, 2009; Ord. 2171 § 2, 2017; Ord. 2289, 1/9/2025) § 14.04.060. Use of water service.

G.It is a violation of this chapter for any person or consumer to waste water obtained from the water system. As used in this subsection, the term "waste" means:

1. Use of potable water between 9:00 a.m. and 6:00 p.m. to irrigate grass, lawns, groundcover, shrubbery, crops, vegetation, and trees, with the exception of hand watering and drip irrigation;

2. The application of potable water to outdoor landscaping in a manner that causes runoff such that water flows onto adjacent property, non-irrigated areas, private and public walkways, roadways, parking lots or structures;

3. Use of potable water to irrigate outdoor landscaping during and within 48 hours after measurable rainfall;

4. Use of potable water to wash down sidewalks, walkways, driveways, parking lots, open ground or other hard surface areas by the direct application of water thereto, unless needed for health or safety reasons;

5. Use of potable water in non-recirculating decorative ponds, fountains and other water features, with the exception of child water-play features;

6. Allowing potable water to escape from breaks within the person or consumer's plumbing system for more than eight hours after the person or consumer is notified or discovers the break;

7. Use of potable water for outdoor landscaping through a dedicated irrigation meter within the city's recycled water use area unless otherwise exempted by the director of operations and water utilities for existing water customers, or city engineer for new development;

8. Any use of potable water in violation of the California Water Code, including but not limited to the use of potable water on non-functional turf. (Prior code § 2-16.06; Ord. 2093 § 1, 2014; Ord. 2097 § 1, 2014; Ord. 2118 § 1, 2015; Ord. 2176 § 2, 2018)
§ 18.68.070. Maintenance.

A.No final subdivision map or parcel map shall be recorded until documents pertaining to the maintenance of common natural open space areas, common landscaped areas, and common recreational facilities located within the plan have been approved by the city attorney. For nonresidential developments, said maintenance shall pertain to all landscaped areas and recreational facilities not enclosed within a building. For residential developments, said maintenance shall apply to the privately owned natural open space, landscaped areas, and recreational facilities owned by or used in common by the residents.
(Prior code § 2-8.31)

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§ 18.36.060 RM-1,500 district—Reduced site area per dwelling unit with parking under or within structure.

In an RM-1,500 district where all required parking is located under or within the same structure as the dwelling units served, there shall be a maximum of 36.3 dwelling units per acre . § 18.44.080 Permitted and conditional uses.

B. Multi-family dwellings and mixed-use development shall be permitted in the C-C district provided that there shall be no more than 43.6 dwelling units per acre, and provided that dwelling units not located above a permitted nonresidential use shall be subjected to the requirements for usable open space per dwelling unit of the RM-1,500 district, or, if applicable, the Core Area Overlay district. When proposed with existing one-family or multi-family dwellings, accessory dwelling and/or junior accessory dwelling units, as applicable, meeting the requirements in Chapter 18.106 of this title are permitted.

Yards and courts at and above the first level occupied by dwelling units shall be as required by Section 18.84.100 of this title, except that where no side or rear yard is required for a nonresidential use on the site, no side or rear yard need be provided except when required by the Building Code for adjoining walls with openings.
§ 18.84.030 Site area and dimensions—Measurement.

E. The calculation of residential units based on dwelling units per acre of a site in a R-1, R-M, M-U, or C-C district shall be rounded down to the whole unit if under 0.9 and rounded up where

0.9 and over, provided that all other applicable yard, open space, bulk, and parking restrictions are met.
§ 18.36.060 RM-1,500 district—Reduced site area per dwelling unit with parking under or within structure.

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§ 18.84.030 Site area and dimensions—Measurement.

E. The calculation of residential units based on dwelling units per acre of a site in a R-1, R-M, M-U, or C-C district shall be rounded down to the whole unit if under 0.9 and rounded up where

0.9 and over, provided that all other applicable yard, open space, bulk, and parking restrictions are met.

Table 18.84.010

SITE DEVELOPMENT STANDARDS FOR ZONING DISTRICTS IN PLEASANTON

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GHAD Minutes Page 1 of 2 May 20, 2025

CITY OF PLEASANTON

GEOLOGIC HAZARD ABATEMENT DISTRICTS

MINUTES
Tuesday, May 20, 2025
6:55 PM

CALL TO ORDER
Chair Balch called the Special Meeting of the Geologic Hazard Abatement Districts to order at the hour of 6:56 p.m. from the Council Chamber located at 200 Old Bernal Avenue.

ROLL CALL

Present: Boardmembers Eicher, Gaidos, Nibert, Testa, Chair Balch

Absent: None.

1. Public Comment regarding items not listed on the agenda Chair Balch opened public comment. There being no speakers, Chair Balch closed public comment.

CONSENT CALENDAR

2. Adopt resolutions approving the Engineer’s Reports for the Geologic Hazard Abatement Districts (GHADs) for Laurel Creek, Moller Ranch, Lemoine Ranch, and Oak Tree Farm, declaring the Board’s intention to assess the properties for the cost to operate and maintain the districts and setting June 17, 2025, at 6:55 p.m., as the date and time for the public hearing
Recommendation: Adopt Resolution Nos. GHAD 2025-149, 2025-150, 2025-151, 2025- 152 approving the Engineer's Reports for the Geologic Hazard Abatement District for Laurel Creek, Moller Ranch, Lemoine Ranch, and Oak Tree Farm, declaring the Board's intention to assess the properties for the cost to operate and maintain the districts and setting June 17, 2025, at 6:55 p.m., as the date and time for the public hearing; direct the Clerk of the Districts to mail a notice of the public hearing to the owners of real property located within each GHAD.

MOTION: It was m/s by Nibert/Testa to approve the item as recommended. Motion passed by the following vote:

Ayes: Boardmembers Eicher, Gaidos, Nibert, Testa, Chair Balch Noes: None

Absent: None
Item #2

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GHAD Minutes Page 2 of 2 May 20, 2025

ADJOURNMENT
Chair Balch adjourned the meeting at 6:58 p.m.
______________________
Jocelyn Kwong, City Clerk

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City Council Minutes Page 1 of 6 May 20, 2025

CITY OF PLEASANTON

CITY COUNCIL

MINUTES
Tuesday, May 20, 2025
7:00 PM

CALL TO ORDER
Mayor Balch called the Regular Meeting of the City Council to order at the hour of 7:00 p.m. from the Council Chamber located at 200 Old Bernal Avenue.

ROLL CALL

Present: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch

Absent: None.

REPORT ON CLOSED SESSION
None - there was no closed session meeting.

AGENDA AMENDMENTS
Councilmember Testa continued item 2 and requested additional information about the city and regional contracts.

CONSENT CALENDAR
Councilmember Testa requested flying of the Progress Pride Flag as recommended for item 4 of the consent calendar.

Mayor Balch opened public comment. There being no speakers, Mayor Balch closed the public comment.

Mayor Balch recused from voting on item 11 due to receiving campaign contributions from the contractor.

MOTION: It was m/s by Nibert/Testa to approve the consent calendar, with the exception of item 2, as recommended. Motion passed by the following vote:

Ayes: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch Noes: None

Absent: None
City Manager

1. Approve meeting minutes of April 8, 2025 and April 10, 2025 Recommendation: Approve meeting minutes of April 8, 2025 and April 10, 2025.

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City Council Minutes Page 2 of 6 May 20, 2025

2. Review and Consider the City's Legislative Framework with the 2025-2026 Focus Areas, Establish the City's Legislative Positions on Selected Bills, and Request City Staff Monitor Legislation throughout the 2025-2026 Legislative Session Item continued to June 3, 2025.

3. Adopt a resolution accepting $85,000 in Transportation Fund for Clean Air grant funds for the Pleasanton Citywide Trip Reduction Program from Alameda County Transportation Commission for FY 2024/25 and FY 2025/26 Recommendation: Adopt Resolution No. 2025-019 accepting $85,000 in Transportation Fund for Clean Air Grant Funds for the Pleasanton Citywide Trip Reduction Program from Alameda County Transportation Commission for FY 2024/25 and FY 2025/26.

4. Approve flying of the commemorative Progress Pride Flag pursuant to the City's Flag Policy
Recommendation: Staff recommends that a member of the City Council request display of the Progress Pride Flag and authorize display of the commemorative Pride Flag for the month of June 2025.

Community Development

5. Actions of the Zoning Administrator and Planning Commission Recommendation: Actions of the Zoning Administrator and Planning Commission.

6. Review proposals and award a Maintenance Services Agreement to St. Francis Electric for traffic signal maintenance and emergency repair services for a not-to- exceed annual amount of $1,000,000, for an initial two-year term through June 30, 2027, with a total not-to-exceed amount of $5,000,000 over the allowable five-year term of the agreement
Recommendation:

1. Review the proposals and award the traffic signal maintenance agreement to St. Francis Electric for an annual not-to-exceed contract amount of $1,000,000 through June 30, 2027.

2. Authorize the City Manager to enter into the maintenance services contract.

3. Authorize the Director of Community Development to review and approve future contract extensions per the provisions of the contract.

7. Adopt a resolution approving the Affordable Housing Agreement with Square Mile Pleasanton, LLC for the multi-family affordable rental housing project at 3300 Busch Road, part of the Villages at the Quarry residential development

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City Council Minutes Page 3 of 6 May 20, 2025
Recommendation: Adopt Resolution No. 2025-020 approving the Affordable Housing Agreement with Square Mile Pleasanton, LLC for the multi-family affordable rental housing project at 3300 Busch Road, part of the Villages at the Quarry residential development.

8. Adopt a resolution affirming the City’s commitment to take steps toward achieving compliance with the Metropolitan Transportation Commission’s (MTC's) Transit- Oriented Communities (TOC) Policy as a condition for MTC to allocate regional discretionary funding under the TOC Planning and Implementation Grants Program Recommendation: Adopt Resolution No. 2025-021 affirming the City’s commitment to take steps toward achieving compliance with the Metropolitan Transportation Commission’s (MTC's) Transit-Oriented Communities (TOC) Policy as a condition for MTC to allocate regional discretionary funding under the TOC Planning and Implementation Grants Program.

Public Works

9. Approve the final map, improvement plans, subdivision improvement agreement, and agreement for completion of improvements for Tract 8676 "Harmony" located at 2025 Santa Rita Road
Recommendation:

1. Authorize the City Engineer to approve the final map (Attachment 2) and improvement plans for Tract 8676.

2. Authorize the City Clerk to record the final map with the Alameda County Clerk-Recorder, including acceptance of all public easements offered for dedication on the final map.

3. Authorize the City Manager to execute the Subdivision Improvement Agreement (Attachment 3).

4. Authorize the City Manager to execute the Agreement for Completion of Improvements (Attachment 4), thus transferring the property owner’s duties and obligations to their contractor.

10. Approve a professional services agreement with Diameter Services, Inc. for the water meter and Advanced Metering Infrastructure (AMI) technical assistance services as a part of the Annual Water Distribution System Improvements project, CIP No. 25183, for the amount of $750,000, including contingency Recommendation:

1. Approve and authorize the City Manager to execute a professional services agreement with Diameter Services, Inc. for water meter and AMI system technical assistance services as a part of the Annual Water Distribution System Improvements, in the amount of $680,000.

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City Council Minutes Page 4 of 6 May 20, 2025

2. Approve and authorize the Public Works Director to execute contract change orders not to exceed $70,000 (approximately 10 percent of the contract cost) for any unforeseen conditions and additional needs identified during the design and implementation phase.

11. Approve the use of the remaining project funds of $72,860 as additional construction contingency to construct a connection to the Firehouse Arts Center parking lot from First Street, along with additional parking for the Lions Wayside and Delucchi Parks Renovations project, CIP No. 06716, for a total project contingency amount of $450,460
Recommendation: Authorize the City Manager, or authorized staff, to approve and execute contract change orders for an additional $72,860, for a total project contingency amount of $450,460, for the bid alternate work, parking lot connection, and other necessary related work.

MEETING OPEN TO THE PUBLIC

12. Presentation of a Proclamation declaring May 2025 as Mental Health Awareness Month
The proclamation was presented to representatives of NAMI.

13. Public Comment regarding items not listed on the agenda – Speakers are limited to 3 minutes.

Mayor Balch opened public comment. The following individuals provided comment:

Kelly Cousins, Mary Brito, Diane Catalano Rodriguez, Delia Muniz, Jim Lehrman, Doug Miller, Prachi Jain, Kunal Jain, Asim Ruhela.

Mayor Balch closed the public comment.

PUBLIC HEARINGS AND OTHER MATTERS

14. Continued from May 6, 2025 - Receive annual Military Equipment Use Report for 2024; introduce an ordinance amending Ordinance No. 2279 to amend the Pleasanton Police Department's Military Equipment Use Policy to add equipment to the Policy's military equipment inventory; and adopt a resolution accepting the annual Military Equipment Use Report for 2024 determining that the Police Department's use of military equipment in 2024 complied with the standards of approval and renewing the Military Use Policy Recommendation: Receive annual Military Equipment Use Report for 2024; introduce Ordinance No. 2294 to amend the Pleasanton Police Department's Military Equipment Use Policy to add equipment to the Policy's military equipment inventory; and adopt Resolution No. 2025-022 accepting the annual Military Equipment Use Report for 2024

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City Council Minutes Page 5 of 6 May 20, 2025
determining that the Police Department's use of military equipment in 2024 complied with the standards of approval and renewing the Military Use Policy.

Presented by Nick Albert, Police Lieutenant and Tracy Avelar, Police Chief.

Mayor Balch opened public comment. The following individuals provided comment:

John Bauer, Ward Kanowsky, Vicki LaBarge.

Mayor Balch closed the public comment.

MOTION 1: It was m/s by Eicher/Balch to accept the recommendation and allow use of the armored rescue vehicle at community promotional and educational events.

AMENDED MOTION 1: It was m/s by Eicher/Balch to adopt a resolution accepting the annual Military Equipment Use Report for 2024 as recommended. Motion passed by the following vote:

Ayes: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch Noes: None

Absent: None
MOTION 2: It was m/s by Eicher/Gaidos to introduce an ordinance amending the Pleasanton Police Department's Military Equipment Use Policy to add equipment to the Policy's military equipment inventory. Motion passed by the following vote:

Ayes: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch Noes: None

Absent: None
By majority consensus, the City Council did not modify the Military Equipment Use Policy which allows the Chief of Police to authorize use of the Armored Rescue Vehicle at community events and city-sponsored events.

Mayor Balch called a recess at 8:29 p.m. and reconvened the meeting at 8:38 p.m.

15. Review of the Proposed Two-Year Operating and Capital Budget for FY 2025/26 and FY 2026/27 and the Five-Year Capital Improvement Program for FY 2025/26 through FY 2029/30
Recommendation:
• Review the Proposed Operating and Capital Budget and CIP; and • Provide direction regarding issues or amendments to address prior to formal City Council action planned for June 17, 2025.

Presentation by Susan Hsieh, Finance Director, and Adam Nelkie, City Engineer.

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City Council Minutes Page 6 of 6 May 20, 2025
Mayor Balch opened public comment. The following individuals provided comment:

Avika, Lori Carducci, Arne Olson, Steve Morsilli, Joshua Dai, Jake Nguyen, Hima Duggineni, Advaith Krishnakumar, Karla Brown, Vivan Vaidya, Shashank Vedula, Shivansh Bansal, Makenna Faddis, Harini Penumuchu, Ernest Zhang, Sandra Yamaoda, Aarnav Gupta, Kelly Cousins, Rishabh Praveen, Sandy Montes, Maya Viswanathan, Valerie Arkin, Annabelle Kim, Bhagya Arora, Sahil Deshmukh, William Peng, Caden Garofalo.

Mayor Balch closed the public comment.

Mayor Balch called a recess at 10:59 p.m. and reconvened at 11:06 p.m.

MATTERS INITIATED BY COUNCIL
None.

COUNCIL REPORTS
Councilmembers reported on regional and local meetings attended.

ADJOURNMENT
Mayor Balch adjourned the meeting at 12:10 a.m.
______________________
Jocelyn Kwong, City Clerk

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City Council Minutes Page 1 of 1 June 3, 2025

CITY OF PLEASANTON

CITY COUNCIL

MINUTES
Tuesday, June 3, 2025
6:15 PM

CALL TO ORDER
Mayor Balch called the Special Meeting Closed Session of the City Council to order at the hour of 6:15 p.m. from the Council Conference Room located at 200 Old Bernal Avenue.

ROLL CALL

Present: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch

Absent: None.

1. Public Comment - Comments are limited to only those items listed on the agenda None.

ADJOURN TO CLOSED SESSION

2. PUBLIC EMPLOYEE PERFORMANCE EVALUATION per Gov’t Code §54957(b):

Title: City Manager and City Attorney
At 7:02 p.m., the closed session was continued to resume upon conclusion of the scheduled regular Council meeting.

At 10:40 a.m., the closed session meeting was reconvened. ______________________
Jocelyn Kwong, City Clerk

REPORT ON CLOSED SESSION
City Attorney Sodergren stated there was no reportable action on closed session.

ADJOURNMENT
Mayor Balch adjourned the meeting at 11:00 p.m.

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City Council Minutes Page 1 of 7 June 3, 2025

CITY OF PLEASANTON

CITY COUNCIL

MINUTES
Tuesday, June 3, 2025
7:00 PM

CALL TO ORDER
Mayor Balch called the Regular Meeting of the City Council to order at the hour of 7:00 p.m. from the Council Chamber located at 200 Old Bernal Avenue.

ROLL CALL

Present: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch

Absent: None.

REPORT ON CLOSED SESSION
The closed session was continued to resume upon the conclusion of the regular meeting.

AGENDA AMENDMENTS
None.

CONSENT CALENDAR
Mayor Balch opened public comment. There being no speakers, Mayor Balch closed the public comment.

MOTION: It was m/s by Gaidos/Eicher to approve the consent calendar as recommended. Motion passed by the following vote:

Ayes: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch Noes: None

Absent: None
City Manager

1. Adopt a resolution to approve a Tri-Valley Tourism Marketing District (TVTMD) assessment rate increase from $3.25 to $4.00 as requested by Visit Tri-Valley in accordance with the Tri-Valley Tourism Management District Plan Recommendation: Adopt Resolution No. 2025-023 to Approve a Tri-Valley Tourism Marketing District (TVTMD) Assessment Rate Increase from $3.25 to $4.00 as Requested by Visit Tri-Valley in Accordance with the Tri-Valley Tourism Management District Plan.

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2. Continued from May 20, 2025 - Review and Consider the City's Legislative Framework with the 2025-2026 Focus Areas, Establish the City's Legislative Positions on Selected Bills, and Request City Staff Monitor Legislation throughout the 2025-2026 Legislative Session
Recommendation: Review and consider the City's legislative framework with the 2025-2026 focus areas, establish the City's legislative positions on selected bills, and request City staff monitor legislation throughout the 2025-2026 legislative session.

Community Development

3. Actions of the Zoning Administrator and Planning Commission Recommendation: Actions of the Zoning Administrator and Planning Commission.

4. Approve professional services agreements with 4Leaf, Inc., Independent Code Consultants, Inc., TRB + Associates, Inc., True North Compliance Services, Inc., and West Coast Code Consultants, Inc., to provide on-call building and fire code plan review, and permit counter and inspection services for the not-to-exceed annual aggregate amount of $1,039,500, for a total of $3,118,500 over the initial three-year term
Recommendation:

1. Approve Professional Services Agreements with 4LEAF, Inc., Independent Code Consultants, Inc., True North Compliance Services, Inc., TRB + Associates, Inc., and West Coast Code Consultants, Inc., effective July 1, 2025, through June 30, 2028, with up to two additional one year extensions, and authorize the City Manager to execute the attached agreements and future potential extensions.

2. Approve a $1,039,500 annual aggregate, for a total of $3,118,500 over the initial three-year term of the contracts, in maximum compensation (cumulative across the five agreements) and authorize the City Manager to modify the annual aggregate amount as needed during the term of the agreements without exceeding the total contract amount.

3. Authorize the Director of Community Development to approve allocation of the aggregate across the five agreements, and reallocation as necessary, provided the aggregate of all agreements is equal to the amount approved by the City Council, or the amount as modified by the City Manager.

5. Approve a Professional Services Agreement with Spectrum Community Services for Housing Rehabilitation Program Administration Services for July 1, 2025 through June 30, 2026, and authorize the allocation of $71,250 in federal HOME funds for housing rehab and repair grants and $23,750 in City Lower Income

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Housing Funds (LIHF) for Spectrum's administration fees Recommendation:

1. Approve and authorize the City Manager to execute the attached contract with Spectrum Community Services, for Housing Rehabilitation Program Administration Services for July 1, 2025 through June 30, 2026, including $71,250 in Federal HOME funds for housing rehabilitation grants, and $23,750 in LIHF funds for program administration, for a contract total of $95,000.

2. Authorize the City Manager to approve up to four additional one-year extensions to this contract up tp a maximum of five years, and authorize necessary budget allocations as appropriate to fund future contract extensions subject to available budget in those future years, not to exceed a total funding amount of $475,000 over the maximum five years.

Finance

6. Accept the monthly disbursement and investment report for April 2025 Recommendation: Accept claim disbursements in the amount of $18,648,876 and the investment report for the month of April 2025.

7. Approval of Fiscal Year 2025/26 Recurring Purchase Order Agreements Recommendation: Authorize the issuance of recurring purchase order agreements to vendors for FY 2025/26.

Information Technology

8. Approve purchase of 26 Getac V110 G7 ruggedized laptops and 37 TG3 keyboards from Code 3 Technology for $140,306.30 to replace mobile data computers in the police fleet
Recommendation: Approve purchase of 26 Getac V110 G7 ruggedized laptops and 37 TG3 keyboards from Code 3 Technology for $140,306.30 to replace mobile data computers in the police fleet.

1. Approve the purchase of 26 Getac V110 G7 ruggedized laptops and 37 TG3 backlit keyboards from Code 3 Technology for $140,306.30.

2. Authorize the City Manager to execute the necessary purchase order(s) and related documents.

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City Council Minutes Page 4 of 7 June 3, 2025

9. Approve the first amendment to the Pleasanton Unified School District and City joint use agreement for the middle school gymnasiums
Recommendation: Approve the first amendment to the Pleasanton Unified School District and City joint use agreement for the middle school gymnasiums.

10. Approve the third amendment to the agreement with Black Tie Transportation for transportation services for the Library and Recreation Department to extend the contract for one year with the option to extend for one more one-year term for a five-year total not to exceed $127,397
Recommendation: Approve the third amendment to the agreement with Black Tie Transportation for transportation services for the Library and Recreation Department to extend the contract for one year with the option to extend for one more one-year term for a five-year total not to exceed $127,397.

Police

11. Adopt Ordinance No. 2294 amending Ordinance No. 2238 to amend the Pleasanton Police Department's Military Equipment Use Policy to add equipment to the policy's military equipment inventory
Recommendation: Adopt Ordinance No. 2294 amending Ordinance No. 2238 to amend the Pleasanton Police Department's Military Equipment Use Policy to add equipment to the policy's military equipment inventory.

Public Works

12. Approve an as-needed maintenance and trade services agreement with Shape, Inc. for sewer and storm maintenance and pump repairs for an annual not-to- exceed amount of $75,000 per year over a three-year term for a total of $225,000, with the option to extend the agreement by two additional one-year terms Recommendation: Approve and authorize the City Manager to execute a three- year as-needed maintenance and trade services agreement with Shape, Inc. for sewer and storm maintenance and pump repairs for a total of $225,000, with a not- to-exceed limit of $75,000 per fiscal year, where parties have the option to extend the agreement for two additional, one-year terms not to exceed five years.

13. Receive an overview of sewer rates and approve staff recommendation for CPI rate increase effective January 1, 2026
Recommendation: Receive an overview of sewer rates and approve staff recommendation for CPI rate increase effective January 1, 2026.

Library and Recreation

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MEETING OPEN TO THE PUBLIC

14. Presentation of a proclamation declaring June 2025 as Pride Month Councilmember Gaid
os presented to recipient PFLAG Tri Valley representatives Nancy Dunbroder, Finn Harris, Parker Harris, Scott Harris, Heather Richey, Donalyn Harris.

15. Recognition of the 2025 Pleasanton Community Academy Graduates Mayor Balch presented certificates to the 2025 Pleasanton Community Academy graduates.

16. Public Comment regarding items not listed on the agenda – Speakers are limited to 3 minutes.

Mayor Balch opened pu
blic comment. The following individuals provided comment:

Marti Sutton, John Bost, Tricia Harris, Lara Calvert, Christine Beitsch Bahmani, Christine Dillman, Lori Carducci, Doug Miller, and Anika Nicolas.

Mayor Balch closed the public comment.

Mayor Balch called a recess at 8:12 p.m. and reconvened at 8:20 p.m.

PUBLIC HEARINGS AND OTHER MATTERS

17. Continued from May 6, 2025 - Receive an update on the Police Department’s operations, services and activities
Recommendation: Rece
ive an update on the Police Department’s operations,
services and activities.

Presentation by Tracy Avelar, Police Chief, Captain Kurt Schlehuber, Captain Roy Gamez, Commander Megan Wilske.

Mayor Balch opened public comment. The following individuals provided comment:

Todd Nelson, Doug Miller.

Mayor Balch closed the public comment.

18. Receive a presentation and accept staff recommendations on water drought rates and connection fees
Recommendation:

1. Recei
ve presentation on the water drought rates and connection fee study.

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City Council Minutes Page 6 of 7 June 3, 2025

2. Accept staff recommendation for drought rates to provide an 8 ccf per bill allotment to all customers.

3. Accept staff recommendation for connection fees to be calculated based on the hybrid method.

Presentation by Water Resource Economics.

Mayor Balch opened public comment regarding drought rates. There being no speakers, Mayor Balch closed the public comment.

MOTION: It was m/s by Nibert/Eicher to approve the staff recommendation for drought rates to provide an 8 ccf per bill allotment to all customers. Motion passed by the following vote:

Ayes: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch Noes: None

Absent: None
Mayor Balch opened public comment regarding connection fees. There being no speakers, Mayor Balch closed the public comment.

MOTION: It was m/s by Nibert/Eicher to approve the recommendation that connection fees be calculated based on the hybrid method. Motion passed by the following vote:

Ayes: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch Noes: None

Absent: None

19. Hold a public hearing and receive an informational report on the City’s vacancy rate, recruitment, and retention efforts, in compliance with Assembly Bill 2561/Government Code Section 3502.3
Recommendation: Hold a public hearing and receive an informational report on the City’s vacancy rate, recruitment, and retention efforts, in compliance with Assembly Bill 2561/Government Code Section 3502.3.

Presentation by Tina Pruett, Human Resources Manager.

Mayor Balch opened public comment. The following individuals provided comment:

Craig Freeman representing the International Association of Firefighters.

Mayor Balch closed the public comment.

MATTERS INITIATED BY COUNCIL
Councilmember Gaidos inquired about parking restrictions around the Fairgrounds and requests for temporary parking permits for residents. City Manager Beaudin reported that a memorandum to Council can be provided with background information from the

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Traffic Engineer since a temporary permit solution would not be feasible given the short time remaining before the County Fair opens.

COUNCIL REPORTS
Councilmembers reported on regional and local meetings attended.

ADJOURNMENT
Mayor Balch adjourned the meeting at 10:36 p.m.
______________________
Jocelyn Kwong, City Clerk

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City Council Minutes Page 1 of 1 June 16, 2025

CITY OF PLEASANTON

CITY COUNCIL

MINUTES
Monday, June 16, 2025
4:30 PM

CALL TO ORDER
Mayor Balch called the Special Meeting Closed Session of the City Council to order at the hour of 4:35 p.m. from the City Council Conference Room located at 200 Old Bernal Avenue.

ROLL CALL

Present: Councilmembers Eicher, Gaidos, Nibert, Testa, Mayor Balch

Absent: None.

Public Comment
Mayor Balch opened public comment. There being no speakers, Mayor Balch closed the public comment.

ADJOURN TO CLOSED SESSION

1. CONFERENCE WITH LABOR NEGOTIATOR pursuant to Government Code section 54957.6:

Agency representative: Xaviera Scoggins; Tim Davis (Burke Williams & Sorensen, LLP)
Employee Organizations:
• AFSCME Local 955 (Pleasanton City Employees Association) • International Association of Firefighters Local 1974
• International Association of Firefighters Local 1974 – Battalion Chief’s Unit

REPORT ON CLOSED SESSION
City Attorney Sodergren stated there was no reportable action

ADJOURNMENT
Mayor Balch adjourned the meeting at 6:40 p.m.
______________________
Jocelyn Kwong, City Clerk

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Item #3

CITY COUNCIL AGENDA REPORT
July 15, 2025
Community and Economic Development
TITLE: ACTIONS OF THE ZONING ADMINISTRATOR AND PLANNING

COMMISSION
P25-0258, Jason Hamid / Eastbay Motorcars
Application for Design Review approval to modify the exterior building color for the existing building located at 4321 First Street.

Approved. (0 days)
PUD-80-08-02M, Holly Patubo
Application for a Planned Unit Development (PUD) Minor Modification to an approved Development Plan (PUD-80-08) to allow for approximately 6-foot-tall fencing throughout the Harvest Square HOA area from the previously approved approximately 5-foot-tall fencing.

Approved. (19 days)
P25-0243, Doug Aiken / The Quiet Knot
Application to conduct a Non-Exempt Home Occupation at 2744 Foothill Road. Home occupation consists of hosting wedding ceremonies Friday - Sunday 1 p.m. to 6 p.m. with no more than 10 people in attendance with no receptions or amplified music.

Approved. (15 days)
P25-0218, Shalini Gupta, Drawing Lessons
Application for a Non-Exempt Home Occupation to operate a home business to teach drawing lessons Tuesday to Friday from 4 p.m. to 5:30 p.m. and on Saturday from 10 a.m. to 11:30 a.m. for a maximum of five children (aged 5-14) at one time located at 5804 Corte Mente.

Approved. (11 days)

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PUD-85-10-08M, Goble Family LP II, Hopyard Village Shopping Center Application for a Planned Unit Development (PUD) Minor Modification to an approved Development Plan (PUD-85-10) to convert lawn to Water Efficient Landscape Ordinance (WELO) compliant landscaping at the Hopyard Village Shopping Center located at 3003-3059 Hopyard Road.

Approved. (13 days)
Prepared by: Submitted by: Approved by:

Melinda Denis
Zoning Administrator
Ellen Clark
Director of Community and
Economic Development
Gerry Beaudin
City Manager

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Item #4

CITY COUNCIL AGENDA REPORT

July 15, 2025
Community and Economic Development

TITLE: APPROVE AND AUTHORIZE THE CITY MANAGER TO EXECUTE A

PROFESSIONAL SERVICES AGREEMENT WITH TJKM TRANSPORTATION CONSULTANTS, IN THE AMOUNT OF $298,343 FOR THE DEVELOPMENT OF

THE PLEASANTON TRANSPORTATION SAFETY ACTION PLAN, AND

APPROVE BUDGET AMENDMENTS IN THE OPERATING GRANTS FUND FOR FISCAL YEAR 2025-2026, FOR $240,000 IN GRANT REVENUE AND

EXPENDITURE FOR THE SAFE STREETS FOR ALL GRANT

SUMMARY
In December 2023, the City was awarded a Safe Streets for All (SS4A) Grant from the United States Department of Transportation (US DOT) - Federal Highway Administration (FHWA) to develop the Pleasanton Transportation Safety Action Plan (PTSAP). The grant supports agencies in planning, infrastructure implementation, and programmatic and operational improvements to prevent death and serious injury on roads for all modes of transportation. In October 2024, the City Council authorized the grant agreement between the City and the FHWA, which was fully executed in December 2024. The SS4A grant provides 80 percent of the total project cost, while awardees must provide the remaining 20 percent as a local fund match. The US DOT will provide up to $240,000, and the City’s local match is up to $60,000 (budgeted in the Traffic Engineering Professional Services account), which will fund the cost of the proposed agreement.

In February 2025, the City of Pleasanton advertised a Request for Proposals (RFP) to solicit qualified and experienced consultants to assist the City in developing the PTSAP. Four consulting firms submitted proposals by the March 2025 deadline. Staff now recommends the award of a Professional Services Agreement to TJKM Transportation Consultants in the amount of $298,343 to develop the PTSAP. Staff also recommends that the City Council approve budget amendments to authorize use of the grant funding budget originally approved by the City Council in October 2024 and included in the Fiscal Year (FY) 2024-2025 budget in the current FY 2025-2026.

RECOMMENDATION

1. Approve and authorize the City Manager to execute the attached professional services agreement between the City of Pleasanton and TJKM Transportation Consultants in the amount of $298,343 to develop the Pleasanton Transportation Safety Action Plan.

2. Approve budget amendments for FY 2025-2026 in the Operating Grants Fund, to add grant revenue budget of $240,000 in 11630100-329211-25906; and expenditure budget of $240,000 in 11630100-430101-25906.

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BACKGROUND
The goal of the SS4A Grant is to help agencies prevent roadway deaths and serious injuries for all roadway users, including pedestrians, bicyclists, public transportation users, motorists, and micro-mobility users. The SS4A Grant supports elements of the US DOT’s Safe System Approach, with objectives that produce safer people, roads, vehicles, speeds, and post-crash care. The SS4A grant requires a 20 percent local fund match of the total cost to complete the project.

The US DOT awarded the City $240,000 in 2023 to develop the PTSAP. In October 2024, the City Council authorized a grant agreement with the FHWA; in December 2024, the FHWA fully executed the agreement.

In February 2025, the City of Pleasanton advertised an RFP to solicit qualified and experienced consultants to assist the City in developing the PTSAP. Four consulting firms submitted RFPs for review by the March 2025 deadline.

DISCUSSION
The PTSAP will be a comprehensive transportation safety action plan that will satisfy eligibility requirements for future federal and state transportation funding opportunities, such as the Highway Safety Improvement Program, One Bay Area Grant, Active Transportation Program, and SS4A Implementation grants. The PTSAP will be a unifying document that takes the spirit, policies, and concepts from Complete Streets, Vision Zero, and All Ages and Abilities design to develop recommended safety improvements to the transportation system. The plan will include the following key elements:
• US Department of Transportation’s (DOT) Safe Systems Approach objectives that produce safer people, safer roads, safer vehicles, safer speeds, and post-crash care. • Eligibility requirements for grants including the Highway Safety Improvement Program (HSIP), California Active Transportation Program (ATP), and SS4A implementation programs
• Equity-driven programming and infrastructure treatment recommendations that will enhance transportation safety, benefit underserved populations, and support equity through low-cost transportation mobility, focusing on access to employment, education, healthcare, and recreation
• Improvements that will reduce environmental burdens

The four firms that submitted responses to the City's February 2025 RFP to support PTSAP development are LLG Engineers, Mark Thomas & Company, TJKM Transportation Consultants, and Toole Design. City staff evaluated the proposals based on the following:
• Relevant project experience of the consulting firm and key staff • Consulting firm’s proposal for the work plan and execution of the project • Consulting firm’s allocation of staff labor and project schedule • Conformance to the grant and project eligibility criteria

Conclusions and Next Steps
Staff recommends awarding the Professional Services Agreement to TJKM Transportation

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Consultants, in the amount of $298,343. TJKM is based in Pleasanton and its designated Project Manager for the Pleasanton Travel Action Plan has led and completed 60 Comprehensive Safety Action Plans/Local Road Safety Plans in the last three years. TJKM is experienced with federal grant requirements and has helped its clients secure approximately $18 million in SS4A implementation (construction) grants in 2024. Staff also performed a reference check of past clients, all expressed positive experiences with TJKM.

Upon the agreement's execution, staff and TJKM will hold a project kick-off meeting. The PTSAP is estimated to take 15 months to complete.

EQUITY AND SUSTAINABILITY
The PTSAP includes Equity and Sustainability requirements for identifying and ranking projects and programs, and will therefore support these City goals. These Equity and Sustainability elements will also improve the City’s ability to compete for future grant funding.

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

STRATEGIC PLAN ALIGNMENT
Approval of this action advances the ONE Pleasanton strategic goals of Funding Our Future, Strategy 2 - Identify expanded and new revenue sources to address significant infrastructure needs, and Investing in Our Environment, Strategy 7 - Continue to invest in parks, bicycle, and pedestrian infrastructure, and public art. The PTSAP is now a requirement to qualify for state and federal funding; this action will allow the City to maintain eligibility for future significant grant funding in support of planned capital improvement projects.

FISCAL IMPACT
The total cost to develop the PTSAP is $298,343. The US DOT will provide up to $240,000 (80 percent of the project cost), and the City will contribute up to $60,000 (20 percent local fund match).

Funding for this project was originally included in the FY 2024-2025 budget, following Council action in October 2024 approving the funding agreement and budget adjustments. The FY 2024-2025 budget included the $60,000 local match in the Traffic Engineering Professional Services account (00130402-430101-25906). The US DOT SS4A grant was budgeted as follows: revenue of $240,000 in 11630100-329211-25906; and expenditure of $240,000 in 11630100-430101-25906. As the project did not ultimately commence in FY 2024-2025, no grant or local match expenditures have occurred to date. With the award of the consultant contract for this work occurring in FY 2025-2026, staff is recommending budget amendments to the Operating Grants Fund (Fund 116) as part of this Council action, and will include the necessary budget amendment for the General Fund local match expenditure (up to $60,000) in the FY 2025-2026 midyear budget process.

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Prepared by: Submitted by: Approved by:

Cedric Novenario, Senior
Transportation Engineer
Ellen Clark, Director of Community and
Economic Development

Gerry Beaudin, City
Manager

Attachments:

1. Professional Services Agreement - TJKM

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PROFESSIONAL SERVICES AGRE EMENT
THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is entered into this 15th day of JULY 2025, between the CITY OF PLEASANTON, a municipal corporation (“City”), and TJKM TRANSPORTATION CONSULTANTS, a California Corporation, whose address is 4305 HACIENDA DRIVE, SUTIE 550, PLEASANTON, CA, and telephone number is 925-463-0611, (“Consultant”).

RECITALS
A. C onsultant is qualified to and experienced in providing a PLEASANTON TRANSPORTATION SAFETY ACTION PLAN for the purposes specified in this Agreement.

B. City finds it necessary and advisable to use the services of the Consultant for the purposes provided in this Agreement.

NOW THEREFORE, in consideration of the mutual covenants and conditions in this Agreement, City and Consultant agree as follows:

1. Consultant’s Services. Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in Exhibit A. Consultant shall provide said services at that time, place and in the manner specified in Exhibit A.

2. City Assistance, Facilities, Equipment and Clerical Support. Except as set forth in Exhibit A, Consultant shall, at its sole cost and expense, furnish all facilities and equipment that may be required for furnishing services pursuant to this Agreement. City shall furnish to Consultant only the facilities and equipment listed in Exhibit A (if any) according to the terms and conditions set forth in Exhibit A.

3. Term. This contract shall commence on the date written above and shall expire on October 15, 2026 (15 months).

4. Compensation. City shall pay Consultant for services rendered pursuant to this Agreement as described more particularly in Exhibit B. The payments shall be made on a monthly basis upon receipt and approval of Consultant’s invoice. Total compensation for services and reimbursement for costs shall not exceed $298,343.
a. Invoices submitted to City must contain a brief description of work performed, time used and City reference number. Payment shall be made within thirty (30) days of receipt of Consultant’s invoice and approved by City.
b. Upon com
pletion of work and acceptance by City, Consultant shall have sixty (60) days in which to submit final invoicing for payment. An extension may be granted by City upon ATTACHMENT 1

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receiving a written request thirty (30) days in advance of said time limitation. The City shall have no obligation or liability to pay any invoice for work performed which the Consultant fails or neglects to submit within sixty (60) days, or any extension thereof granted by the City, after the work is accepted by the City.

5. Sufficiency of Consultant’s Work. All work product and all other documents prepared by Consultant shall be adequate and sufficient to meet the purposes for which they are prepared.

6. Ownership of Work. All work product and all other documents completed or partially completed by Consultant in the performance of this Agreement shall become the property of the City. All materials shall be delivered to the City upon completion or termination of the work under this Agreement. If any materials are lost, damaged or destroyed before final delivery to the City, the Consultant shall replace them at its own expense. Any and all copyrightable subject matter in all materials is hereby assigned to the City and the Consultant agrees to execute any additional documents that may be necessary to evidence such assignment. Consultant shall keep materials confidential. Materials shall not be used for purposes other than performance of services under this Agreement and shall not be disclosed to anyone not connected with these services, unless the City provides prior written consent.

7. C
hanges. City may request changes in the scope of services to be provided by Consultant.

Any changes and related fees shall be mutually agreed upon between the parties and subject to a written amendment to this Agreement.

8. Consultant’s Status. In performing the obligations set forth in this Agreement, Consultant shall have the status of an independent contractor and Consultant shall not be considered to be an employee of the City for any purpose. All persons working for or under the direction of Consultant are its agents and employees and are not agents or employees of City.

9. Termination for Convenience of City. The City may terminate this Agreement at any time by mailing a notice in writing to Consultant. The Agreement shall then be deemed terminated, and no further work shall be performed by Consultant. If the Agreement is so terminated, the Consultant shall be paid for that percentage of the work actually completed at the time the notice of termination is received.

10. Non-Assignability. The Consultant shall not assign, sublet, or transfer this Agreement or any interest or obligation in the Agreement without the prior written consent of the City, and then only upon such terms and conditions as City may set forth in writing. Consultant shall be solely responsible for reimbursing subcontractors.

11. Indemnity and Hold Harmless. Consultant shall defend, indemnify, and hold harmless, the City and its officers, agents and employees from and against all claims, losses, damage, injury, and liability for damages arising from, or alleged to have arisen from, errors, omissions, negligent or wrongful acts of the Consultant in the performance of its services under this Agreement, regardless of whether the City has reviewed or approved the work or services which has given rise to the claim, loss, damage, injury or liability for damages. This indemnification shall extend for a reasonable period of time after completion of the project as well as during the period of actual performance of services under this Agreement. The City’s acceptance of the insurance certificates required under this Agreement does not relieve the Consultant from its obligation under this paragraph.

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12. Insurance. During the term of this Agreement, Consultant shall maintain in full force and effect, at its own cost and expense, insurance coverages with insurers with an A.M. Best’s rating of no less than A:VII. Contractor shall have the obligation to furnish City, as additional insured, the minimum coverages identified below, or such greater or broader coverage for City, if available in the Contractor’s policies:

a. General Liability and Bodily Injury Insurance. Commercial general liability insurance with limits of at least $2,000,000 combined limit for bodily injury and property damage that provides that the City, its officers, employees and agents are named as additional insureds under the policy as evidenced by an additional insured endorsement satisfactory to the City Attorney.

The policy shall state in writing either on the Certificate of Insurance or attached rider that this insurance will operate as primary insurance for work performed by Consultant and its subconsultants, and that no other insurance effected by City or other named insured will be called on to cover a loss.

b. Automobile Liability Insurance. Automobile liability insurance with limits not less than $2,000,000 per person/per occurrence.

c. Workers’ Compensation Insurance. Workers’ Compensation Insurance for all of Consultant’s employees, in strict compliance with State laws, including a waiver of subrogation and Employer’s Liability Insurance with limits of at least $1,000,000.

d. Professional Liability Insurance. Professional liability insurance in the amount of $2,000,000.

e. Certificate of Insurance. Consultant shall file a certificate of insurance with the City prior to the City’s execution of this Agreement, and prior to engaging in any operation or activity set forth in this Agreement. The Certificate of Insurance shall provide in writing that the insurance afforded by this Certificate shall not be suspended, voided, canceled, reduced in coverage or in limits without providing notice to the City in accordance with California Insurance Code section 677.2 which requires the notice of cancellation to: 1) include the effective date of the cancellation; 2) include the reasons for the cancellation; and 3) be given at least 30 days prior to the effective date of the cancellation, except that in the case of cancellation for nonpayment of premiums or for fraud, the notice shall be given no less than 10 days prior to the effective date of the cancellation. Notice shall be sent by certified mail, return receipt requested. In addition, the insured shall provide thirty (30) days prior written notice to the City of any cancellation, suspension, reduction of coverage or in limits, or voiding of the insurance coverage required by this agreement. The City reserves the right to require complete certified copies of policies.

f. Waiver of Subrogation. The insurer agrees to waive all rights of subrogation against the City, its officers, employees and agents.

g. Defense Costs. Coverage shall be provided on a “pay on behalf of” basis, with defense costs payable in addition to policy limits. There shall be no cross liability exclusions. These provisions do not apply to Professional Liability.

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h. Subcontractors. Consultant shall include all subcontractors as insured under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated in this Agreement, including but not limited naming additional insureds.

13. Notices. All notices herein required shall be in writing and shall be sent by certified or registered mail, postage prepaid, addressed as follows:

To Consultant: Nayan Amin To City: City Manager TJKM Transportation Consultants City of Pleasanton 4305 Hacienda Dr., Suite 550 P.O. Box 520 Pleasanton, CA 94566 Pleasanton, CA 94566

14. Conformance to Applicable Laws. Consultant shall comply with all applicable Federal, State, and Municipal laws, rules, and ordinances. Consultant shall not discriminate in the employment of persons or in the provision of services under this Agreement on the basis of any legally protected classification, including race, color, national origin, ancestry, sex or religion of such person.

15. Licenses, Certifications and Permits. Prior to the City’s execution of this Agreement and prior to the Consultant’s engaging in any operation or activity set forth in this Agreement, Consultant shall obtain a City of Pleasanton business license, which must be kept in effect during the term of this Agreement. Consultant covenants that it has obtained all certificates, licenses, permits and the like required to perform the services under this Agreement.

16. Records and Audits. Consultant shall maintain all records regarding this Agreement and the services performed for a period of three years from the date that final payment is made. At any time during normal business hours, the records shall be made available to the City to inspect and audit.

17. Confidentiality. Consultant shall exercise reasonable precautions to prevent the unauthorized disclosure and use of City reports, information or conclusions.

18. Conflicts of Interest. Consultant covenants that other than this Agreement, Consultant has no financial interest with any official, employee or other representative of the City. Consultant and its principals do not have any financial interest in real property, sources of income or investment that would be affected in any manner of degree by the performance of Consultant’s services under this Agreement. If such an interest arises, Consultant will immediately notify the City.

19. Waiver. In the event either City or Consultant at any time waive any breach of this Agreement by the other, such waiver shall not constitute a waiver of any other or succeeding breach of this Agreement, whether of the same or of any other covenant, condition or obligation.

20. Governing Law. California law shall govern any legal action pursuant to this Agreement with venue in the applicable court or forum for Alameda County.

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21. No Personal Liability. No official or employee of City shall be personally liable to Consultant in the event of any default or breach by the City or for any amount due Consultant.

22. Exhibits. All exhibits referred to herein are attached hereto and are by this reference incorporated herein.

23. Counterparts and Electronic Signatures. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. Counterparts may be delivered via facsimile, electronic mail (including pdf or any electronic signature complying with U.S. federal E-Sign Act of 2000 (15 U.S. Code §7001 et seq.), California Uniform Electronic Transactions Act (Cal. Civil Code §1633.1 et seq.), or other applicable law) or other transmission method, and any counterpart so delivered shall be deemed to have been duly and validly delivered and be valid and effective for all purposes.

24. Scope of Agreement. This writing constitutes the entire Agreement between the parties.

Any modification to the Agreement shall be in writing and signed by both parties.

TH
IS AGREEMENT executed the date and year first above written.

TY OF PLEASANTON CONSULTANT
__________________________
By: __________________________
Gerry Beaudin, City Manager Signature
A
TTEST: __________________________
Print name
__________________________
Jocelyn Kwong, City Clerk Its: __________________________ Title
A
pproved as to form:
_____________________________
By: __________________________
Daniel G. Sodergren, City Attorney Signature
__________________________
Print name
It
s: __________________________
Title
[
If Consultant is a corporation, signatures must comply with California Corporations Code §313] Rev. 11/23

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Proposal for
Pleasanton Transportation
Safety Action Plan
March 24, 2025
Exhibit A - Scope of Services

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C
ALIFORNIA | FLORIDA | TEXAS
Corporate Office 4305 Hacienda Drive, Suite 550, Pleasanton, CA 94588 925.463.0611 www.TJKM.com
J une 3, 2025 Cedric Novenario, P.E.

Senior Traffic Engineer
City of Pleasanton
200 Old Bernal Avenue
Pleasanton, CA 94566
Subject: Pro
posal for the Pleasanton Transportation Safety Action Plan Dear Mr. Novenario:

TJ
KM Transportation Consultants (TJKM) is pleased to submit our Proposal for Pleasanton Transportation Safety Action Plan to the City of Pleasanton.

TJKM provides a team that brings national expertise, deep capacity, specialized skills, and strong local knowledge to deliver Pleasanton Transportation S afety Action Plan. Our team includes planners, engineers, designers, engagement specialists, data analysts, graphic designers, consensus builders, grant writers, and a deep bench of technical and motivational staff who will bring life and passion into the Pleasanton Transportation Safety Action Plan and enable the Ci ty to continue momentous safety and mobility efforts and compete for future federal, state, and local capital grants. We are ready to work seamlessly with you as an exten sion of your staff.

To meet the specific needs of the City we are pleased to propose, Ms. Ruta Jariwala, PE, TE , as the Project Manager. she has 25 years of experience in the areas of traffic safety, traffic operations, transportation planning, freeway and arterial management studies, signal coordination, traffic signal systems, traffic impact studies/environmental impact reports, and intelligent transportation solutions planning, design, and construction oversight. She has extensive experience in managing and successfully delivering projects to clients. Ms. Jariwala is a proactive and hands -on project manager who embodies a “paper to pavement” philosophy, ensuring that every aspect of the project is meticulously planned, executed, and brought to life with tangible results.

In the last three years, she has led and completed over 60 Comprehensive Safety Action Plans/Local Road Safety Plans, helped over 20 agencies to apply for various grant-funding opportunities that included Safe Streets and Roads for All, Highway Safety Improvement Program, and Active Transportation Program funding and assisted to secure more than $1 50 million in grants to implement safety measures. She has worked on Comprehensive Safety Action Plans/Vision Zero Action Plan s for the Cities of Livermore, Cupertino, Dinuba, South Lake Tahoe, Village of Wellington, Colusa, and Waco Metropolitan Planning Organization and Rio Grande Valley Metropolitan Planning Organization.

Commitment
As President of the firm, I am authorized to bind TJKM to a contract and you have my personal assurance that all the resource s necessary to address your needs will be made available and ready to perform when the opportunity arises. During the proposal process, please feel free to contact me at (408) 410-2977 or via email at [email protected]; or Ms. Jariwala at (408) 421-0768 or via email at [email protected]. TJKM corporate office is located at 4305 Hacienda Drive, Suite 550, Pleasanton, CA 94588, (925) 463-0611.

We look forward to hearing from you regarding further steps in the consultant selection process and continuing our relationship with your agency.

Thank you for considering TJKM for this project.

Sincerely,
TJKM Transportation Consultants
Na
yan Amin, TE, President

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1 Transportation Safety Action Plan

CITY OF PLEASANTON
TJKM Transportation Consultants (TJKM) is pleased to submit our Proposal for Pleasanton Transportation Safety Action Plan (PTSAP) to the City of Pleasanton.

QUALIFICATIONS OF THE FIRM/PROJECT STAFFING
Firm Profile
TJKM Transportation Consultants. (TJKM), founded in 1974, is a transportation planning, traffic engineering, and traffic operations firm that provides professional services locally in California, Texas, and Florida. TJKM currently has a staff of 40 employees with offices in Pleasanton, San Jose, Fresno, Sacramento, and Santa Rosa, CA; Austin, TX; and Tampa, FL.

We serve a full range of clients, including municipalities, congestion management agencies, Metropolitan Planning Organizations (MPOs), transportation agencies, private developers, other consulting firms, and attorneys.

Our planners and engineers have worked on the public side of the desk for years as municipal engineers, developing superior skills in collaborating with the public and city councils and, more importantly, crafting excellent relationships with the right people.

We have hands-on experience and understand the latest requirements, technologies, trends, and standards. Our experience with local agency processes keeps projects moving faster, and our expertise from thousands of engagements helps us complete projects within budget.

Our motivation comes from satisfying clients’ objectives and improving communities.

Our goal is to provide the most cost-effective implementable solutions that meet the unique needs of each client while keeping within budget and on schedule. We are professionals with a passion for safe and sustainable transportation – fully committed to the highest client satisfaction.

As a testament to these principles, in the last three years, TJKM has completed more than 70 safety-related planning and design projects. We have also helped our clients with approximately 50 Safe Streets for All ( SS4A), Active Transportation Program (ATP), and Highway Safety Improvement Program (HSIP) grant applications, resulting in their being awarded a total of $150 million in grants.

TJKM is a Disadvantaged Business Enterprise (DBE) #40772 and Small Business Enterprise (SBE) #38780.

EXPERTISE
Comprehensive Safety Action Plan
The TJKM Team brings together a full roster of experts with diverse skillsets essential for developing the Comprehensive Safety Action Plan (CSAP). We have assembled a comprehensive team to partner with you in realizing your vision. We will use our deep understanding of federal funding and SS4A program to ensure that the CSAP meets eligibility requirements and identifies competitive projects for implementation and demonstration grant funding.

TJKM has conducted comprehensive safety analyses for a wide variety of projects spanning multiple jurisdictions. This analysis evaluates opportunities to reduce crash risk in transportation networks by looking at interactions, dependencies, environmental, and organizational factors that affect safety.

Development of a CSAP provides a framework of innovative strategies and implementation actions intended to reduce transportation-related fatalities and serious injuries while also supporting federal safety initiatives. A CSAP identifies safety issues and specific actions that can be implemented to improve safety for people traveling by any mode.

The CSAP develops recommendations for both motorized and non-motorized modes in the roadway network as well as other elements including land use, transit, freight, and other community factors to create a comprehensive course of action. The CSAP addresses federal and state regulations, including local ordinances, design guidance as well as performance management goals, measures, and targets, and promotes equitable outcomes. Recent projects Include:

VZAP
CSAP
LRSP
SSARP
TJKM provides
an Umbrella of
Safety
Services

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2 Transportation Safety Action Plan

CITY OF PLEASANTON
• Waco MPO Comprehensive Safety Action Plan in Waco, Texas that includes 22 cities and one county. TJKM secured the MPO $20 million under SS4A Implementation funds (Completed)
• Mendocino Council of Governments Comprehensive Safety Action Plan in California that included four cities and one county (Completed) • Rio Grande Valley MPO Comprehensive Safety Action Plan in Rio Grande, Texas is a collaboration between three counties and two cities (Ongoing)
• City of Colusa Safe Streets and Roads for All Comprehensive Safety Action Plan (Completed) • City of Monrovia Safety Action Plan and Bike Master Plan (Ongoing) • Development of a Comprehensive Safety Action Plan, Port Richey, Florida (Ongoing) Feel free to visit TJKM's website to explore examples of our completed safety action plans: https://www.tjkmsafetyactionplans.com/.

Vision Zero Action Plans
TJKM has worked with dozens of agencies across the US developing their Vision Zero Action Plans (VZAPs). This learned knowledge will be applied to your VZAP and will lead to a decline in roadway conflicts by creating a network that is safe for all users while contributing to place making. One major step in a VZAP is coordination with agency staff, stakeholders, and the community (online or in-person) to form a Vision Zero Task Force. Task Forces are essential in creating a VZAP that accounts for the uniqueness of your jurisdiction. TJKM provides a thorough literature review and analysis of your agency’s transportation networks. Then demographics and field observations are collected to ensure that implementation of identified strategies/countermeasures are equitable in each jurisdiction. We will study collision patterns and trends and provide recommendations to maximize the safety projects identified. TJKM will help your agency to integrate your ArcGIS platform within a collision dashboard. This way your agency can continuously monitor the performance of the countermeasures and safety projects so you can fine-tune over time for collision reduction monitoring. Recent projects include:
• Village of Wellington, FL Vision Zero Action Plan in Wellington, Florida (Completed) • Various Vision Zero Action Plans in the Cities of South Lake Tahoe, Cupertino, and Concord in California (Completed) • Various Vision Zero Action Plans in the Cities of Dinuba and Livermore, in California (Ongoing) Local Road Safety Plans
TJKM has extensive experience in developing safety programs and viable safety projects for small, medium, and large cities and counties. The TJKM Team has successfully completed over 50 Local Road Safety Plans (LRSPs) for cities of varying sizes. Each have their own unique set of dynamics, along with multi-jurisdictional LRSPs in Kern, Mendocino, Santa Cruz, and Santa Clara Counties. Very similar to an Action Plan, the goal of an LRSP is to improve the overall safety performance of a transportation network by carefully assessing, identifying, and analyzing possible safety risks, and ways to mitigate or eliminate them. The more data that is available, the higher the resulting detail in crash type and risk factor analysis will be. Field data collection is then utilized to augment available databases.

The TJKM Team has successfully completed over 50 LRSPs for cities and counties of varying sizes, and each with their own unique set of dynamics. TJKM assisted clients in securing more than $50 million under HSIP Cycle 11 to implement safety measures identified in the LRSPs.

Systemic Safety Plans
TJKM has conducted systemic safety
analysis for a wide variety of projects
spanning multiple jurisdictions. This analysis
evaluates opportunities to reduce crash risk in
transportation networks by looking at
interactions, dependencies, environmental,
and organizational factors that affect safety.

The development of the Safety Plan provides
a framework of innovative strategies and
implementation actions intended to reduce
transportation-related KSI, while also
supporting federal safety initiatives. A Safety
Plan also identifies safety issues and specific
actions that can be implemented to improve
safety for people traveling by any mode. The
Safety Plan also develops recommendations
for both motorized and non-motorized modes

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3 Transportation Safety Action Plan

CITY OF PLEASANTON
in the roadway network as well as other elements including land use, transit, freight, and other community factors to create a comprehensive course of action. A Safety Plan addresses federal and state regulations, including local ordinances, design guidance as well as performance management goals, measures, and targets, and promotes equitable outcomes.

The map on the previous page shows all the safety projects we have helped our clients with.

Collision Analysis Dashboard
TJKM specializes in creating Dashboards for our clients. TJKM developed a Collision Analysis Dashboard based on collision data for the past 10 years for the City of Concord. The Dashboard comprises of an interactive mapping tool to conduct collision analysis, visualize data, analyze collision trends, and develop and monitor an high injury network (HIN). The culmination of these features allows the city to implement resources to best prioritize safety projects with the highest benefit. The Geographic Information System (GIS)-based mapping tool was designed to connect several attribute charts. The Collision Analysis Dashboard assists the city to work towards achieving the Vision Zero goal. In addition, its functionality is embedded for the network to monitor the performance of implementation of safety measures and help formulate safety policies and procedures.

Grants
TJKM has extensive experience in assisting local agencies in preparation of grants including SS4A, HSIP, ATP, Better Utilizing Investments to Leverage Development (BUILD), and regional grant funding opportunities and many more. In addition to assisting agencies with grant preparation, we also have a thorough understanding of the required Federal and United States Department of Transportation guidance including but not limited to National Roadway Safety Strategy, the Safe System Approach, Executive Order 14008, Tackling the Climate Crisis at Home and Abroad (86 FR 7619), Executive Order 13985, Advancing Racial Equity and Support for Underserved Communities Through the Federal Government (86 FR 7009), the President’s greenhouse gas reduction, climate resilience, the federal workforce investment programs, Rural Opportunities to Use Transportation for Economic Success (ROUTES) initiative, the Justice40 Initiative, and related Federal programs.

Based on LRSPs completed by TJKM, we have assisted our clients with preparing and submitting 50 HSIP applications. Of these, 95 percent of them were funded, totaling over $50 million. Past Grant projects include:
• ATP Grants – TJKM assisted the City of Dinuba in preparation and submittal of an application, and they successfully received $18 million. • HSIP Grants – In 2024, Based on LRSPs completed by TJKM, we assisted our clients with submitting 50 HSIP applications. Of these, 95 percent were funded totaling over $50 million.
• SS4A Implementation/Planning and Demonstration Grants – In 2024, TJKM assisted clients with preparing applications and successfully securing approximately $25 ($18 million on Implementation Grants) million for various agencies.

Data Collection and Analysis
TJKM’s services include data collection utilized to augment available databases. Many of our engineers and technicians collect field data, including turning movement and volume counts and reduce the information in a manner necessary. Prior to initiating field data collection, TJKM will review each potential inventory items with your agency to ensure there is complete agreement on each component of the inventory. By observing traffic conditions personally, we can then determine the most effective strategies that will actually work to improve operations rather than what may sound good on paper. The data collected is then input into a program, such as TRAFFIX, Synchro, or SimTraffic to develop traffic count databases and traffic speed profiles using GPS technology. We analyze the data to determine if the amount of traffic data within the study area is acceptable to your agency’s standards. TJKM has years of experience in crafting and implementing neighborhood and circulation plan studies that take into account existing traffic count data in order to develop various short-term and long-term strategies to improve traffic impacts on existing traffic circulation and other multimodal uses.

Equity Assessment
Equity is ensuring that Safe Streets for and Roads for All and Vision Zero initiatives are benefiting all demographic groups, with particular attention to ensuring safe, healthy, and fair outcomes for people with disabilities, low-income populations, Native American peoples, people of color, female, LGBTQ, people whose families speak a language other than English, people experiencing houselessness, and other demographic groups. Analysis of Census data reveals populations which are considered vulnerable, and reaching and including these groups and individuals is paramount to the success of this project.

Our project team is well versed in considering and delivering considerations of equity in all of our efforts. What we find in practice is that different communities have different definitions and concerns regarding equity. TJKM explores the topic of equity and seeks to identify how a particular definition may best represent the needs of the community while at the same time aligning with definitions and expectations of grant funding sources.

WE STRIVE TO REACH

ALL POPULATIONS

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CITY OF PLEASANTON
Community and Stakeholder Engagement
TJKM has a combined total experience of about 70 years in the area of community and stakeholder engagement, including involvement in many meetings and hearings involving substantial areas of conflict among the participants. On any given week, it is common for many of TJKM’s staff to attend, present, and answer project questions at city council or planning commission meetings or at transportation committee meetings related to our specific projects. We are comfortable in this setting and skilled in presenting technical content clearly and concisely for a non-technical audience. TJKM regularly works with community committees and groups. We have successfully conducted virtual and in person Community and Stakeholder Engagement meetings on the Safety Projects we have successfully delivered.

We value a diversity of views by promoting public engagement and feedback. TJKM specializes in a variety of community outreach methods and strategies to assist our plans and clients, including public workshops, focus groups, hosting walking/biking tours, development of project websites for announcements and to elicit feedback, consent building, pop-up events and tactical urbanism, and intercept and online surveys.

Our team utilizes unique insights from our experience to proactively identify and address potential concerns. Building on those prior lessons learned, we work closely with stakeholders to develop alternatives that meet safety and mobility goals while supporting a community-building approach that is inclusive and responsive.

Familiarity with City, State, and Federal Procedures and Processes TJKM has completed numerous projects that have followed State and Federal procedures and processes.

Some of these projects included state and federal ATP funds, Congestion Mitigation and Air Quality, HSIP, and Section 130 funding. All these projects required coordination with Caltrans Local Assistance Program for E-76 permit approval. The level of TJKM’s involvement has varied depending on the client. On some of these projects, TJKM has assisted the local agency with the completion of the Request for Authorization to Proceed package to Caltrans Local Assistance for Preliminary Engineering, National Environmental Policy Act clearance, and E-76 permit authorization for construction funds. We are familiar with the processes used to satisfy a variety of funding sources and will draw upon our background and extensive experience to satisfy all City, State and Federal procedures and processes.

Financial Stability, Capacity and Resources
TJKM was founded in 1974 and since then has been providing professional services to its clients, with more than $8 million in annual revenue and strong cash flow. As demonstrated in the following sections of this Proposal, the TJKM Team provides unmatched depth and breadth of human, technological, and financially stable resources to provide the technical expertise for this Transportation Safety Action Plan.

During the last five decades, hundreds of public and private sector clients nationwide have benefited from our outstanding technical expertise, innovative yet practical solutions, and peerless client services. With diverse technical specialties, we are large enough to deliver a full range of services, from planning and analysis to implementation. Yet, we are small enough to foster meaningful partnerships and develop a solid understanding of the unique needs of each of our clients. Our strength and stability are due to a large percentage of TJKM’s clients being repeat clients or referrals from our clients, which is a testament to the care and concern we genuinely have for the success of their projects.

Relevant Projects
Since 2017, TJKM has successfully delivered safety projects for numerous cities and counties. Our work coordinating with agencies to prepare realistic deliverables is our specialty. TJKM explores the topic of equity and seeks to identify how a particular definition may best represent the needs of the community while at the same time aligning with definitions and expectations of grant funding sources. In the last three years, we have had a growing demand from local agencies requesting us to help prepare numerous transportation grant applications. Through coordination with agencies, we have prepared grant applications that included nearly 30 HSIP applications for agencies across the U.S. In 2020, we were able to secure over $25 million in funds for our clients. During the latest HSIP cycle (March 2023), we were able to secure almost $50 million in funds for our clients.

TJKM has extensive experience in developing safety programs for projects for small towns, medium towns, large towns, villages, cities, and counties. We are confident that the Action Plan developed by us, will allow the City to achieve its goal to enhance safety, as we have successfully delivered more than 50 LRSPs and Systemic Safety Analysis Reports, which have assisted our clients to receive grant funding for more than $75 million in the last two years.

Nearly 85 percent of our clients are repeat clients. Prompt service, attention to detail, strict adherence to schedule requirements, and commitment to our clients’ goals are among the reasons for this steady client base. Our objective on every assignment is to provide the most cost-effective product that meets the specific needs and criteria of each client within the planned schedule and budget. Our team strongly believes in delivering projects that are implementable. Our philosophy is to get the projects from “paper to pavement”.

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We encourage the City to contact our references to learn about our performance. We are confident that you will be pleased with what our clients have to say about us.

LOCAL ROADWAY SAFETY PLAN, PICO RIVERA | 2022-2023
Reference: Kenner Guerrero, City of Pico Rivera, (562) 801-4351, [email protected] The City of Pico Rivera’s Local Road Safety Plan was a comprehensive plan that created a framework to systematically identify and analyze traffic safety related issues and recommend projects and countermeasures. It aims to reduce KSI collisions through a prioritized list of improvements that can enhance safety on local roadways. This document summarizes an analysis of collisions that occurred in Pico Rivera, identifies high-injury locations, and recommends countermeasures at each of these high-risk locations. A set of six safety projects were created for the high-risk intersections and roadway segments.

The federal grant funding ($5 million) was awarded to two of these safety projects through the HSIP program in March 2023.

LOCAL ROAD SAFETY PLAN, NAPA | 2021-2022
Lorien Clark, Transportation Planner, City of Napa, (707) 257-9398, [email protected] TJKM assisted the City of Napa in preparing their Local Road Safety Plan to identify and address traffic safety issues on Napa streets. Tasks on this project included: a review of the transportation system, systemic collision analysis, identification of the top high -risk intersections and roadway segments, Emphasis Areas with 4 E’s strategies, a countermeasure toolbox, and safety projects. Two stakeholder meetings were conducted to receive feedback and comments and a project website with an interactive map tool was developed and utilized to gather community input. The final report was submitted to the City in November 2022.
https://www.cityofnapa.org/1113/Local-Roadway-Safety-Plan VISION ZERO ACTION PLAN, LIVERMORE | 2023-ONGOING
Reference: Joanna Liu, City of Livermore, (925) 960-4556, [email protected] TJKM is assisting the City of Livermore to develop Vision Zero Plan to enhance safety and operations for all modes of transportation of all ages.

The overarching goal of the Vision Zero Plan to reduce traffic deaths and severe injury crashes in Livermore by:
• Improving street design and infrastructure to reduce the risk of crashes and create safer environments for all road users.
• Transforming a roadway corridor on a HIN into a complete street with safety improvements.
• Supporting the development of bikeway network with bicycle lanes for different roadway volumes and speeds.
• Creating safe routes to school and public transit services. • Evaluating and improving the safety of intersections by considering innovative design. • Increasing compliance with traffic laws and reduce dangerous driving behaviors. • Promoting public education on safe driving practices. • Prioritizing funding to align with safety/multimodal projects.

The Vision Zero Plan includes: assessment of existing policies, programs, and practices; formation of a Stakeholder Advisory Group; communicating data and information to the public on social media and on the City's website; providing project recommendations after collecting information from community engagement and stakeholder workgroups; collection of collision data and analysis, implementable actions and performance measures; developing educational material for transportation system users of all ages; coordinating with the City to identify the most at-risk population and working with local police and EMS departments; and creating a Draft Vision Zero Plan to be presented to the Council for Adoption.

Letter of Recommendation

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VISION ZERO POLICY AND ACTION PLAN, SOUTH LAKE TAHOE | 2023-2025 Reference: Emily Dougherty, City of South Lake Tahoe, (530) 542-6070, [email protected] TJKM assisted the City of South Lake Tahoe with developing a Vision Zero Policy and Action Plan. The Vision Zero Policy and Action Plan aims to eliminate traffic-related deaths and serious injury collisions on City streets through a clear vision, assigning responsibility, changing or enacting new policies that focus on safety first, identifying existing roadway deficiencies and hazards, and physically changing the streetscape to support equal access to the road network.

Vision Zero prioritizes people and safety first, acknowledges traffic KSI are preventable, and requires a multifaceted approach (accounting for individual effort through education, modifying the built environment, and considering socioeconomic factors) to be successful.

The Vision Zero Action Plan included: Assessment of existing policies, programs, and practices; formation of a vision zero task force; communicated data and information to the public on social media and on the City's website; attended public meetings; collected collision data and analysis; developed implementable actions and performance measures; provided project recommendations after collecting information from community engagement and stakeholder workgroups; coordinated with the City to identify most at-risk population and work with local police and Emergency Medical Services (EMS) departments; and created a Vision Zero Action Plan.

SAFE STREETS AND ROADS FOR ALL COMPREHENSIVE SAFETY ACTION PLAN, COLUSA | 2023-2025 Reference: Sadie Ash, City of Colusa, (707) 217-6504, [email protected] The City of Colusa is developing a CSAP to make its roads, school access, and intersections safer with planned projects that would provide a path to proactively identify and address potential safety hazards, enhance the overall safety of the mobility space, and ultimately reduce fatalities, injuries, and crashes. It will also assist the City to prioritize safety improvements and justify investment decisions. By developing and prioritizing specific plans to enhance safety, the CSAP will contribute to the reduction and elimination of KSI crashes, while increasing overall public awareness and increasing access to valuable future funding opportunities. The City aims to engage in planning efforts, which will lead to enhanced safety outcomes for the City, as well as increased public trust and confidence in the City and its initiatives. TJKM is supporting Colusa in creating a CSAP that enhances safety for everyone on City roads. Project components include:
• Community engagement
• Data-driven solutions: Crash data, land use, and equity analysis to create an effective plan • Interactive dashboard: Track progress and monitor safety improvements • Grant opportunities: Secure funding for crucial safety projects WACO MPO COMPREHENSIVE SAFETY ACTION PLAN, WACO, TX | 2023-2024 Reference: Mukesh Kumar, PhD, Waco Metropolitan Planning Organization, (254) 750-5666, [email protected] TJKM assisted the Waco MPO Comprehensive Safety Action Plan, aimed at improving safety across McLennan County. The firm's expertise was vital in creating a comprehensive crash database and analyzed collision data for a 10-year period, identified HINs, conducted equity analysis, and formulated effective safety measures. We collaborated extensively with 21 member agencies and 22 independent school districts, including the Cities of Bellmead, Hewitt, Lacy Lakeview, McGregor, Robinson, Waco, and Woodway, and McLennan County to understand their safety concerns. Based on these inputs, we developed a set of prioritized safety projects, both short-term and long-term, tailored to address specific issues and to improve safety for all road users. In collaboration with local agencies and stakeholders (over 50 outreach meetings), TJKM helped gather public feedback on traffic safety concerns, ensuring the CSAP addressed the unique challenges faced by different communities. The Plan's strategies align with Vision Zero, focusing on eliminating traffic fatalities and serious injuries. TJKM's contributions also included developing a roadmap for securing funding and implementing these safety improvements, supported by SS4A grants.

Value Addition – Completed the project in four months and assisted various agencies to apply for SS4A Implementation Grant Applications for over $30 million.
http://wacomposafestreets.com/

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LOCAL ROADWAY SAFETY PLAN, LIVERMORE | 2022-2023
Reference: Joanna Liu | City of Livermore | (925) 960-4556| [email protected] TJKM assisted the City of Livermore with comprehensive services to develop a LRSP for t
he City’s roadways. Based on our LRSP the TJKM Team assisted the city to apply for HSIP Cycle 12 call-for-projects. The overarching goal of the LRSP is to reduce KSI traffic collisions. The LRSP included literature review, safety (collision) analysis, countermeasure toolbox, viable safety projects, implementation plan, and community outreach. The LRSP was implemented through a holistic approach incorporating the 5 E’s of traffic safety (Education, Enforcement, Engineering, Equity, and Emergency Medical Services) that will enhance safety for all modes of transportation. A successful LRSP identifies viable safety projects with reasonable cost estimates and phasing and contains a monitoring mechanism to evaluate effectiveness of the plan itself.

CONCORD COLLISION ANALYSIS DASHBOARD AND VISION ZERO ACTION PLAN, CONCORD | 2022-2023 Reference: Abhishek Parikh, City of Concord, (925) 671-3031, [email protected] TJKM developed a Collision Analysis Dashboard using over 10 years of collision data for various ag
encies, including the City of Concord. This Dashboard features an interactive mapping tool that supports collision analysis, data visualization, trend analysis, and HIN monitoring. These features enabled Concord to prioritize safety projects with the highest benefits and work towards their Vision Zero goal.

In addition to the Dashboard, TJKM also developed Concord's Vision Zero Action Plan. The integration of the Collision Analysis Dashboard with Concord’s ArcGIS asset management platform has enhanced the city’s ability to monitor safety projects, identify future needs, and secure grant funding. This comprehensive approach supports Concord in implementing and evaluating safety measures, improving overall road safety, and advancing Vision Zero objectives.

VTA COUNTYWIDE LOCAL ROAD SAFETY PLAN, SANTA CLARA COUNTY | 2021-2023 Reference: Eugene Maeda, Santa Clara Valley Transportation Authority (VTA), (408) 952-4298, [email protected] TJKM assisted VTA in preparing a multi-j urisdictional Countywide Local Roads Safety Plan (CLRSP) for nine of its 16-member agency jurisdictions. The Plan was a collaborative effort through the Systems Operations and Management Working Group, comprised of local agency transportation engineers and planners, and input from the local communities. The CLRSP followed Caltrans’ Strategic Highway Safety Plan data-driven approach by addressing the 5 E’s of traffic safety. The CLRSP is used as a guidance document for short and medium-term planning, designing, funding, and implementing safety projects. The CLRSP also developed a process for tracking the progress of the plan itself, as well as monitoring the effectiveness of the installed projects.

The Safety Plans provided nine jurisdictions with a systematic process for reducing and eventually eliminating fatal and serious injury KSI collisions on the local roadway network. The process included a framework for engaging communities and stakeholders, analyzing collisions by causes and severity, equity evaluation for disadvantaged communities utilizing the CalEnviroscreen 4.0 poverty percentile, recommending countermeasures and safety projects, and prioritizing the implementation of safety measures with schedules. TJKM worked with seven cities that have already prepared LRSPs and incorporated their findings into the countywide plan to ensure it reflects the needs of all cities within the County. Based on the submitted applications by the TJKM Team in September 2022, the county secured $3.2M in HSIP Grant funding.

LOCAL ROADWAY SAFETY PLAN, GLENDALE | 2020-2022
Reference: Eugene Maeda, Santa Clara Valley Transportation Authority (VTA), (408) 952-4298, [email protected] TJKM assisted the City of Glendale in developing an LRSP. This living document included S
ystemic Safety Approach involving following steps Develop plan goals and objectives; Analyze collision data; Meet with stakeholders/safety partners; Determine focus areas and identify crash reduction strategies; Prioritize countermeasures/projects; Safety Action Plan; and Prepare the LRSP. Involvement of safety partners was critical for the City and played a major role in the success of the LRSP. For the City of Glendale, this included numerous City departments, as well as other governmental agencies, community organizations, and Glendale residents. Four virtual stakeholder meetings were held as part of this project: two were held with City of Glendale staff and two were held with outside organizations and City staff. The final report was submitted to the City in July 2022. As part of the project, TJKM prepared and submitted four HSIP applications for Cycle 11 on behalf of the City in September 2022. Based on the submitted applications the TJKM Team helped the City to secure $6.5M in HSIP Grant funding.

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We Know Pleasanton
Headquartered in Pleasanton, TJKM brings a wealth of local experience. We have been working with the City and developers within the City for the past 50 years. Since our inception in 1974, we have successfully completed more than 500 transportation planning and traffic engineering projects in Pleasanton. TJKM served on the Pleasanton On-Call Transportation Consulting Services Contract and completed three task orders under that agreement including: Hopyard & Owens Intersection Improvements, Traffic Impact Study at 4884 Harrison Street, and Valley Avenue & Paseo Santa Cruz Before-and-After Assessment. With our extensive experience, we are very familiar with the local policies, procedures, and unique needs of the City. Our team’s local presence and expertise makes us well-equipped for this Transportation Safety Action Plan. Below are just some of the many projects we have completed within the City:
• Traffic Studies:
o 3595 Utah Street
o Lester Project/Hidden Canyon CEQA
• Traffic Assessments for Residential Developments at:
o 5976 and 5994 W. Los Positas Boulevard
o 4400 Black Avenue
o 3200 Hopyard Road
• Dublin Canyon/Canyon Meadows TS-SS
• Shell Oil Driveway Analysis
• Hacienda Monument Structures Signal Cost Estimates
• Traffic Signal Modifications:
o Owens at Hopyard
o Traffic Design Plans for the Irby Ranch Property
o Las Positas at Hacienda
o Stoneridge Drive at Pacific Pearls
• Lydiksen Elementary School Circulation Review
• Bernal at Nevada TS-SS CIP 17532
• Trip Generation for an Event Center, Lodging Facility, and Restaurant at 2001 Ruby Hill Boulevard

Team Roles, Locations, and Responsibilities
The proposed Key Personnel on this TJKM Team are the most qualified professionals in their respective areas of specialization. The TJKM Team has been carefully crafted to provide the City of Pleasanton with the full range of expertise needed to and deliver your Transportation Safety Action Plan successfully. Below a table showing the roles, locations, and responsibilities of our team members. We have provided the level of effort with the schedule showing the percent of time each team member will spend on each task.

Role Personnel & Location Responsibilities

Principal-In-Charge Nayan Amin, TE
Pleasanton
Mr. Amin will oversee your project ensuring that our Project Manager adheres to the work plan, schedule, and budget.

Project Manager Ruta Jariwala, PE, TE
Pleasanton
Ms. Jariwala will be responsible for day-to-day coordination and activities and will be your single point of contact ensuring the Action Plan is delivered on schedule within budget to your satisfaction.

QA/QC Carlo Sendaydiego, TE
Pleasanton
Mr. Sendaydiego will provide QA/QC on the project. All documents will be reviewed by Mr.

Sendaydiego before being submitted to the City of Pleasanton.

Task Lead Mark Doty
Pleasanton
Mr. Doty will serve as the Task Lead, overseeing and directing team members for the Stakeholder Working Group, Background Documents Review, Bicycle and Pedestrian Plan Connectivity and Programming Identification tasks. He will be responsible for directing team members working on these tasks.

Task Lead Rutvij Patel, EIT
Pleasanton
Mr. Patel will be the Task Lead for the Countermeasure Identification task and will direct team members working on the task.

Task Lead
Pranav Happa, PE
Pleasanton
Mr. Happa will serve as Task Lead for the Crash Collection and Analysis and Identification of Areas of Concern. He will direct team members working on these tasks.

Task Lead Aayush Kalantri
Pleasanton & San Jose
Mr. Kalantri will serve as Task Lead for Field Conditions Review. He will direct team members working on this task.

Support Staff Esmaeil Balal, PhD, PE
Pleasanton
Mr. Balal will support the team with the Stakeholder Working Group, Crash Collection and Analysis, Bicycle and Pedestrian Plan Connectivity, and Programming Identification tasks.

Support Staff Andrew Dickinson
Pleasanton & San Jose
Mr. Dickinson will work on the Identification of Areas of Concern, Countermeasures Identification, and Implementation Actions tasks supporting Ms. Jariwala, Mr. Patel, and Mr. Happa.

PIC
PM
QA
TL
TL
TL
TL
SS
SS

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Role Personnel & Location Responsibilities

Support Staff Grishma Pandya
San Jose
Ms. Pandya will provide support on the Stakeholder Working Group, Background Documents Review, Crash Collection and Analysis, and the Draft and Final Transportation Safety Action Plan.

Support Staff Talha Majeed
San Jose
Mr. Majeed will assist with Countermeasure Identification and Implementation Actions tasks supporting Ms. Jariwala and Mr. Pateli.

Organizational Chart
Our Team Organization Chart illustrates our proven “chain of command” for performance on similar projects. Work performed will be conducted under the direct supervision/direction of Mr. Nayan Amin, TE, Principal-In-Charge and Ms. Ruta Jariwala, PE, TE, Project Manager. Work will be conducted under the direct supervision/direction of our Project Manager, Ms. Jariwala. She will be responsible for overall coordination on this contract, maintaining the effectiveness and efficiency of the work, schedule, and ensuring the work products are to the satisfaction of the City and stakeholders. Our proposed key personnel will be made available to the City of Pleasanton as needed for the duration of the contract. Below is our Organization Chart outlining the project team hierarchy and their responsibilities.

Commitment
The proposed key individuals for the TJKM Team are the most qualified professionals in their respective areas of specialization. We can confidently state that our key staff will be fully available for this project from beginning to end. In addition, we have a vast base of highly qualified technical members who will be made fully available to the project as required based on the project needs. The TJKM Team has been carefully crafted to provide the City of Pleasanton with the full range of expertise. We form an integrated team that can enhance the City’s resources, work in close cooperation with your staff, and deliver a successful Transportation Safety Action Plan. Our proposed team members will be made available to the City as needed for the duration of the project and will not be substituted without approval from the City of Pleasanton.

Project Manager Resume with References
We have provided the Project Manager’s resume with references in Appendix A.

Key Staff Resumes
Key Staff resumes including client contact information for example projects are provided in Appendix A.

SS
SS

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WORK PLAN/SCOPE OF WORK/SCHEDULE
Project Understanding
The Pleasanton Transportation Safety Action Plan aims to enhance transportation safety for all road users by identifying high-risk locations and implementing effective countermeasures. Holistically speaking, the intent of a CSAP is clear, “to reduce and eliminate serious injury and fatal crashes” (Source: US Department of Transportation). A successful plan looks to protect the health and safety of those involved by anticipating, assessing, and mitigating potential threats and hazards and then provide a methodical approach to addressing them. Ultimately the PTSAP seeks to answer three questions: What are the potential risks and hazards? How can these risks be mitigated and prevented? and What should be done in the event of an incident?
A successful PTSAP for the City of Pleasanton must be sensitive to the unique needs, concerns, and goals of the stakeholders’ diverse neighborhoods and prioritize equity in outreach and outcomes. These considerations will be woven into the Plan so that it is an authentic reflection of the people it represents. A collaborative approach will lay the groundwork for an enduring legacy of Safety Plan.

The TJKM Team has led numerous successful Safety and Vision Zero Action Plans across the Country and will bring an unparalleled team of experts to help the City to achieve zero traffic deaths and serious injuries. Our team has developed the most progressive Safety Action Plans and Vision Zero Action Plans in the US, and we propose marrying this national best practice analysis with local knowledge, values, and priorities through a collaborative process.

TJKM’s approach is not just “crunching numbers” but also involves community interaction and engagement to allow for the true area experts - the residents, to provide their unique perspective of what are the issues along the roadways. We listen to the community’s aspirations and concerns. We empathetically strive to understand, acknowledge, and validate the related concerns. During the community engagement process, TJKM merges the technical information and community information to form the basis of our conclusions and recommendations.

Realistically, almost any project may run into issues that may cause a project to either slow down or come to a complete halt. The one major concern for a PTSAP is a slow down due to lack of community and/or political consensus. In order to avoid this issue from happening, the TJKM Team on proactive basis provides complete transparency throughout the project including how the project selections were chosen, explanation of the methodology used, and overall consistent communication with all users and stakeholders. Although not a guarantee, it does help mitigate this type of miscommunication and build consensus at the onset of the project.

THE PATH TO A SUCCESSFUL PLEASANTON TRANSPORTATION SAFETY ACTION PLAN Leadership Commitment and Goals Setting
• Support City in forming leadership group that commits to the goal to reach zero traffic deaths, building consensus, and adopting the PTSAP.
• Provide data-driven performance metrics to help agencies track, monitor, and pivot as needed, with the ultimate goal of zero traffic deaths and severe injuries.

Planning Structure
• Identify task force group, partner agencies, and community partners to serve on the Action Plan Task Force. • Facilitate collaborative, engaging, implementation-focused, and inclusive Stakeholder meetings that will result in targeted strategies.

Safety Analysis
• Identify a HIN including corridors and intersections with the highest burden of traffic deaths and severe injuries. • Conduct systemic safety analysis that exposes severe crash profiles, risk factors, and near-misses. • Prioritize safety improvements to the HIN implementation by inventorying all programmed work for assessing project competitiveness for federal or state grant opportunities.

Engagement and Collaboration
• Craft a robust community engagement effort with a focus on listening diligently to the community and learning first-hand the experiences and challenges from diverse voices.
• Partner, empower, and collaborate with community leaders and groups to honor their ongoing commitment to bettering the agencies within the City and create a lasting positive partnership that sustains long after the PTSAP is completed. • In the PTSAP, clearly link the community's feedback to the targeted safety strategies and action items so they can see how their input influenced the development of the PTSAP.

Equity and Land Use Considerations
• Integrate equity into every facet of the planning process including engagement, analytics, recommendations, and evaluation. • Develop an equity analysis following federal policies to identify residents who are most burdened by transportation vulnerability, including communities most impacted by severe crashes, individuals with limited mobility, and carless households.

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• Recommend policies, programs, and projects that will target improvements to those who need it most.

Policy and Process Changes
• Assess current safety-related policies and plans from all agencies. • Compare existing practices against national best practices. • Develop a comprehensive recommendation framework organized around the USDOT's Safe System Approach, as well as overarching goals and themes that best align with the City's vision and resources.

Strategy and Project Selections
• Identify specific projects that are matched with performance measures, timeline details, budget considerations, and stakeholder needs. • Develop countermeasures that are data-driven, reflect community needs, and are focused on infrastructure, behavioral, and operational safety.
• Assess prioritized project needs to determine feasibility and implementation strategies.

Crashes in Pleasanton:

The PTSAP initiates a crucial shift in addressing
traffic safety, fostering a much-needed culture of
safety. Between 2020 and 2024, within City of
Pleasanton, there were a total of 1,574 collisions.

Of these 121 resulted in fatalities or severe injury.

Out of the total collisions that occurred, 121
involved bicyclists and 53 involved pedestrians.

To support City's commitment to enhance safety
for all modes of transportation, TJKM has
assembled a team with unparalleled passion,
perseverance, and expertise to deliver a
successful Transportation Safety Action Plan
tailored specifically for the City of Pleasanton. Our
team has a proven track record of helping
communities across various states and execute actionable Safety Action Plans and secure federal and local funding for both short- and long- term strategies. Our expertise spans federal, state, and local levels, offering comprehensive safety services that ensure a seamless, efficient, and cohesive implementation of safety plan. Our team's dedication and commitment to making City's streets safer and helping to achieve zero traffic deaths is unmatched, as we are deeply invested in the safety and well-being of our community.

Approach
TJKM’s approach to safety analysis for Transportation Safety Action Plans is based on the following:
• Identify crash types associated with severe and fatal injuries based on system-wide collision data. • Identify risk factors associated with severe crash types that can be used to identify and prioritize other high-risk locations, regardless of location crash history.
• Determine safety trends to determine if there are other underlying features contributing to crashes within the network. • Identify, map, and prioritize locations across the roadway network for implementation through HSIP and other available funding mechanisms. TJKM regularly assists jurisdictions with successful HSIP applications. • Identify low-cost countermeasures that can be implemented at a large number of locations where risk factors are present throughout the City or County transportation system to maximize the safety investment return. • Identify funding sources and assist with Grant Applications The Safe Streets for All (SS4A) Safety Action Plan process begins with a thorough assessment of traffic safety data, including crash history, roadway conditions, and community input. TJKM will work closely with local stakeholders to identify high-crash locations and prioritize areas in need of immediate intervention. The plan then outlines targeted strategies and interventions, such as road redesigns, traffic calming measures, and education programs, tailored to address the unique safety concerns in each identified area. Additionally, the process includes the development of a phased implementation timeline, ensuring that improvements are made in a structured, efficient manner. Regular site visits and data verification will support the identification of contributing factors and ensure that recommended interventions are realistic and impactful.

Ultimately, the SS4A Safety Action Plan aims to create a safer, more resilient transportation network by addressing key safety issues and fostering long-term, sustainable changes in local communities.

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Holistically speaking, the intent of an Action
Plan is pretty clear, “to reduce and eliminate
serious injury and fatal crashes” (Source:

USDOT). A successful plan looks to protect
the health and safety of those involved by
anticipating, assessing, and mitigating
potential threats and hazards and then
providing a methodical approach to
addressing them.

The TJKM Team has led
numerous successful CSAP
and Vision Zero efforts in
California, Texas, and Florida,
and will bring an unparalleled team of experts
to help the City of Pleasanton to achieve zero
traffic deaths and serious injuries. Our team
has developed the most progressive Safety Action Plans and Vision Zero Action Plans in the US, and we propose marrying this national best practice analysis with local knowledge, values, and priorities through a collaborative process. TJKM's process to complete City of Pleasanton’s Transportation Safety Action Plan will take 14 months to complete and will involve a collaborative effort with the City, ensuring full transparency throughout every step of the process.

Once completed, City of Pleasanton will have an Action Plan that serves as a roadmap by providing a clear, structured approach to identifying safety issues, developing targeted interventions, and outlining a phased implementation strategy to enhance transportation safety.

Innovative Ideas
TJKM understands that after the project is complete, the City will take on the responsibility of updating the information and tracking progress over the years. Recreating content and analysis can be a tedious and long endeavor for any staff member, regardless of their expertise. To streamline the process and make this task easier, TJKM has developed a web-based, interactive user-friendly data dashboard to conduct collision analysis using GIS maps, implementable actions, and performance measures. This tool can be used to create content for a variety of different purposes that can include displaying on the City’s website progress updates versus defined targets, updating presentations for Board Meetings, or creating information to be shared in various public forums. The dashboard will be used throughout the project.

Scope of Work
TASK 1 – PROJECT MANAGEMENT
Subtask 1.1 Project Kick-Off Meeting
Within three weeks of Notice-To-Proceed, TJKM will facilitate a kick-off meeting with the City’s Project Manager to discuss:
• Project goals and objectives
• Scope of Work and Schedule
• Timeline and identify key milestones/critical path items • Critical data needs and data sharing protocol
• Internal meeting schedule/invoicing/progress updates
• Any other relevant information
TJKM will prepare kick-off meeting materials including an agenda, sign-in sheets, and related handouts. After the meeting, we will summarize the meeting notes and action items in a Google doc that can viewed and edited by TJKM and City staff. The TJKM Team will also initiate development of the project website detailed in Task 5.2 of the scope.

Subtask 1.2 Project Team Meetings and Invoicing and Reporting Throughout the project, TJKM expects ongoing emails and conference calls with the City’s Project Manager to keep the project on track and to meet City’s expectations during the creation of the PTSAP. We will facilitate bi-monthly meetings to ensure the project is on track and within budget. All meetings will be through virtual conferencing with screen sharing capability (Zoom or similar). TJKM will also maintain all agendas, meeting notes, and action items through a Google doc, which will be a living document throughout the life of the project and will provide an open and up-to-date communication platform. This will also assist in overseeing the Action Plan development and ensure that all measures of the project's scope of services are completed in a timely and professional manner with an emphasis on providing the City with a high-quality product.

TJKM will prepare monthly invoices in accordance with the City invoicing and reporting requirements.

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TJKM will obtain any templates or protocols from City staff, as available. Most importantly, all reporting will follow the Federal Highway Administration (FHWA) SS4A reporting requirements. We anticipate each meeting to last one hour or less.

Deliverables:
 Kick-Off Meeting
 Meeting Agenda and related handouts
 Bi-weekly Meetings
 Monthly Invoices and Progress Reports
 Meeting Notes

TASK 2 – STAKEHOLDER WORKING GROUP
Subtask 2.1 Establish Stakeholder Working Group
This task includes establishing Stakeholder Working Group (SWG) for the project. TJKM will assist the City in identifying, who should be involved in the development of the PTSAP. It is envisioned that the SWG will be comprised of City staff and will primarily consist of members of the public works, planning department, law enforcement, Fire District, the City’s Office of Emergency Services, and community organizations that will guide the study throughout the planning process.

Subtask 2.2 Stakeholder Working Group Meetings
The TJKM Team will plan and oversee a total of four Stakeholder Working Group Meetings. We envision one meeting at the onset of the project, to determine the goals and objectives of the project and listen to the concerns of SWG; second meeting will be to present the findings of Task 3 – Existing Conditions and Needs Analysis; third meeting will be to solicit feedback on the Recommendations developed for the project; and last meeting will be to present the Draft Transportation Safety Action Plan.

Subtask 2.3 Project Website (Value Added Task)
Under this task, to solicit feedback and communicate data and information to the public, we will develop a PTSAP on either the City’s website or as a stand-alone website with either utilizing the City’s ArcGIS Online subscription. This interactive GIS mapping web base tool will provide an overview of the PTSAP and its principles, purpose, goals, and objectives with complete instructions for using the tool. The webpage will include but not be limited to project overview, project timeline and updates (presentations, upcoming meetings, reports, etc.), comment boxes, contact information, online survey, and a public draft review section, in addition to the interactive GIS mapping and interactive input. The TJKM Team will work with the City staff to promote the project website on the City’s official website and social media. The Level of Effort for this Value-Added Task is included within our basic Level of Effort.

Subtask 2.4 Online Surveys (Value Added Task)
The TJKM Team will coordinate with the project team’s technical experts to develop and distribute multilingual surveys with PTSAP subject matter and topics. Surveys will be hosted online through SurveyMonkey but also be created for physical distribution at outreach meetings.

Drawing upon the City’s Instagram, Facebook, and Twitter/X accounts, a simple post that can be shared across all of these platforms with a link to the survey, VMR, and project webpage would be easy to develop. All physical surveys will also have QR Codes assigned to make it easier for individuals to participate. Feedback received from the Online Surveys will be incorporated into the PTSAP. The Level of Effort for this Value Added Task is included within our basic Level of Effort.

Subtask 2.5 Community Engagement Meetings (Value Added Task) One of the requirements of SS4A funded Safety Action Plan is that the development of Safety Action Plan shall include the community in the development of the plan. To meet the requirement and deliver PTSAP in compliance with the SS4A funding requirements, TJKM will conduct a total of six virtual community engagement meetings. Details of the community engagement meetings will be determined in consultation with the City staff and SWG.

Deliverables:
 Stakeholder Working Group List
 Organize four Stakeholder Working
Group Meetings
 Organize and Conduct six Virtual
Community Engagement
Meetings
 Presentation Materials
 Meeting Agendas
 Meeting Notes
 Project Website
 Online Survey
TASK 3 – EXISTING CONDITIONS AND NEEDS ANALYSIS
The TJKM Team will collect and analyze existing crash history and historical trends throughout the City.

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Subtask 3.1 Background Documents Review
The purpose is to ensure the PTSAP visions and goals are aligned with prior planning efforts. The TJKM Team will collect and review existing programs, policies, and activities, and provide a summary of current efforts to address transportation safety within the City. The team will also review strategies that other cities and counties are using to address safety, identify programs that have evidence of measurable success, and provide an assessment of the most effective and efficient methods used to achieve outcomes. We will summarize the contents and key transportation, and safety elements of the documents reviewed in a Technical Memorandum. TJKM will research other jurisdictions and programs statewide and nationally to identify and share best practices and strategies.

Subtask 3.2 Collision Data
TJKM will collect data for severe and fatal crashes occurring over the last five years in the City of Pleasanton. TJKM will obtain the latest five years of crash data from various sources including TIMS and SWITRS, and Crossroads for crosschecking. We will reference supplemental information from the City, such as additional collision data or a complaint database, if available. We have extensive experience working in various databases and the interrelations among attributes. In addition, we will reference supplemental information from City records, such as complaint database, local enforcement reports, if available. We will also obtain statewide statistics and collision data for comparison. The informal sources include complaint databases, concerns received from residents and businesses at different meetings as well as field observations from traffic patrol unit, paramedic, and street maintenance teams. TJKM will augment these formal and informal sources with its own extensive field observations that will confirm, clarify, and extend the level of data gathering and analysis efforts. Our extensive experience managing similar records gathering and analysis has shown that not all collision reports have all necessary information, and, in many cases, some collisions do not make it to the records. Therefore, detailed review and analysis of the available records and field observations are extremely important before initiating crash analysis. TJKM will use functionally classified road data, provided by the City, as well as transit, bicycle, and pedestrian facility datasets, for base mapping and analysis. Road data may be augmented with volume, speed, and horizontal curvature data, pending availability.

Collision Dashboard (Value Added Task): TJKM understands that after the project is complete, the City will take on the responsibility of updating the information and tracking progress over the years.

Recreating content and analysis can be a tedious and long endeavor for any staff member, regardless of their expertise. To streamline the process and make this task easier, TJKM has developed a web-based, interactive user-friendly data dashboard to conduct collision analysis using GIS maps, implementable actions, and performance measures.

This tool can be used to create content for a variety of different purposes that can include displaying on the C ity’s website progress updates versus defined targets, updating presentations for Board Meetings, or creating information to be shared in various public forums. We will develop the dashboard, taking into account City’s requirement. The dashboard will be used throughout the project. The Level of Effort for this Value-Added Task is listed as separate line item in our proposed Level of Effort.

Subtask 3.3 Existing Five-Year Crash Analysis (Systemic Analysis) The TJKM Team will conduct a citywide safety analysis for all collisions, with an emphasis on fatal and serious injury crashes for at least the past six years. This will be a data-driven process including the following steps:
• Collision Trend: Analyzing and summarizing collision distribution including severity, travel mode, trend over time, lighting conditions, weather conditions, time of day, collision type, and violation category.
• Collision Profile: Combining collision factors to identify prominent collision types.

We will produce GIS-based mappings, charts, and other visualizations to help inform decision-making. We will summarize the collision analysis and maps in a Technical Memorandum.

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Subtask 3.4 Identify High Injury Network
TJKM will identify HINs by ranking collision rates over the roadway network for the entire City. These are the corridors responsible for the greater numbers of people killed or seriously injured. This is a critical step to identify locations throughout the City that are collision-prone, so that future collisions can be prevented. Primarily, TJKM will identify the City’s HINs by ranking collision rates over roadway network. These are the corridors, intersections and crash cluster areas responsible for fatal and severe injury (KSI) on roadways. At a minimum, TJKM will identify up to 10 high-risk corridors and intersections.

In addition to the HIN analysis, TJKM will develop a High-Risk Network map that highlights locations with high potential for serious and fatal crashes, informed by collision analysis and recent crash history. We will also prepare cut sheets showing recommended safety improvements at the top 5 high-priority locations.

To further refine prioritization, a separate map will be created to show high incident locations specific to pedestrians and bicyclists. This will help inform a secondary and tertiary priority list of projects, specifically targeting vulnerable road users and enabling phased implementation based on mode-specific risk.

Subtask 3.5 Community Data
TJKM will collect information regarding traffic safety from the community at large. While much of the information may be anecdotal, it provides important insight into the history and trends, as people perceive them. Community feedback helps us to mitigate locations that need attention and have characteristics like other high injury locations but have not had any collisions. This approach helps us in proactive implementation of countermeasures systemically rather than traditional reactive approach.

Subtask 3.6 Field Conditions Review
TJKM will conduct field assessment of the HIN, to identify the characteristics of the infrastructure to assist in identification of safety measures on systemic basis for all modes of transportation.

Subtask 3.7 Bicycle and Pedestrian Plan Compatibility
Under this task, TJKM will inventory the projects and programs implemented and planned from the Pleasanton Bicycle and Pedestrian Plan and Plan update to ensure that the safety projects and measures are not conflicting with the projects that are implemented or programmed to be implemented.

Deliverables:
 Citywide collision data analysis summary for the most recent five years of available data
 Technical Memorandum summarizing the findings and
analysis
 Citywide HIN GIS Map
 HIN Maps for pedestrians and bicyclists

 10 High-risk corridors
 10 High-risk intersections
 Crash cluster areas
 Summary of community data

Highest Concentration of Poverty in Waco
Study Area (Source: EPA EJ Screen:

Environmental Justice Screening and
Mapping Tool)

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TASK 4 – EQUITY ANALYSIS (VALUE ADDED TASK)
Equity is ensuring that SS4A and Vision Zero initiatives are benefiting all demographic groups, with particular attention to ensuring safe, healthy, and fair outcomes for people with disabilities, low-income populations, Native American peoples, people of color, female, LGBTQ, people whose families speak a language other than English, people experiencing houselessness, and other demographic groups. Analysis of Census data reveals populations which are considered vulnerable, and reaching and including these groups and individuals is paramount to the success of this project.

TJKM will conduct a Disproportionate Environmental Justice analysis that focuses on transportation equity. The goal of this analysis will be to determine limitations to accessibility to transportation for specific racial, socioeconomic, and geographic groups within the region. Information from the Environmental Protection Agency’s Environmental Justice Screening and Mapping Tool will help determine specific target areas with limitations to socio-economic mobility. This tool uses thirteen environmental indicators, seven socio-economic indicators, thirteen environmental justice indexes, and thirteen supplemental indexes. The TJKM Team will integrate these indicators into the analytical platform that integrates this information along with additional traffic safety and environmental factors, both built, and natural.

Deliverables:
 Technical Memorandum summarizing Equity Analysis
TASK 5 – FOCUS AREAS AND STRATEGIES
Based on the work completed in earlier tasks, we will identify the Emphasis Area to enhance within the City. The emphasis area will be identified to represent the local context based on the collisions that have occurred.

Based on the collision analysis and HIN identified, the TJKM Team will work with the City, and SWG, to identify emphasis areas and develop the corresponding collision profiles. The collision profiles will include description and goals of the emphasis areas, indicating the primary risk factors, collision types, facility type, and related collision statistical summary. The emphasis areas will inform the identification of countermeasures, policy strategies, and safety projects in later stages of the project. Countermeasures and strategies will be identified based on “5 E’s” of traffic safety.

Toolkit (Value Added Service): TJKM will utilize an automated countermeasure selection Toolkit developed in-house for selecting feasible countermeasures and strategies based on numerous data attributes, e.g., roadway characteristics: number of lanes, pavement conditions, and traffic control types; and collision information: collision types, collision locations, and primary collision factors. Toolkit has successfully assisted the project team to narrow down feasible countermeasures proposed for numerous jurisdictions.

Deliverables:
 Emphasis Area
 Toolkit for sharing information regarding traffic safety strategies and performing alternatives analysis for applicable safety enhancement strategies
TASK 6 – IMPLEMENTATION PLAN
Based on the collision analysis, HIN and emphasis area identified, the TJKM Team will work with the City and SWG to identify emphasis areas and develop the corresponding collision profiles. The collision profiles will include description and goals of the emphasis areas, indicating the primary risk factors, collision types, facility type, and related collision statistical summary. The emphasis areas will inform the identification of countermeasures, policy strategies, and safety projects in later stages of the project. In addition, a program of work will be developed to address safety issues throughout the City that allows for:
• Continuous activity to demonstrate that what can be done is being done. • A phased approach to planning, design and implementation of improvements. • Budget forecasting to minimize adverse impacts on public funding of other needed project and programs. • Readily implementable improvements that provide benefits immediately in response to documented concerns.

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• A tiered approach to project planning and implementation that is flexible and responsive to changes in stated public needs and opportunistic to utilize whatever funding is available at a given time.

TJKM will prepare cut sheets showing recommended safety improvements at the top 5 high-priority locations. TJKM will also create a staged improvement plan that outlines projects in short-term (less than two years) mid-term (two to three years), long-term (three to five years), and capital projects (five to 10 years and more) project delivery. The plan will be in line with the overall project’s vision, goals, and community feedback.

TJKM will also identify and recommend non- infrastructure solutions to address behaviors that lead to crashes such as risky speeding, lack of yielding, violating traffic controls, and contra-flow bicycling. All the recommendations will be related to the E’s identified as part of this project:
equity, education, enforcement, encouragement, evaluation, emergency response and emerging technologies.

Deliverables:
 Implementation Strategy for proposed recommendation
 Safety improvements and project list
 Programming Matrix
TASK 7 – DRAFT PLEASANTON TRANSPORTATION SAFETY ACTION PLAN A detailed Draft Safety Action Plan, including an executive summary, will be developed that incorporates a summary of the crash data evaluated, summarizes stakeholder involvement and contribution, incorporates public outreach and involvement in shaping focus areas and strategies, describes the proposed focus areas and strategies to reduce fatal and serious injuries crashes and crash rates, describes how these strategies may assist the City in meeting safety performance targets, discusses the impacted people and areas that experience inequity in transportation safety, and identifies a list of projects, programs, and strategies that are potentially eligible for implementation through SS4A and other Federal and State safety grants.

The Draft Safety Action Plan will be submitted for review and comment to the City and SWG.

Deliverables:
 Draft Pleasanton Transportation Safety Action Plan
TASK 8 – FINAL PLEASANTON TRANSPORTATION SAFETY ACTION PLAN Following a public comment period after completion of the public workshops, TJKM Team will prepare a Draft Final Safety Action Plan. We will develop appropriate presentation materials for final review and approval of the Action Plan by the Board of Supervisors. We will make presentation of the Action Plan to the Board of Supervisors. All final deliverables will be provided to City staff with reasonable time for review prior to acceptance. All project files associated with final deliverables shall be provided to City prior to contract closeout, including, but not limited to: Word documents; Excel workbooks; PowerPoint presentations; GIS files; and PDF files. City staff will notify consultant in a timely manner if any files appear to be missing or cannot be accessed properly.

Deliverables:
 Final Pleasanton Transportation Safety Action Plan with all associated files

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Project Management Plan
The TJKM Project Management Plan that will be used on these projects is based on proven management, lessons learned, and administrative systems developed to enhance communication among the City of Pleasanton, the TJKM Project Manager and team members, and other affected agencies. This management approach has been used successfully on numerous projects throughout California. The TJKM Project Management Plan has the following elements:

Work Plan: It is a TJKM policy to prepare a Work Plan for all projects, large and small. Upon receipt of a Notice- to-Proceed, we will prepare, in consultation with the City and other local jurisdictions, an overall project work plan that includes detailed work elements for each team specialty. A TJKM work plan typically includes definition of the project purpose; task objectives; scope of services; staffing; coordination requirements; deliverables; budget; schedule; and monitoring and reporting procedures.

Coordination and Communication: Frequent and effective communication between the City, other local jurisdictions, and the TJKM Team is needed to maintain the project schedule and ensure a quality product. The key to our success is an integrated team approach. Our goal is "no surprises" and a partnership that has common understanding and expectations every step of the way. Ms. Jariwala will maintain close communication with the City’s Project Manager by personal contact, telephone, written communications, and meetings. Our Project Manager strongly believes in the necessity and benefit of scheduled monthly progress meetings. Ms. Jariwala, as well as other key team members, will meet with the City’s Project Manager monthly to discuss project issues, status, schedule, budget, and invoicing items. This will ensure that our "no surprises" goal is maintained and the City is thoroughly aware of all aspects of the project.

The TJKM Team will maintain regular contact with City staff to ensure clear communication on project tasks, products, meetings, and schedule. Specifically, we will:
• Hold scheduled conference calls to review project status and discuss key issues. During these calls we will discuss various project deliverables including workshop agendas, workshop summaries, proposed alternatives, preferred alternative, Draft Plan, and Final Plan documents. • Participate in additional calls and meet with City staff, as needed at key stages during the planning effort to review key ideas, products, deliverables, project status and overall project direction and budget. • Manage all aspects of the project to maintain project schedule and budget, maintain continuous liaison with the City and other stakeholders.
• Prepare and submit monthly progress status updates to the City. The reports will include progress of work; status of public involvement; updated project schedule; information/decisions required to maintain schedule and complete deliverables; problems encountered that may affect schedule; budget or work products and anticipated work products for the following month.

Cost Control: Control of project costs will be accomplished by monitoring on a task level basis. This detailed task level will roll up into milestone summaries and a project summary. Our cost accounting system is a "live" database that the project manager can access to determine the financial status of the project at any time. Cost control reporting to TJKM’s Project Manager will be implemented through the invoicing process.

Progress reports will also be included to relay information on project progress and critical issues.

Schedule Control: Establishing a schedule that meets the project objectives is relatively easy. Maintaining this schedule during changing project priorities, unforeseen conditions, public consensus building, etc., is a challenge. The project work scope will be broken down by function and separated into defined tasks. Tasks will be linked logically and will be sufficiently detailed to allow for realistic representation of the project. Project progress will also be monitored by percent complete for each task.

Quality Control: TJKM’s Quality Assurance Procedures are utilized throughout the life of the Project. Quality Control starts at the proposal and scope definition stage and continues through the completion of all assignments. To assure that errors, omissions and ambiguities in submittals and drawings are limited to an absolute minimum, the responsibilities for technical review, peer review/coordination checking, and technical audit functions are assigned to the appropriate TJKM Team members. TJKM’s approach integrates the work of our subconsultants into the quality control system through the use of established procedures and our peer review/independent checking capability augmented with technical audits.

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PROJECT LEVEL OF EFFORT/SCHEDULE
Level of Effort
Below is our anticipated level of effort to complete the Transportation Safety Action Plan. We have included all key team members with their roles, and the hours that each member will spend on each task defined in the Scope of Work section of this proposal.

Nayan Amin Ruta Jariwala Carlo
Sendaydiego Mark Doty Pranav Happa Rutvij Patel Aayush
Kalantri Esmaeil Balal Andrew
Dickinson
Grishma
Pandya Talha Majeed
Principal-In-
Charge
Project
Manager QA/QC Task Lead Task Lead Task Lead Task Lead Support Staff Support Staff Support Staff Support Staff TASK 1: Project Management 2 64 0 12 0 0 0 0 0 48 0 126 Task 1.1: Project Kick-Off Meeting 2 4 8 14
Task 1.2: Project Team Meetings & Invoicing & Reporting 60 12 40 112 TASK 2: Stakeholder Working Group 6 38 0 44 0 0 0 0 0 116 0 204 Task 2.1: Establish Stakeholder Working Group 2 8 8 18
Task 2.2: Stakeholder Working Group Meetings 12 16 40 68 Task 2.3: Project Website (Value Added Task) 1 2 8 11
Task 2.4: Online Surveys (Value Added Task) 1 2 20 23
Task 2.5: Community Engagement Meetings (Value Added Task) 4 16 16 48 84 TASK 3: Existing Conditions and Needs Analysis 0 32 28 24 264 16 40 52 24 82 40 602 Task 3.1: Background Documents Review 2 8 32 42
Task 3.2: Collision Data 4 4 120 32 40 200
Task 3.3: Existing Five-Year Crash Analysis (Systemic Analysis) 4 4 60 16 24 108 Task 3.4: Identify High Injury Network (HIN) 16 12 80 40 148 Task 3.5: Community Data 4 4 10 18
Task 3.6: Field Conditions Review 2 8 40 50
Task 3.7: Bicycle and Pedestrain Plan Compatibility 4 12 20 36 TASK 4: Equity Analysis (Value Added Task) 2 8 20 30
TASK 5: Focus Areas and Strategies 4 16 2 10 40 40 60 172 TASK 6: Implementation Plan 2 16 2 8 32 46 106
TASK 7: Draft Pleasanton Transportation Safety Action Plan 4 16 8 24 16 80 148 TASK 8: Final Pleasanton Transportation Safety Action Plan 2 8 4 12 8 32 66 Sub-Total 20 192 44 132 274 112 40 52 110 378 100 1454
Hours by
Task
Task

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Schedule
Our proposed team is an experienced team with specific strengths in each of the areas required to deliver this project on schedule and within budget to the satisfaction of the City of Pleasanton. Our proposed team has a proven track record of successful similar projects and provides high-quality products. With our available resources and experience, TJKM is equipped to provide the level of responsiveness required by the City, all while providing professional and quality services. The personnel listed in our organization chart are available to work on the project for the entire duration of the project. Our proposed staff have the availability to accept and complete this key project on schedule and within budget.

Our proposed schedule is illustrated below. Detailed schedule will be prepared and submitted to the City to review at the onset of the project.

COST/PRICING INFORMATION
TJKM truly understands the importance of good project management. We use state-of-the-art technology and software to maintain superior quality control, to control costs, and to maximize the efficiency of resource utilization. Ms. Jariwala will utilize a number of project management tools to ensure budget and schedule compliance, including:
• Internal Kick-Off Meeting with the project team to review goals of the project, to identify deadlines for deliverables, and to assign tasks for each staff member.
• Weekly meetings to maintain communication with the project team and to review anticipated hours necessary for completing project work. • Weekly status reviews of billing system report to track labor and cost expenditures, ensuring budget compliance. • Regular monthly reports provided to the City of Pleasanton’s Project Manager discussing progress and any outstanding issues or concerns, allowing for an open line of communication.
• Documentation of work performed to date in a status report accompanying each invoice, at the City’s request.

Timeliness and quality are essential to maintaining good business relationships and a solid reputation. TJKM is committed to preparing high quality deliverables for our clients, while maintaining schedule and budget compliance, and to meeting deadlines that will be associated with this contract. Our cost has been provided in a separate sealed envelope.

EXCEPTIONS TO THE AGREEMENT
TJKM has reviewed the Sample Design Professional Agreement and is willing to accept the terms and conditions set forth in the agreement.

We have provided Attachment D on the following page.

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Ap
pendix A
Key Staff Resumes

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NAYAN AMIN, TE | PRINCIPAL-IN-CHARGE
Registration: CA TE 2290
Education: M.S., Civil Engineering, San Jose State University, San Jose, CA | B.S., Civil Engineering, Saurashtra University, Rajkot, Gujarat, India
Mr. Amin has 34 years of both public and private sector experience in the areas of transportation planning, TIS, transportation management plans, construction scheduling, construction area signs, signing and striping, traffic signal coordination, traffic operations, transit priority, traffic signal systems, freeway and arterial management studies, and ITS planning, design and construction oversight.

He specializes in macro and microscopic model development and application for analysis of impacts across all modes of transportation. His projects include planning, design, and construction oversight for ITS. Studies also include multimodal operations, light-rail, bus rapid transit, pedestrian, bicyclists and traffic safety and operations.

Safe Streets & Roads for All Comprehensive Safety Action Plan, Colusa Sadie Ash, City of Colusa, (707) 217-6504, [email protected] Project Manager supported Colusa in creating a CSAP that enhances safety for everyone on City roads. Components of the project included community engagement; data-driven solutions: crash data, land use, and equity analysis to create an effective plan; interactive dashboard: track progress and monitor safety improvements; and grant opportunities: secure funding for crucial safety projects.

Development of a Comprehensive Safety Action Plan, Port Richey Sal Licari, City of Port Richey, (727) 816-1907, [email protected] Project Manager. Overseeing the development of the CSAP as part of the US DOT SS4A Program. As part of the CSAP, we will create a comprehensive safety analysis data dashboard to help identify, monitor and evaluate key safety metrics. We will identify the City's HIN, highlighting areas with the most severe collisions, and develop a project prioritization matrix that emphasizes the top 20 high-risk collision location to guide Port Richey in making informed decisions about road safety improvements with a focus on reducing traffic-related injuries and fatalities, while addressing the growing traffic and development in this rapidly expanding region.

Rio Grande Valley MPO Safety Action Plan, Rio Grande Valley Melany Rodriguez, Rio Grande Valley Metropolitan Planning Organization, (956)574-6692, [email protected] Project Manager. This project entails working with the Rio Grande Valley MPO to develop a Safety Action Plan for the region which focuses on improving safety and operations for all forms of transportation, all age groups, and communities from different socio-economic backgrounds while eliminating traffic fatalities on the region’s transportation network.

Additional Projects
• Local Roadway Safety Plan, Livermore. Principal-In-Charge. The team assisted the City to apply for HSIP Cycle 12 Call-for-Projects.

The LRSP included literature review, safety analysis, countermeasure toolbox, viable safety projects, implementation plan, and community outreach. The LRSP was implemented through a holistic approach incorporating the 5E’s of traffic safety that will enhance safety for all modes of transportation.
• Local Roadway Safety Plan, Pico Rivera. Principal-In-Charge on team who assisted the City in developing a LRSP. The City’s LRSP aims to reduce KSI collisions through a prioritized list of improvements that can enhance safety on roadways. This Plan summarizes collisions that occurred in Pico Rivera, identifies high-injury locations, and recommends countermeasures at each high-risk location. A set of six safety projects were created for the high-risk intersections and roadway segments. The federal grant funding ($5 million) was awarded to two of these projects through the HSIP program in March 2023. • Waco MPO Comprehensive Safety Action Plan, Waco. Principal-In-Charge and QA/QC. Assisted Waco MPO to develop a CSAP, which mirrors a VZAP, to enhance safety and operations for all modes of transportation of all ages. The overarching goal of the CSAP was to provide for a safe and secure transportation system for all users while eliminating traffic fatalities from the transportation infrastructure.

Equity Analyst duties included development of a Vision Zero policy; public outreach; development of policies and programs; equity analysis; and a draft and final CSAP.
• Concord Collision Analysis Dashboard & Vision Zero Action Plan, Concord. Principal-In-Charge and QA/QC. The team developed a Collision Analysis Dashboard using over 10 years of collision data for various agencies. The Dashboard features an interactive mapping tool that supports collision analysis, data visualization, trend analysis, and HIN monitoring. TJKM also developed their Vision Zero Action Plan. The integration of the Collision Analysis Dashboard with Concord’s ArcGIS asset management platform has enhanced the city’s ability to monitor safety projects, identify future needs, and secure grant funding. This comprehensive approach supports Concord in implementing and evaluating safety measures, improving overall road safety, and advancing Vision Zero objectives..

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RUTA JARIWALA, PE, TE | PROJECT MANAGER
Registration: CA CE 73840 | CA TE 2465 | TX CE 135281
Education: M.S., Civil Engineering, San Jose State University, San Jose, CA | B.S., Civil Engineering, Bombay University, Mumbai, Maharashtra, India
Ms. Jariwala has 25 years of professional experience in the areas of traffic operations, transportation planning, freeway and arterial management studies, signal coordination, traffic signal systems, TIS/environmental impact reports and ITS planning, design and construction oversight. She has extensive experience in macro and microscopic model development and application for analysis of traffic operations for express lane studies as well as multimodal operations, pedestrian, bicyclists, and traffic safety studies.

Concord Collision Analysis Dashboard & Vision Zero Action Plan, Concord Abhishek Parikh, City of Concord, (925) 671-3031, [email protected] Project Manager. Oversaw the project which developed a Collision Analysis Dashboard using over 10 years of collision data for various agencies. The Dashboard features an interactive mapping tool that supports collision analysis, data visualization, trend analysis, and high-injury network monitoring. TJKM also developed their VZAP. The integration of the Collision Analysis Dashboard with Concord’s ArcGIS asset management platform has enhanced the city’s ability to monitor safety projects, identify future needs, and secure grant funding. This comprehensive approach supports Concord in implementing and evaluating safety measures, improving overall road safety, and advancing Vision Zero objectives.

Vision Zero Plan, Livermore
Joanna Liu | City of Livermore | (925) 960-4556| [email protected] Project Manager. Assisted the City to develop a VZP to enhance safety and operations for all modes of transportation of all ages. The overarching goal is to provide for a safe and secure transportation system for all users while eliminating traffic fatalit ies from the transportation infrastructure within the city. The VZP includes assessment of existing policies, programs, and practices; formation of a Stakeholder Advisory Group; communicating data and information to the public on social media and on the City's website; providing project recommendations after collecting information from community engagement and stakeholder workgroups; collection of collision data and analysis, implementable and equitable solutions and performance measures; developing educational material for transportation system users of all ages; coordinating with the city to identify most at-risk population and working with local police and EMS departments; and creating a Final VZP to be presented to the Council for Adoption.

Waco MPO Comprehensive Safety Action Plan, Waco
Mukesh Kumar, PhD, Waco Metropolitan Planning Organization, (254) 750-5666, [email protected] Project Manager Assisted Waco MPO to develop a Comprehensive Safety Action Plan, which mirrors a VZAP, to enhance safety and operations for all modes of transportation of all ages. The overarching goal of the CSAP was to provide for a safe and secure transportation system for all users while eliminating traffic fatalities from the transportation infrastructure. Equity Analyst duties included development of a Vision Zero policy; public outreach; development of policies and programs; equity analysis; and a draft and final CSAP.

Vision Zero Policy & Action Plan, South Lake Tahoe
Emily Dougherty, City of South Lake Tahoe, (530) 542-6070, [email protected] Project Manager assisted the City with developing a Vision Zero Policy and Action Plan. Tasks included assessment of existing policies, programs, and practices; Formation of a Vision Zero Task Force; Communicated data and information to the public on social media and on the City's website; Attended public meetings; Collected collision data and analysis; Developed implementable actions and performance measures; Provided project recommendations after collecting information from community engagement and stakeholder workgroups; Coordinated with the City to identify most at-risk population and worked with local police and EMS departments; and created the Vision Zero Action Plan.

Additional Projects
• Safe Streets & Roads for All Comprehensive Safety Action Plan, Colusa. Task Lead supporting Colusa in creating a CSAP that enhances safety for everyone on City roads. Components of the project include community engagement; data-driven solutions: crash data, land use, and equity analysis to create an effective plan; interactive dashboard: track progress and monitor safety improvements; and grant opportunities: secure funding for crucial safety projects. • Rio Grande Valley MPO Safety Action Plan, Rio Grande Valley, TX. Task Lead. This project entails working with the Rio Grande Valley MPO to develop an SAP for the region which focuses on improving safety and operations for all forms of transportation, all age groups, and communities from different socio-economic backgrounds while eliminating traffic fatalities on the region’s transportation network.

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Transportation Safety Action Plan

CITY OF PLEASANTON
• Development of a Comprehensive Safety Action Plan, Port Richey. Task Lead. Assisting the City to develop a CSAP as part of the US DOT SS4A Program. We will create a comprehensive safety analysis data dashboard to help identify, monitor and evaluate key safety metrics. We will identify the City's HIN, highlighting areas with the most severe collisions, and develop a project prioritization matrix that emphasizes the top 20 high-risk collision location to guide Port Richey in making informed decisions about road safety improvements, with a focus on reducing traffic-related injuries and fatalities, while addressing the growing traffic and development in this rapidly expanding region of Florida. Duties include Vision Zero policy; project selection; development of policies and programs; and a draft and final CSAP. • Safe Streets & Roads for All Vision Zero Action Plan, Dinuba. Task Lead assisting the City to develop a Vision Zero Plan to enhance s
afety and operations. The Vision Zero Plan includes assessment of existing policies, programs, and practices; formation of a Vision Zero Task Force; communicating data and information to the public on social media and on the City's website; conducting Bicycle Rodeos for students to practice and develop bicycle handling skills; providing project recommendations after collecting information from community engagement and stakeholder workgroups; collection of collision data and analysis, implementable actions and performance measures; developing educational material for transportation system users of all ages; coordinating with the city to identify most at-risk population and working with local police and EMS departments; and creating a Draft Vision Zero Plan to be presented to the Council for Adoption. • Vision Zero & Action Plan, Cupertino. Project Manager. Assisting City of Cupertino to develop a VZAP to enhance safety and operations for all modes of transportation of all ages. The overarching goal of a VZP is to provide a safe and secure transportation system for all users while eliminating traffic fatalities from the transportation infrastructure within the city. The scope of work includes development of a Vis ion
Z
ero policy, formation of SAG; public outreach; collision data collection and analysis; identification of Vision Zero countermeasures; development of policies and programs; development of a Capital Improvement List for the Action Plan and Action Plan Strategy; development of educational and enforcement programs; proposed text for a General Plan update; and a draft and final VZAP. • Local Roadway Safety Plan, Pico Rivera. Project Manager who assisted the City of Pico Rivera in developing a LRSP. The City’s LRSP aims to reduce KSI collisions through a prioritized list of improvements that can enhance safety on roadways. This Plan summarizes collisions that occurred in Pico Rivera, identifies high-injury locations, and recommends countermeasures at each high-risk location. A set of six safety projects were created for the high-risk intersections and roadway segments. The federal grant funding ($5 million) was awarded to two of the projects through the HSIP program in March 2023. • School Crossing Safety Enhancements, Pico Rivera. QA/QC. Reviewing and ensuring quality of safety improvements at 18 pedestrian school crossings. The improvements vary from crossing signage, installation of RRFBs, or LED enhanced signage as well as adding advance limit lines and signage. Performed topographic survey for key locations that require curb ramp upgrades along with site visit to review existing conditions, take measurements, notes, and site photos. The first set of concept plans and estimate will be developed after for preliminary City review and help determine the improvements that can be accomplished within the allocated grant funding. Assist the City once the package is out to bid and continue to provide support during construction until project close out.

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A-5
Transportation Safety Action Plan

CITY OF PLEASANTON
CARLO SENDAYDIEGO, TE | QA/QC
Registration: CA TE 1948
Education: B.S., Civil Engineering, Mapua Institute of Technology, Philippines Mr. Carlo Sendaydiego has 38 years of experience in transportation engineering, including his role as the Traffic Engineer for the City of Livermore from 2015 until his retirement from public service in 2021. During this time, he acted as the liaison to the City Attorney and Risk Manager for traffic-related claims and litigation, collaborated with the Police Department on safety and enforcement matters, and worked with Public Works on traffic signal operations, lighting, signing, striping, and overall traffic safety. He also served as the City's point of contact for the Livermore Amador Valley Transit Authority and the School District on transit and school transportation issues. As a consultant, he continues to provide technical expertise in traffic safety and signal timing, effectively acting as an extension of various City staff.

Crosswalk Enhancement Project on College Avenue, Livermore Joanna Liu, City of Livermore, (925) 960-4556, [email protected] Worked collaboratively with the City and oversee the development of the Plans, Specifications, and Estimates for installing crosswalks, pedestrian ramps and rectangular rapid flashing beacon at the College Avenue/Fifth Street intersection, and crosswalk and pedestrian ramps at College Ave/Kingsbury intersection. Project had to be Certified Access Specialist (CASp) certified.

Pedestrian and Bicycle Studies at Various Locations, Livermore Joel Waxdeck, City of Livermore, (925) 960-4521, [email protected] City Traffic Engineer. In addition to conducting studies in response to service requests, evaluated pavement markings as part of the annual pavement rehabilitation projects to determine if modifications are necessary to further enhance bicycle and pedestrian safety. Necessary, data collection and observations were conducted. If warranted, changes were made. This may have included high visibility crosswalks, curb ramps, red curbing and bulb-outs. In consultation with the community, bike lanes are also reviewed considering the use of green paint, and other bike crossing enhancements.

Crosswalk Enhancement Project on Concannon Boulevard, Livermore Joanna Liu, City of Livermore, (925) 960-4556, [email protected] Project Manager. Worked collaboratively with the City and oversaw the development of the Plans, Specifications, and Estimates for installing crosswalks, pedestrian ramps, and rectangular rapid flashing beacon at the Concannon Boulevard/Robertson Park Road intersection, and crosswalk, bulb-out, flashing beacon and pedestrian ramps at Concannon Boulevard/Epson Street intersection. Project had to be Certified Access Specialist (CASp) certified.

Additional Projects
• Crosswalk Enhancement Project on Portola Avenue, Livermore. Project Manager. Worked collaboratively with the City and oversee the development of the Plans, Specifications, and Estimates for installing crosswalks, pedestrian ramps, median island, and rectangular rapid flashing beacon at the Portola Avenue/Enos Way intersection. Project had to be Certified Access Specialist (CASp) certified. • Crosswalk Safety Improvement Projects, Livermore. Project Manager. Prepared the Plans, Specifications, and Estimates at fiv e
l
ocations for the City, which includes the construction of American with Disabilities Act (ADA) compliant curb ramps, sidewalks, median island, curb extensions (bulb-out), rectangular rapid flashing beacons system, thermoplastic pavement striping and signing for crosswalks, and all appurtenant work. Completed te design, assisted in responding to bidding questions, provided construction technical support, and the project is the construction phase.
• City Traffic Engineer, Livermore. City Traffic Engineer. Responsible for citywide daily traffic operation; provided professional traffic engineering support to City staff and public officials; conducted traffic studies including establishing speed limits; coordinated with outside ag
encies; applied for grants to fund transportation projects; responded to resident’s traffic concerns providing excellent customer service; liaison to the City Attorney and Risk Manager for traffic related claims and litigation; coordinated closely with the Police Department for enforcement and safety matters, with Public Works for operations and maintenance of traffic signals, lighting, signing, striping, traffic safety and served as liaison for Transit Authority on transit issues and School District on school related transportation issues; was the primary respondent to the Mayor and City Council regarding transportation related issues.

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A-6
Transportation Safety Action Plan

CITY OF PLEASANTON
MARK DOTY | STAKEHOLDER WORKING GROUP, BACKGROUND DOCUMENTS REVIEW, BICYCLE AND PEDESTRIAN PLAN

CONNECTIVITY AND PROGRAMMING IDENTIFICATION TASK LEAD
Registration: N/A
Education: B.A., Architecture, Texas Tech University, Lubbock, TX Mr. Doty has 19 years of experience in both the private and public sector with much of that time serving as a planner or director for major cities in North Texas. Mr. Doty is an accomplished senior-level planner and project manager with broad stakeholder, community and government relation expertise, team leadership, strategic development and media outreach experience in the public and private sectors. Among the many initiatives and projects Mark has worked on include monthly commission and board meetings, stakeholder and other community outreach, parking management, wayfinding signage, impact fee studies, downtown place making, economic development fund review and administration, historic designation, code writing and review.

Vision Zero Policy and Action Plan, South Lake Tahoe
Emily Dougherty, City of South Lake Tahoe, (530) 542-6070, [email protected] Deputy Project Manager assisting the City with developing a Vision Zero Policy and Action Plan which aims to eliminate traffic-related deaths and serious injury collisions through a clear vision, assigning responsibility, changing or enacting new policies that focus on safety first, identifying existing roadway deficiencies and hazards, and physically changing the streetscape to support equal access to the road network. Vision Zero prioritizes people and safety first, acknowledges traffic KSI are preventable, and requires a multifaceted approach (accounting for individual effort through education, modifying the built environment, and considering socioeconomic factors) to be successful.

Local Road Safety Plan, Gridley
Dave Harden, City of Gridley, (530) 906-1806, [email protected] Deputy Project Manager that assisted the City of Gridley in developing a Local Road Safety Plan. The Gridley Local Road Safety Plan is a living document including systemic safety analysis, identification of high-risk roadway segments and intersections, emphasis areas and 5 E’s strategies, a countermeasure toolbox, and priority safety projects viable to be phased in short -term, near-term, and long-term implementation.

Local Road Safety Plan, Santa Cruz County
Russell Chen, County of Santa Cruz, (831) 454-2149, [email protected] Deputy Project Manager assist ed Santa Cruz County in developing a Countywide LRSP. The Santa Cruz County LRSP is a living document including systemic safety analysis, identification of high -risk roadway segments and intersections, emphasis areas and 5 E’s strategies, a countermeasure toolbox, and priority safety projects viable to be phased in short -term, near-term, and long-term implementation.

Additional Projects
• Development of a Comprehensive Safety Action Plan, Port Richey. Task Lead. Assisting the City to develop a CSAP as part of the US DOT SS4A Program. We are creating a comprehensive safety analysis data dashboard to help identify, monitor and evaluate key safety metrics. We will identify the city's HIN, highlighting areas with the most severe collisions, and develop a project prioritization matrix that emphasizes the top 20 high-risk collision location to guide Port Richey in making informed decisions about road safety improvements, with a focus on reducing traffic-related KSI, while addressing the growing traffic and development in this rapidly expanding region of Florida.

Duties include development of a Vision Zero Policy; Data Collection and Review; public outreach; development of policies and programs; equity analysis; and a draft and final CSAP.
• Rio Grande Valley MPO Safety Action Plan, Rio Grande Valley. Task Lead: This project entails working with the Rio Grande Valley MPO to develop an SAP for the region which focuses on improving safety and operations for all forms of transportation, all age groups, and communities from different socio-economic backgrounds while eliminating traffic fatalities on the region’s transportation network. • Vision Zero Plan, Livermore. Task Lead. Assisted the City to develop VZP to enhance safety and operations for all modes of transportation of all ages. The overarching goal is to provide for a safe and secure transportation system for all users while eliminating traffic fatalities from the transportation infrastructure within the city. The VZP includes assessment of existing policies, programs, and practices; formation of a SAG; communicating data and information to the public on social media and on the City 's website ;
p
roviding project recommendations after collecting information from community engagement and stakeholder workgroups; collection o
f collision data and analysis, implementable and equitable solutions and performance measures; developing educational material for transportation system users of all ages; coordinating with the city to identify most at-risk population and working with local police and EMS departments; and creating a Final VZP to be presented to the Council for Adoption.

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A-7
Transportation Safety Action Plan

CITY OF PLEASANTON
PRANAV HAPPA, PE | CRASH COLLECTION AND ANALYSIS AND IDENTIFICATION OF AREAS OF CONCERN TASK LEAD Registration: TX 119973 (Civil) | TxDOT Pre-Certified, ESN 23644 Education: M.S., Civil Engineering, University of Texas at Arlington, Texas | B.E., Civil Engineering, Gujarat University, Gujarat, India
Mr. Happa has more than 19 years of transportation planning/engineering experience, and specializes in subarea and corridor planning, feasibility study, major investment grade study, traffic engineering study and traffic signal timing study.

His technical skills include travel demand forecast modeling, travel demand surveys, GIS, transportation planning and analysis, micro-simulation analysis and highway capacity analysis. Mr. Happa specializes in Traffic and Revenue Study, travel demand modeling using TransCAD and Cube. He also specializes in traffic operations analysis using VISSIM, and Synchro/SimTraffic.

Mr. Happa does not serve as Project Manager, majority of projects he leads tasks. We have provided three references for him as Task Lead.

Concord Collision Analysis Dashboard and Vision Zero Action Plan, Concord Abhishek Parikh, City of Concord, (925) 671-3031, [email protected] Task Lead. Assisted with the development of the Collision Analysis Dashboard using over 10 years of collision data for various agencies. The Dashboard features an interactive mapping tool that supports collision analysis, data visualization, trend analysis, and high-injury network monitoring. Also developed their VZAP. The integration of the Collision Analysis Dashboard with Concord’s ArcGIS asset management platform has enhanced the city’s ability to monitor safety projects, identify future needs, and secure grant funding. This comprehensive approach supports Concord in implementing and evaluating safety measures, improving overall road safety, and advancing Vision Zero objectives.

Local Roadway Safety Plan, Pico Rivera
Kenner Guerrero, City of Pico Rivera, (562) 801-4351, [email protected] Task Lead assisted in the preparation of the City of Pico Rivera's Local Roadway Safety Plan. Tasks included system review, stakeholder/public outreach, collision analysis, emphasis areas, countermeasure selection, safety projects, and final Local Roadway Safety Plan. TJKM prepared two HSIP Cycle 11 applications on behalf of the City that were awarded in March 2023.

Vision Zero Plan, Livermore
Joanna Liu, City of Livermore, (925) 960-4556, [email protected] Task Lead. Assisted the City to develop VZP to enhance safety and operations for all modes of transportation of all ages. The overarching goal is to provide for a safe and secure transportation system for all users while eliminating traffic fatalities from the transportation infrastructure within the city. The VZP includes assessment of existing policies, programs, and practices; formation of a Stakeholder Advisory Group; communicating data and information to the public on social media and on the city's website; providing project recommendations after collecting information from community engagement and stakeholder workgroups; collection of collision data and analysis, implementable and equitable solutions and performance measures; developing educational material for transportation system users of all ages; coordinating with the city to identify most at-risk population and working with local police and EMS departments; and creating a Final VZP to be presented to the Council for Adoption.

Additional Projects
• Waco MPO Comprehensive Safety Action Plan, Waco. Task Lead. Assisted the City of Waco and Waco MPO to prepare the CSAP.

The CSAP will include planned projects that would provide a path to Vision Zero by proactively identifying and addressing potential safety hazards, enhancing the overall safety of the mobility space, and ultimately reducing fatalities, injuries, and crashes. By developing and prioritizing specific plans to enhance safety, CSAPs will contribute to the reduction and elimination of KSI crashes while increasing over all
pu
blic awareness and increasing access to valuable future funding opportunities. • Vision Zero & Action Plan, Cupertino. Task Lead. Assisting City of Cupertino to develop a VZAP to enhance safety and operations for all modes of transportation of all ages. The overarching goal of a VZP is to provide for a safe and secure transportation system for all users while eliminating traffic fatalities from the transportation infrastructure within the city. The scope of work includes development of a Vis ion
Z
ero policy, formation of SAG; public outreach; collision data collection and analysis; identification of Vision Zero countermeasures; development of policies and programs; development of a Capital Improvement List for the Action Plan and Action Plan Strategy; development of educational and enforcement programs; proposed text for a General Plan update; and a draft and final VZAP. • Vision Zero Action Plan, Dinuba. Task Lead assisting the City to develop a VZP to enhance safety and operations. The Vision Zero Plan includes assessment of existing policies, programs, and practices; formation of a Vision Zero Task Force; communicating data and
i
nformation to the public on social media and on the City's website; conducting Bicycle Rodeos for students to practice and develop bicycle handling skills; providing project recommendations after collecting information from community engagement and stakeholder workgroups; collection of collision data and analysis, implementable actions and performance measures; developing educational material fo r t
ransportation system users of all ages; coordinating with the city to identify most at-risk population and working with local police and EMS departments; and creating a Draft VZP to be presented to the Council for Adoption.

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CALIFORNIA | FLORIDA | TEXAS
Corporate Oﬃce 4305 Hacienda Drive, Suite 550, Pleasanton, CA 94588 925.463.0611 | www.TJKM.com
TJKM

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City of Pleasanton
Transportation Safety Action Plan
Prepared by TJKM Transportation Consultants
Nayan Amin Ruta Jariwala Carlo
Sendaydiego Mark Doty Pranav Happa Rutvij Patel Aayush Kalantri Esmaeil Balal Andrew Dickinson
Grishma
Pandya Talha Majeed
Principal-In-
Charge
Project
Manager QA/QC Task Lead Task Lead Task Lead Task Lead Support Staff Support Staff Support Staff Support Staff Direct Salary $104.70 $104.70 $90.00 $78.53 $51.92 $88.24 $46.01 $84.13 $67.31 $36.01 $39.85 Overhead 107.48% 107.48% 107.48% 107.48% 107.48% 107.48% 107.48% 107.48% 107.48% 107.48% 107.48% Fringe 53.02% 53.02% 53.02% 53.02% 53.02% 53.02% 53.02% 53.02% 53.02% 53.02% 53.02% Profit 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% Billing Rate $300.02 $300.02 $257.90 $225.03 $148.78 $252.85 $131.84 $241.07 $192.88 $103.19 $114.19 TASK 1: Project Management 2 64 0 12 0 0 0 0 0 48 0 126 27,454.47$ Task 1.1: Project Kick-Off Meeting 2 4 8 14 2,625.60$
Task 1.2: Project Team Meetings & Invoicing & Reporting 60 12 40 112 24,828.87$ TASK 2: Stakeholder Working Group 6 38 0 44 0 0 0 0 0 116 0 204 35,071.66$ Task 2.1: Establish Stakeholder Working Group 2 8 8 18 4,800.40$ Task 2.2: Stakeholder Working Group Meetings 12 16 40 68 11,328.12$ Task 2.3: Project Website (Value Added Task) 1 2 8 11 1,575.57$ Task 2.4: Online Surveys (Value Added Task) 1 2 20 23 2,813.81$ Task 2.5: Community Engagement Meetings (Value Added Task) 4 16 16 48 84 14,553.76$ TASK 3: Existing Conditions and Needs Analysis 0 32 28 24 264 16 40 52 24 82 40 602 101,012.49$ Task 3.1: Background Documents Review 2 8 32 42 5,702.23$ Task 3.2: Collision Data 4 4 120 32 40 200 31,926.71$
Task 3.3: Existing Five-Year Crash Analysis (Systemic Analysis) 4 4 60 16 24 108 19,832.93$ Task 3.4: Identify High Injury Network (HIN) 16 12 80 40 148 24,364.77$ Task 3.5: Community Data 4 4 10 18 2,527.08$
Task 3.6: Field Conditions Review 2 8 40 50 7,936.86$
Task 3.7: Bicycle and Pedestrain Plan Compatibility 4 12 20 36 8,721.89$ TASK 4: Equity Analysis (Value Added Task) 2 8 20 30 4,463.99$ TASK 5: Focus Areas and Strategies 4 16 2 10 40 40 60 172 32,684.47$ TASK 6: Implementation Plan 2 16 2 8 32 46 106 24,679.92$ TASK 7: Draft Pleasanton Transportation Safety Action Plan 4 16 8 24 16 80 148 25,764.74$ TASK 8: Final Pleasanton Transportation Safety Action Plan 2 8 4 12 8 32 66 12,056.88$ Sub-Total 20 192 44 132 274 112 40 52 110 378 100 1454 263,188.61$ Mileage 500.00$
263,688.61$
Collision Dashboard 16 40 120 176 34,654.21$
298,342.82$
Value Added Task
Total Cost with Collision Dashboard
Total Cost without Collision Dashboard
Hours by
Task
Cost by
Task
Direct Cost
Task
Exhibit B- Compensation

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Item #5

CITY COUNCIL AGENDA REPORT

July 15, 2025
Community and Economic Development

TITLE: ADOPT A RESOLUTION APPROVING THE SECOND AMENDMENT TO THE

AFFORDABLE HOUSING AGREEMENT BETWEEN THE CITY OF PLEASANTON AND AVALON PLEASANTON, L.P., FOR THE AVALON PLEASANTON
RESIDENTIAL DEVELOPMENT, AS FILED UNDER CASE NO. PUD-85-08-1D-6M

SUMMARY
In 2024, a modification to the approved 305-unit Avalon Pleasanton Residential Development was approved, increasing the unit count by 31 units, for a total of 336 units. Consistent with the City's Inclusionary Zoning Ordinance (IZO) and in compliance with the previously approved Affordable Housing Agreement (AHA), the developer, Avalon Pleasanton L.P. (Avalon), was required to proportionately increase the number of affordable units from 46 to 51 units. A First Amendment to the AHA was executed administratively to memorialize the revised affordable unit count. More recently, Avalon has requested a further amendment to the AHA, to allow 45 of the 51 affordable units required to be built on-site at the Avalon Pleasanton project to be instead provided by deed-restricting some existing market-rate residential units at the nearby Eaves Pleasanton complex, which is under the same ownership. Doing so would have several advantages, including securing earlier provision of the units, deepening the affordability of the units, and providing a larger proportion of one-bedroom units instead of studio units, compared to the units proposed on-site at Avalon Pleasanton. This Second Amendment to the AHA requires City Council approval, due to the scope and nature of the proposal, which would constitute an alternative method of compliance as defined by the IZO.

RECOMMENDATION
Adopt a resolution approving the Second Amendment to the Affordable Housing Agreement between the City of Pleasanton and Avalon Pleasanton, L.P., for the Avalon Pleasanton residential development, as filed under Case No. PUD-85-08-1D-6M.

BACKGROUND
Site and Area Description
The Avalon Pleasanton residential project is located on an approximately 8.4-acre site on the north side of Owens Drive between Rosewood Drive and Tassajara Creek, within Hacienda.

The site was originally part of the 60.9-acre Redwood Commons office complex (formerly California Center), but has since been subdivided from the larger property.

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Figure 1: Project Site and Surrounding Area

Project Approval Sequence
The Avalon Pleasanton residential project (PUD-85-08-1D-4M) was approved in 2013 as a 305-unit multifamily development. The site was one of several rezoned for high-density housing in the 4th Cycle Housing Element. Subsequently, the current owner and Developer, Avalon Pleasanton L.P., acquired the site.

On November 11, 2022, the Developer received approval for a modification (PUD-85-08-1D- 5M) to: 1) modify the site layout; 2) revise the exterior elevations of the buildings; 3) change the retail use of the corner building to a daycare center; and 4) modify the related on- and off- site improvements. This modification did not change the residential unit count.

On December 27, 2024, the Developer received another modification approval (PUD-85-08- 1D-6M) to add a fifth story, containing thirty-one (31) additional units, to the approved multifamily Podium Building (Podium). This further modification approval added a fifth floor to the Podium and increased the residential unit count by 31 from the previously approved 223 units to the current 254 units in the Podium Building, for a total of 336 units overall.

Phased Construction
Construction of Avalon Pleasanton is being carried out in two phases:

Phase I includes the lower-density unit types, including the Garden Buildings, Townhouse Buildings, and one of the Amenity Buildings. The four (4) Garden Buildings comprise sixty (60) residential units, two (2) Townhouse Buildings comprise twenty-two (22) residential units, and

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the Amenity Building has a mail room and a trash room. All residential units in the project are rentals. Construction of the Garden and Townhouse units began in June 2024, and with the start of pre-leasing, the first Townhouse Building will be occupied in August 2025, followed by the second Townhouse Building, then the Garden Buildings. As scheduled, all eighty-two (82) units are expected to be completed and occupied by October 2025. The City will issue the certificate of occupancy for these units upon each building's completion.

Phase II includes the Podium Building with 254 residential units, the Amenity Buildings with a multi-purpose room and a leasing office, the swimming pool and spa, and all the landscaping.

Phase II will begin construction in Fall 2025 and is anticipated to be completed in two years.

Eaves Pleasanton
Avalon's sister property is Eaves Pleasanton (Eaves), a 456-unit multifamily apartment complex, located between Andrews Drive and Tassajara Creek, just east of the Avalon Pleasanton development. (See Figure 1, above.) Eaves' unit mix is a combination of one- bedroom and two-bedroom units. While the property was constructed in 1988, it has undergone several renovations, including unit updates with complete renovation of kitchens and bathrooms in 2009 and 2010, carpet replacement with resilient flooring on all of the first- floor units throughout the property, and complete refinishing of the building exteriors in 2022.

The apartments feature washer/dryers and full-size kitchens, and the complex features a swimming pool, new co-working area, updated fitness center, covered parking, bicycle storage, and a playground.

DISCUSSION
Inclusionary Zoning Ordinance (IZO) and Other Applicable Standards The original Avalon Pleasanton project, which included a Vesting Tentative Map and Development Agreement, was approved in 2013. Thus, the governing standards with respect to the affordable housing component of the project are the Inclusionary Zoning Ordinance (PMC Chapter 17.44) and the Housing Site Development Standards and Design Guidelines that the Pleasanton City Council adopted on September 4, 2012. The more recently adopted IZO amendments and Objective Design Standards for Housing Sites do not apply to this project.

PMC Section 17.44.040(A) provides that for all new multifamily rental residential projects of 15 or more, at least 15 percent of the subject project's dwelling units shall be affordable to Very Low-Income households and/or Low-Income Households. Accordingly, for the purposes of the previously approved 305-unit residential development, the 15 percent requirement triggered an obligation to provide a total of 46 affordable units.

On May 7, 2013, the City and Pleasanton Partners, LLC, the former site owner, entered into an Affordable Housing Agreement (AHA) that stipulated the following IZO-required affordability restrictions on the 46 affordable units (see Table 1 below).

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Table 1: 2013 Affordable Units
Unit Type
Very Low
Income (50% of
AMI)
Low Income
(80% of AMI)
Median Income
(100% of AMI)
Total
Studio 5 3 8 16
One-Bedroom 3 3 3 9
Two-Bedroom 0 7 9 16
Three-Bedroom 0 2 3 5
Total 8 15 23 46

Approved 2024 Development Modification/Amendment to Affordable Housing Agreement As noted, in 2024, the Developer proposed to modify the approved four-story, 223-unit Podium Residential Building to add a fifth floor with an additional 31 residential units. The new 5-story, 254-unit residential project in the Podium Building altered Avalon's obligated number of affordable units to be built on site, in compliance with the 2013 Affordable Housing Agreement between the City and the former owner, Pleasanton Partners, LLC. Avalon's required number of affordable units increased from 46 units, as previously reflected in Table 1, to 51 units.

The City and Developer executed a First Amendment to the AHA on April 4, 2025 to memorialize the five additional affordable units (see Table 2 below). The amendment did not change any other aspect of the agreement, with the mix of units by bedroom county and affordability levels remaining consistent with those specified in the original AHA.

Table 2: 2025 Affordable Units
Unit Type
Very Low
Income (50% of
AMI)
Low Income
(80% of AMI)
Median Income
(100% of AMI)
Total
Studio 6 4 8 18
One-Bedroom 3 4 3 10
Two-Bedroom 0 7 10 17
Three-Bedroom 0 2 4 6
Total 9 17 25 51

Proposed Second Amendment to the Affordable Housing Agreement Shortly after the First Amendment to the AHA was executed, the Developer asserted that building the 51 required affordable units at the Avalon Pleasanton development would not be financially feasible due to unstable economic conditions, including high interest rates, the uncertainty of construction costs, and the general volatility of the current construction industry and rental housing market.

Instead, the Developer requested consideration of an alternative proposed approach to comply with the IZO. Specifically, in lieu of providing all 51 affordable rental units on site at the

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proposed Avalon Pleasanton development, the Developer is proposing to deed-restrict 45 of the 51 units at the nearly Eaves Pleasanton apartment complex, which is currently a market- rate rental property. Specifically, the proposal would:
• Continue to provide six (6) three-bedroom units at the newly constructed Avalon Pleasanton development. Five (5) of the three-bedroom units will be provided among the Garden apartments currently under construction, with one (1) three-bedroom unit to be constructed in the Podium Building.

• Provide the remaining 45 affordable units at the Developer's existing nearby property at Eaves Pleasanton with an accompanying modification to the affordability profile and bedroom mix to 1) deepen the affordability of the units by deed restricting all units to 50 percent and 60 percent Area Median Income (AMI) thereby increasing the number of very low- and low-income units and 2) provide one-bedroom units at Eaves, in lieu of studio units that would have been provided within the Avalon Pleasanton development. (See Table 3 below.)

The proposed revisions, which are discussed and analyzed in more detail below, would constitute an "alternative compliance" proposal as specified in the IZO [PMC Section

17.44.080(D)].

Table 3: Proposed Affordable Unit Summary (Second Amendment to AHA) Unit Type
Very Low
Income (50% of
AMI)
Low Income
(80% of AMI)
Median Income
(100% of AMI)
Total
One-Bedroom
(Eaves)
14 14 0 28
Two-Bedroom
(Eaves)
8 9 0 17
Three-Bedroom
(Avalon)
0 0 6 6
Total 22 23 6 51

Analysis
City staff supports the Developer's proposal to provide 45 of the required 51 affordable units at Eaves Pleasanton for the following reasons.
• The Developer will still provide the originally proposed six (6) three-bedroom units at the new Avalon Pleasanton development. This aligns with the City's current and prior Housing Element and recent Amendments to the Pleasanton Inclusionary Zoning Ordinance, which foster the provision of affordable three-bedroom units, providing affordable rental opportunities for larger households.

• There will no longer be studio units, as originally planned, because there are no studio units at the Eaves Pleasanton property. The originally proposed 18 studio units (528 sq

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ft) would be replaced with 18 larger one-bedroom units (645 sq ft) at the Eaves Pleasanton property. In general, one-bedroom units are preferred over studio units because they provide more flexible living arrangements for a broader range of household types.

• While the one-bedroom and two-bedroom units at Eaves Pleasanton are older (built in 1988) and smaller in size (Eaves one-bedroom units are 645 sq ft compared to the proposed 690 sq ft Avalon one-bedroom units; Eaves two-bedroom units are 972 sq ft compared to the 1,140 sq ft two-bedroom unit at Avalon), the 45 units at Eaves Pleasanton would be restricted at much deeper affordability levels. The number of units at the very low-income 50 percent AMI level increases from 9 units to 22 units (a net of 13 more units). There would no longer be units restricted at the 80 percent AMI limit (previously there were 17 units at this affordability level); instead, there will be 23 units restricted at the deeper 60 percent AMI (low-income) limit. The number of units restricted at the median income 100 percent AMI level is also reduced from 25 units to now only include the six (6) three-bedroom units. Table 4 below illustrates the deeper affordability levels.

Table 4: Affordability Levels Comparison

Very Low
Income (50% of
AMI)
Very Low
Income (60% of
AMI)
Low Income
(80% of AMI)
Median Income
(100% of AMI)
2024 Original
Modifications
9 0 17 25
2025 "Alternative
Proposal"
22 23 0 6
Overall Change +13 +23 -17 -19

Moving the 45 affordable units (22 very low-income at 50 percent AMI units and 23 low-income units at 60 percent AMI units) to the existing Eaves Pleasanton property would also result in the Developer delivering the required affordable units more quickly. The Developer is projecting a 15-month timeline (based on an estimated turnover of three units a month) to provide the 45 units at Eaves Pleasanton, compared to the more than two years it will take to construct and lease up the Avalon Pleasanton multifamily Podium Building. The Developer is projecting to begin to deliver the affordable units at Eaves Pleasanton beginning in September 2025 after the Second Amendment to the AHA is executed. All affordable units at Eaves Pleasanton are expected to be delivered approximately 11 to 12 months before the earliest occupancy at Avalon Pleasanton. Due to the shortage of affordable housing in Pleasanton, staff believe it is in the City's best interest for the affordable units at Eaves Pleasanton to be available to eligible households sooner, rather than waiting more than a year before the affordable units are constructed and delivered at Avalon Pleasanton.

The 45 units at Eaves Pleasanton have kitchens and bathrooms that were fully renovated approximately 15 years ago, and will have new carpet and flooring and be repainted prior to the units being offered to income-eligible households. These units shall also be dispersed

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throughout the Eaves Pleasanton property unless approved in writing by the City Manager.

Delegating this authority to the City Manager would provide the City and the Developer with the flexibility and expediency should the clustering of affordable units be naturally occurring based on the locations of the market-rate units that are being vacated and converted to affordable units.

Similar amenities, including a co-working lounge, a swimming pool, a fitness center, BBQ pits, a community lounge, entertaining kitchen, and a tot lot/children center proposed to be available for residents of the new Avalon Pleasanton development are already provided at the Eaves Pleasanton property.

Housing Element and Regional Housing Needs Allocation (RHNA) Compliance The approved project, including the 2024 amendments, was deemed consistent with the applicable development standards, General Plan and Housing Element, and Zoning designations for the property.

Approval of the amendment would improve the financial viability of the Avalon Pleasanton project, increasing the chance that permits for the Podium Building will be issued and counted in the current 2023-2031 Housing Element cycle. Note that the 82 units currently under construction (60 units in the Gardens Buildings and 22 units in the Townhouse Buildings) were already reported in last year's Annual Planning Reports as the building permits for these units were issued last year. The remaining 254 units at the Podium Building at Avalon Pleasanton will be reported in the upcoming Annual Planning Reports for 2025.

In total, 330 market rate units would be reported as satisfying a portion of the City's 2,313 above-moderate income RHNA units and six (6) median income (100 percent AMI) units as satisfying a portion of the City's 894 moderate-income RHNA units. The 45 units at Eaves Pleasanton, once converted from market-rate units to affordable units, would also qualify for RHNA credit: 22 very low-income units at 50 percent AMI satisfying a portion of the City's 1,750 very low-income RHNA units and 23 low-income units at 60% percent AMI satisfying a portion of the City's 1,008 low-income RHNA units. The net change in market-rate/above moderate units would be zero since the 45 market-rate units at Eaves Pleasanton converted to deed-restricted units would be offset by there being 45 additional (non-deed-restricted) market- rate units at Avalon Pleasanton.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA)
Pursuant to CEQA Guidelines, (PRC Section 21000, et seq.), a Supplemental Environmental Impact Report (SEIR) (State Clearinghousing [SCH] No. 2011052002) and a Mitigation Monitoring and Reporting Program (MMRP) were prepared and certified by the City of Pleasanton on January 4, 2023, pursuant to Resolution No. 12-493, for the 2015-2023 (5th Cycle) Housing Element. An Addendum to the Housing Element SEIR dated December 27, 2024 for the Avalon Pleasanton project (to increase the number of affordable units from 46 to 51) concluded that preparation of a supplemental or subsequent EIR or Negative Declaration was not required.

Additionally, the City Council adopted Negative Declarations on November 6, 1985, and August 5, 1986, for the Eaves Pleasanton Project (formerly Hacienda Gardens). The proposed Second Amendment to the AHA, which reflects the change in affordability between units at Eaves Pleasanton and units at Avalon Pleasanton, is within the scope of the above-referenced

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SEIR, Addendum, and Negative Declarations, and accordingly, no further environmental review is needed.

BOARD/COMMITTEE/COMMISSION ACTION
The First Amendment to the Affordable Housing Agreement was administratively approved in April 2025. The Housing Commission was already disbanded in March 2024, and the changes were determined to not require Planning Commission review. The Second Amendment to the Affordable Housing Agreement and alternative compliance proposal have been determined to only require City Council review and approval, based on applicable provisions of the PMC.

EQUITY AND SUSTAINABILITY
The action directly implements the Housing Element, a key goal of which is to increase housing opportunities, including opportunities for housing affordable to very low- and low- income residents - both through the inclusionary requirements, and by creating more opportunities for partnerships with housing developers. Approval of the proposed project would allow the construction of 336 multifamily residential units, which include six (6) affordable rental units, as well as the conversion of 45 market rate units to affordable units. The site is identified as a housing opportunity site in the 6th Cycle Housing Element Update.

OUTREACH
No additional outreach was conducted as this is a routine matter of City business.

STRATEGIC PLAN ALIGNMENT
Approval of this action advances the ONE Pleasanton Strategic Plan goal of Building a Community Where Everyone Belongs – Strategy 6, which aims to implement the Housing Element and develop a plan to end homelessness to meet state requirements and provide opportunities for additional housing and shelter in the community. This project would add a total of 336 new rental housing units to Pleasanton’s housing stock and convert 45 market units to affordable units, all of which would provide new housing opportunities for Pleasanton and Tri-Valley residents, and the Affordable Housing Agreement, as amended, would provide needed affordable housing opportunities for very low-, low-, and moderate-income Pleasanton households.

FISCAL IMPACT
The modification to the Affordable Housing Agreement would not cause any direct fiscal impact.

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

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ATTACHMENT 1
RESOLUTION NO. 25-_____
A RE

SOLUTION OF THE CITY COUNCIL OF THE CITY OF PLEASANTON

APPROVING THE SECOND AMENDMENT TO THE AFFORDABLE HOUSING

AGREEMENT BETWEEN THE CITY OF PLEASANTON AND AVALON
PLEASANTON, L.P. FOR THE AVALON PLEASANTON RESIDENTIAL
DEVELOPMENT, AS FILED UNDER CASE NO. PUD-85-08-1D-6M
W
HEREAS, in March 5, 2013 , Pleasanton Partners, LLC, a Delaware limited liability company, made an application to the City for an Affordable Housing Agreement for the construction of a high density residential/commercial development located at 4400- 4460 Rosewood Dr., filed under Case No. PUD-85-08-1D-4M; and W
HEREAS, the Pleasanton Housing Commission reviewed the Affordable Housing Agreement at its duly -noticed public hearings of February 21, and March 21, 2013; and
W
HEREAS, the City Council of the City of Pleasanton approved the Affordable Housing Agreement at its regular meeting on April 16, 2013; and W
HEREAS, the City of Pleasanton and Pleasanton Partners, LLC, entered into that certain Affordable Housing Agreement (“Original Agreement”) dated May 7, 2013 and recorded on June 21, 2013, as Instrument #2013218262 (“Original Agreement”); and W
HEREAS, Pleasanton Partners, LLC, assigned to Avalon Pleasanton, L.P., a Delaware limited partnership, (“Developer”) all of its rights, obligations, title and interest in and to the Original Agreement pursuant to that certain Assignment and Assumption of Development Agreement, Indemnity Agreement and Affordable Housing Agreement dated as of June 3, 2022, and recorded on June 17, 2022 as Instrument #2022113287 between Pleasanton Partners, LLC and Avalon Pleasanton, LP; and W
HEREAS, on November 10, 2022, the Developer received approval for a modification (PUD- 85-08-1D-5M) to: 1) modify the site layout; 2) revise the exterior elevations of the buildings; 3) change the retail use of the corner building to a daycare center; and 4) modify the related on- and off-site improvements; and W
HEREAS, on December 27, 2024 the Developer received another modification approval (PUD -85-08-1D-6M) to add a fifth story, containing thirty -one (31) additional units, to the approved multifamily Podium Building, and the approval of the fifth floor to the Podium Building increased the residential count from the previously approved 223 units to 254 units, for a total of 336 units overall for the entire residential development; and
W
HEREAS, the City of Pleasanton and Developer executed the First Amendment to the Affordable Housing Agreement (“Amendment #1”) dated April 4, 2025 and recorded on April 10, 2025 as Instrument #2025048695 for the purpose of amending the

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2 affordability restrictions as set forth in Section 1 (A) and Section 1 (C) of the Original Agreement ; and

WHEREAS, the City of Pleasanton and Developer desire to execute the Second Amendment to the Affordable Housing Agreement (“Amendment #2”) for the purpose of further amending the affordability restrictions as set forth in Section 1 (A), Section 1 (C), and Section 1 (F) of the Original Agreement and the First Amendment; and

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE

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

SECTION 1. CEQA Findings. Pursuant to CEQA Guidelines, (PRC Section 21000, et seq.), a Supplemental Environmental Impact Report (SEIR) (State Clearinghouse [SCH] No. 2011052002) and a Mitigation Monitoring and Reporting Program (MMRP) were prepared and certified by the City of Pleasanton on January 4, 2012, pursuant to Resolution No. 12-493, for the 2015-2023 (5th Cycle) Housing Element. An Addendum to the Housing Element SEIR dated/adopted December 27, 2024 for the Avalon Pleasanton project ( to increase the number of affordable units from 46 to 51) concluded that preparation of a supplemental or subsequent EIR or Negative Declaration was not required. Additionally, the City Council adopted Negative Declarations on November 6, 1985 and August 5, 1986 for the Eaves Pleasanton Project. The proposed Second Amendment to the AHA is within the scope of the above referenced SEIR, Addendum, and Negative Declarations , and accordingly, no further environmental review is needed.

SECTION 2. Findings of Conformance to Inclusionary Zoning Ordinance. The City Council finds that the proposed Second Amendment to the Affordable Housing Agreement between the City of Pleasanton and the Developer is consistent with the City’s General Plan, with the Housing Site Development Standards and Design Guidelines, and with all applicable requirements of the Pleasanton Municipal Code Chapter 17.44 Inclusionary Zoning, including the alternative means of compliance, as those standards were in place in 2012.

SECTION 3. Approves the Second Amendment to the Affordable Housing Agreement between the City of Pleasanton and Avalon Pleasanton, L.P., a copy of which is attached hereto as Exhibit A and incorporated herein by this reference; and authorizes the City Manager to execute the Second Amendment to the Affordable Housing Agreement in generally the form attached as Exhibit A, subject to minor amendments and the approval by the City Attorney.

Section 4. This resolution shall become effective immediately upon its passage and adoption.

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

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3 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:

Aye
s:

Noes:

Absent:

Abstain:
______
________________________
Jocelyn Kwong, City Clerk
APPROVED AS TO FORM:
__________________________________
Daniel G. Sodergren, City Attorney

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EXHIBIT A
Recorded at the request of
and when recorded return to:

Office of the City Clerk
City of Pleasanton
P. O. Box 520
Pleasanton, CA 94566
[This document is exempt from
recording fees
Pursuant to Government Code§ 27383 and
Exempt from Documentary Transfer Tax pursuant
To Revenue and Taxation Code§ 11922]

SECOND AMENDMENT TO THE AFFORDABLE HOUSING AGREEMENT
This Second Amendment to the Affordable Housing Agreement (“Amendment #2”) is made and entered into on ______________ 2025, amends the Affordable Housing Agreement (“Original Agreement”) dated May 7, 2013, and recorded on June 21, 2013 as Instrument #2013218262, and the First Amendment to the Affordable Housing Agreement (“Amendment #1) dated April 4, 2025, and recorded on April 10, 2025 as Instrument #2025048695, between the City of Pleasanton, a municipal corporation (“City”) and Avalon Pleasanton, L.P., a Delaware limited partnership (“Developer”).

RECITALS
A. This Agreement relates to the real property more particularly described in Exhibit 1.

B. City and Pleasanton Partners, LLC, a Delaware limited liability company, entered
into that cert
ain Affordable Housing Agreement dated May 7, 2013 and recorded on June 21, 2013, as Instrument #2013218262 (“Original Agreement”).

C. Whereas, Pleasanton Partners, LLC, assigned to Developer all of its rights, obligations, title and interest in and to the Original Agreement pursuant to that certain Assignment and Assumption of Development Agreement, Indemnity Agreement and Affordable Housing Agreement dated as of June 3, 2022 and recorded on June 17, 2022 as Instrument #2022113287, between Pleasanton Partners, LLC, and Developer.

D. Whereas, the Developer and City executed Amendment #1 for the purpose of amending the affordability restrictions as set forth in Section 1 (A) and Section 1 (C) of the Original Agreement
E. Developer and City desire to execut e Amendment #2 for the purpose of again amending the affordability restrictions as set forth in Section 1 (A), Section 1 (C), and Section 1 (F) of the Original Agreement.

NOW, THEREFORE, in consideration of the mutual covenants, agreements and conditions contained herein, City and Developer agree as follows:

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2 Section 1. Section 1 (A), Section (C), and Section (F) of the Original Agreement are amended in their entirety as follows:

Section 1. Of the 336 apartment units, 51 shall be “Affordable” units. Developer shall make twenty-two (22) Affordable units available for rent to households at or below 50% of the Area Median Income and twenty-three (23) Affordable units available for rent to households at or below 60% of the Area Median Income at the Developer’s Eaves Pleasanton (Eaves) property, and six (6) Affordable units available for rent at or below 100% of the Area Median Income at the Developer’s new Avalon Pleasanton (Avalon) property, as set forth herein. The Affordable units shall be consistent with the following:

A
.

The Affordable unit mix, consisting of forty-five (45) units at the Eaves property and six (6) units at the n
ew Avalon property, shall be as follows:

Unit T
ype Very Low Income
(50% of AMI)
Low Income
(60% of AMI)
Median Income
(100% of AMI) Total
1 Bedroom (Eaves) 14 14 0 28
2 Bedroom (Eaves) 8 9 0 17
3 Bedroom (Avalon) 0 0 6 6
Total 22 23 6 51
C
. The monthly rent for each of the Affordable units shall be calculated based on the following:
(I) The
six (6) Affordable units at Median Income shall not exceed one-twelfth of 100% of the
Area Median Income adjusted for the household sizes listed in Section B above, multip
lied by 30%.
(ii) The twenty-three (23) Affordable units at Low Income shall not exceed one- twelfth of 60% of the Area Median Income adjusted for the household sizes listed in Section B above, multiplied by 30
%.
(iii) The t
wenty-two (22) Affordable units at Very Low Income shall not exceed one-twelfth of 50% of the Area Median Income adjusted for the household sizes listed in Se
ction B above, multiplied by 30%.

F. Forty-five (45) Affordable units (22 very low-inco me units and 23 low-income units) shall
be dispersed throughout the Eaves Pleasanton property unless otherwise a
pproved in writing by the City Manager. The 45 Affordable units identified ab
ove shall not be fixed in the Eaves property and may change depending o
n vacancies. The 45 Affordable units shall have new carpets and flooring and
be repainted at the time of delivery. The kitchens and bathrooms were fully re
novated in 2009 and 2010 and therefore will not be renovated at the time of delivery. F
ive (5) of the 3-bedroom Affordable units (median
income) shall be loca
ted within the Garden Walk-up buildings of Avalon

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3 Pleasanton and one (1) 3-bedroom Affordable unit shall be located within the multifamily Podium building of Avalon Pleasanton.

The remainder of Section 1 remains unchanged.

Section 2. In all other respects, the terms and provisions of the Original Agreement and First Amendment, are to continue in full force and effect. The Second Amendment is executed the date and year as shown above.

[Signatures on following page.]

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4 DEVELOPER:

AVALON PLEASANTON, L.P., a
Delaware limited partnership

By: Avalon Pleasanton GP, LLC, its
General Partner

By: AvalonBay Communities, Inc., its
Sole Member

By:

Name:

Title:

CITY:

CITY OF PLEASANTON, a Municipal Corporation
By:

Gerry Beaudin, City Manager
ATTEST:

Jocelyn Kwong, City Clerk

APPROVED AS TO FORM:

Daniel Sodergren, City Attorney

Exhibits:

1. Legal Descriptions

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5 EXHIBIT 1
LEGAL DESCRIPTION – AVALON PLEASANTON PROPERTY
Real property in the City of Pleasanton, County of Alameda, State of California, described as follows:

TRACT ONE:

PARCELONE:

PARCEL 59 B AS SHOWN AND DELINEATED ON THE MAP ENTITLED “PARCEL MAP 10172”, FILED AUGUST 25, 2021, IN BOOK 352 OF MAPS, AT PAGES 89-92.

EXCEPTING
THEREFROM THAT PORTION LYING BELOW A DEPTH OF 500 FEET, MEASURED

VERTICALLY, FROM THE CONTOUR OF THE SURFACE OF SAID PROPERTY, WITHOUT THE RIGHT OF SURFACE ENTRY, AS RESERVED IN THE DEED FROF1 SOUTHERN PACIFIC INDUSTRIAL DEVELOPMENT COMPANY, A TEXAS CORPORATION, RECORDED AUGUST 14, 1981 AS SERIES NO. 81-138446, OFFICIAL RECORDS OF ALAMEDA COUNTY, AND ALSO RECORDED JUNE 4, 1984, SERIES NO. 84-108001, OFFICIAL RECORDS OF ALANEDA COUNTY.

PARCEL TWO:

A PRIVATE INGRESS AND EGRESS EASEMENT WITHIN THE AREA DESIGNATED AS “P.I.E.E.2” OR “PRIVATE INGRESS AND EGRESS EASEMENT 2”, OVER PARCEL 591 (REVISED), AS SHOWN AND DELINEATED ON THE MAP ENTITLED “PARCEL MAP 10172”, FILED AUGUST 25, 2021, IN BOOK 352 OF MAPS, AT PAGES 89-92.

PARCELTHREE:

A PRIVATE STORM DRAIN EASEMENT WITHIN THE AREA DESIGNATED AS “P.S.D.E.1” OR “PRIVATE STORM DRAIN EASEMENT 1”, OVER PARCEL 591 (REVISED), AS SHOWN AND DELINEATED ON THE MAP ENTITLED “PARCEL MAP 10172”, FILED AUGUST 25, 2021, IN BOOK 352 OF MAPS, AT PAGES 89-92.

PARCEL FOUR:

A PRIVATE STORM DRAIN EASEMENT WITHIN THE AREA DESIGNATED AS “P.S.D.E.3” OR “PRIVATE STORM DRAIN EASEMENT 3”, OVER PARCEL 59 C, AS SHOWN AND DELINEATED ON THE MAP ENTITLED “PARCEL MAP 10172”, FILED AUGUST 25, 2021, IN BOOK 352 OF MAPS, AT PAGES 89-92.

PARCELFIVE:

A PRIVATE SANITARY SEWER EASEMENT WITHIN THE AREA DESIGNATED AS “P.S.S.E.” OR “PRIVATE SANITARY SEWER EASEMENT”, OVER PARCEL 591 (REVISED), AS SHOWN AND DELINEATED ON THE MAP ENTITLED “PARCEL MAP 10172”, FILED AUGUST 25, 2021, IN BOOK 352 OF MAPS, AT PAGES 89-

92. PARCEL SIX:

A PRIVATE WATER LINE EASEMENT WITHIN THE AREA DESIGNATED AS “P.W.L.E.2.” OR “PRIVATE WATER LINE EASEMENT 2”, OVER PARCEL 591 (REVISED), AS SHOWN AND DELINEATED ON THE MAP ENTITLED “PARCEL MAP 10172”, FILED AUGUST 25, 2021, IN BOOK 352 OF MAPS, AT PAGES 89-92.

PARCEL SEVEN:

A PRIVATE WATER LINE EASEMENT WITHIN THE AREA DESIGNATED AS “P.W.L.E.3.” OR “PRIVATE WATER LINE EASEMENT 3”, OVER PARCEL 59 C, AS SHOWN AND DELINEATED ON THE MAP ENTITLED “PARCEL MAP 10172”, FILED AUGUST 25, 2021, IN BOOK 352 OF MAPS, AT PAGES 89-92.

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6 LEGAL DESCRIPTION - EAVES PLEASANTON PROPERTY
(to be inserted)

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Item #6

CITY COUNCIL AGENDA REPORT

July 15, 2025
Community and Economic Development

TITLE: RECEIVE AN UPDATE ON THE DUBLIN/PLEASANTON BART STATION

CONCEPT PLAN PROJECT AND ADOPT A RESOLUTION APPROVING A

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF PLEASANTON

AND THE SAN FRANCISCO BAY AREA RAPID TRANSIT DISTRICT TO

COOPERATIVELY PLAN FOR AND CONSIDER DEVELOPMENT AT AND

AROUND THE BART STATION IN PLEASANTON

SUMMARY
The 6th Cycle Housing Element, adopted by the City Council and certified by the State, identifies the east Dublin/Pleasanton BART Station as a future location for high-density housing, and includes a program to prepare a concept plan for the station, intended to further redevelopment of the site while addressing parking for new uses and existing commuters. The City has been awarded grant funding for the project, in part to support a robust consultant team to assist with the effort. This report updates the City Council on this project and requests approval of a Memorandum of Understanding (MOU) between the City and BART, documenting the two agencies’ intent to cooperatively plan for development at and around the Pleasanton side of the station.

RECOMMENDATION
Receive an update on the Dublin/Pleasanton BART Station Concept Plan project and adopt a resolution approving a Memorandum of Understanding between the City of Pleasanton and the San Francisco Bay Area Rapid Transit District to cooperatively plan for and consider development at and around the BART Station in Pleasanton.

BACKGROUND
BART Concept Plan
The City Council re-adopted the Housing Element at its September 19, 2023, meeting, following the California Department of Housing and Community Development’s (HCD) certification in August 2023. Program 1.3 of the Housing Element identifies the preparation of a Concept Plan for the BART site to plan for housing per the densities assigned in the Housing Element and in accordance with State law, but to also plan for potential complementary non- residential uses and to evaluate vehicular parking demand of the on-site uses in addition to BART commuter parking. The program calls for this work to be started in 2024 and completed by December 2026, to facilitate redevelopment and housing on the site within the timeframe of the 2023-31 (6th Cycle) Housing Element.

Staff has initiated the Concept Plan with a professional services team, with the contract administered and funded through a grant awarded as part of Association of the Metropolitan Transportation Commission - Bay Area Governments' (MTC-ABAG’s) Priority Sites Program (the Priority Sites Planning Grant). The project is in its initial stages; this report provides an update and a request for City Council action on a Memorandum of Understanding (MOU) with

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BART, formalizing a statement of the two agencies’ intent to work cooperatively and in close coordination on the project. Such MOUs are a standard part of BART’s approach to similar planning efforts at other stations where redevelopment involves a cooperative effort with the local jurisdiction.

Prior Planning Effort and Objective Design Standards
As part of the 4th (and 5th) Cycle Housing Element, the BART site was designated for housing for a minimum of 249 units, at a minimum density of 30 dwelling units per acre (du/ac). In 2011, with assistance from design firm Van Meter Williams Pollack (VMWP), the City made progress on draft land use concepts and development standards for the site. These were ultimately not adopted, but nonetheless serve as a helpful reference point for this current effort.

More recently, the City’s Objective Design Standards (ODS) have included standards for the BART site with acknowledgment of state law requirements and design standards for high- density housing (over 30 du/ac). As part of this project, the team will review the ODS (and other applicable standards in the municipal code and Hacienda Design Guidelines) to make any adjustments and updates as needed.

DISCUSSION
The 6th Cycle Housing Element identifies the BART site for residential development. Since its adoption, the site has been rezoned to the Housing Opportunity Zone (HOZ). Therefore, the BART site is assumed and assigned to include housing at densities identified in the Housing Element (e.g., 75 dwelling units per acre, minimum of 555 units).

Additionally, since the 4th and 5th Housing Element cycles, other development factors such as AB2923, the Transit-Oriented Communities (TOC) Policy adopted by MTC-ABAG, and other site conditions have changed (e.g., parking demand dynamics, particularly because remote work has become more popular since the COVID-19 pandemic; and the planned ValleyLink multimodal connection). Therefore, while the previous effort serves as a helpful starting point, these other factors and the significant time that has passed require that the effort be refreshed.

Efforts to initiate and begin work on the Concept Plan have been underway since 2024, including developing the project scope. The project kicked off in April 2025, with the team currently working to establish background information, solicit stakeholder input, and identify key issues. An overview of those components is provided below. As noted, staff anticipates bringing a summary of initial findings and seeking input on potential development concepts to the City Council later this summer.

Project Scope of Work
City staff worked cooperatively with BART, MTC-ABAG, and the professional services team to create a scope of work for the project, intended to meet the objectives of BART as the property owner and the parameters of the grant funding from MTC-ABAG. Although some of the prior work can be carried forward and the planning process can follow some of the same steps, new factors such as changes in State law (e.g., AB2923) since the previous effort will need to be folded into consideration for this current effort. Additionally, there will be opportunities for public engagement and input by the Planning Commission and direction by City Council before the Concept Plan returns to City Council for consideration. Principal project tasks include:
a. Project Initiation: This task includes introductory meetings with the consultant team, key stakeholders (e.g., Hacienda, Zone 7, Livermore / Amador Valley Transit Authority

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(LAVTA), East Bay Regional Park District (EBRPD), and Valley Link), analysis of existing conditions and constraints, and work sessions/community meetings for input by the public and the Planning Commission. It also includes this introductory meeting with the City Council and consideration of an MOU with BART to commence the project. The project is currently at this stage.
b. Station Access and Parking Management: The scope includes the evaluation of station access and parking demand to understand the need for and opportunities to accommodate commuter parking on the site and alternative parking strategies, as well as to accommodate multimodal circulation for patrons arriving via public transit (e.g., LAVTA) or via bicycle on the Iron Horse Trail.
c. Market Analysis: A market analysis will evaluate potential residential, commercial, and institutional floor space scenarios with estimated square footage size and possible configuration.
d. Re-use Options: The community, Planning Commission, and City Council would review re-use options for the site, which would identify conceptual blocks, a circulation framework, open space areas, BART station access, vehicular and bicycle parking, and potential multi-modal transportation improvements. Goals and objectives would also be included for review and input.
e. Framework and Implementation Strategies: Feedback regarding re-use options and goals and objectives would be folded into a framework that would establish a comprehensive vision for the site, including housing but potentially other uses, along with implementation measures. Collectively, these would facilitate the ultimate goal that BART could solicit a Request for Proposals (RFP) to develop the site within the 6th Cycle Housing Element timeframe. Adjustments required to the Objective Design Standards, Hacienda Design Guidelines, and the Pleasanton Municipal Code would also be reviewed.
f. Second MOU: A second MOU with BART outlining procedural steps needed to advance a Request for Qualifications (RFQ) to develop the site would be established for review and approval by BART and the City.

The complete scope of work is included in Exhibit 5 of the Draft MOU.

Community Engagement
The project will provide opportunities for input at key decision points in the process, including input from stakeholders and the public, in advance of Planning Commission review and decision by City Council. Materials will be posted on the City’s website, and other more proactive outreach methods will be utilized, such as one-on-one meetings with key stakeholders, community meetings, email notifications, and other engagement opportunities.

Key Planning Considerations
There are several background conditions and planning considerations for the site, which will be integrated into the concept planning. They include:
• Site planning and configuration that takes into account the property's ongoing functioning as a BART station (i.e., station access), existing infrastructure and easements, such as the Iron Horse trail alignments, utilities, and BART service equipment
• Transit stops and multi-modal circulation through the station

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• Parking demand for both on-site development and commuter parking • Complementary uses to the allowable housing
• Integration of other site improvements, particularly the anticipated Valley Link station • Minimum zoning requirements of State law and regional policy requirements • Mitigation of noise and freeway-related impacts
• Connectivity to the broader area and adjacent properties, and potential future development of the neighboring vacant Oracle property
• Building design requirements for proposed development • Input and comments from key stakeholders

MOU with BART
Part of the action requested of the City Council with this report includes adopting a resolution affirming an MOU with BART for the Concept Plan. The MOU clarifies that the City and BART will work in close coordination (with the project consultant team) to review and advance the Concept Plan and generally refers to the scope of work for the project as outlined above. This MOU is the first of at least two, the second of which would follow near the project's conclusion to memorialize future actions to facilitate development on the site.

Schedule and Next Steps
The Concept Plan is intended to be complete by Spring of 2026, such that the site re-use options have been vetted by the community and adopted by the City Council, and the second MOU with BART is in place and ready for future advancement to facilitate development of the site. When a developer is prepared to commence development, the City and BART will continue coordinating and additional analysis (e.g., further CEQA, if needed) will be completed. Between now and the completion of the Concept Plan, community engagement and input by the Planning Commission and City Council for site re-use options will occur, anticipated for late summer (e.g., August/September 2025).

Staff notes that, separate from the Priority Sites Planning Grant, the City has been awarded two other grants, totaling $300,000 to support development of Parking Management and Station Access Plans for the half-mile around the BART station; these efforts will complement and expand upon any initial planning around these two topics as part of the Concept Plan.

With this report, staff requests that the City Council accept the update on the project and adopt a resolution approving the MOU to work closely with BART on the Concept Plan for the project site.

EQUITY AND SUSTAINABILITY
Equity and sustainability are both a strong focus of the BART Concept Plan, particularly the furtherance of investments in areas proximate to major transit stations, promoting decreased reliance on automobiles, and providing access to affordable housing opportunities.

OUTREACH
No outreach was conducted, since this is a routine item of City business. The project will include public outreach and feedback from the Planning Commission and City Council in advance of key decisions.

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STRATEGIC PLAN ALIGNMENT
Completion of the BART Concept Plan is supportive of the ONE Pleasanton Strategic Plan goal of Building a Community where Everyone Belongs - Strategy 6 to implement the Housing Element, since the effort will support the Housing Element program around redevelopment of the east Dublin/Pleasanton BART station.

FISCAL IMPACT
There is no fiscal impact associated with this action.

Prepared by: Submitted by: Approved by:

Shweta Bonn, Senior
Planner
Ellen Clark, Director of Community and
Economic Development

Gerry Beaudin, City
Manager

Attachments:

1. Resolution - BART Concept Plan

2. Resolution Exhibit A - MOU

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RESOLUTION NO.

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

APPROVE A MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF

PLEASANTON AND THE SAN FRANCISCO BAY AREA RAPID TRANSIT DISTRICT

TO COOPERATIVELY PLAN FOR AND CONSIDER DEVELOPMENT AT AND

AROUND THE BART STATION IN PLEASANTON

WHEREAS, the City re-adopted its 6th Cycle Housing Element on September 19, 2023, following certification from the California Department of Housing and Community Development (HCD) on August 25, 2023; and

WHEREAS, Program 1.3 of the Housing Element calls for the preparation of a Concept Plan for the Pleasanton side of the “east” Dublin/Pleasanton San Francisco Bay Area Rapid Transit District (BART ) station to evaluate site planning configurations, address parking for commuters and new uses while aiming to implement strategies to reduce and manage overall parking demand, and actively pursue development interest in the site; and

WHEREAS, in 2024, the City received Priority Sites Technical Assistance grant funding from MTC-ABAG to facilitate the planning for the site and support a consultant team to assist with the effort; and

WHEREAS, the City, BART, and MTC -ABAG staff have collaboratively worked together on a project scope for the BART Concept Plan and have secured the services of a consultant team; and

WHEREAS, the City and BART (as the property owner) acknowledge that close collaboration is imperative for the site's planning and ultimately the development of housing and potentially other non-residential uses, and agree that a Memorandum of Understanding ( MOU) would both facilitate and memorialize the cooperative and collaborative nature of this effort.

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

SECTION 1. The City Council of the City of Pleasanton hereby approves the MOU between the City and BART, Exhibit A to this resolution, to cooperatively plan for potential development at and around the Pleasanton side of the Dublin/Pleasanton BART Station.

SECTION 2. This resolution shall become effective immediately upon its passage and adoption.

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:

ATTACHMENT 1

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Resolution No.

Page 2 of 2 ends

Ayes:

Noes:

Absent:

Abstain:

_____________________________
Jocelyn Kwong, City Clerk

APPROVED AS TO FORM:

_______________________________
Daniel G. Sodergren, City Attorney

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42562.1

TRANSIT-ORIENTED DEVELOPMENT PLANNING

MEMORANDUM OF UNDERSTANDING
This Memorandum of Understanding (“MOU”) is entered into this 15th day of July 2025, by and between the City of Pleasanton (“City”) and the San Francisco Bay Area Rapid Transit District (“BART” or the “District” ) (together, the “Parties”) to cooperatively plan for potential development at and around the Pleasanton side of the Dublin/Pleasanton BART Station (“Station”).

RECITALS
A. BART and the City acknowledge that the San Francisco Bay Area region faces a shortage of homes and a climate crisis that requires a significant reduction in vehicle miles traveled, both of which are challenges that may be alleviated by transit-oriented development (“TOD”).

B. The BART-owned parking lots at and around the Pleasanton side of the Dublin/Pleasanton Station (the “Site”), attached hereto as Exhibit 1, offer a unique opportunity for TOD because of their desirable location and adjacency to the Station, the Hacienda Business Park , Iron Horse Trail (IHT), and Interstate 580.

C. In 2011, the City drafted land use concepts, development standards and guidelines for the site, but since that time, market conditions, state law (including the passage by the State Legislature of AB 2923), and site conditions have significantly changed, leading to a need to update and re-examine the prior work.

D. In 2016, the BART Board adopted three policies which set overall goals for BART's TOD program:

1. A TOD Policy, attached hereto (as amended in 2020) as Exhibit 2,, which, sets the goals of creating complete communities, advancing sustainable communities, increasing ridership, capturing the value of transit, enhancing transportation choice, and increasing affordability with target of 35% of all units to be as affordable with a priority of for low- and very-low-income households,

2. An Affordable Housing Policy , attached hereto as Exhibit 3 , which requires a 20% affordable housing minimum for each project, and favors those with the greatest depth and quantity of affordable housing, and

3. A Station Access Policy , attached hereto as Exhibit 4, to guide access practices and investments. This Policy aims to support the broader livability goals of the Bay Area, reinforce sustainable communities, increase the share of BART passengers walking and biking to the stations, and enable riders to get to and from stations safely, comfortably, affordably, and cost-effectively.

E. In 2017, the Tri-Valley–San Joaquin Valley Regional Rail Authority was formed and began planning passenger rail service, known as Valley Link, to potentially connect with the Station

EXHIBIT A

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page 2 of 21 42562.1
via a terminus located in Pleasanton immediately south of Interstate 580, between the Station and BART’s parking lots.

F. In 2012 and 2015 respectively, the City’s 4th and 5th Cycle Housing Element designated the Site for a minimum of 249 units at a minimum density of 30 dwelling units per acre, and in 2023, in the 6th Cycle Housing Element 1, that number was revised and increased to a minimum of 555 units at a minimum density of 75 dwelling units per acre. The 2023 Housing Element also called for the City to:

1. Develop and adopt objective design standards for the Site by March 2023, which was completed,

2. Work with BART to complete a concept plan for the Site with input from the community by December 2026,

3. Ensure that the plan adequately addresses parking for both existing commuters and new uses while aiming to implement strategies to reduce and manage overall parking demand, and

4. Work with BART to actively pursue development interest in the Site, including soliciting developer input on the plan during plan preparation, with the aim of BART issuing a Request for Proposal(s) by 2028 or 2029 to pursue development of the site during the 6th Cycle Housing Element planning period.

G. In 2019, 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.

H. In 2024, the Metropolitan Transportation Commission (“MTC”) awarded the City a Priority Sites Technical Assistance grant in the amount of $250,000 to perform work related to the Site. The City and BART jointly developed the scope of consulting services to be performed under this grant (“Priority Sites Scope of Work”), attached hereto as Exhibit 5.

I. In 2025, MTC awarded the City two Transit-Oriented Communities grants to perform work related to the Site (“TOC Scope of Work”): a Parking Management grant in the amount of $150,000 and a Station Access and Circulation grant in the amount of $150,000.

J. In 2026, BART plans to implement improvements to the IHT through the Station area to better connect the IHT to BART from both sides of the station as well as to other trails and bikeways, and homes and businesses along the trail. The project aims to:

1. Close the gap in the IHT so that BART riders can use it for recreation and access the broader network of trails and green spaces in the area,

2. Advance BART’s 2016 BART Station Access Policy goals (safer, healthier, greener) and mode share targets (52% active access), and

3. Separate pedestrian and bicyclist traffic to improve safety and comfort. 1 Available at https://www.cityofpleasantonca.gov/assets/our-government/housing/policies/general-plan-housing- element.pdf

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page 3 of 21 42562.1
K. Together, the above actions and policies, to be complemented by additional collaboration and activities as set forth in this MOU, lay the groundwork for future development at the Site.

L. The City and BART wish to identify, define, and pursue the development potential at the Site.

So that the parties may cooperatively and collaboratively work towards that end, the purpose of this agreement is to:

1. Clarify the processes that BART and/or the City will pursue to address the activities and timelines described below; and

2. Provide greater clarity for all parties, including BART, the City, and members of the public, on the planned steps, timelines, and the Parties’ roles and responsibilities needed in seeking to further study of and planning for TOD at the Site.

AGREEMENT

I. GENERAL

In light of the foregoing Recitals, the Parties hereby agree to pursue joint study and planning for infill development at the Site . By entering into this MOU, the Parties are not committing to pursuing a specific development alternative.

II. PROJECT MANAGEMENT

A. Staff from the City are directing the study and planning efforts and will lead engagement with the community, in close coordination with BART. BART will participate in the City’s efforts and will provide feedback on the deliverables and materials related to said work. The City will cooperate with BART and will consider its feedback. The Parties have assigned existing staff resources who will engage robustly with one another, the community and other stakeholders throughout the TOD planning and implementation process to ensure the TOD advances smoothly and rapidly, making efficient use of each party’s staffing and resources.

B. The City has identified consultants contracted to MTC to assist with the Priority Sites Scope of Work. BART agrees to cooperate with these efforts. Either party may identify additional consultants to perform services in support of the broad goals of this MOU , including the TOC Scope of Work which has yet to be developed. The City and BART will jointly develop the scope of said additional consulting services.

Because the City is leading on the Priority Sites Scope of Work and will lead on the TOC Scope of Work but both concern BART property, the Parties agree to discuss and mutually review draft deliverables prior to production of final drafts. Each Party will use its best efforts to provide these draft deliverables to the other Party so that it has at least three (3) weeks to perform its review and provide feedback. The City will either incorporate BART’s comments or meet with BART to resolve any significant differences with respect to comments on deliverables.

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page 4 of 21 42562.1

C. Likewise, each Party agrees to provide related presentation materials for the public as well as appointed and elected officials, to the other party for review and provide comment. Each Party will use its best efforts to provide these presentation materials to the other Party so that it has at least two (2) weeks to perform its review and provide feedback. The City will either incorporate BART’s comments or meet with BART to resolve any significant differences with respect to comments on presentation materials.

D. The Parties also agree to collaborate to identify potential funding sources to prepare the Site for TOD. To the extent feasible, the Parties will lead and/or participate in the preparation of grant applications for planning work and/or capital improvements.

III. ACTIVITIES

Activities will generally be as identified in the Priority Site s Scope of Work , with additional activities that may be added by mutual agreement. Key deliverables include, among others:
• Existing conditions and constraints memo
• Market analysis evaluating the potential for residential, commercial and institutional uses • Station access and parking management study recommending the maximum level of BART rider parking to be provided at the Site once TOD is completed, consistent with BART policies which require considering cost and design tradeoffs • Draft and final site reuse options (two to three)
• Draft goals and objectives
• Public outreach materials and participation in public meetings and hearings • Development framework package including revised goals and objectives for adoption/approval by the Parties

IV. PROJECT SCHEDULE

BART and the City will collaborate in preparing a project schedule as part of the initial activity under this MOU. The project schedule will incorporate the periods of BART review of deliverables and presentation materials referenced in Section II , above. It is anticipated that the activities described in Section III, including a community engagement process, will be completed within 24 months of the execution of this MOU.

VI. MODIFICATION

Any modification of this MOU will be effective only if it is executed in writing.

Signatures on following page

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SAN FRANCISCO BAY AREA RAPID TRANSIT DISTRICT

__________________________ _______________ Kasheica McKinney Date
Director of Transit-Oriented Development

CITY OF PLEASANTON

__________________________ _______________ Gerry Beaudin, City Manager Date

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Transit-Oriented Development Policy
Adopted June 9, 2016 | Amended April 23, 2020
VISION
The San Francisco Bay Area Rapid Transit District (BART) is a steward of a large scale public investment.

This includes real estate assets essential to BART’s tr ansit operations, and real estate assets that can be used to catalyze transit-oriented development in furtherance of BART’s purpose and goals. BART leverages these opportunities by working in partners hip with the communities it serves in order to implement the regional land use vision and achieve loca l and regional economic development goals.

Strengthening the connections between people, places, and services enhances BART’s value as a regional resource.

GOALS
A. Complete Communities. Partner to ensure BART contributes to neighborhood/district vitality, creating places offering a mix of uses and incomes.

B. Sustainable Communities Strategy. Lead in the delivery of the region’s land use and transportation vision to achieve quality of life, economic, and greenhouse gas reduction goals.

C. Ridership. Increase BART ridership, particularly in loca tions and times when the system has capacity to grow.

D. Value Creation and Value Capture. Enhance the stability of BART’s financial base by capturing the value of transit, and reinvesting in the program to maximize TOD goals.

E. Transportation Choice. Leverage land use and urban design to encourage non-auto transportation choices both on and off BART property, through enhanced walkability and bikeability, and seamless transit connectivity.

F. Affordability. Serve households of all income levels by linking housing affordability with access to opportunity.

STRATEGIES
A. Manage Resources Strategically to Support Transit-Oriented Development

1. Develop a 4-Year Work Plan to assess how staff and financial activities toward TOD will be most fruitful.

Identify BART staffing priorities and assignments to promote TOD on and around District property, including contributions to efforts such as planning and develo pment, co mmunity engagement, fund ing and financing strategies.

2. Favor long-term ground leases of no more than 66 years, rather than sale of property, as the standard disposition strategy for joint development projects, except in case s where alternative approaches are required to achieve specific development objectives (e.g., Low Income Housing Tax Credit-funded affordable housing, requiring a ground
lease term of no less than 75 ye ars), or where other strategies would generate greater financial return to the District.

3. Solicit proposals for transit-oriented development in lo calities that have an adopted plan allowing for transit- supportive land uses as defined in the TOD Guidelines. Utilize a competitive selection process but ensure the solicitation process considers property assembly with adjacent land owners for optimal TOD.

EXHIBIT 2

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Transit-Oriented Development Policy
Adopted June 9, 2016 | Amended April 23, 2020

4. Develop a procedure that will allow BART to respond to unsolicited proposals for property development on BART-owned land. Although BART does not encourage uns olicited proposals, they can be a valuable means for BART to partner with local communities and/or the development community to produce innovative or unique developments that deliver benefits in excess of what is typically provided by the market.

5. Revisit the Transit-Oriented Development Policy every 10 years.

B. Support Transit-Oriented Districts

1. Proactively support local jurisdictions in creating station area plans and land use policies that: a) encourage transit-supportive, mixed-use development on and around station properties, b) enhance the value of BART land,
and c) enhance the performance of the BART system as a whole.

2. Form partnerships with public ag encies, developers and landowners, community development organizations, finance entities, and consider strategic land acquisition to help build TOD both on and off BART property.

3. For BART system expansion, ensure that transit-or iented development and value capture opportunities are explicitly accounted for in major investments such as the location of new statio n sites, design and construction of station facilities, and acquisition of new properties.

C. Increase Sustainable Transportation Choices using Best Practices in Land Use and Urban Design

1. Utilize BART’s TOD Guidelines to ensure future development and investments seamlessly connect BART stations with surrounding communities.

2. Ensure that combined TOD/parking/access improvements on and around each BART station encourage net new BART ridership, utilizing corridor-level, shared, and off-site approaches to parking replacement as appropriate.

Following the aspirational Station Access Policy place types, use the following guidelines to replace current BART parking
as follows when developing BART property with TOD: strive for no or limited parking replacement at “Urban with Parking” Stations; and use the access model to maxi mize revenue to BART from development and ridership when determining a parking replacement strategy at al l station types.

3. Utilize strategies including mixed-use development, transportation demand management, and pedestrian- friendly urban design to encourage reverse-commute, off-peak, and non-work trips on BART and other modes of non-auto transportation, thereby reducing greenhouse gas emissions.

D. Enhance Benefits of TOD through Investment in the Program

1. Evaluate the financial performance of proposed projects based on sound financial parameters and the ability to generate transit ridership, fare revenue, lease payments, parking revenues, grant resources, other financial participation, and/or cost savings. Co nsider the opportunity cost to the District of delaying or accelerating development opportunities.

2. Use a variety of financing and governance mechanisms, including joint powers authorities, assessment districts, improvement districts, and lease credits to achieve station area TOD objectives.

3. As appropriate, and in consideration of District-wide financial needs, reinvest revenues from the sale and lease of BART land into the TOD Program, informed by the priorities identified in the 4-Year Work Plan.

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Transit-Oriented Development Policy
Adopted June 9, 2016 | Amended April 23, 2020
E. Invest Equitably

1. Increase scale of development at and near BART stations through catalytic investments in TOD, to help address the regional shortfall in meeting housing and other sus tainable growth needs.

2. Implement BART’s adopted Affordable Housing Policy and aim for a District-wide target of 35 percent of all units to be affordable, with a priority to very lo w (<50% AMI), l ow (51-80% AMI) and/or transit-dependent populations. To aid in achieving BART’s 35% affordability goal, provide up to a 60 percent discount in ground lease for projects with at least 35% affordable housing (30% for projects with a high rise). Establish a framework for varying the eligible project discount based on the depth of affordability of the deed-restricted housing units, the demonstrated need for discounted ground rent, and efforts to benefit BART in other ways.

3. Pursue state, regional, and phila nthropic partnerships that alleviate and prevent homelessness through production of affordable housing. BART ’s property will be offered at a greater discount if matched with regional-scale, external funding commitments for housing and homelessness.

4. Ensure the 4-Year Work Plan addresses how BART will achieve its affordable housing goals.

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AFFORDABLE HOUSING POLICY
It shall b
e the policy of the District that at each station where the District intends to pursue development that the cumulative development consist of a number of affordable housing units amounting to no less than 20 percent of the total proposed housing units on the property. This goal is for the total aggregate number of residential units on BART property at the station, regardless of the planned phasing of the project.

Each Reques
t for Qualifications (RFQ) or Request for Proposals (RFP) issued by the District relating to proposed residential development projects at BART station s shall include the current percentage of affordable housing constructed at that station along with the cumulat ive 20 percent goal of affordable housing units per station.

The percenta
ge of affordable units and/or depth of unit affordability based on Area Median Income (AMI) categories in any residential developments at its stations shall be a part of the District’s assessment of RFQ/RFP responsiveness. There shall be a priority on residential units made available to very low (< 50% AMI) and low (51- 80% AMI) income households. The General Manager or his/her designee will develop an approach to evaluating respondents' affordability housing proposals, that will consider a proposal ’s quantity and depth of affordability, as well as the proposal’s validity and feasibility with respect to this policy.

If a pa
rty responding to the RFQ or RFP determines that such a goal is not feasible, that party shall provide an impact a nalysis, which will be assessed by the District to determine if the goal cannot be attained.

Upon selec
tion of a Developer, the District commits to working with the Developer throughout the development’s negotiation process to achieve the pre-established affordable housing goal.

As the ne
gotiations of the proposed development proceed, the General Manager or his/her designee will provide periodic updates to the Board regarding the financial details of each component of the development, culminating in a term sheet for Board approval.

BART a
lso affirms its commitment to develop sustainable partnerships to achieve thriving Priority Developm ent Areas (PDA) at or near BART stations with housing opportunities for residents of all income levels – particularly those populations most reliant on public transit – in order to reduce Greenhouse Gas Emissions (GHG) , encourage use of public transit and active transportation, and decrease reliance on automobiles.

On a proj
ect-by-project basis, the General Manager or his/her designee may request from the Board an exception to this Policy if staff determines it is infeasible for a specific project.

This po
licy shall be prospective, and shall not be applicable to past or present development projects for which exclusive negotiating agreements, option agreements for ground leases, or ground leases have already been executed between BART and developers.

Adopted: Ja
nuary 28, 2016
EXHIBIT 3

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1 BART STATION ACCESS POLICY
Adopted June 9, 2016
VISION
For more than 40 years, the San Francisco Bay Area Rapid Transit District (BART) has been a steward of major public investment to connect people and places. The BART Station Access Policy is designed to support the broader livability goals of the Bay Area, reinforce sustainable communities, and enable riders to get to and from statio ns safely, comfortably, affordably, and cost-effectively.

GOALS
A. Safer, Healthier, Greener. Advance the region’s safety, public health, and greenhouse gas (GHG) and pollution-reduction goals.

1. Ensure safe access for all users of the BART system, including users with disabilities.

2. Promote and invest in active transportation access modes to improve public health.

3. Prioritize the most sustainable access modes, with a focus on the lowest greenhouse gas and pollutant emissions per trip.

4. Reduce the access mode share of the automobile by enhancing multi-modal access to and from BART stations in partnership with communities and access providers.

5. Develop station-level designs that are consistent with the Station Design Access Hierarchy (Figure 1).

B. More Riders. Invest in station access to connect more riders cost-effectively, especially where and when BART has available capacity.

1. As ridership grows, invest in and manage access resources so as not to exacerbate peak period – peak direction crowding, including by ensuring users can find parking spaces at all times of day.

2. Develop access solutions that promote reverse-peak and off-peak ridership to optimize use of the BART system.

C. More Productive and Efficient. Manage access investments, programs, and current assets to achieve goals at the least cost.

1. Consider life-cycle costs, including capital and operating budget implications, using best asset management practices.

2. Factor land value in decision-making, prioritizing access that generates the most riders with the least space.

3. Consider the Station Access Investment Framework (Figure 2) in identifying contextual access investments at each station, and seek to move stations from their existing to their aspirational types.

D. Better Experience. Be a better neighbor, and strive for an excellent customer experience, including on the first and last mile of the trip to and from BART stations.

1. Expand station access choices for all riders.

EXHIBIT 4

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BART STATION ACCESS POLICY
2 2. Promote Transit-Oriented Development (TOD) on and off of BART property as a powerful access tool, putting more riders within walking distance of stations, connecting communities.

3. Collaborate with local jurisdictions to improve station access and create more sustainable communities, including by promoting access improvements off BART property.

4. Ensure high quality design for access improvements, with careful consideration of the local context and the quality of the environment accessing BART.

E. Equitable Services. Invest in access choices for all riders, particularly those with the fewest choices.

1. Ensure that disadvantaged communities share in the benefits of BART accessibility.

2. Strive to be a partner to reduce the cost of living (i.e., transportation and housing) in the Bay Area for low-income communities by increasing access and housing options (i.e.

TOD), providing greater access to opportunity.

3. Use Universal Design principles to improve safety and ensure access is available for everyone at all times.

F. Innovation and Partnerships. Be an innovation leader, and establish durable partnerships with municipalities, access providers, and technology companies.

1. Involve BART riders in station access decision-making.

2. Develop partnerships with municipalities, transit operators, developers, technology providers, corporate shuttle providers, Transportation Network Companies, bike share operators, advocacy groups and other entities to best meet access goals.

3. Continue to research and pilot emerging technologies and new forms of access services to keep up with the rapidly-changing transportation ecosystem.

4. Remain technology- and operator-agnostic; make long-term investments in the access technologies and services that best meet the needs of BART riders.

5. Prioritize projects that leverage other fund sources and local matches both to further build partnerships and to capture more value from BART investments.

STRATEGIES
Plan, Innovate and Partner

1. Plan for systemwide access mode shift to reduce drive alone rates.

2. Partner with interested stakeholders to improve access to the BART system.

3. Plan all BART facilities to be accessible to all users, including users with disabilities.

Invest and Implement

1. Invest in the pedestrian and bicycle assets with a focus on BART property, and partner to advance projects off BART property, including partnering on local initiatives, such as Vision Zero, Safe Routes to School, and Safe Routes to Transit.

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Pleasanton City CouncilJuly 15, 2025

Pleasanton City Council
July 15, 2025